Yvonne Heimann [00:00:00]:
Welcome back to another episode of She Is A Leader. In this episode, I got to bond with my guest over our similar experience of growing up behind the Iron Curtain. And Marina actually shared how her grandfather — who, by the way, helped build rocket engines that first took humans to space — shaped her ambitious mindset from childhood on.
And what I absolutely loved hearing was how she started her first business at the age of 19, washing windows after reading Milan Kundera's book. From there, she built a secret shopping service, that then evolved into helping businesses improve their motivation and sales strategies. And we dive into why 60% of businesses fail when scaling without proper planning. And Marina shares some incredible stories about helping clients expand internationally that completely just changed their revenue.
So, if you're struggling with delegation — hey girl, been there, done that — you’ll especially appreciate Marina’s insights on the psychology behind why we keep tasks on our own plates, after hiring talent to actually take care of it.
Yvonne Heimann [00:01:40]:
And with that, I would love to introduce you to my guest today. Marina Morgan is an entrepreneur, organizational psychologist, and founder of Morgan Impact, where you guide leaders and teams through change, innovation, and sustainable growth. With over 15 years of experience specifically spanning across corporate leadership and entrepreneurship, you have combined psychology, business strategy and neuroscience to create actionable frameworks for personal as well as professional success. She currently is developing a model focused on enhancing team readiness for AI integration. And Marina empowers individuals and businesses to unlock their potential, creating meaningful change through practical strategy and deep personal insights. And with that bio, there is no question why I invited you. I love this combination of technology and human. Using technology to enhance human and oh, my God, girl, I cannot wait for us to.
To nerd out a little bit to have fun.
Marina Morgan [00:03:08]:
So, hello, thank you for this amazing introduction and thank you so much for having me today. It's really an honor to speak with you and with your amazing audience. And I think, you know, woman power is the greatest, thing that we have right now in our modern life. So coming back to your question, can you please give me some more details about. What do you want to know about it?
Yvonne Heimann [00:03:27]:
So one of my favorite questions for my guest is, did, did little Morgan know she's gonna be who you are today? Or did you think you're gonna become, I don't know, teacher and artist, something completely different?
Marina Morgan [00:03:43]:
So I was born in Soviet Union in the country that not exists right now. And honestly, the culture around me wasn't about the entrepreneurship when I was a little girl. But I can say that my family absolutely 100% influence for me. My ambitions, my scale, I suppose, because it's very typical for Soviet Union families when, for example, your parents are in university or in double jobs and you're rising up with grandparents. It was absolutely my situation because my mom birthed me when she was 19 years and she was a student of the medical university. And I grown up with my grandma and grandpa, her parents, and my grandpa was an engineer who created the rocket engine that at the first time in history brought the humanity to the space. So instead of some fairy tales, my grandpa spoke with me about space, about moon, about the engineering.
Interesting, you know, findings about his team. And I think that his history pretty ambitious young man who was born in a small village in Ukraine and 25 years after he already was the part of the greatest team in all the Soviet Union. Of course it's impressed me in another hand, my, my grandma, she was a very passionate woman as well. I mean if we will, if they will live in our modern time, probably they be. They. They will be the C level managers of the huge corporations, the greatest corporations in the country. So she was the doctor, but also she founded the medical university in the city where I was born. And I think their experience and their point of view for the reality influence for me.
I didn't think about it of course at that period. I thought that I would like to be a teacher or something like that. I think probably a lot of little girl dreaming about it. And honestly more or less I'm working in this field. But my career were connected with the development of the talents in organizations. I mean the education for adult people. Not only education, but more some development that connected with the business purposes. This is only one thing that I remember about myself when I was a little girl that I wanted to be a teacher even before I, you know, I started my school education.
