Episode 119: Becoming a leader worth following – with Heneka Watkis-Porter

Heneka Watkis-Porter is an entrepreneur, coach, 5x author, international speaker and host of The Entrepreneurial You Podcast. She has interviewed Richard Branson, John Lee Dumas, Seth Godin and many other influencers. Heneka is also the creator of the Caribbean’s first virtual conference and expo: The Entrepreneurial You Virtual SME Conference & Expo. She hosts Leadercast events in Jamaica and writes for the Leadercast blog and Thrive Global.

During this episode, Heneka and I talk about what makes a leader worth following, including:

• What she learned about leadership from starting her own business
• The importance of sharing feedback and showing vulnerability as a leader
• Her experience with burnout, how she recovered, and why it’s important to make time for self-care (especially for leaders)
• How she gets opportunities to interview famous leadership experts on her podcast – and what makes their advice so powerful
• How mentors can help entrepreneurs and other leaders succeed

To learn more about Heneka and her work, you can find her on her official website henekawatkisporter.com where you can contact her directly on WhatsApp. You can also listen to her podcast, The Entrepreneurial You, and visit her social media on LinkedIn, Twitter, and Instagram.

Learn more about how to attend Heneka’s “Slow Down & Live: Health Is Wealth” summit in January 2021.

Subscribe to the FREE Beyond 6 Seconds newsletter for all the latest news and updates about my podcast!

The episode transcript is below.

Carolyn Kiel: Today on Beyond 6 Seconds…

Heneka Watkis-Porter: There is something I have learned recently, which I keep telling myself and telling others that we need to give others grace to grow. Not everybody’s going to get to the place that we want to get them to overnight.

Carolyn: Welcome to Beyond 6 Seconds, the podcast that goes beyond the 6-second first impression to share the extraordinary stories and achievements of everyday people. I’m your host, Carolyn Kiel.

Carolyn Kiel: Now you can see the video of this interview, and many of my other recent interviews, on the Beyond 6 Seconds YouTube channel. Just go to YouTube and search for Beyond 6 Seconds. And while you’re there, please click the red Subscribe button under the video. Thanks so much!

Carolyn Kiel: On today’s episode, I’m very excited to be speaking with Heneka Watkis-Porter. Heneka is an entrepreneur, coach, five-time author, international speaker and host of the Entrepreneurial You podcast. She’s interviewed Richard Branson, John Lee Dumas, Seth Godin, and many other influencers. Heneka is also the creator of the Caribbean’s first virtual conference and expo the Entrepreneurial You Virtual SME Conference and Expo. She hosts Leadercast events in Jamaica and writes for the Leadercast blog and Thrive Global. Heneka, welcome to the podcast.

Heneka Watkis-Porter: Thank you, Carolyn. It is my absolute pleasure to be here and I’m looking forward to a great conversation.

Carolyn Kiel: Yes, me as well. So you speak on a lot of different topics as an entrepreneur, a leader, a podcaster, and one that I’d really love to dive in with you today on this show is about how to develop into a leader who’s worth following. So, I mean, in your definition, what makes a leader worth following and how do you define that?

Heneka Watkis-Porter: Okay. So first of all, leadership is really influence, you know, your ability to influence your sphere, those around you. You know, it’s not about control, let me, so let me just say it, first of all, it’s not about control or even management, but it’s about that ability to influence others to an action, and that action can be positive or negative, right? But we want to focus on the positive action, right? Because we have influences, we see around the world, we have some dominant forces we’re able to influence negatively, but we also see people who have that ability to influence, in a very positive way to effect positive change. Now when I talk about a leader worth following, I’m talking about someone who, when you think about them, They are able to do the actions, not just command you to do things or suggest you do things, or, you know, a lot of times you hear people say, say, do, as I say, not as I do, but then it’s all about, you know, being saying what you mean and meaning what you say. And so there’s a level of authenticity and so many other traits that we can talk about later as you go along the way.

