Where Leaders Go to Grow: Regenerative Culture and the Wisdom of the Forest with Elaine Dinos

Speaker A: Welcome to another edition of Be the Change Georgia where we amplify the voices of the inspiring business leaders surrounding the B corp and social impact movements across the Southeast to help you learn how to build your legacy at the intersection of people, planet, purpose and profit. Today there are more than 8000 B Corps in over 80 countries and 180 different industries unified by one common goal. Transforming the global economy to benefit all people, uh, communities and the planet.

Speaker B: Uh.

Speaker A: If you want to learn how to plug into our purpose driven business community alongside the inspiring leaders we feature on this show, check us out@belocalgeorgia.com or on Instagram or Facebook. Local Georgia and we'll hope to meet you at our next event. Today you'll have the opportunity to learn from Elaine Dinos, founder of Kindred Lane. Kindred Lane is a newly certified B corp and a transformational leadership development company where leaders go to grow. Elaine is a former partner at AH Korn Ferry and an executive search expert who pivoted from high stakes corporate recruiting to pioneering regenerative culture and nature backed leadership coaching. In our conversation, Elaine shares her introduction to the B Corp journey, how her own search for more meaning at work led to a leadership breakthrough, and explains why true corporate sustainability goes far beyond simple carbon metrics. We discuss her transition from corporate recruiter to intentional founder, what it means to build a truly regenerative business culture, and how Kindred Lane recently partnered with Delta Air Lines to integrate nature into employee well being. Stay tuned to discover how to reconnect your head, heart and habits by learning directly from the wisdom of the forest and Elaine Dinos. Today's episode of Be the Change Georgia is brought to you by Rataza. Rataza is a B corp and social enterprise striving to make local food more accessible and affordable while directly supporting our community's farmers, reconnecting consumers to their food, and feeding families struggling with food insecurity.

Speaker C: Learn more@rataza.com Elaine Dinos what is happening? Welcome to Be the Change Georgia.

Speaker B: Thank you Nathan. It's good to be here.

Speaker C: Uh, I'm glad to be interviewing you. Well, I'm not glad to be interviewing you and not being part of one of your workshops right now. But, uh, we'll start this with the shameless plug of As I wear my living from my Roots T shirt and I the first ever Be the Change Georgia podcast that we're doing, uh, outside as so many of our coaching calls were so fun. Full circle moment here to have you on the podcast.

Speaker B: Awesome. Well, I am thrilled to be here. It's always fun talking with you. And, uh, we've had many different versions of conversations, so this will be a new one.

Speaker C: I know. Well, and it's funny, too, because you and I go back to, like, I'm trying to think in the first meeting to talk b corpse. Like, 20, 21, 2019. I don't even remember somewhere along there. And then running into. What was it last year? I was at the Russell center with Courtney Counts, and you walked in and he was like, you know, Elaine. I was like, I do. And then we worked with my students, and now here we are, certified B

Speaker B: Corp. Um, shout out to Courtney, because he always has a way of quietly making things happen. And, uh, him hosting you that day and us having. I think I was meeting with him right after you, and so we started chatting. I was like, okay, it's my sign. It's finally time. I'm finally gonna hold myself accountable to doing this. Moving it from the list of one day to let's do this now. So. Thanks, Courtney.

Speaker C: Yes. And funny enough that my. My morning meditation this morning was on the power of just doing, like. It was what? Like one of those, uh. It's a book called Meditations for Mortals that one of my clients sent me. Um, I know everybody was, something's wrong with Nathan. Um, but, yeah, today's was like, don't overthink it. Just, you know, like, if you want to.

Speaker B: Yeah, nothing's wrong with you. You're just. You're mortal.

Speaker C: You're mortal. But this, uh, one was like, all these people, like, I want to start meditating, and they buy a book on how to meditate, and then they buy the cushion, and then it's like, dude, just go meditate. So, uh, sometimes you just got to say, like, hey, that B Corp thing, I don't know how to do it. I'm just going to go do it. Just go do it. So good life lesson.

Speaker B: Well, I tend to do. I tend to do better with accountability partners and kindred spirits walking the journey with me.

Speaker C: You know, kindred spirits on a kindred lane.

Speaker B: Well, that's part of where the name comes from. So, yes. Uh, it's always nice when I have a kindred spirit helping me on my path, because that's what we do for other people. So it's also nice when. When we have kindred spirits helping us.

