Episode 167: Know Where You Are In The Cycle To Get Through Change With Janine McClintock
No matter what happens in life, change will always be a part of it. But since it is a never-ending cycle, you just need to know where you currently are to get through it. Amy Vetter sits down with Janine McClintock, CEO of J9 Leading Solutions, who shares her life experiences and the many lessons she has learned about living with and navigating change. She talks about her career journey, from working in her family's bakery to establishing her own consulting practice. Janine highlights key experiences that shaped her entrepreneurial path and approach to work-life balance. She also discusses her approach to maintaining work-life boundaries while pursuing her professional goals, drawing on lessons learned from her entrepreneurial family.
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Know Where You Are In The Cycle To Get Through Change With Janine McClintock
Welcome to this episode of the show, where I interviewed Janine McClintock, the CEO of J9 Leading Solutions. As CEO, she has a leadership development consulting firm and has worked with thousands of leaders to accelerate their leadership readiness. She trains and coaches managers and executives on leadership issues in the workplace. She's the author of STIR IT UP!: Stay Relevant and creator of the Step Up and Lead digital program to fill a glaring gap for employees who want to develop leadership skills and stay relevant but do not have access to formal training and coaching.
She travels and speaks internationally and does in-person training and virtual workshops on leadership topics, including change management, emotional intelligence, team effectiveness, employee engagement, and mental wellness, to large audiences and small groups. Her academic credentials include a BA in Economics and Communication from the University of California, Santa Barbara, and a Master's in Organizational Leadership from Chapman University.
During this episode, we talked about Janine's journey from working in her father's business as well as her grandfather's bakery to establishing her own consulting practice. We highlighted key experiences that shaped her entrepreneurial path and her approach to work-life balance. We discuss her approach to maintaining these boundaries while pursuing her professional goals based on what she learned from her entrepreneurial family. I hope you enjoy this episode. If it's something that you want to share with someone, please go ahead. Share it, like it, and subscribe, so that others can learn from these lessons from Janine.
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Janine McClintock, CEO of J9 Leading Solutions
Welcome to this episode of the show. I'm very excited to interview Janine. Janine, before we get started, would you give the audience a little background on yourself?
Absolutely. Thank you so much for having me. I am a California native. I am a lifelong learner. My profession, which we'll get more into, is that I serve as a business coach, keynote speaker, and author of a book. I grew up in a small town and found books and education as my channel to new things. I retained that as a high value and a core value in my life. I am happily remarried to John. I have two stepsons, Jack and Finn, and a son, Hunter. We have three grown adult men all out in the world, so it gives me great time to pursue my business and my interests and be on a show like yours.
I used to say boy mom, but I'm a man mom now, too.
It’s a hard transition. In my head, I have to think about that because I want to say boys, but they’re not boys anymore.
Why don't we start there? Where did you grow up? What did your parents do? What was the town you grew up in?
I'm from Petaluma, California. I grew up in an entrepreneurial family. My grandfather in the ‘50s started a bakery and made sourdough French bread. We're up in that area that makes good bread. That was Lombardi's French Bakery. My grandfather started it, and then my dad, at a young age after high school, stepped fully into the business and ran the business.
My experience growing up was that my mom was the bookkeeper. My sister and I worked behind the little retail counter, selling cookies, donuts, and things like that. Everybody was involved in the business. That was very much set in me a lot of my belief systems around work and work ethic. My dad employed about 40 people. It’s this idea of what it means to be the source of other people's income, their livelihood, and their life, and how you have to, as a business owner and a leader, protect that.
The most significant thing beyond that entrepreneurial piece is that I'm from a very large Italian family. The last name was Lombardi, my maiden name. I grew up with lots of aunts, uncles, and cousins, and Sunday dinners. I didn't know anything other than always having a lot of family around and celebrating every event, like baptisms, birthdays, and all those sorts of things. Those were formative to my growing up, the peers and being surrounded by my family. Everybody lived in the same town.