Carolyn Kiel: Yeah, absolutely. As a leader, there’s a lot of different ways to influence people. And it’s not really just that control, as you said, not telling people what to do, but there’s just so many other ways to influence and bring people along with your vision as a leader.

Heneka Watkis-Porter: Right. And I’ve had to learn the hard way because for me, along the way, and you know, you just thought that you, so first of all, we’re not even taught to be leaders. We’re just thrust into some positions and it’s, it’s almost as if, you know, the thought is automatically you’re supposed to perform a particular way. And so even when I started, started my own business in 2007, I had no idea about leadership. I, I. As a matter of fact, when I left my full-time job to pursue entrepreneurship full-time I never even had a supervisor position. Right. So I just left. I mean, I was at the top of my grade in that, in that air, in, in the era that I in my field, but I was never at the supervisory level, never had the supervisor experience, but persons have always told me, you know, you have leadership qualities. And I guess what they mean by that is that, you know, I’m able to, to command and stuff. But at the end of the day, I learned so much more. Like when I, when I started my business, I recognized that, you know, what. This, this, this, this, the, the aggressive approach will not always work, and that’s hindsight because I thought, you know, I have a business and I was so passionate and driven about the business. And so I have this business and I’m thinking to myself, well, this is what you need to do. Get it done. No questions asked and so on without taking personalities into, into consideration. That is so critical because sometimes, you know, we just want to bring a one size fits all approach, you know, and everybody should react in a particular way. The job is to get done. Just get it done without thinking, you know what? this person may not be a type a personality. This person may perhaps be someone who, you know, really likes to be told what to do, but then somebody else wants to have that level of independence. And so, you know, the micro-managing and all of that. So there are so many different things that come into play. One of the things too Carolyn that I thought about was, you know, that is in hindsight, was I wanted my team to have the same level of passion that I did and that it was so unfair. It was too much of an expectation to bring to bear. So even when they were doing their very best, because they were not doing it in a way that I believe, you know, they were passionate and as driven then no matter what they did, they just did not measure up and it’s just looking back, I recognize, wow. That was such a disservice to them and false expectation.

Carolyn Kiel: Yeah. And that’s so interesting that you said that your first real experiences being a leader came when you started your own business. And that’s, that’s such a challenging time when you’re literally learning everything from how to put the business together and then, you know, adding onto that, how to be a leader and how to bring other people along, how to learn how to delegate. There’s just so much that goes into leadership. And as you said, we don’t, very rarely do we actually learn how to be leaders. We just kind of get thrust into the position, many, many of us. So, yeah, yeah, yeah. Oh, yeah. So I’m, I’m curious, you started sharing sort of your early experiences as a leader mentioned some of the challenges that you faced early on. How did you kind of come to realize that, you know, maybe some of the leadership techniques or assumptions that I’m making, aren’t quite working for, for people or the business, and how did you kind of work on those?

