If you’re new to a leadership role, you may find yourself facing new responsibilities and expectations. You may wonder how you can form strong relationships with your team while staying true to yourself. Featuring advice and experiences from a special Insight guest, Z and Rich explore the importance of setting clear expectations, effective communication, elements of change, and properly defining roles and objectives for fledgling leaders.
Are you in a new leadership role and you're struggling to stay connected with your team or you want to start off on the right foot? In today's episode, we're going to answer that question and give you several tips to set you off on the right course.
Today's episode is critical for those who have just transitioned into a new leadership role. You might find yourself facing some different responsibilities and expectations and wondering how to form those strong relationships with your team and staying true to yourself. In today's episode, we'll discuss some key strategies on how to effectively communicate clear expectations and communicate clearly to your team.
Yeah, so it's going to be it's gonna be a fun episode because a lot of us have either been in that situation, been on it a few times, but also are going to experience it one time as well because this is a leadership podcast. If you are aspiring to be a leader, you're going to get a lot of good information.
If you are current leader, hey, you're going to, you know, continue to learn and find more opportunities for you to develop. But before we get started, you know, Rich, I know that you just finished aspiring leadership here on your journey as a leader. How has your journey been so far? Yeah, it's actually been great. And that class was extremely exponential.
Helpful. You know, I learned a lot of good, you know, topics, red teaming, things like that, obviously, that help out in that just to build that foundation. Right. It was amazing. I don't know why. I was just thinking about like you're probably at home and you're while you're talking to your wife and you go, hold on, I want to read to you about this.
She's like, What are you talking about? You're like, Well, my leadership, of course. Yeah, exactly. She's like, Does this? Or she's like, No. Or should I say is that we're doing. Yeah. So that's awesome. Well, again, I'm super proud of you and I'm excited for you to start implementing the things that you learn. Definitely. And hold you accountable to that.
But also we'll talk about and you know, you're going to implement your learnings from it and then what you've been implying. So get super proud of you for doing that. And with that, today's episode we also have a guest, someone who, you know, again we work with, I work closely with, but you work even closer with. So I think I'm going to give you the honors.
Introduce. Yes, Yes, please do. I asked you. I asked you. Oh, make it sound organic. But yes, I did. He begged me. So this guest is very near and dear to me, folks. And I'll tell you why. Because she's a former leader of mine. None other than Gillian Viner. Welcome. Hi, guys. How are you? Good. I enjoy laughing.
You're talking about red teaming because you and I had red team a lot and I loved it. You know, insight. One of our values is Harmony, which is not always agreeing. It's actually being able to have productive of discourse and bringing different ideas to the table. And you and I would do that all the time. And it was really, really effective.
I loved it. Yeah, exactly. Exactly. We grew a lot. I grew a lot. Anyway, thank you for that. Thank you for being a great leader. No, but actually, before we jump into all of our topics today, the holiday season is upon us. Do you have any big holiday plans? I am actually looking forward to being away for the holidays.
My family lives in California. I'm in Arizona, so I love having the opportunity to work remotely so that I can spend quality time with my family and not skip a beat at work. I actually get to kind of cover so some of my teammates can take time off. So it's a good, good balance. Very cool. It's interesting. One of the things that I've been trying to really impact and, you know, just really dive deep into is that is our time off right?
A lot of times, you know, we take it off because it's a check the box. I have to I don't want to, you know, use it or lose it, but people don't really take that time and go, but what am I going to do? What am I going to do during this time off? You know, how am I going to take full advantage of yours is like connecting with family by going back home or going back and really reconnecting.
And I think this time of the holidays is a lot of a lot of but for us, we really enjoy those moments. And it's different for everybody. We assume all year when spend time some people don't like, they don't really care about spending time with them. Actually, I just want to go and enjoy a trip in the Bahamas or disconnect.
You do do what? What energizes you and what gives you joy to come back and be refreshed to just bring your best self again? Right? So I love that you shared that. So thank you for that. Julie. Now, my question for you and the question that answered by asking, well, who's Julie? What did she do for insight? So would you mind giving us a little background about yourself, what you do, and then you're a little bit on your leadership journey?
Sure. I'll give you the Reader's Digest. I've been with INSIGHT for six years. I started as a content specialist, moved up to a senior specialist doing content really focus on brand branding. Brand campaign was a big passion of mine, so I was really excited to see that area sort of grow at Insight and take advantage of any new opportunities.