How many brothers and sisters did you have?
I have a younger sister, Donna. We’re a few years apart, but it wasn't until we were older that we formed what I see as this very sacred sister bond. Growing up, we were always fighting and things like that, but as adults, we are very close and partly bonded, too. We had our kids six months apart, so we became new moms together. Going through that experience together shifted things in our relationship, too.
When you were little, working in the bakery, did you think that was going to be your future to be running this, or did you have other dreams?
I had other dreams. When you're back by the oven that's cranking out the bread, it's super hot. I made garlic bread. I smelled like garlic. For me, as a young woman, I was like, “I don't want to do this.” No offense to my dad, my family, or any of that.
Did they want you?
No, I don't think that was even expressed. I excelled in school. They encouraged me to go to college and pursue whatever my dreams were. What my dreams at the time were twofold. I was interested in teaching. I thought, “I might want to be a teacher.” It's so hard when you're a teenager. I loved writing, too. When I ultimately went away to school to the University of California, Santa Barbara, I wanted to be a journalist. That's what ultimately was my plan.
By the time I finished my college education and I worked at the Daily Nexus or our daily newspaper, I decided that was a pretty brutal lifestyle. This is well before the internet and all the ways media has changed. The hours were hard for producing a daily newspaper. I got out of college not wanting to pursue that as a career.
Like many young people in their twenties, I was aimless at the time. I didn't know what I wanted to do. I look back and think, “That was perfectly fine and appropriate.” It felt pretty uncomfortable at the time, but it also was an example of how I closed the door on something I thought I wanted, and I opened to whatever came.
Finding A Healthy And Inclusive Work Culture
I ended up getting an early job at a company that I stayed at for eighteen years. I found a place that was an unknown field to me, per se. It was led by a female CEO. It was a startup with about 60 people at the time. It allowed a 23-year-old to take initiative. My belief system is that I could do whatever I put my mind to doing. Whatever I was committed to doing and disciplined to do, I could do.
I would often, as this new person who didn't know anything, raise my hand to say, “I could do that. I'll try that.” They were like, “We want to open an office in Northern California,” and I’d be like, “I'll figure out how to lease office space, hire people, and grow the office.” It ended up being a perfect environment for me to grow as a young professional. As I matured in my career, it still provided a great place for me to grow and develop. That was one of those early core values of always improving, getting better, and learning. I had a place to do that at the organization I worked for.
What kind of company was this?
It was a residential real estate company. We managed properties in Southern California Homeowners Associations. It was called the Merit Companies at the time. It was acquired, and now it's called FirstService. It's part of a larger entity. I don't want people to do the math, but I've been out of the company as long as I was in it.
When we went through that acquisition, that's when I chose to take a leap into entrepreneurship on my own. I've had my own consulting practice for almost eighteen years as well. Going back to those roots, I had the confidence from growing up in that environment where my dad and grandfather were business owners. I had a good run working for somebody else in that more traditional corporate structure, but I was anxious to try something on my own.
How did you even get involved in that startup in the first place, as it wasn't in your field?
It’s one of those funny stories. I answered an ad where you get a roommate because you can't afford to live by yourself. I was living in a house with three other girls. She worked there, and she seemed to like her job. She was like, “We're interviewing. We're hiring. You should come interview.” I was like, “Okay,” and I did. They hired me. I needed to pay rent, so I took the step. It could have as easily been something I did for six months and then moved on.
In my early career, people didn't talk about company culture like they do now in organizations. The bottom line is, the culture was what did it for me. It was the environment and culture, and the role modeling that I received there. A lot of the leaders were women with younger families. I thought, “It is possible to do this, and I could have a family and have children.” It was something I wanted to do at some point in the future. I wasn’t in a hurry to do that. In fact, I waited over ten years to dive into being a mom.
There’s a lot of that serendipity and relationships. I built my business on people that I knew, to begin with, and relationships I already had. That's how my reputation grew and my referrals grew. My repeat business has grown. That goes all the way back to my Italian family roots and what it means to connect with people and be around people.