Heneka Watkis-Porter: Great question, Carolyn and, you know, over time, I think I became more emotionally intelligent, to, to recognize where people are at and to, there is something I have learned recently, which I keep telling myself and telling others that we need to give others grace to grow. Not everybody’s going to get to the place that we want to get them to overnight. And in the last couple of years, particularly because I mean, along the way, I’ve had many leadership positions, you know, I’ve had, you know, I’ve been leading church activities, leading community activities, of course my businesses and so on. But. I think it really dawned on me maybe perhaps about two years ago to, you know, when I started hosting Leadercast events. and those were just, you know, eye opening for me, even when I heard the speakers, you know, the presenters, when we talk about, and then I began to do my own research as well into leadership and watching, and look at some of the leaders, the person I consider to be excellent leaders. Because just like success leaves clues, so does leadership, and the persons that you, you admire and they’ve done it before you, why go and reinvent the wheel? Look at, study them, see what it is that their mistakes. And so even my own missteps, like I’ve learned along the way that vulnerability, for example, is such a critical trait to have as a leader. Right. You, you always want to get to the point where you’re able to say I am wrong, or I don’t have the answer, right? Not just I’m sorry. And let me go back to that. Not just I’m sorry, but I was wrong. I am sorry. Please forgive me. Because a lot of persons, you know, when they talk about being sorry, they’re not really admitting to the fact that they were wrong. They’re admitting to the fact that, perhaps they are a little bashful that, persons feel the way they do or react the way they do, but not recognizing that your actions, your words may have caused somebody else pain, or your lack of action or whatever it is, or, you know, and to apologize. So I talk about that place of being vulnerable. Also talk about the fact that your authentic self bring your authentic self to the game. and one of the things that I’ve always, always liked to, you know, to say to persons is that what you see is what you get. And so to that end, I mean, you also have to balance that too, because persons can be really offended by what you’re bringing, what you’re, what your real self is bringing. And so sometimes just tapering that, not to be inauthentic, but to not vent when you need to, be a little more tactful and so on. And so reading the ability to read the pulse of a room is so critical as a leader, you know, recognizing where the thought process is among, I mean, yes you’re not a mind reader, but reading persons’, you know, emotions, reading their, their body language because body language more than even verbal communication says a lot more than what you know, persons are, they’re saying with their mouth. So reading that pulse of the room and understanding where everybody is at a particular given point in time is another important trait that being a leader that is worth following, you need to be able to demonstrate.

Carolyn Kiel: Yeah, that makes sense. And especially in terms of really having that emotional intelligence, being able to read people, because coaching and feedback is such an important part of leadership. And I think a lot of leaders early on tend to think that, you know, as long as they’re giving the feedback, it doesn’t matter so much how it’s delivered, but that really is a critical part. And that’s sometimes as tricky as figuring out how to, you know, having the courage to deliver that feedback and then thinking about, well, how do I deliver it in a way where the person’s going to hear me, or has the best chance of hearing me and really understanding what they need to do differently.

Heneka Watkis-Porter: Yeah. And so one of the things for me Carolyn that I’ve learned to do is to use a sandwich approach. Right? So if it is, I have a negative something that is not so quite, quite positive to share, bad news, or you’re giving feedback, there’s always, always something good in any situation that you can find. So first you start with that, you know, you know, you are, you are an excellent team member. I like how you always, you know, communicate how you feel about things. And, that means a lot. Right? So share that information. and then you say, you know, there, is a little challenge that I’m picking up here and it may not be, it may, I may be misinterpreting because you always want to leave room for the fact that guess what you may be wrong. So, you know, I may have misread you. I may have misunderstood when you said this, but it really caused me pain. I was, you know, I was unhappy about what you said. And so you’re able to give feedback. You’re not attacking the person to say, Hey, you said that and I didn’t like it, and it was offended offensive. And so it puts that other person in the position though, to get defensive and instead of a conversation and a one-on-one connection. Right? And then talking that through, having talked that through then at the end of it, end of your communication,  let not your communication end on a negative note either. Let it be that, you know, but then remember, again, because of how you are, you know, I we’re always able to be aware of what is happening and, and how your feelings are and so on. So you were ending again on a very positive note. So your sandwich in your, your negative feedback with positive ones, and that will leave somebody feeling, you know, not dejected and feeling like they have, you know, they’re the worst person in this world, but they feel motivated because they do recognize the fact that you’re also giving praise at the same time.

Carolyn Kiel: Yeah. And the example that you shared also illustrated an important point is that you don’t want to attack the person for, you know, being a bad person or a not competent person. You’re focusing on the behavior or the impact, and really showing like, this is what happened. This is the impact it had. And so hopefully that makes people a little less defensive.

Heneka Watkis-Porter: Yes, yes, yes, yes. You see, you see it because at the end of the day, Carolyn, I think what everybody wants is to be understood. At the end of the day, everybody is coming from a place of they’re having their own issues. And, you know, people react based on their environment where they are whether emotionally, physically, psychologically, mentally, all of these things play a very important role. And they have done us a disservice in, in, in the world of work and hustle and grind, to say it’s all about the work and just focus on that and, just keep going, no matter the cost. And particularly women have it even more difficult because, we’re seen as weak and emotional, when we take time to address these soft areas, but they are vital, vital, vital importance that we take the time to address them and not, you know, not be a one size fits all, and it’s all about hustle and grind. We have to make space for people to be human. And, if we want to prevent things like burnout and I can talk to burnout, like that’s another topic I could talk to you about because even though I’m on the recovery, And if we want to leave space for that, you know, we, we must allow people to be human.