Hint That's a really great way to discover leadership roles is to take on those direct assignments, So I enjoyed that. Eventually I became sort of a hybrid role for our brand campaign and moved into a team lead position. And then not too long after that, I was promoted to a manager. So it was been it's been a fun ride.
I've seen a lot of changes here at Insights, a lot of changes in myself, so it's been good. I like how they clean last year and the team lead. It's kind of like that first entry entry into like, Yeah, it seems like you're like training wheels. Okay, you're good. Yes, that's exactly what it felt like. I actually really appreciated that.
I early in my career, I had the opportunity to manage people and I had no idea what I was doing. I was still kind of fresh myself. I didn't have a lot of great, you know, lessons or tools or even mentors to tell me what to do. And so having the opportunity to be a team lead really was like having training wheels.
So by the time I got promoted to be a manager, I can say I was ready. I don't think anyone's ever really ready to be a manager, but I at least felt a lot more confident in and making that transition when it did come. Yeah, yeah. I don't think anybody really is going to ever be ready. Right. But you know, I love that you said the tool.
The tool until about you. At least now you have good tools that you can start leveraging and put into practice and make that transition a little bit easier. And I don't even want to say painless as possible because sometimes there's some pretty, you know, some growing pains. Sure. To leadership. Yeah. So what would we want to kick off with?
With what? What tips do we want to start out? Yeah. Yeah. So what I want to know is actually it's an interesting dynamic transitioning. You know, you mentioned being on a team and then transitioning to a team lead and then to the actual leader. What does that look like in terms of, you know, effectively communicating what your expectations are, you know, to your team and making sure they know what those expectations are?
Sure. I was very fortunate and this was kind of a unique situation, but maybe not that unique. I was a team lead, worked directly with, you know, a counterpart. So he and I were the same level, right? And then when I became a manager, I became his manager. So our dynamic shifted and I was very fortunate because he was very supportive of me, very celebratory to see me move up.
So it was a very smooth transition, no roughness. He didn't kind of, you know, didn't think it was weird that he now reported up to me. So it was a very amicable transition, which I really appreciated. Fast forward, you know, a couple of months later, team dynamics changed. That team has moved on. I did it. I got a new team.
Rich came on to my team. I didn't hire you. You're actually hired to a different team. And then some shifting happened. You came to my team, so we didn't pick each other, but it worked out really well and then our team grew really quickly. And it wasn't just that we were adding teammates, we were adding entirely new roles.
And so I think one of the biggest challenges that I had, not only as a new leader but just as an employee, is like, I have to bring these people on board and kind of figure out what exactly their roles are and get them comfortable in their roles. So that was a lot to navigate at one time, particularly having so many new teammates at one time.
There's five of us at that point. So I think one thing that I could have done differently hindsight's 2020, right, is something that you talk about a lot. Z is having my my leadership philosophies. I think having my leadership philosophies established from the very get coach so that when I brought somebody on and I could show them kind of where my head was at, what my beliefs were, I think would have helped set the foundation in.
And you know, to another extent, I think there's some humility and sort of admitting to your team that, hey, I'm a new leader and I'm going to make mistakes. I really appreciate your feedback along the way. I know that you're new and you're trying to get your feet wet. Help me understand, you know, what you need, what you need from me.
And in fact, Z, there was a course that I took after I had been a leader, and it was about the S2 system. Am I going to say that right? Leadership. Yes. And I think I came to you afterwards and I was like, Oh my gosh, I wish I had this course before I had this team, because all throughout my career I was a kind of always in ambiguous roles, very much a self-starter figure it out kind of person.
And so when I had teammates who needed me to kind of spell things out and show them the way, I wasn't equipped for that really, like, it took a lot for me to realize that that's what they needed from me. So that class was like, Oh, I wish I had that beforehand. So I definitely recommend that. And it's funny you say that because we get that a lot, right?
And finally, after hearing that feedback and I first of all, thank you for first for telling me that and other leaders who also mentioned that because that led us to taking action. And after, you know, of course, it happens right after that. Guess what? We've we've made we made some changes. So we've actually implemented such a situation leadership in all aspects of our training moving forward.