Yvonne Heimann [00:06:30]:
And I find it interesting having having been grown up in East Germany too. So I had a similar upbring where it's been interesting talking to my friends here in the States or in Canada now where it's like we have experiences that I, I often get the big eyes. I'm like to the point of having tanks drive by on my backyard where the upbringing was just completely different. Where you went to school, you got your diploma, you, you took the job, you, you work to provide for your family and the country and that was it, at least for me and my upbringing. Yet you first of all had a great exposure. I'm like with. With your grandparents, with your family, with other things being able to experience that. And then you did go, you did end up going into entrepreneurship fairly early as well as also doing a.
Still pursuing that formal education too. Tell me about how was that from growing up in a country where I think a lot for us, I'm assuming it was similar for you. A lot of us, it was 'mapped out'. This is what we are supposed to be doing. This is, this is how the country is run. This is how, how our life is supposed to be happening. And then suddenly you get to make choices when things fall apart, when we leave the country. When the war came down, you becoming an entrepreneur early, as well as pursuing that formal education, how did that impact you? How, how did you do it? How did you get to that point and how did it impact you?
Marina Morgan [00:08:30]:
You're asking pretty interesting questions. I didn't think about it in this, you know, in this combination. Okay, I will try to answer and it will be something new for me today online. You know, when I grown up later, it was the 90s, it was absolutely wild time in Russia at the beginning of this new age of the country. And honestly, the reputation of entrepreneurship wasn't pretty great. It was some connection with some, you know, criminal activities, with some. Something that pretty unfair and that entrepreneurs and businessmen, they didn't really have a great reputation in the country. But then I started my education in university.
I was something like 19 years old and it was beginning of. It was 2005, probably something like that. At that time already the economical situation more or less stabilized and we started to have some real great connection with international business. Some, you know, exchange with experience. And a lot of foreign companies was pretty interested in this new market and they already opened something in their territory of Russia. So I mean, the culture of the business already rising up in a better. In a better way. In a better way.
So I think that I was pretty open for something new since I. Since I was a child. I mean, I was very curious girl. I feel it's still my main passion, you know, some new things, learning something new, discovering some new territories, interests, people, whatever it is. And this curiosity is my main value, I suppose, and freedom to, you know, to. To realize my curiosity instincts. So. And it was pretty simple.
Marina Morgan [00:10:18]:
When I was in probably my first year in university, I had a graduation, I had a diploma as a psychologist, as an organizational psychologist, I master of psychological science. I really wanted, you know, more money. And together with my boyfriends we opened our first business. It was honestly, we read the Milan Kondero book at the time and the main hero at this book, he washed the windows. And we just say, probably we can do something like this. It seems it sounds like an easy money. And it was our first business. I mean, we just announced everywhere in our neighborhood, but we can wash your windows.
And we got dozens of calls and we pretty fast we earn enough money to buy some stuff and to hire another students and for. For the next year we really had great money to compare. If you are international System if you are learning a university, not in the commercial purpose, you have some, you know, some, some fellow. It probably were $7 if compared with now money per month. And we earn something like, I don't know, 200 per weekend. So just imagine. And you were able to do a lot of different things. And then we found that we didn't have a Secret Service.
I mean, when somebody visiting your shop and just speaking with your, with your sales team like a client, and you really, really want to know the reality of the service, what's going on. And we found that in our city there is no service like this. And we just created their offer and visited a lot of different, A lot of different shops in the mall. And some of them told, yeah, it's great, do it. And honestly, we use those guys who washed the windows in our previous business. We use them like, you know, Secret Service guests. We recorded the conversation for the audio and I've already in my university, it was the second year, and we had the labor psychology. And at that moment I already know several, several aspects about the labor motivation, something like that.
Marina Morgan [00:12:25]:
And I felt myself really great professional in organizational psychology at the time. So we not only gave the script of the connection with the salespeople, but also I made some kind of my professional conclusion. For example, you can do this and this and these. We suggested steps like this. And since then we got a lot of different clients who asked us to create some motivational programs. A lot of different things like this. And right now, you know, when I'm thinking about it, I was 19 years old and I really worked with the business owners who were older than me, much more experienced than me, and they really asked me about something. And I think that it was because as I told you, we just started this culture of business in the country and there were not enough professionals in it.