Carolyn Kiel: Absolutely. I always find it with the movement now towards leadership, there’s a lot of talk about being, as you mentioned, a vulnerable leader, leading with empathy, connecting, collaborating, and I’m always like, Hmm. You know who’s really good at that as it tends to be, is women!  It’s a way to bring in more, you know, traits that are traditionally associated with women and making leadership more holistic and powerful.

Heneka Watkis-Porter: Oh yeah. We’re naturally wired for that, you know, it’s it’s it’s our, it’s in our DNA and over time, because of the women’s liberation and I’m all for women’s liberation, but we need to get back to this space where we are very feminine and we, and, and, and we be, we lead, we lead with sensitivity, right? And not about all the time, the dollars and the cents, those are very critical, I will not discount, but also important for your entire well-being for a holistic approach is the fact that we need to give space for the humanity. Yeah.

Carolyn Kiel: I mean, we spend so much time at work and especially entrepreneurs like you, you are, you know, it’s so much a part of your life. You spend so many hours and hours in your business that you need that humanity because it’s, you know, there’s much less of a separation between work and life, in these days.

Heneka Watkis-Porter: Absolutely.

Carolyn Kiel: Yeah, so, and that is interesting. You just mentioned the, the, that you had had an experienced a burnout, which I imagine many entrepreneurs who spend so much time and energy on their business have that experience potentially, or run that risk. So could you share a little bit about your experience with burnout and kind of where you wound up with that?

Heneka Watkis-Porter: Listen, that’s a whole different episode, Carolyn! Let me tell you something. You know, I’ve always been going, going, going, and I’ve been one to do a lot, you know, start businesses and always having so many things going on. I’m writing, I’m podcasting, I’m traveling, I’m speaking. And the list goes on, right? I’m a wife. all of that have family have other obligations and I’ve just been going without taking too the time to listen to my body to pause. Of course. of course in April of this year, my body decides, okay, no, you won’t listen to me. No, you’re gonna have to listen. And I crashed, I literally crashed. So many, a myriad of symptoms and physical ailments and depression that was so dark. It’s not funny. Because of some medication I was taking, it sent me into a depression. Just passing out, all the physical things that you could think of at the end of the, you know, having gone to like 10 doctors and so on at the end of the day, I started seeing a naturopath and I’ve now switched my diet to a vegan lifestyle and just changed my lifestyle overall. And that is, is, is what has helped me with what has been now diagnosed by my naturopath as adrenal fatigue. And adrenal fatigue is tricky. Because you don’t doctors can’t really, or medical doctors don’t readily put a finger to it because the symptoms that you face, it could be anything really. Right. And so it is so, so much more difficult for, for it to be diagnosed, but I’ve been doing my own research and going on and on trying to figure out what was wrong with me. I came up with that may on diagnosis. And of course, when I went to the naturopath, she came up with that as well. And I’ve been treated, been, you know, being on the treatment for that. And it’s a painstaking process, slow process of healing for someone who is always on the go and can go a day or like an entire 24 hour day and not need rest. Now I have to really space my activities out for the, for the day and, you know, and, and rejuvenate and all of that because I still get fatigued very easily. So I’m speaking from this place of, as a leader, I know what it is to face burnout. I know what it is to, try and go, go, go. But right now I’m in the space and, you know, Having experienced that and still experiencing it. It’s it has helped me to kind of shift my message and my focus, so that even coming up, I’m having a health summit out of this experience. that’s going to be in January and I’m talking about, you know, just five different speakers we’re having talking about some topics like mental health, how you take care of your mental health and talk about adrenal fatigue. Talk about things like magnesium and why it’s important and all of these things. So. It’s not all bad because all of it comes a good situation. I, my, my lifestyle has changed. My diet has changed and doing more exercising and taking care of my health because another thing too, as leaders, we must be able to, take care of those around us. How are we going to take care of those around us if we’re not even taking care of our very own selves? you know, because if we’re, if we’re, we cannot give from an empty cup, And it’s so important. When we go on planes, I mean, we’re not traveling a lot now. if any, like we used to, right now. But you, first thing you hear, they will tell you, is it, should there be a problem, put your own mask on first, right? It tells you it is important to take care of yourself. Self care is not selfish. It’s actually very selfless because then you have more of you, and more energy to take care of those around you, your team members, your family members, those who, you know, your constituents, those will rely upon you. So that’s an important segment of leadership. I remember the last one, I think it was the first Leadercast event I hosted with Michael Hyatt. He was one of the speakers. And he spent a whole lot of time, I think in 2018. And he talked about a lot about self care. Now I’m not, I should have been listening more keenly to him, right? And taking his advice, but I had to learn the hard way. And it’s a lesson that is not lost on me as a leader.