Speaker C: Well, I enjoyed the barter.

Speaker B: Thank you.

Speaker C: I enjoyed the barter. It worked well. I think everybody needed the accountability buddy in that relationship. So, um, yeah, uh, that's my Shameless plug. If you're feeling stuck or you're trying to figure out your own leadership journey, definitely call Lane. Um, it was an incredible experience. So let's do some podcasts now. The advertisement part of this, uh, podcast is over.

Speaker B: You are truly living from your roots, Nathan.

Speaker A: I am.

Speaker C: I am. So one of the coolest things I think about you is, like, you know, everybody's entrepreneurship story is so cool to me because a. I. This is like, episode 84. So I've gotten to hear so many cool, like, here's how I ended up. And then you get the rare. Like, I always wanted to be an entrepreneur, but you were at Korn Ferry. You were leading a lot of, like, executive searches. So, like, what did that time teach you? And we'll get into some of the stuff with, like, I think the, uh, like, King Arthur flower story is really cool, your introduction to B Corpse. But, like, how does your time there influence your leadership style? And how did it kind of, like, kick you down this path towards. I want to help people be their best selves at work and in life.

Speaker B: I'll, um, give, like, a little timeline and then we'll talk about that chapter before we talk about Kindred Lane and all that I'm doing now. But let's see. So it was. Kindred Lane was created, birthed March 8, 2018, International Women's Day. Uh, intentional date, but, um, before that. So I had spent about 12 years at Korn Ferry, and I had really come up the ranks there. Uh, Korn Ferry is a leadership, organizational, um, design, strategy, executive recruiting, really anything related to leadership and organization. And over the 12 years I was there, I really saw the organization acquire and integrate different businesses related to people and organizational services. And so I kind of got a name for myself within the firm of being a bit of an intrapreneur, if you will. I was in the executive search side of the business and worked my way up. When I left there, I was a partner in the consumer practice and the marketing center of excellence. So basically my job was to lead client relationships and lead the delivery of executive searches, like finding the chief marketing officer for this project or this company or, you know, et cetera, not just chief marketing officers, but more commercial facing roles. And then when I would manage client relationships, I would put together the team to find, you know, the chief financial officer of this company. Like, kind, healthy snacks. That was one we did. And I would bring in someone from our CFO practice who had that expertise. And then as Korn Ferry acquired more and more different businesses and grew their services. I had the opportunity to work across those different services. And I just had so much fun working across these integrated services like CEO succession and um, assessing talent from how they compare to the outside of the external market of other chief marketing officers versus the internal talent. And so just looking at culture and people and leadership inside the company versus what's happening in the external market was one lens that I developed. And then also as a, um, person who likes to support purposeful brands, I would just be noticing as I'm, you know, in the grocery store shopping and buying these, you know, purposeful brands and products that really spoke to me because of wellness and sustainability or, you know, their mission. I would notice what was happening with these brands. And then at work I was like trying to find my way onto working on products like this. So, um, I remember when TOM Shoes was new and I was like, oh, wow, what an idea. Like business as a force for good. One for one. And then I ended up getting to work on a TOMS Shoes project and support Blake Mycosky. And I was like, okay, this is just cool, you know, getting to learn from these legendary leaders. And so, uh, I kind of just found my way onto these different teams of kind of these projects. And uh, that led me to work with charity Water, which was a nonprofit, but really led like a business in a lot of ways. I got to work with Interface, um, kind Healthy snacks, ended up being a client that I worked, brought in and managed the relationship. And that was just such rewarding work. Uh, and then King Arthur flower. We talked about that a little bit before when we got the call for that. I was talking to um, one of the CO CEOs there, Ralph, um, and he said, do you know what a B corp is? And I said, uh, no, I don't think so. This is like, let's see, when was this? This would have been like 2014. And he said it's okay if you don't, um, and he explained what a B corp was. And I was like, well yeah, no, I stand for all those things. Like this is great. And so that really began my journey of learning about B corpse and the work with some non B corps but purpose driven companies that really led my journey of one, I want to work for companies and brands that I support and that I believe in. And two, I started to notice what was happening inside these companies. So I just noticed how much more I was engaged working with these companies that were doing something good in the world. And then I noticed how much more their employees were engaged and Their revenue and success was, you know, a, ah, result. So I just kind of noticed that anecdotally. And then in 2016 led some research around that we really proved this business case of how purpose drives performance. And that really started the purpose practice at Korn Ferry. So it was a little bit of a meandering path. But I got introduced to B Corpse and really noticed the difference of what it's like to lead in a company that has a strong mission and what that does for your organization and the people and the impact you can have.