What was unique about the culture? You've referenced that a lot. I understand there were female leaders, but what made the culture so unique that it kept you interested? Someone who is entrepreneurial by making, for you to stay at a company that long, what was it about that company that did that for you?
A few things. One of them, though, that is directly related is that it was an entrepreneurial environment. We were adding business lines. We were adding regional offices. We were growing. There was this energy there around the culture of strategic growth. It wasn't an established old company. I felt like I grew with the organization. That was one thing about the culture.
It's very cliché about how important the people are in a business, but I feel that was honored there. This is when there were no flexible policies that there are maybe in this environment, but we had very flexible work arrangements. The work-life balance was a consideration. The policies were what I would say people-friendly and progressive at a time when those things weren't so common. I thought, “This is awesome.” Including being supportive when I worked back there to get my Master's degree in Organizational Leadership. They supported that and helped pay for that.
The culture encourages you to keep developing the next best version of yourself. They put their money where their mouth was. Part of the role that I played later when I went from the client side of the business to human resources, learning and development, and organizational development was that I got to help create a lot of those programs for people. I got to help create emerging leader programs and ways in which we could help develop people.
The culture was about developing people from within and promoting from within, which was great. They showed a lot of care for the people and the employees, which I thought was important as an employee and then later as a leader, leading in that way. That idea is that we can continue to grow as a business if we take care of people. Also, they were certainly very customer-facing and customer-focused. In terms of why I stayed, it was because I felt I was seen as a person, not just as an employee producing revenue for a business. I was much more than that.
The other piece that is significant is the philanthropy piece that was embedded in the culture, where we did a tremendous amount of community service work. If there was something happening during traditional work hours, it was okay to go volunteer and do that thing. We supported a number of organizations as a company, but then also, people had individual pursuits and organizations that they wanted to support. That was encouraged, that whole volunteer aspect. We were part of these communities where all these properties were, so we were invested in making sure we could contribute in a positive way.
Transitioning To The Entrepreneurial Life
When you decided to leave, did you already have in your mind to be an entrepreneur, or were you going to look for another job?
No, I had about a year. If you've ever been through a merger, there is a time of transition, which I stayed to help with, but I had decided to exit at that point. I had what I call a change quake, where I had a big birthday, my son started kindergarten, my marriage of 20 years fell apart, and the job where I'd worked for 18 years was no longer going to be as it was, and I didn't want to stay.
I had a lot of changes happening in my life at one time that drove my decision. It did feel like a very big leap at the time because I was going from a steady paycheck, 401(k), and health insurance. Even the home that I lived in was going to change with the change in my marriage. I decided from a lifestyle perspective that if I could be the captain of my own ship, so to speak, then I would have more control over the hours I worked and my ability to walk my son to school, take time to be at his games, and things like that.
I wanted to try to create the best case scenario for me to be the professional that I wanted to be, as well as the parent that I wanted to be. My son is out of college, living in Austin, Texas, and working, so it all worked well. Looking back, I can say it was the right decision. If I'd gone to work for another company, would it have been a bad decision? Who knows? I am glad. Those first few years are challenging when you're trying to build things up, get word out, and start. I have a lot of fond memories looking back, even though it was certainly a struggle at times to launch and to get going.
How did you get started?
I went back to leveraging my relationships. There were two distinct things that I did. One was to go back to my alma mater, Chapman University, where I got my Master's. I had served on a board there when I was on the business side, advising the university on what employers wanted their people to have in terms of leadership and management development. I knew they offered that out in the community. This was beyond the traditional four-year education courses.
Through them, I got involved and received clients through that channel. A company would come and say, “We want to do some of this leadership development work. Who do you have that you could recommend?” Chapman would recommend me. On the nonprofit side, I also wanted to do some of the leadership development work with nonprofits. In our area here in southern California, we have an organization that focuses on supporting nonprofit leaders. I aligned with them. It was called The Volunteer Center of Orange County. Now, it's called OneOC.