Carolyn Kiel: Yeah, absolutely. And it’s so important to remind people that you have to take care of yourself, you know, of course for yourself, but also if you are a leader in order to be able to, to make sure that you’re taking care of, or just giving the space and support that your people need. And especially, especially this year with, you know, the, the pandemic. And I think that everybody, or maybe not everybody, many, many, many people are probably on the edge of burnout or possibly have burned out. So it’s just even more critical now. And, you know, and, you know, as an entrepreneur yourself, I imagine that the pandemic probably had impacts on your business or the way that you would run your business or lead your teams. So have you sort of had to shift in, in a way this year?

Heneka Watkis-Porter: You know, I tell people all the time that the period of health challenge that I went through made the pandemic looked like a walk in the park. I kid you not. Yeah. I mean, luckily for me, I. I never felt the full effects like a lot of people did, because I was already at home working from home and online. And, yeah, it was like my lifestyle right. In the first couple of weeks in March when we had it hit here for the first time, and then, you know, in my, my health challenge beginning began in April in that first few. I kind of felt like, Oh my gosh, I felt fear to be honest with you more than anything, and not fear necessarily for me, but fear for those that were around me and how, especially with those that were, you know, in, in, the high risk groups and I’m thinking, Oh my gosh, I was so fearful because I didn’t know anything. And I was researching this, virus, more than anything else. And that I realized began to get a lot. And so I kind of stopped that, but then in April, like further down in April, the health began to really get affected. And so it was more about trying to figure out what was wrong with me, trying to get healing and so on. And I believe as we talk about leadership and the ability to read the pulse of the room, we must not only be able to read the pulse of the room, but the pulse of the time. And so this time here was a time for us to slow down. It wasa time for us to slow down. And I did that. I did that. I had to do that.

Carolyn Kiel: Yeah. Yeah, absolutely. And you mentioned that you work from home, primarily. Do the people that you manage, are they primarily working from different locations? I mean, now I’m sure they are, but in general?

Heneka Watkis-Porter: Right, right, right. Cause I mean, I have very limited team. Most of, most of my, my team members are, you know, my, my virtual assistant, they’re not there based on as the need arise. So, that shift has been easy for me with them working. They’ve always been working remotely as well.

Carolyn Kiel: Yeah. Are there special challenges or considerations that you have to take into account? Having a team that’s always remote where maybe it’s, it’s just a different way to manage, as opposed to having people who you get to see every day and sit down with and, and kind of read their facial expressions or body language, sort of, how is it? Is it different in a way that you approach that?

Heneka Watkis-Porter: Well, you know, having gotten used to the fact that they’re not, not in my present environment, having gotten used to the fact that I have to, because they’re not, full-time either I have to work with their time. And that’s, that’s, you know, one of the most difficult thing is working with their time and trying to find a compromise in terms of where they’re at and where I’m at and what the need is. So I’ve learned actually to, to work with them in that way.