And I wrote my diploma about their management through the organizational culture. It was 16 years ago, probably even more right now. Sixteen. Yes. And at that period about the management through the organizational culture, people started to speak only United States in the very, very innovative and cool companies. But just imagine what's going on in Russia at that period. What, what's organizational culture? What it is, what's about the management. And.
But I was pretty interested in it. And I think that it shaped my point of view for the organization because I'm thinking about the organization, like about the system. With that I work.
Yvonne Heimann [00:13:47]:
And it's, it's interesting because yes, I remember the times and it's like, I think Germany is just finally Getting to a point where entrepreneurship is not a bad thing because everybody just always had a job. You do a job, it's safe. Yeah. Things change. And it's interesting listening to your story, I see this pattern of you always were in the area of optimizing and scaling businesses if that was your own business, if that was helping other businesses because optimizing the sales process is optimizing to scale your business. And if I remember right, your. Your website mentions scaling shouldn't feel this messy. So, so I'm curious what's, what's like the most transformative shift you have seen when a client moves from like that chaotic growth of cool.
They they prove the market they can deliver, they're doing right. They have that, that growth sp happening to really shifting into strategically scaling. What do you, what do you see as that most transformative shift that's happening in your clients?
Marina Morgan [00:15:07]:
Okay, it's pretty great question. I want to say that scaling when wasn't planned correctly is one of the most popular mistake that killed the business. Yes. It's on the. If I'm not mistake, it's probably 60% of businesses that did it happened with these businesses because they started to scale without enough resources for that and without strategic planning. So I want, I, I just, I just trying to find the example that will be, you know, comfortable for my clients because I'm following the indie and I'm typically, you know, changing some names, some industries just to, just to provide they provide an example but be corrective for the personal information of my clients. Oh, pretty, pretty, pretty great example. I remember it.
I have several clients who are pretty ambitious, but their mindset not allow them to think about scaling for another markets. I mean in the markets in another countries. And there are a lot of examples then for then in your own country in the market with that you're pretty familiar, you know that it's pretty hard and you had this hard experience in your country and you suppose that well, you will, you know, expand your business for another markets. It probably will be even more harder than in your own market because here you know everything well. And let's just imagine what will be somewhere where you don't understand what's going on. And I had several clients who didn't even analyze the market that bridge before pretty close to them because of the language concerns, because of the cultural concerns. And they had pretty ambitious numbers that they want to achieve. I mean to achieve some goal in financial aspect.
And when we started to analyze the market and that they realized right now they understood that there is no market in reality and you will never become a millionaire. For example, if you will continue to work in this business model in your market. And the example of how take action in this way. When you are investing a huge amount of money to the marketing and trying to find the clients in this market. Or for example, you're hired the sales team before you had enough, you know, enough clients like coming to you with a different request and you have this spending or this is my favorite one somebody told you or you read in the book from Robert Kiyosaki or someone another and other famous advisors that just to get any money open some franchise or some another city or something like that. And people started to do. And it's spending all their money without their scaling business model that can work. So in the example that I want that I started to tell you, I suggest my client to just analyze what's going on in the market in the pretty close country.
Marina Morgan [00:18:21]:
And he found that the services that he's providing didn't exist in this country in such level that exists right now in his own country, in his native country. And he analyzed it. And I suggested him just to give a small advertising company without, you know, a huge budget and just see how many people will react in it and will, you know, fill the form on the website. For example. I'm interested in your service. He worked in connection with the construction business and he got a lot of clients for the really low price. And God bless. Briefly he pivoted his team and they started to walk in this market.
And he had already resources. But if he will continue to spend the budget for trying to find these clients on his native market without understanding that it's pretty small market, high competitive and there is no any potential here or continue to spend the money. Because one of his hypothesis was that his sales team not good, not work very well. And he fired people hire somebody some new change some motivation model. And it took a huge amount of his attention like a business leader without the strategic view for another for another side.
Yvonne Heimann [00:19:38]:
I love that and I love how you are integrating AI in the process. So can you help me, can you, can you help me understand how you are helping businesses measure as well as enhance their AI integration? So how can companies really integrate with AI and use this as an advantage without losing that human touch?