A nonprofit might come and say, “We want to do some board training for our board of directors,” or, “We might want to do some strategic planning. We need a consultant to help us with that.” I aligned myself with what were known entities, and then I found my clients that way. Over time, with the proof of concept of having those clients, I could talk to a new prospective client and refer to those clients. One of the smartest strategic decisions I made was to align and make it easy for me to start doing work.
Eventually, I became known in the community, and people could come directly to me. It was a good bridge in that sense. It gave me a little bit of a community, too, because it is challenging being an entrepreneur on your own. I did distinctly choose not to set up a brick-and-mortar and hire a bunch of employees. I wanted to keep it lean, my operation. If I need to scale up for a project, I'll bring in other contractors to do that. It has worked out to be a good business plan for me.
Importance Of Doing The Inner Work
What are some of the biggest lessons you think you've learned as an entrepreneur?
One of the things, from a mindset perspective of where I am, is that early on, I was stuck in proving myself, proving that I was the right person for them to hire, and proving I was a good coach. I was in that proving mode. I learned fairly quickly that I don't mean to put my energy in that place, per se. The way I think about it is, “How am I improving as a professional?”
I’ve moved from that proving mindset to improving. I think, “What am I doing today that makes me and my business better than I was yesterday?” That shift in my thinking was helpful because that allowed me to think about getting better as opposed to proving I was good enough to get the work or get the contractor to work with the client. That was one thing.
The thread, for sure, is how significant the relational piece of being an entrepreneur is. It was not just for business purposes, but for me as a human being, I needed relationships with people that were more than transactional. I needed relationships that had ways that I could build from the connection with the person as a human being as well.
I have found that some of those clients that I've worked with over time have turned into friends and people whom I care about what happens in their family and things like that. Those things don't have to be mutually exclusive. I also have a squad of other professionals who do similar work, and we support each other. When one of us learns something about a new technology or tool, we'll share it with the other.
I learned to build a support system. It’s that idea of you might have the board of directors who advises you on growing your business, but also this group of people that is your village if you're not growing a team, which I didn't do on purpose. From an entrepreneurial standpoint, there are seasons, and I have been through seasons. There are seasons when you're ramping up. There are seasons when you're growing. There are seasons when you plateau and you've got to maybe rethink what you're doing.
The pandemic that happened caused a shift in my business, where I was doing fewer in-person workshops and speaking-type engagements. I focused more on executive coaching. That is when I was able to write my book. It was during that period that my other traditional work got slower. It was a great space to be able to then shift and write a book. I loved writing. I didn't pursue my path in journalism, but ultimately, I got to write a book, which was a lot of fun. I was grateful for that opportunity.
Writing STIR IT UP!
What drove you to write that book? What was burning inside of you that you needed to do that?
Part of it was that I was looking for my next improvement or my next area of development. I felt like working a lot one-on-one with people was great, but that limits the scale at which you can be supportive of people. I thought, “ I could take what I do with some of my coaching clients and put that into a book or a guide to help people self-coach themselves. It will give them some of the tools if they don't have a coach. Whether it's for economic reasons and they can't afford one, they don't have access, or what have you, for the cost of a book, they could walk themselves through a coaching model.”
The trigger was a Wall Street Journal article in 2020 that said, “In 2024, 70% of the tasks that a manager does could be replaced by AI.” Here we are. It was much more speculative in this article. The trigger for me was, what are these managers? Even if they had 50% more capacity to do other work, what would they do with that?
The one-on-one employee time, the development time, and leading in that way is when all the tasks get short-circuited. I thought, “If that's going to be the case, people are going to be worried about staying relevant. They're going to be worried that they're going to become obsolete and maybe lose their jobs.” This is all that's in the media every day. That's what drove me to write the book. It was to help people feel like they could reclaim some of their own agency about what was happening around them.