Speaker C: So no, it's, it's crazy too when you think about, like I always say, like, if we don't have leadership buy in, like, uh, it's really hard to implement the change. But when you meet some of these, you know, impact CEOs, I just got back from Champions retreat in Milwaukee and like you meet somebody that's like a, there's something magical about being in that room where you don't have to explain to people why you're doing this. But B, there's also this sense of. And again, there's still real businesses, there's still real problems, there's still layoffs that have to happen. There's still, you know, hard decisions that have to be made, but the way they lead with humanity and with dignity and you know, things that you've. Like if they, if there is a layoff, like hiring a career coach on their way out, like just some of the things of, like how do we, how do we just bring humanity back into business? And the fact that you've seen it grow And I mean, 2014, my God, that was so long ago. Especially in the B Corp movement. It was like seven years old. There were like several hundred. And now I think it's 3 or 4,000 in North America and there's like 12,000 around the world. So, um. But you got to, didn't you, at some point also you got to interview, uh, Jay Cohen Gilbert, one of the co founders.

Speaker B: Yes. So I got to. I first uh, met with Jay when we were talking to King Arthur Flower years ago about that work. And then I just was getting curious about the B Corp movement and what was happening. And then when we wrote, uh, at Korn Ferry, when I led that research study, it was a paper that's now 10 years old. People, uh, on a mission. We interviewed about 30 different clients and external partners. And then we had about 30 colleagues working on that. And I just kind of coordinated putting all that research together, uh, and distilling it out to some insight So J. Cohen Gilbert participated in that. And the King Arthur flower stuff, co CEOs and um, what other B Corps conscious uh, company media participated in that? Um, a handful of, of B Corps. Um, Seventh Generation TOMS was not a B corp at that time. I don't know if they are now, but.

Speaker C: Oh they are. They made my TED Talk.

Speaker B: Oh great. Yeah, they, they participated and Warby Parker Kind Healthy Snacks, uh, Interface, a number of companies. The, the point was to look at companies that really had this external purpose and mission and what was happening inside the company and then how did that fuel their growth and what we found, yeah, Seventh Generation, it was Joey Bergstein and John Rapoco participated in that. It was a, a great um, group. And while it's an old study, at the time it came out they were really all um, you know we got a lot of positive feedback on how there hadn't been a study like this and what it really revealed and it became I think really useful for those organizations that participated in it. But then, and this really began my transition to the work I do now. Uh, we had uh, companies calling, saying hey, we want you to help us do what you wrote about in the study and we want to make our purpose real and not just be these words. Exactly. And so we had different insights that came out of that study. And then since this work has really continued and why I started Kindred Lane was I was just so curious. I want to be one of those founders that creates a mission and makes it real through everything we do. And I was just so in awe of these founder led businesses that were doing that and the insights that came from them and how to make sure that they could continue to grow. How do they not lose sight of the mission and dilute their purpose as they grow? And I felt like I'd really cracked the code on that as a consultant. Um, but I wanted to see what it was like for myself.

Speaker C: So didn't you also have uh, like you kind of. I don't say crash and burn, but you, you were definitely having some mission misalignment towards the end and feeling.

Speaker B: I call it breakdown to breakthrough.

Speaker C: Okay. Yeah, break. Yeah, like, but it does. That'll, that'll like that. Mission misalignment. Nothing will burn you out faster.