Marina Morgan [00:20:06]:
It's a really terrific question. The first thing I want to help all the companies globally and that's why right now I develop in my AIQ model the framework that everyone can use just to measure the AI readiness of the team for integration. And I'm more focused on human aspects of this because there are a lot of right now different way how you can measure your infrastructure readiness, your business processes, your budget, all these things that more about the business. I want to provide this understanding for the people what's going on with them. And you know, honestly right now I work with the people with a very, very different level of the AI integration. For example, I'm living in Silicon Valley and as you can imagine, I'm living the bubble where everyone know AI use AI building I agents do it every time and this is pretty normal for them. I will give you impressive example. On the last week I was in New York City and I met, I visited several parties there, several events with pretty wealthy people from, you know, New York business community.
I spoke with several of them, includes pretty young people or elder people with a huge businesses, hedge funds, real estate businesses. And I just, you know, started to speak with them about the artificial intelligence and I found that they absolutely not using it. And also I had an opinion like from the businessman, he told, you know, I'm not using artificial intelligence because I'm taking care about the planets and it's pretty unsafety. It took a huge amount of the electricity and energy. I'm not even using the light at the evening in my house just to help the planet. And I just don't think that my needs, you know, worth it to give us such a damage for the planet. It's impossible to hear something like this in Silicon Valley because everyone you know using it. Also I have a client, clients who Maybe use some ChatGPT to generate some texts or ask some questions, but they don't know what AI agents is.
Marina Morgan [00:22:06]:
You can just, you know, make some digital salesperson or digital assistants using the combination of different AI tools. So answering for your question, my model based on several aspects first and of course first of all is the skills. Are you familiar with what's going on right now in the. In the market, what artificial intelligence industry suggests you right now. And it's pretty easy to understand because you can. For example, we are making something like this, something like this with my clients. You are creating several tasks for your team that you really can do only if you're using artificial intelligence. And if you are not doing it, you are unable to do it.
For example, for one day or for those deadline what we give for the team just to. For these diagnostic tasks. Or you even just can ask some questions, what are you using, how do you use it, what the scenarios, etc. The next thing is your adaptability levels. That's what we are measuring. We're right now developing this part in my assessment model. But here we use neurophysiological approach, some psychological approach. And adaptability is about your ability to learn new, to be open to something new, how fast you can change your mindset, your material patterns, et cetera.
And for example, I have clients who pretty familiar with artificial intelligence, but not in all the level of the organization. I mean founder or syllable team members they able to work with that and they provide it to the teams. And they pretty frustrated the team not reacting with those speed that they want. And here I come to explain that we have different aspects of our neuroplasticity speed, our adaptability skill. That the only one way one thing that you can do as a manager is to provide pretty safety open to innovation environment and help your employees to go in this new mindset through the sum. Probably, you know, playing activities like game activities or something more easier than ambitious tasks. Depends on organization. Because just imagine it those things that half a year ago you were able to do for several months.
Right now you can do just for one day or maybe couple days. And the problem is not in the some skills of creating a great prompt OpenAI or other artificial intelligence tools that you are using. Problem is to switch your mindset. Okay, if I can do it for one day, what should I do in another days? Or how. What should be the speed of the development of our business? What about my co-workers? I'm moving with speed like this. And what about my colleagues? We're working together, we can they can have absolutely another skills. And this is one of the main problem with right now organization are facing with the differences in this adaptability another moment that we are working it. And it can be some practical training, it can be some workshops, it can be the analysis of the processes about their ability to delegate.
Because we find some correlation between your ability to delegate in your Regular life, in your personal life, in your professional life, and the delegate for your AI assistance. I see that you racked it in a little bit emotionally and I think that you have something.