The tagline of the book is, “Don't let work happen to you. Make it work for you.” The book offers eight areas to think about and ask yourself coaching questions to help in that regard. Entrepreneurism is taking risks. It's a lot of experimentation. I started to write the book in a traditional business book way, and it wasn't gelling for me in that way. It felt heavy.
I had wanted to write a story, like a parable, if you're familiar with that book, Who Moved My Cheese? or Patrick Lencioni's work. I wanted to write a story. That was the creative writing part that I wanted to do. I put aside half of a manuscript that I had already done and wrote a story in which I could teach these same lessons, which, for me, was a more fun way. It felt joyful and interesting to do. I wasn't resisting sitting down and putting words to paper.
It was a great lesson in that when you try something, it may not always be the final thing. I could have muscled through to the end of the other manuscript, but I was glad that I chose to re-evaluate and take a different path. It turned out to be much better, for me personally, experiencing it. It’s user-friendly for people. The feedback I get is that it's easy to read and easy to follow. They enjoy the story. They're not getting hung up on all these research and academic-sounding stats.
It is a business case study, but it's involved in a story. People can also take what this particular leader did with her team who was trying to integrate AI into their workflow. They could follow some of that facilitation she even does through the story. That's not the tool I'm giving, but if you know enough to pay attention, you could replicate that as well. It was fun.
What would you say are a couple of the biggest lessons of the book?
The primary one has to go to the confidence piece. If people take some of the time to do the inner work of reflecting, asking themselves these questions, and being introspective, they will then learn that they have what they need already. Within them, they can tap into that reservoir of skills that they can repurpose. They can tap into that reservoir of being a problem-solver. They can tap into that reservoir of being solutions-oriented and take some action that's going to move them out of being stuck.
The main thing that I'm trying to help people do is not feel paralyzed or stuck by their circumstances. This story happens to be with the incoming AI into the organization, but it could be any change, and people feel like, “I don't know a way out.” As a coach, as you probably do as well, we use questions to help people gain insights. Coaching isn't telling people what to do.
Similarly, in the book, I want people to come away with asking themselves some questions. I try to help them not have to think of what the questions are. I help provide some of those questions. They can craft a path forward and create their own roadmap to evolving, staying relevant in whatever field they have, owning who they are and where it is that they're going, and not feeling a victim of their circumstance.
Creating Boundaries Between Play And Work
Many people go through that. We can all speak from our own experience, especially in entrepreneurship, of going through all those stages. Is there anything you've taken away from watching your grandfather and your father as leaders, since you did work for them, and incorporated it into things that you do now?
It's like a mantra. They've both since passed, but they worked very hard. There was a lot of hard work and effort that went into it. They also enjoyed their family. My dad would say, “Work hard, play hard.” It can get very easy as an entrepreneur to feel like you are working all the time. Sometimes, maybe they could have done even more of it. I try to balance my playtime with my work time as well.
It doesn't have to be mutually exclusive. I found a way to make writing that book fun for myself. It was also helping me create the boundaries. When you are an entrepreneur, you need to create space for personal relationships, not just business relationships. You need to create space for exercise and all the things. Some of the examples I mentioned, they may not have done their best at that, but the part that they did do was create that boundary between work, family, and playtime.
How did they create that boundary? It's hard to do in a restaurant-type business.
Part of it was bringing good people in. It got to a point where they could trust other people to run the business. It's making it work for what the situation is. We had a vacation home. This goes all the way back to my grandpa. There was a lake. Growing up, he took my dad and his brothers and sisters to this lake. There was this whole lake thing that was the separation of the work. My dad did the same thing. We got a house or a little place up there. We'd go water skiing. There was a physical place to go that wasn't in town and wasn't work. They had to do it in a physical way. I'm able to do that in a different way. That was where those seeds were sown in terms of understanding that you need to get away and take breaks.