Carolyn Kiel: Yeah. And that probably requires a lot of focus on time management and just managing prioritization and delegation.

Heneka Watkis-Porter: Absolutely. Absolutely. Yeah.

Carolyn Kiel: Now you also, you have a podcast and you interview a lot of really great and well-known leaders on that as well. How do you select the people?  Do you select them for their, their leadership reputation and actions or kind of, how do you pick people to be on the show?

Heneka Watkis-Porter: I look for what they’ve accomplished. I look for their. I mean, one of the things for me is I’m being on their digital footprint. you know, sometimes depending on what topic I’m looking for, I’m looking for, I’m dealing with name recognition and this is a myriad of things, but, you know, authentic, authenticity in what they present at the table and what they can offer my community. So there are a myriad of factors that I look for, you know, that will have determined whether or not somebody is a guest on the Entrepreneurial You. Many people have come to learn that, you know, people like Richard Branson and, Seth Godin and other persons have been on this show and they’re like, Oh my God, how do you do it? How did you make it happen? But, you know, it’s, it’s just being very strategic.

Carolyn Kiel: Right. That’s really fascinating. Was it something that you had to kind of build up your brand first in order to attract well-known guests? Or how did you kind of, how did you approach it?

Heneka Watkis-Porter: So the strategy really was okay, so let me find one person who I build a relationship with, and I didn’t even realize that was what was happening. You know, initially, like I was building relationship with John Lee Dumas because I was loving what he was doing, what he was bringing to the table. And then over time having had him on my show, Then it, it became easier for other persons to come on. You know what I mean? So I’m using his name as a reference and all of that. So it was that strategy that I used that to get go.

Carolyn Kiel: Okay. That makes a lot of sense. It’s a, you know, kind of helps reinforce the, the reputation of the brand and just,

Heneka Watkis-Porter: Yes, social proofing.

Carolyn Kiel: No, exactly. And a lot of people kind of are in the same or similar circles in the podcast, in the leadership world as well.

Heneka Watkis-Porter: Absolutely.

Carolyn Kiel: Yeah. So, gosh, and you know, as you interview, people like Seth Godin, Richard Branson, John Lee Dumas, do you find that a lot of the leadership, you know, I don’t know if it’s advice or just philosophies that they share, are they, do you find them to be like extremely unique and compelling versus, you know, maybe other sort of average leaders?

Heneka Watkis-Porter: You know, the truth is, a lot of these ideas aren’t because ideas are not new, right. To be honest with you, and they’re not unique either. It’s just their own personal spin on them. And their ability to practice what they preach. Right. So with consistency as well, because at the end of the day, consistency is key. Ideas are a dime, a dozen, everybody have them. Right. But it’s how you apply, you know, your own self to the ideas.

Carolyn Kiel: Yeah, no, that is critical is that consistency. No, absolutely.  You shared earlier a lot of the stories and, things that you learned starting out as an entrepreneur about leadership and some of the challenges that you faced. Kind of looking back, what advice would you give, say to a new entrepreneur who’s, you know, like you maybe managing people for the first time and also trying to build a business and kind of wear many, many hats sort of, what do you have sort of a couple pieces of advice you would share in terms of either things to look out for or things to make sure that they do as a leader?

Heneka Watkis-Porter: Get a mentor, believe me. Had I, yeah, from the very get go, I would have had a mentor. Mentorship, we discount the value of it, but it’s so important. it’s, it’s, it’s, it’s that you’re getting another pair of ears, another mind, you know, just to give you ideas and to share ideas and to share their pitfalls, you know, where they would have gone wrong over time and they would have learned from that. And so can help you to prevent, having made those same mistakes. So mentorship is key. Get somebody and, and you know what, in this day and age, mentorship doesn’t even have to be somebody who is with you on it. And you can, single-handedly decide to select somebody online, who you value their ideas, you value their, you value their thoughts, and you study them. Right. You study them. And, and then from there you develop your, your own persona, your own traits as a leader, as an entrepreneur, but find somebody who you can say, okay, this is my mentor. I’m going to study this person. Even if you don’t have them physically.