So an example like career development, when we talk about career development now, we talk about, hey, as a teammate, as a person, you have development stages you go through whether whether you thought that or not. And it's totally natural that you're going to come in super gung ho. I can't wait to try that out. That looks fascinating. You were in D when we started and then D we're doing the part.
You're like, Oh, this is so hard to rigid is becoming more self teaching on the drama stages early so that way they can also help their leaders to say, Hey Jillian, I'm a total dd2 territory right now. I'm struggling. I'm actually questioning and this is a right, you know, a test for me. Now, you as a leader going, oh, now I know what you need.
Absolutely. So that's just one example. We're doing that and the rest of our programs, we're implementing it in our leaders a lot sooner too. So thank you to that for that feedback. Yeah, that we've actually taken action to say, Hey, why do you have to wait till this program to get this like this? Our leaders are needing this.
Yeah, it was a light bulb moment. Yeah. So it was it was great. Back to the leadership philosophy. For those who don't know exactly what this is, maybe, you know, you're because we have listeners from all over that are not insight it's basically what you do is you combine and you think about what are my values, What do I believe in?
What How do I lead? So that way I can clearly articulate that to my team and show them so they can see me as not just their manager, but as saying, Hey, this is the way I process and think and make decisions right in my belief system. So that way when it comes down to like, Hey, I have this, this idea, I want to run something by Jillian.
But your philosophy, they already kind of know this is how she's going to respond or I kind of have an idea she's going to has she's going to take a lead in this, but I'll still bring it up. But now I can give her what she needs to make her successful. So it's kind of like just opening the curtains a little bit.
And you know what? What goes on in your thoughts? So so Z kind of jumped the gun and answered my second question of how how do you effectively make sure that your team knows what you your expectations from them? And leadership philosophy will definitely hit on that too, to every number of degree. But I guess a follow up question to that is what do you do whenever you have a teammate that is not on board with those expectations?
How do you navigate those challenges? Yeah, that's tough. I mean, I think ultimately, especially as a leader, you have to separate yourself from it. It's not about you, it's about the teammate. If they're not on board, there's something that you're not getting as a leader. And so you have to look at the situation a little bit differently and try to understand where they're coming from.
You know, why are they having an issue with the goal or objective, what have you. And I think before that is is taking the time to sit down and write out those goals objectives. When we have teammates who join, we always start out with a 30, 60, 90 day plan. And as a leader you have to take the accountability, put it in the calendar and make time to go back and revisit that plan and make sure they're on track so that you're reminding them of those expectations.
And honestly, it's a reminder for yourself, too, as a leader that things happen. There's a lot that we're doing right that made the days go by quickly. So that should be always part of the conversation and then as well as a one on ones. And I think another very important component that you guys touch on all the time is the feedback loop.
That's another area that I think I wish I had done more of early on. I think it we all say that I try to encourage it's still it's an awkward practice I think having it introduced to teammates so that it's a two way street. It's not just the manager being aware of the feedback model and trying to implement it, but the teammates also understand how this works.
Hey, Richard, do you have a minute? Can I give you some feedback? Yeah, Yeah, exactly. And it's so important to hear that he doesn't want to hear my feedback. Oh, no, absolutely not. Yeah, okay. I thought we were past that. Yeah. No, and just to kind of continue with that, you know, those are amazing times because, you know, that's how we take it personal, right?
When somebody says, I'm not on board or I don't know, whatever. Right. They and then we talked about red teaming earlier. It's like they challenge us. We right away get in defense mode instead of curiosity mode. And that's not a good recipe when we're in defense mode, right. Because we shut down communication. Really. It's I'm no longer listening.
I'm going to tell you what to do and why we're doing it instead of. Okay, interesting. Can you explain to me why that is? That's a great tip. Yeah, it's not. Oh, my God. Actually, what they just said to me. Why are they saying this to me? What do they mean by that? Yeah, Yeah. And then diving into that and that happens.
And you said in the one on one they connections or even just organically in a conversation and be like hey you know, you mentioned this and you said this isn't you're not on board, let's have a conversation and talk about it. I kind of unpack it figuring out because your point it could be something personal in your life, could be something that you're not seen that now brings it to life.
And now you're going are like, that's now we can we can work on it now we can work on it together instead of, you know, just right away assuming, you know, bad intent. Yeah, exactly. They're just they're uncooperative or they're they're not a team player. Yeah. And we've touched on a number of different things here. Huge shout out to all the leadership programs here.