I have a trip coming up. It's two weeks. I'm not bringing a computer. I'm not going on social media. I’ll be out of the country, and I'm going to take a break. It’s not anything I need to feel bad about or apologize for. My business is not going to fall apart if I take two weeks off. In fact, I take a couple of weeks a few times a year. As I mature in my business, I can also evolve those boundaries to create even more for myself.
Answering Rapid-Fire Questions About Health
There have been so many good lessons. I like to wrap up asking some Rapid-fire questions. You pick a category between friends, money, spiritual, or health.
The health one, because an important part of my value system is health and well-being.
Things or actions I don't have that I want with my health.
What I want to say is I have too much sugar, and I don't want to have that. It’s not that I don’t have self-control, but I would like to have less sugar in my life. I'm working on that. That seems to be one of the harder things for me to master.
I'm with you. As soon as that's offered, it's hard. Things or actions I do have that I want to keep.
For me, the big one is movement. I have significant movement every day. It might look different. Monday was paddle boarding. Yesterday was golfing. Today is going to be a walk. Tomorrow, I’ll have yoga. I move every day in a significant way. That is important. It’s not just the physical aspect. For me, it's the mental well-being aspect of movement, so I don't ever want to lose that.
Things or actions that I do have that I don't want to keep.
Maybe that's where I was thinking of sugar, right?
Yeah.
I'll say this. This is another way of saying that. I do have a bit of an aversion to vegetables. I don't want to have that aversion, so I try hard to try different recipes and different ways of making the veggies appealing. Sometimes, I feel like a five-year-old who doesn't want to eat their broccoli. I try to move towards more plant-based.
Is there anything that you want to leave the audience with that we haven't covered that you want to make sure we close out our conversation with?
Sure. This came up throughout the conversation. There's a lot of uncertainty. There's a lot of change for people. It's not a switch. It doesn't happen in a moment. It happens over time. It’s more of a cycle and learning to recognize where you are in the cycle of change. You might be at the point where something is ending. You're having to let that go, and you're somewhat grieving that. You have to recognize you're there. You might be past the ending, but you're in what I like to call the messy middle. Things aren't quite what they're going to be yet, but they weren't what they were in the past. Then, there's that idea of the actual new beginning.
Realizing where you are in the change cycle helps to ground you in maybe what you could do to help yourself feel better in those different phases. It is uncomfortable, which is why some people choose to stay stuck where they are. As you and I know from our businesses, the discomfort is where the transformation and growth happen. It can be painful, and it can be hard. I would encourage people to stick with it, stay in it, and know that they'll move through it. We all go at different paces in that. It's a cycle. That has helped me over time to acknowledge where I am and then adapt my thinking and my actions to that particular stage to help me get to the next stage.
That makes sense. It makes you feel more grounded if you know it's a normal cycle of life and business.
It makes you feel like, “It's not just me. I'm not so alone.” That is an overall good message. I know that you try to spread to your audience that we're not alone. We have each other. We have a lot of shared experiences, and we can be there to support each other in trying to get through those.
Thank you so much for joining. I appreciate it.
Thank you for having me.
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Amy’s Mindful Moments
Now for my Mindful Moments for this interview that I have with Janine. This interview talked about the history and generations of entrepreneurs that were in Janine's family, and also how that affects us and the decisions that we make as we go into our future. She talked about her grandfather starting this bakery in a small town in California, and her father working there as well when he was ready to run the business.
She and her sister worked in this business. However, she knew from a young age that this was not what she wanted to do as she got older. That's an interesting observation. Many times, as children, we don't even realize how we start looking into our future based on our current experiences. Even as parents, a lot of times, we don't realize that the experiences that we're giving our children, they're deciding on their future at the same time. You think they're doing it.
I had this experience when traveling with my children. I did not realize that the whole time we were traveling, as they were growing up, they were looking at it as, “Maybe I would want to live in this place one day or not.” It was not until we had a conversation once they got older that they started saying where they wanted to live. I was like, “I had no idea all those years of traveling were going to open their eyes to where they might best fit. I assumed they would want to be where they grew up.”