Carolyn Kiel: Oh wow. So even, you know, finding people as you’ve been finding people online and kind of following what they write and what they do. So it’s not like mentorship, you don’t necessarily have to have the ability to have one-on-one constant conversations with someone it’s, it’s broader than that.

Heneka Watkis-Porter: Right. And when the time is right, I mean, if you like, even in the case of John Lee Dumas, when the time was right I was able to reach out to him. So when the time is right. You can reach out, you know, and you would have, initially not been following this person because you want anything, but you genuinely like what they’re doing and you see them as an example. And so, you know, it’s, It makes sense, a no-brainer for you to connect with that person.

Carolyn Kiel: Yeah, yeah. That, that makes a lot of sense. And there is a lot of information out there. There are a lot of great leaders and especially with social media and the online world, people are sharing more and more these days. You know, where would you recommend is a good place to, you know, if you’re just starting out, looking for a mentor or things to read where, like, where would you recommend that someone start out looking for a mentor?

Heneka Watkis-Porter: I am a big fan of John, John C. Maxwell, huge fan. So, I mean, he has a lot of books. He has a lot of videos online, for example, and there are so many entrepreneurs. My first book that really inspired me to want to become an entrepreneur was to, was Rich Dad, Poor Dad by Robert Kiyosaki, changed the way I think about things. It just, it was a shift for me. So that’s a book I would recommend, on the basis of entrepreneurship, and just different, you know, in terms of your mindset and your approach to work and entrepreneurship and so on. And then for leadership, like I said, John Maxwell.

Carolyn Kiel: Right. Okay. Wonderful. Yeah. The, you know, definitely very popular books and very influential books and, and leaders as well. So yeah. Heneka, how can people get in touch with you if they want to learn more about the work that you do or your podcast and things like that?

Heneka Watkis-Porter: Okay. Great. So Henekawatkisporter.com and of course the spelling I’m sure it would be, on, on, on the podcast show notes. So, and I’m all over social media, but my one stop shop is Henekawatkisporter.com and you can guess what, send me a message directly to WhatsApp from my homepage. So if you just, you see the WhatsApp icon, just send a message there and it comes directly to my phone. I mean, I do coaching both business entrepreneurship and podcast coaching as well as mastermind groups. So, or anything you want to reach out, you want to get, you know, you want us to, to discuss doing some form of a coaching or so just connect with me. talk about leadership, talk about entrepreneurship. I’m there.

Carolyn Kiel: Right. Fantastic. And I will put a link to your website in the show notes so that people can click on it and get right in touch with you easily.

Heneka Watkis-Porter: Absolutely.

Carolyn Kiel: Good. Well, thanks again, Heneka for being on my podcast. Is there anything else that you’d like our listeners to know or anything that they can help or support you with?

Heneka Watkis-Porter: Oh, sure. So first of all, leadership is a journey. It’s not a destination. And I want us to think that, you know, you learn and every day you learn new things, you learn mistakes. There is no one manual for that. You just learn along the way, but you have to be intentional about learning and developing. That’s what I want to part with as a piece of advice. But I also want to, I mean, coming up soon, I’m sure by the time this podcast goes live, then I’ll have the information ready for the upcoming Slow Down and Live Health is Wealth health summit, virtual health summit. So I’ll share that with you as well to, to share with your community.

Carolyn Kiel: Okay. Fantastic. Wonderful. Well, yeah. Thank you again Heneka for being on my podcast. I really enjoyed our conversation.

Heneka Watkis-Porter: Thank you, Carolyn. And I really enjoyed it too. Thanks.

Carolyn Kiel: Thanks for listening to Beyond 6 Seconds. Please help us spread the word about this podcast. Share it with a friend, give us a shout-out on your social media, or write a review on Apple Podcasts or your favorite podcast player. You can find all of our episodes on our website and sign up for our free newsletter at www.beyond6seconds.com. Until next time.