One very big thing is the empathy. You know, you guys mentioned trying to understand from the other perspective why are they not on board with it? What's what exactly is keeping them from it? You know, you touched on a little bit having a different leadership style as you were coming through your journey into growing into a leader and how some of those have impacted you and, you know, some of the things that have stuck with you, even though they might be some things that you want to overcome or change.
Talk a little bit more about how you've, you know, really shifted away from that and transitioned into your own feel of leadership. Oh, that's a big question. You know, I think leadership a lot like parenting. You're going to pick up lessons and skills and behaviors based on observation. You might learn money management from your parents. You're going to learn management people, management from previous managers.
And sometimes we don't have the best role models, Right. And you may not even realize what you're doing until you know, you maybe have a bad moment or a bad day or something to kind of figure that out. I think what's helped me over time is, number one, leveraging that feedback loop. And that's hard. It's very hard. The other thing that Insight does, I think is really wonderful is an anonymous Re 60 survey.
I'm actually doing that right now. I'm a little nervous about it, but it's helpful, right? Because you don't know what you need to fix until you are told what you need to work on. So I'm looking forward to that. And I think, again, having some humility and you're going to make a mistake whether you're a new leader or an experienced leader, you're going to make a mistake.
And as long as you own it, I'll give you an example. I had a teammate who sent off an email or something, and I totally had a knee jerk reaction to it. And then I thought about it. I was like, You know what? I I'm sorry I overreacted to that. I know that you're doing your best and you're on top of this and you were demonstrating on top of this.
I overreacted. Please, you know, forgive me for that. And brush it up. You know, no big deal. And I think there's respect in that. I know that I've always respected leaders who were able to come to me and say I made a mistake. So that's what I've just tried to do. And again, using that as to model, like recognizing when people move on to a different stage and kind of learning now when to back off, when to just let them figure it out.
I know that you've talked about this with other leaders, like one of the hardest part about transitioning to a leadership role is giving up control and things are not going to go the way that you maybe would have done then said them, what have you, and you just have to let it go. You have to let somebody else do it their own way.
Yeah, and I'll be honest with you, you know, the more you do it, it becomes easier. But there will be task or things that you really hold close or you created, right? Like I started it from scratch or I built it to then pass it on. It's just going to always be challenging. But once you do, it allows you to then create something else new and start something new.
But also the awesome thing is that somebody else will take it and even make it better, which is even amazing. Like, you know, I have tons of examples of that happening. Yeah. Let me follow up on that what we said previously, because I think this is something that a lot of new leaders struggle with. So your example turned out turn out great, right, that you had a peer kind of had that that mutual respect.
You ended up getting the role kind of already seeing you as a leader. But there are going to be times when maybe you think you have a good relationship with somebody and they will catch you off. I have had this happen to me a few times where you think that you're going for the same role and you had a conversation.
And by the way, have that conversation. We're both going for the same role. Hey, you know, we're going to support each other. We're going to, you know, do what we can. Whoever gets it, the best person gets it right. Let's say you have that conversation or human. It just something unexpected. Things happen. I've had situations where, you know, I got the role and they did it and then start really to completely change, right?
Even though we had that, you're just like, what is going on? So at the same time, I don't take it personal as well, right? That whatever, whatever the reason any is but set expectation, this is what's, you know have that conversation initially and it just go from there. Right. Hey things are going to change. You know, when we're at work.
I have to treat everybody the same. You know, it's a even playing field is kind of set those bars and outside of work, yeah, we can still be friends, but at the same time at work, it's not going to be the same dynamic in I foresee for my scenario, it it just, you know, it just that that relationship broke off.
But it happens, right? And those aren't always pretty but stick the stick to your ground, you know, do national favoritism because that's a struggle once you go in there like other buddy buddies, that close friend, they're showing that you can't you can't have that, you know, because it's going to it's going to be it's going to be a tough challenge to deal with.
So I decided be there is that that other side, too. It's going to be tough. Yeah, yeah, yeah. Navigating those challenges can be extremely tough. But one key thing I want to pull out of this and what Jillian has mentioned thus far is leading through vulnerability. I think that brings your authentic self and that really goes a long way with your team, especially as a new leader.