Speaker B: Yeah. You know, and I'd say I, I was really drawn to working with solely purpose driven, mission driven companies. And um, you know, that wasn't what my job was. Um, so I was working with a lot of traditional companies. I was working in a traditional company and there were a Lot of great things about those organizations, but it just wasn't what I was feeling in deep alignment around. And then, you know, there were some things happening in my personal life. I went from having no kids to having uh, one, two and then three kids. Surprise, uh, in four years. And that did something to my career. My ability to uh, focus, um, my ability to jump on a plane on a Thursday when I found out on Tuesday that the client needed me there. Um, so yeah, there was my purpose and needs and um, success in my personal life. And that became harder to navigate with, you know, just the high pressured, uh, achievement oriented career path I was on. Um, so there was that. And you know, I really became obsessed with what happens when a company brings their purpose to life internally. And that's not what I was being asked to do in my job. So when I started Kindred Lane, I got to do that. I got to come up with the mission and the vision and the values and make them real inside the company. And um, continuing to. And it's been such a learning. I will say the biggest learning is it's not a linear path. There's so many learnings. I wouldn't say there's one specific. But purpose is not something you just roll out across a company. Like a lot of big companies going to think you can. It's really about an iterative human approach, individual by individual. And um, it's interesting to do that as a founder and to grow your business. And a lot of the perspective I learned at Korn Ferry and the research we did on all those companies, the companies I've worked with, but then all my personal experience of how I've stepped into my purpose as a founder and grown kindred lane, and sometimes not grown kindred lane because I've prioritized my own personal growth, but then letting that unfold into my leadership and organizational growth. So it's been a meandering journey.

Speaker C: Well, I think too like, you know, for like some of the younger listeners too like when I talk to my students and I know you have interns, a lot of times it's when I met you, you had an intern with you. But you see these young professionals and they're so freaked out of like I remember somebody leaving a job one time when I was at Advic and like he came to me so because I helped him get the interview and because uh, I knew him through UGA or something anyway and he was like so heartbroken that he realized this wasn't for him. I don't like consulting. I don't want to do it. And I'm like, dude, it's fine. It's like, nobody's gonna have any hard feelings. Like, nobody wants you to be miserable. Like, just go put your notice in and move along. It's okay.

Speaker B: And, like, like, we didn't even realize that too. And have that awareness.

Speaker C: And as you evolve, like, that path, um, that Kindred Lane, um, that's just, like, you know, it. You're where you're supposed to be. And you got introduced to B Corpse and, like, started to discover that, like, okay, like, for me, it was a B Corp project. You, uh, know, during my mba where I was like, oh, this. And then it was like, I don't want the tradition. Like, my poor career center was like, but interview for this. I'm like, I don't want that. I'm gonna go figure out what I want and find it. And I did through the B Corp project, and I ended up working for that company. Like, you start to realize, like, you're where you're supposed to be the whole time on this journey. Um, if you're open to reading the leaves.

Speaker B: Yeah. I love what you did there. Yes. It's interesting. When I started kindred lane in 2018, the original words that I was using was about sparking healthy growth. And those were the words that came through for me of what was important. It wasn't just about growth, because there's all different kinds of growth, but there's healthy growth. And so those were the words we used for a while. Um, but Kindred Lane has really evolved to being, um, where leaders go to grow. And our mission is really rooted in this idea of growing a kind world where nature and all people thrive. Over the years of following this meandering path, I've kind of distilled the difference between me as an individual and my purpose, and then Kindred Lane as an organization and Kindred Lane's purpose. And so that's been interesting and how the organization of Kindred Lane can be a vehicle for something beyond just me as a founder. And that's really the stage that we're in now. So when we talk about cultivating regenerative growth and really that being for leaders, for their organizations, and for nature. And so the people we work with, the organizations we work with are on that path. They don't have to be fully regenerative. Like, we're all regen in. You know, we're either regenerating ourselves, our organizations in nature, or we're not. And so we work with people and organizations that are intending to that, like, that idea that are like, oh, that sounds good to me. I want to be part of a regenerative future. Like, that's a priority.

Speaker C: What does that look like for. In a business? Like, what is. Because I. I think most people hear regenerative and they think like, regenerative agriculture. So what does that look like in a corporate structure?