Yvonne Heimann [00:25:42]:
Yeah, because it's like. I think one of the biggest issues and struggles I often see, see not just only with entrepreneurs, but also in, in the corporate structure is that struggle with delegation, with hiring talent. And somehow tasks are still landing back on. On my back or on the person's back we're working with. Is there, is there like a psychology barrier behind this pattern? And how, how can you lead leaders to break through this, to break through this issue of delegation of great. You're either way struggling to hiring talent or your hiring talent and stuff still is landing on your plate. So how can people get through this barrier, through this wall of this delegation issue when we are scaling a business?
Marina Morgan [00:26:44]:
It's a pretty great question. I try to classify those requests that I had in my experience. So the first thing, it's pretty simple. It's about the business processes because we have a lot of different organization that pretty hierarchical and you have very small scope of freedom. And if you are employee in this team, not a leader, not a founder, you're just employee, it's pretty difficult for you to understand how you can reorganize your processes because you are don't have an access to the whole picture for some reason. Probably this is the organizational culture, this is the business structure, etc. So if we're speaking about, you know, developing this delegation culture in the organization, we should really make a first step and understand what's going on in our culture right now is our employees really know what they can delegate and what will they get for this delegation? Because if I lose my responsibility, how will I prove that I'm pretty useful for my company and I really provide some profit for the company. And it can be very simple.
And the first reason before we dive into some psychological aspect, I'm typically trying to understand what's going on in the business. For the very simple level. We had the Fanny phrase, you know, in psychotherapy, in psychologist, community, like please don't disrupt the universe for the cup of coffee. It's about like for example, when we explain in some simple things in our life through some perspective of it's happened probably in my childhood, my mom, something like that. Sometimes it's pretty simple just. And it can be pretty simple in this situation as well. So in the cup of coffee in this example will be just analyze the processes and be sure that the processes in your Structure is, you know, or have some space for the delegation and collaboration and delegation. Speaking about the psychological.
Psychological things. One of the main things. It's of course the desire of the founder and leader to take everything under control. And probably you had a bad experience as a leader. It can happen probably. And this experience probably influenced for your hiring strategy. And you are not hiring those people who you can really trust and you don't understand how to do it or in those you see really strong team members like your equal partners. Because for example, in my.
Marina Morgan [00:29:01]:
In my team, in my. In my business, I'm trying to hire those people that more professional and smarter than me in their fields. And I'm always asking the opinion about everything and I'm trying to create the space there they can, you know, present this opinion without any doubts or fear that I will react in this. Like what. What kind of you're speaking here about? No, absolutely not. But it is not whole. I mean this is me and this is my approach. And for example, if you are want some another approach, this is absolutely your right like a business leader.
But you just need to understand what will be the next. I mean if you. If you are making the choice A You will have there, you know, the circumstances B. So this is the main thing. And typically if you will ask the founder are you ready to delegate? He will give you a lot of different rational reasons like yes I am, but for some reason I don't have a great professional or Mica founder is not working pretty good or. And when you started to analyze this, you really understand that there is no any space where you can gave this responsibility for your team or for your co founder or for your. I don't know. CEO depend depends on the situation.
And typically there is some psychological aspects here. It can be bad experience. It can be just some habits to take everything under control and not allow yourself, you know, to relax, took a pause, etc. For example, one of my clients, they own in the restaurant and the restaurant and for two years just imagine that the co founder of the restaurant she answered for all the telephone calls about the booking the tables about the. I don't know, answering for different questions like can you. Can we visit you with the pets? Or what's. Can you please explain me what's the dishes? And we work with you probably several weeks before she were able to, you know, to delegate it for AI assistants who just can, you know, automatically book the tables etc because at the beginning of the business they several times were before you know that broken broken up and she's, you know, she's pretty, pretty accurate with any client and she was afraid that if somebody, but not her, will speak with the, with the client, they, they will loose it. And it was pretty difficult in this situation.
So. Other reason is, I said about the control. Just a sec. Other reason is, let's be honest, sometimes it can be the correlation between the size of the ego and the successful of your company.
Yvonne Heimann [00:31:44]:
You just went there, you just went there.