It's important to give children a place of exploration to determine what they want for their lives. An important point here was that her parents were very supportive of her taking another path and not necessarily becoming a leader in that bakery generationally, as she could have. She went into journalism. She thought about being a teacher. She loved reading.
Something important for us to realize is what our joys are and how they contribute to what we do. We strung that through with her writing as a journalist and how much she had enjoyed writing. Later on in her career, she's coming back to that joy in how she authors books, writes content, and so forth. Whenever we can go back to those innate passions of who we are or that authentic self of ours, it's so important to be able to incorporate that into the things that we do so that we do feel fulfilled by the work.
She was sharing a story about writing her book and how it felt heavy when she was writing it in a technical writing way versus when she started writing it in a storyline way and made it more fun and creative for her. Anything can be shifted with what we do. What's important is that we remember what brings us joy and how we incorporate that joy right within the work that we do. Even if we don't love every task that we're doing, how does it benefit us to be able to do the things that we love to do?
We also talked about the way that she structured her life. She initially started working for a company that was outside of journalism, where she didn't like the hours of that, and then started working for a company for many years because of the life that she could create. This has been a theme throughout this. It wasn't just the work that she was going to do. It was also what life she was going to create, and any kind of job or career that she decided on.
It was very much back to her family roots that she did this. We talked about this toward the end. She talked about learning from her grandfather and her father all about creating boundaries and making sure that you separate yourself from work when you needed to, so that you could be completely disconnected when you needed to. Sometimes, we forget that lesson because we are always on by all the electronics around us. Even when we go on vacation, we say we're on vacation, but we're still answering emails and responding to things.
It's important that we think that if we are truly going to separate from work for a time period, what is the process that we go through to make sure that our work is covered and that we’re not paying attention to email and getting stressed, so we can fully get the resolve that we need by taking that time off? As it's summer, it's important that we think about this as we're going away with our families and so forth, so that we're present in those experiences. It’s also making sure that everybody is aware of where things stand and how things are going to be covered.
Lastly, we talked about all the changes that have happened in her life as far as her career, her family life, and also as an entrepreneur. One of the important things that she wanted everyone to take away is that change is inevitable. There is always a lot of uncertainty. Whether you run a business in your career or your family life, we cannot control that.
What we can control is how we view it and realize that we spike. We spike high. We go into maintenance mode. We go low. Realize you're in a cycle, and know that if you do the right steps in the right firing order or the right sequence of events, you should be able to get yourself out of it again. It's important to understand where you stand in that cycle so that you don't get stressed out or have too much anxiety when you're in the process of change.
I want to thank Janine for all of her insights that she offered during this episode. I also would love for you to subscribe and share this episode with the people you care about, who you think this would help, that may be entrepreneurs, but also maybe people who feel stuck or are not taking the time that they need in their lives to separate work and life and be able to get that reprieve.
I want to thank you from the bottom of my heart for being a reader of this show and being a learner. That's what this is about. We learn from each guest that we have on here about their life's journey and what actions might be an awareness point for us. We might've heard it before, but it struck us a little bit more and is something that we can take action on from here. Remember that the energy that you create is contagious. Being intentional about how you show up each day so that you can find that joy is so important.
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About Janine McClintock
Janine McClintock is Founder and CEO of J9 Leading Solutions, an organizational consulting services firm that helps businesses develop leaders and create high impact teams. A trusted, strategic Business Partner with executive leadership experience in operations, client service, human resources, training and organizational development, Janine focuses on professional development of employees to support company strategic goals, mission and values to deliver business results.
Building on organizational capability and strengthing company culture by designing and integrating programs to achieve optimal performance, Janine is recognized for her ability to develop employees’ leadership abilities and increase team productivity. A respected leader with an energetic and style and a proven success record in improving employee engagement and driving company growth, Janine is solution-oriented and delivers results. Her excellent communication and influencing skills are balanced by integrity, personable interaction and professional credibility.