Speaker B: Sure. So, honestly, it's taken us a while to figure this out, and this is where it's been a bit of the meandering of, um, who I am as a founder, what the organization is, and then also what this work looks like in a small entrepreneurship. Because as you were saying earlier, like, some people just know they're an entrepreneur. Some people, like me, are like an entrepreneur hiding in a corporate environment, kind of, you know, sometimes creating headaches for the corporate structure that doesn't know how to measure all this innovation and iteration. So it's evolved. But what's really exciting and why it's like 2026, the year of clarity, and finally doing those things that we've wanted to do, like get our B Corp certification. We're in the process of launching our new brand and message, which is really around where leaders go to grow, just to simplify it. But this idea of cultivating regenerative growth for you, for your organization, and for nature. So specifically, to answer your question around what that looks like in a corporate structure, if an organization has a purpose, has a mission, and they want to make sure it's real inside the company, not just, you know, here's what we're doing externally in terms of the environment, which that is obviously super important to being regenerative. That's just not our specific expertise of. We're not sustainability consultants or environmental, you know, consultants, but we support organizations across six pillars in their journey to being more regenerative. And it's really what's happening inside the organization and then, uh, finding opportunities for them to have that, uh, that impact externally in ways that align with their purpose and values. So Kindred lane has about 50 practitioners that are part of our collaborative. And then we have impact partners that we work with and bring in. In organizations. We say, hey, oh, you want to be Corp Certification here, call Nathan. Um, and so the work we do, like right now, we have a client that we have worked with over the years in taking their impact goals and their organizational purpose and making sure that every employee in the company can connect to it authentically and see themselves as part of that mission. So that is like a regenerative culture. And a uh, regenerative journey for the organization. And one of the biggest learnings that I found is a founder driven business can grow to a certain point where everybody who's part of the company can feel like they're part of that mission because they have the interaction with the founder. If you think of the founders like the sun and they're orbiting around, right. But once you get further out to those, you know, like where the dwarf planets, I think Pluto is a planet because it was a planet when I went through school. But I know it's now just a dwarf planet. But if you're further from the sun, it's harder to get that sunshine or like the purpose as clear if you are going with a sunshine analogy. And so as organizations grow, it's really critical for each employee in the company to have their own grounding sense of purpose and how that connects to the organizational purpose. And it's not just as simple as like, here's my purpose. Let me connect the dots to the organizational purpose. It's more complex in terms of how it comes to life and how it's authentic for each organization on their unique mission and their journey. So that's really the work we do inside the organization. And then when organizations are looking to have a bigger impact externally and bring their purpose to life, we have a community impact framework and division that is growing around helping companies bring this volunteerism, employee engagement, community service project to life in the context of their mission, values and broader sustainability goals. And we've most recently been doing that a, uh, couple projects with Delta, uh, downtown Atlanta, where Delta has been planting native plant gardens with us the past couple years as part of this uh, downtown native plant and wellness initiative. And as they're planting these, plant these native plants and gardens downtown and beautifying downtown and bringing these environmental benefits, they're also connecting their mission of connecting people to opportunities across the planet. They're connecting what that actually means in this specific setting by planting plants in downtown Atlanta. So we're pulling that purpose and values thread through because that's one of the biggest insights that we found in that when employees feel connected to the mission and purpose and values and it's authentically true for them and they're not just seen as a cog in the wheel, but their own unique contribution to the organization's mission is where you get the most out of your employees and where the m, the purpose really fuels performance for the organization. And that's one of the cornerstones of regeneration.

Speaker C: Shocking that people that feel a part of the organization will perform better. But it's funny you say that like, we just had Sundar Bharwaj who, um, and he looks at from a marketing lens, um, but he's a professor at uga and he was my favorite professor and he always talked about that and it stuck with me. And sometimes I feel like I'm, I'm literally just spitting out his words when I talk. But the whole, like, if you bring your social impact strategy, um, back to the core of the brand and the brand essence and the messaging and the marketing and the stories, it reminds your customers why they like buying from you and it reminds your people why they like working for you. So you're like, so like in a weird way. And he's obviously done the meta research on, you know, academic. That's what they do, um, to prove that for a lot of these big brands that social impact actually has been good for the bottom line and can tie it back with. So again, so some of the reason research you were talking about, like that research has continued now to actually put the data in there where, you know, and one of the things we work on so much is. And you do a great job of this as, as, um, and I remember when we were first talking, you're like, is this a little too, like, out there for you? But like, I do think you do a good job of bringing it back to, you know, the, the regenerative part, the mental health piece. All of this comes back to performance and all this comes back to the company's bottom line. Like, these two things can be a yes and, and we can, you know, kind of do the, like, the wisdom of the forest together and also realize that we're running for profit businesses and we're, we're doing all these things in alignment with, with goals that support each other.

Speaker B: Yes. So thank you for referencing our methodology. The wisdom of the forest.

Speaker C: Again, I'm wearing the shirt and I'm in. Well, I'm not in the forest. I'm in my backyard.

