This week on the Creative Genius Podcast, Gail Doby sits down with global advisor and strategist Kiri-Maree Moore, Founder and CEO of Decision Velocity Global. Kiri-Maree shares her powerful journey from initially resisting the label of “leader” to realizing the responsibility of leading others. She defines her mission: curating spaces where humans have a greater voice and helping leaders align their decisions with long-term success.

Listen in as Kiri-Maree discusses the biggest mistakes leaders make, often by failing to set a strong “GPS” or exhibiting a lack of ownership. She recounts the life-changing lesson she learned from Sir Richard Branson—whom she sees as a mentor—about thinking bigger and understanding the value of surrounding yourself with the right people. Kiri-Maree introduces her concept of Return on Decision—measuring decisions to ensure they are moving the business toward its goals, not away from them.

The conversation dives deep into the difference between management (dictatorship within a broken, static construct) and leadership (mentoring and empowering others to shine their light). Kiri-Maree also explains her fascination with patterns and the crucial need to exercise the muscle of human intelligence to achieve peak performance, accelerate cultural impact, and gain a measurable ROD.

Plus, hear the following discussions:

Embrace New Approaches: We must adopt new approaches to leadership to change ineffective patterns and create new pathways to success.
Exercise the Muscle of Human Intelligence (HI): Learning to exercise this muscle—gaining certainty in your truths and making smarter decisions—is the key to increasing peak performance and cultural impact.
Demand a Measurable Return on Decision: Every decision, big or small, must be tracked to ensure it is adding to the mission, driving speed, curating capacity, and optimizing time and energy.

If you’re listening on your favorite podcast platform, view the full show notes here: https://thepearlcollective.com/s14e4-shownotes

https://www.youtube.com/watch?v=3KryM5LUpLo&pp=0gcJCSgKAYcqIYzv

Episode Transcript

Note: Transcript is created automatically and may contain errors.

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Well, welcome to the Creative Genius podcast, Keri Marie. It is so great to have you here. I’ve only known you for 11 years when I met your husband. I met you at a retreat out in California, which was just wonderful. And actually back in the corral again with you all. But I am very excited to talk to you about leadership today.

what a great topic. Let’s get into it. And I’m so excited to be here. So thank you, Gail.

It’s our pleasure. So I think leadership starts, quite frankly, when you are a mom, don’t you think?

think anytime you make a decision and you’ve got people following you, I think that’s where leadership starts. And if you’re a mom, then that’s definitely a place in which it can start. I think for me, I mean, way before I was a mom, I was a leader in leading other people and taking them on a journey.

And when did you start realizing that that’s what you were, a leader?

Here’s the funny thing, and I think this is always funny when we talk about leadership. For a long time I did not want to think about leadership and being my name sort of being put into that pot as well. And the reason being is that I realized I didn’t really like leadership as a thought, as being a leader. What is a leader and what does that need to look like? It didn’t really look like a lot of fun and it definitely didn’t look like lots of good things happening there.

I just served other humans and I just did that and people would go, you’re such a great leader. I can see leadership on your life. And it sort of always was this word that followed with me rather than I went, I see myself as a leader. I just love serving other humans and helping to see that together we bring change. And I think there was never ever a moment that I went, I’m a leader.

There was a moment I walked away from leadership and said I don’t want to be involved in leadership and I had to come back and really own my place in leadership. But I don’t remember ever a moment saying, hey, all of a sudden I’m a leader.

Was there some sort of a shift or something that happened that all of a sudden you said, my gosh, I am just fascinated with this topic.

Yeah, I think what happened was, and you know me in the business world, I have always been fascinated with growth in the business world, but the thing that I saw that was not happening in the business world was leadership within it. I saw people wanting to build businesses, wanting to build companies, organizations, but they were ignoring this big thing called leadership. And I realized that was something that I was very passionate about.

to see that we do way better and more effectively. And it was that that I went, am I gonna take up that mentor and go, yes, I’m gonna walk in and really own in the leadership space, am I seat at the table or am I just gonna complain that I don’t like where leadership is going? And I felt there was a responsibility once I had that moment to go, I’m gonna own this.

I’m gonna really see what it is I don’t like, see what it is I love, and do more of that.

Well, you’re the founder and CEO of Decision Velocity Global, and I’d love to know a little bit more about your mission and your vision of that.

Thank you. I think the interesting part of it was I built originally what it looked like just like everyone else and meaning that it was a nice little business and kind of consulting in that way and realized that there was something else that I was doing but I wasn’t bringing it in my organization. And so I went back to the drawing board and we have evolved a lot in the last little while and I’m so excited at what

we’re bringing out and what that looks like. But really it went back to, like you said, what is the mission? What is the drive behind it? And reality was, I created what I did because I wanted to see how can we help curate spaces in which humans really can have a greater voice. I was one of those kids that grew up that didn’t have a voice. I was in leadership.

or under leadership that used it in the wrong way. I’ve been that person that has not had the seat at the table, pushed away, not looked like everyone else. And I realized that I wanted to curate spaces that everyone has the permission to be at the table. But how can we do that better? And what is that value that we bring? And if I can help people through looking at decisions.

and looking at the way in which we make them and do that more aligned with actually the long-term success of where you want to go, then that’s been a great day and that’s what we do in all that we look at, we work through and we create in Decision Velocity Global.

Great. Well, what are some of the things that you have seen as maybe the biggest mistakes that people make in trying to become a leader?

my gosh, where do we start with that? Right? And I think, you know, it’s funny because it’s like, what is that mission? And I think, you know, with anything, it’s like, if you think about that, you asked me that with the decision velocity global, and there’s so many pieces to what I do and how I do it. literally we could spend hours and hours on what the mission is. And I think that’s the difference between someone that knows

that this is where we are heading. And I always talk about setting your GPS to where you wanna go. And for me, that’s your global platform shift, right? Like what is that that you wanna stand for? What is that that you wanna head towards? What is that that you will get up every day and build whatever that is that you’re doing to be able to create, you know, curate the spaces to serve other humans and do it well.

And I think that is one thing that I don’t see well done in leadership is people setting that GPS. You see, depending what the economic landscape’s doing, it changes, or depending what the next trend is, or, my goodness, now everyone is canceling us, we better not say this, let’s change that. That direction of what people are setting keeps shifting and it gets diluted, it goes into chaos and…

I think that’s one of the biggest issues is that we are not setting it to where we know that’s what, and everyone’s individual to what that is and how you wanna play in that way, but we’re not standing strong on what that is. And then when we are setting it, we’re not in leadership, we’re not standing strong on what that is that you’re willing to stand strong no matter what.

We need leadership to take ownership. And I’m seeing this less and less and less. And I get it. It’s a scary world sometimes. It’s hard. You have to, you know, I don’t know how kosher you are here, but like grow some balls is what I would say. Like you literally have to sometimes get back up and have this resilience that others don’t realize.

it takes to stand strong tod...

Maximizing Return On Decision (Kiri-Maree Moore)