Marina Morgan [00:31:49]:
Oh God. I want to say it wasn't my client. I will not give you the name, but I mean
Yvonne Heimann [00:31:55]:
I'm one of those too. It's like, don't get me wrong, I'm like, we all, we all have our own ego and our pride, right? And ego doesn't necessarily mean it's, it's something bad. To me it's, it's just a data point. I'm like, I've put a lot of work into my business. I definitely have an ego around my business, business and what we have done. Don't get me wrong, it's just letting go of that ego for the advantage of the business. That's how I look at it.
Marina Morgan [00:32:29]:
It's pretty difficult to be honest. But, but you're absolutely right. And. Oh my God. I know, I know. Pretty famous business owner. He's a leader of the, one of the, you know, most famous companies in the, in the world and of course in Silicon Valley. And in his personal office, it's pretty big.
You will find probably more than hundreds his photos with the different, you know, business owners, politics, rock stars, etc. Just imagine he's coming to his office and the, I don't know, 75th floor, for example, and just surrounded by his amazing, different, different pictures. And it's pretty fun. You can, motivated by this, you can develop your business based on this energy because when you love yourself so much that you want to scale yourself, it can be the fuel for, in the engine of your business and it can be appropriate. But it's not very easy for people with this type of personality to accept that somebody can be better than me, more clever, clever than me and oh my God, no can better than me know what will be good for my business. And it's very difficult just to give their small space for thought like this in your, you know, in your mindset. And this is the second most popular I can say probably the reason why it can be, why it can be different. Different.
So summarize processes, control and based on my, you know, greatness of my personality, culture and traditions in building my relationship with the team, co founders, etc. What can you do here? Depends on the business aspect. Here is the most easiest thing. Just analyze what's going on. What's going on with the processes. Do your employees have a space where we can share the ideas, change the project, like be some collaborative team and it will be easier. But if you develop your business based on the culture of high competitive, like for example, you are not making the friendly space. It will not work because everyone will try to, you know, to have their piece of the pie and buy the neighbors.
It depends on. You also can develop your business for this. But you know, my experience and all the prognosis right now demonstrate us that there is more chance to be resilient in this real modern, economic, economical situation to those company who pretty flexible, collaborative, with a high level of adaptability, openings to something new and in the stressful environment, it's pretty, it's pretty difficult to achieve this, you know, to achieve the states for team.
Yvonne Heimann [00:35:04]:
Yeah. Now, if my listeners could implement just one strategic practice tomorrow to like strengthen their leadership and team effectiveness, what would you recommend?
Marina Morgan [00:35:17]:
You mean if we're speaking about AI tools or whatever it is?
Yvonne Heimann [00:35:21]:
Tools, whatever it is, what is one action they can take tomorrow to become a better leader, to be better with their team effectiveness?
Marina Morgan [00:35:33]:
Okay, it will be unexpected advice from my side because it's not very typical for their business field, but it's obvious based of neurophysiology. So the first thing that you should remember, you like a leader, you are the role model for your employees. And do you want it or you don't want it? You're the role model for your employees. And if you're a business owner, you're the source of organizational culture in your company. Even if you have a small company with only, you know, you and your amazing dog or your amazing assistant, whatever it is, even, it's not just you, it's the organization. And this organization have the organizational culture and you're the source of it. So and I really, you know, I really found amazing research that's. That demonstrates that leaders are able to change the biochemistry of their employees through the emotions and the words that you use in communication with your employees, with your stuff.
And my advice for you will be just. Just to accept that, that this is true, that you are the role model for. For your team and just focus not on the results of everything that you are doing, but on the process and try to integrate the enjoyment in your reality. I will briefly explain that through neurophysiological aspect the endorphins we're rising up in our body when we enjoy some pretty personalized thing they influence for the dopamine level. And if you want to stay on your top performance, highly motivated and have enough dopamine in your system and be resilient, positive, in a good mood, in a healthy state that will 100% will reflect in your team. Because in the health statement and with a healthy mind and nervous system, you're able automatically make a make a healthy decision, develop healthy communication atmosphere in your workplace and see the you know there more picture the biggest picture in your reality, in the reality of your business. So my advice will be just accept that it will be pretty great for your business. If you will learn to enjoy the process with the same level like you enjoy the results that you and your team can achieve.