Speaker B: Right. So as I mentioned, we have an approach to bring our methodology to individual leaders and that's really helping them live from their roots, like your shirt says. But that is, as you experienced in a season of growth coaching environment. Um, we have a way of bringing our methodology to individual leaders and supporting their growth. And we try to meet them where they are on their journey and help them take the next steps. Kindred Lane's name comes from the idea of kindred spirits walking our purposeful journeys with us in community, surrounded by and connected to nature. So that's really the meaning behind the name Kindred Lane. And this idea that when we're doing that, we're really all connected by this red thread of kindness. And we believe that when the more we do that in a. A way that doesn't overextend and burn ourselves out, but where we're really supporting people who need that support and who. We might walk that path with you for a season, and then you're off and running and you come back to us when you need support. But, um, it's regenerative and sustainable if you're guiding it and we're walking alongside you. If it's dependent on us, it's not really sustainable for you. And so that's something that has been a deliberate part of our approach. That, um, you know, it's really where you're driving and we're walking alongside you. Sorry, sometimes I mix metaphors, but, um, we're walking. We're not driving. We're walking. But the idea that we have to kind of get out of our cars, we have to walk through the woods. And this whole idea of the wisdom of the forest is embracing your path, sometimes through the unknown, but trusting one step along the path, one foot in front of the other, that you can kind of trailblaze your way to finding your path. And that's easier when it's done in community with kindred spirits. So that's kind of the ethos. But what that really means is we have a leadership, uh, community that we're in the process of launching. We have a regenerative leadership retreat happening in the fall for individual leaders. And we have coaching that's part of that individual leader offering. And then I shared what we do with organizations. And then for nature, that really intersects when organizations are showing up for nature and helping both individuals and organizations really be clear about how their purpose comes to life, um, in a way that is regenerative for communities and nature. That systems lens.

Speaker C: How exciting. I'm excited to see you grow. Um, and again, too, I would throw out my shameless plug of. And I know we're up against time, but I want to throw out the shameless plug of, you know, And I've. I've been trying to find my own voice, because when you met me, too, it was one of those where you're like, where, you know, where am I on this journey? And, like, where am I? And it was very. The car was still in the garage. But, you know, I've been trying to find my voice. And how do I share what I've been through and the burnout and the. The. The weirdness of whatever that was of trying to do all the things and save the world and coming back to, you know, my work with you, my work with my. By the way, Elaine, when, uh, when I would say things, she'd be like, no, that's more for your therapist to unpack. So, like, figuring out who you are and where you're doing, like, I don't know that I was ever as effective as I wanted to be, because I don't really know that I had unpacked other than trying to save the world, that I'd ever really unpacked. My inner purpose, my inner why. Um, and even tackling some of those inner, you know, like, like imposter syndrome, some of those things of just getting through to the point where now I feel like I am, um, able to perform at a much higher level without having to work 30 hours a day, which isn't real. Um, but that's what it felt like for a while and without having to burn myself out. So I will throw that out there as the. For those who feel like I don't need that yet, you will trust me.

Speaker B: Well, I really appreciate your vulnerability, and I think sometimes you don't give yourself enough credit. But, uh, for people who are doing such meaningful, impactful work like you, it's easy to just want to do more because there's endless opportunity for impact. Right. And healthy growth. And so it is really hard to keep that in balance. And so I think it's easy to get burnout when you're doing so much good and to sacrifice yourself to do it. Uh, and then it's also easy to get burnout when you're not connected to your purpose and values and to feel like, you know, we use the. The trail map metaphor. We think, you know, you're walking through the woods, and then sometimes you need to pick up. You need to pause and look at the trail map and make sure you're on the right path or that you didn't just walk by the waterfall without pausing. And so this idea. And sometimes you're kind of. You have the bushwalker out there and you're cutting through the woods because you got off path. But sometimes that leads you to the path that you're meant to be on. Um, and a lot of people aren't ready or don't have the courage or just aren't curious about getting off the beaten path or the highways that are paved. And here's what you do. And this is the path. And you go. And so it can be scary to just ask those questions of, huh, what if there's something. What if there's a better way for me to do this for myself, my organization? And what if I could have more of an impact in an easier way? That's the thing. I think a lot of people think it's like, uh, I'm exhausted. I've got a full life, a full career. I can't also take care of nature. I can't also take care of myself. You know, like, something's got to give. And it's actually. And this is really the. The aha for us, for me personally, and then also, uh, when we bring organizations or leaders through this. Is that that point of regeneration where it feels easier and more in flow for you, for your organization and nature? It's really that we say, reconnect with self, Reconnect with one another. Reconnect with nature. That Venn diagram, that point in the middle where they all three intersect, is the point of regeneration. So a lot of times it can feel like you're burnt out and you can't add one more thing, but when you actually pause and take a step back and process some of those feelings a little at a time, not all at once. And again, we show up on the coaching side, and then there is a point when we're like. And that becomes more therapy, and we don't do that. But it's great to do this work, um, holistically, so you. You have a lot of courage to just dive in and do it. And sometimes people, you know, take the scenic route and go slowly, and that's great, too, you know?

Speaker A: Yeah.

Speaker C: I think the big thing, too, for me is, like, trying to figure out, like, almost talking to yourself from, like, two years ago, the person who would have, like, I jokingly talk about Wisdom of the Forest. And I was like, somebody told me that I was going to do something called Wisdom of the Forest. When you were like, is this a little too out there for you? It was like, two years ago, I would have laughed, like, been like, yeah, no, this isn't happening. And like last year, well, if it's not broke, don't fix it. If it's all broke, try everything. So, um. But it's just kind of funny that there's different stages of your life that you go like, that actually sounds kind of awesome. And then every time we had a session, there was like, the spirit hawk was flying overhead. That's why I keep trying to stall here. I know he's got to fly in sooner or later.

Speaker B: It's really wild. Every time we talk, a hawk flies by.

Speaker C: Every. I did see him in the. In a tree yesterday. He was just chilling. Like, I looked up. Um, because also now instead of looking at the ground, I find myself looking at the trees all the time when I walk around the neighborhood. And, like, he's just perched way up at the top of a tree, and I just sit there and looked at him. So, um, yeah, it's fun how some of these things, these personal growth moments, um, I don't know, it's like a new chapter of your life that you get to embrace, and, um. Uh, I saw a shadow. It was just a bird. Um, but some of these new chapters you get to embrace and explore, and, um, it's what makes life worth living.

Speaker B: Yeah. Well, I appreciate how, ah, a kindred spirit. Courtney, connected us, and that led to a path for you, a path for me, the path of the work we've done together in different iterations and this point that we're finding ourselves here. Uh, and I'm really grateful for all your support and the interns from Georgia and just everything, uh, that, uh, all the support to finally get my B Corp certification. I feel like I finally turned my homework in.

Speaker C: Uh, well, that somebody who tells dad jokes. A path for you, a path for me. And we'll reconnect at Serenity, hopefully this fall. Look at me. Right back to the plug.

Speaker B: October, uh, regenerative leadership retreat, where leaders, uh, can choose to focus on more of their path for themselves, their organizations, or nature. But they're all. One path leads to the. To another. It's more just where you want to emphasize. So more coming on that.

Speaker C: But sweet. Well, we will, um, obviously be local. Georgia will share it when it's ready. So will I. Um, but thank you for coming on. This is a lot of fun to. Well, I mean, I love our regular chats, but this is a fun chat, too. And again, first ever podcast for Be the Change, Georgia from the, uh, the Backyard Living room.

Speaker B: Well, I'm so glad. And I'm sure, like, as soon as we finish recording, the hawk will come by, because, you know, they. They're on their own, their own time.

Speaker C: They do whatever they want. I'm surprised the owls were hooing in the middle of the day yesterday. Anyway, I've been.

Speaker B: I've. I've.

Speaker C: I mean, Again, this is June 4th, right now that we're recording this, and I am still sitting outside, so I don't know. This is Whatever part of climate change this is, I like it.

Speaker B: Yeah, it's nice to enjoy these moments when we are and to appreciate how, uh, nature takes care of us.

Speaker C: Yep. Well, awesome. Well, I'm sure I will see you soon, but thank you again for coming on. Thanks for all you do and congratulations on B Corp. And yeah, um, Elaine, everybody. Kindred Lane. Look her up. Super amazing human being that is here ready to help, ready to help your organization and just an awesome person to know.

Speaker B: Thank you, Nathan. I appreciate you.

Speaker A: Thanks again for listening. And be sure to visit the Kindred Lane website to learn about their upcoming regenerative leadership retreat happening in Serenbe this October 20th through the 23rd. You won't want to miss it.

Speaker C: Well, that wraps up another edition of Be the Change, Georgia. We're grateful as always, for the opportunity to serve you with this content and

Speaker A: grow this incredible community of, uh, purpose driven B Corp leaders.

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