Just understand it for the neurophysiological approach on my channel you easily will find the video about why enjoyment is pretty important for the entrepreneurs. And plan your week not started with the important clients calls or one to one meetings with your team. Plan your week. Start it with the everyday 5 or 10 minutes moments of your personal enjoyment. Create a list of that pretty simple things that really make you feel this enjoyment. You know the moments with that we feel this whole body. Yes, it can be pretty simple things like for example, I'm enjoying the drinking the coffee from my favorite mug. Or I love the moment.
Then I waking up in the early morning and I'm just put my face to the sunshine or I don't know, running in the morning or drinking the cold water or walking with my dog. Whatever it is, it should be pretty simple things. But you're planning it. And if even the awfulest events that can happen will happen. You dedicate this 10 minutes for this enjoyment. You switch off your phone, you forget about everything for these 10 minutes. And you know that you will have that moment during the day and you just dive deep into it. You're taking your favorite mark and for 10 minutes you're focused on this enjoyment moments and experience every detail of this.
Marina Morgan [00:39:25]:
Of this moment. Every detail. What is the smell of the tea? How do I feel when I holding this mug in my hand? It can be about any experience that you want. And if you will create the list, it will be much more easier to plan it every day. But you but you should do it and you will be surprised in the next several weeks your mood and your statement will dramatically change. And another thing here, please try to learn your system system. Make a decision and make a choice through with enjoyment. For example, start with pretty simple things.
When you're visiting grocery store, don't just put in your, in your bag everything that you typically, typically take there. Because this is your habits. That's what I don't know, your mom cooked you for the breakfast. Just make a stop near the fruits and ask yourself what I really want more banana, orange, apple, some berries. Give yourself a one minute and imagine the taste of all these fruits in your mouth. And for those that you will feel more, you know, attraction. Put it in your basket. This is one minute, but give this minute to yourself next day you can ask yourself the same in the morning, what I want to wear today, Some jeans or some trousers or probably some skirts.
Whatever it is, just ask yourself. And again give you this one moment, one, one minute and imagine the feel of these jeans and you ski. And for those things that you will feel this whole body. Yes, choose it. The next day it can be the choice of how will I go home, by bus, by car, by walk, whatever it is. And day by day make these choices more and more complicated. And one day then you will be in the pretty tough circumstances where you will need to make a decision without enough information for your business and in pretty tough circumstances, as I told, and you will have only, I don't know, several hours to make this decision. You already will have an understanding how your body make the best choice in those circumstances that you have.
And you can rely on it and make the best choice that will be available for you in that moment, even without enough information because you already have this connection with your, with your personal science. So the conclusion here, you, like a leader, integrate the enjoyment in your life and through this provide the healthy and resilient atmosphere in your team and you will win.
Yvonne Heimann [00:41:39]:
So, I'm already on the right path. Yes, it's pretty similar to what I have been working on over the last years and how actually my morning coffee came about. Now, Marina, for everybody else that wants to dive deeper into this, where can people find you?
Marina Morgan [00:41:53]:
Thank you. Yourself. Sorry. Thank you so much for this opportunity. You can easily find me on my website, themorganimpact.com and you will have a chance to have a free consultation for the half a minutes if you're. For the half an hour, if you have a. If you have some kind of request. Also you can find me on my YouTube channel in the linkedIn page.
Marina Morgan. Marina Morgan SF probably. And there I publish different research, some cases, some interesting information that can be useful for entrepreneurs, leaders and those people who just want to change something in their life. So.
Yvonne Heimann [00:42:30]:
And as always, you know what's coming. The links are going to be in the description. Easy for you to just click on it and go check out all the resources that Marina has for you. Thanks so much for joining me today, and thanks so much for the great conversation.
Marina Morgan [00:42:47]:
Thank you. Thank you. It was a pretty honor and pleasure.
Yvonne Heimann [00:42:50]:
Thanks, everybody. Bye.