You know, just being authentic and not saying that you maybe don't know all the answers, but you're going to figure them out and you're there to lead your team in the best way possible. Yeah, that's a great way to build trust me. Yeah, 100%. So let's transition to the next part. So I think we said yes. Clears petitions like, you know, you're going to learn along the way.
It's not going to be perfect. Don't, don't try to be like I have to have the perfect onboarding experience and be the best there. It's like you're going to make it. You're going to have hiccups, you're going to make mistakes, but learn from it, adapt, learn. But next step, next phase is like, how do you build a culture of learning within your team?
Because you know, we know by this podcast and all of us believe in that, but how do you still that in your team? Because there's going to be some teammates who maybe come from a different culture or a different organization that didn't have that. And I don't know if you've encountered that yet. If you have that, be awesome to learn.
But how do you start building that culture within your team to say, Hey, develop yourself, Let's continue to learning as a team instead of just being stagnant? Mm hmm. There's a lot of little things you can do, I think. First you asked me a question. I'm going to say That's a great question. How you both just smiled. How great does that feel?
Right when you ask the question and someone says, That's a great question. I know you need a practice. So I think just having that quick encouragement that already like you've now give me permission to ask questions. So I think that goes just so far, so long. I think the other part is not shooting down ideas, even if you know immediately that it's a bad idea or it's not going to work.
You know, we do encounter this especially with younger teammates, maybe new in their careers, and you don't want to quash that enthusiasm, right. Like you hired them because they're fresh and new and they have all that spark and jazz inspiration in their eyes. Let them bring their ideas forward. Let them bring it to a point where you you know you're going to help them, right?
You're not going to have them waste their time on something, but let them try. Let them figure out why this won't work or where it might fail. So I think that's a really important part, is just not speaking up when you know something's not going to work. Right. Balance It is right like like get encouragement, but also then step back.
Then let them let them go. Even though you want to just be like, Yeah, we tried. That didn't go so well, right? Red team the heck out of it. I mean, that is an effective tool too, especially if you've got a diverse team of new people, people not old people, older people, established people, you know, veterans. You can kind of let your team do a little bit of that work for you.
I think we were very fortunate because Rich, our team was super supportive and very diverse. Yeah, very diverse actually. So many different backgrounds, personalities, skill sets, and everybody just was always full of harmony and collaborative and very supportive of each other. So I think that really helped. But as a leader, I think just again, giving people the room and the space to feel good about bringing an idea to the table, even if it's going to ultimately get shut down, you're at least giving them some room to to think it's got some life.
Yeah, no. And that may surprise you. Yeah. Or you're allowing them to, you know, maybe this time they won't be accepted. But next time something will come, won't be accepted, or it will be like, That's amazing. That's a game changer. Mm. Saved us. Time, money, effort, all that. Yeah. We have a test and learn culture, especially in marketing.
So it's very rare that we're going to hear an idea and not at least try it. Yeah, cool. That testing is definitely key. Is always be testing. So I know we have, you know like just our final question because I figured we spoke to the third one. I think that was going to take some time to unpack because a lot of us come to deal with that, right?
Yeah. So this one's a little bit hits a little bit deeper, especially for new leadership, right? So there's a thing called imposter syndrome. And a lot of people get in their heads about this. So what's what has been your experience with imposter syndrome or maybe just having that negative self-talk, especially when you first transitioned into new leadership? How do you overcome those challenges and what have you done to kind of navigate yourself around that?
First of all, I think if you're a new leader or any leader and you don't experience imposter syndrome, you probably shouldn't be a leader. That's just the truth of it. If you don't have a speckle of doubt, you probably have too much ego and need to step aside. So drop. Yeah, leave it there. I think imposter syndrome is normal.
It's expected. It's probably in some ways healthy to a point. It's okay to doubt your decisions, your interactions. If you feel yourself start to spiral though, which probably will happen. It's certainly happened to me on more than one occasion. That's when you have to turn to your people. Either your direct manager, your mentors are their peers, and even in that moment where you start to feel yourself spiral.
I like this trip from Mel Robbins, where you count backwards from five and it just you take control that situation. So if you start spiraling back and you just go five, four, three, two, one, I was chosen for a reason. They picked me for a reason. They put me in this position for a reason. They saw something in me.
So that's it? That's it? Yeah. Now that's amazing. And again, whatever. That doesn't sit there with that technique. And there are several other ones just kind of just ground you again or just brings you back to reality because our mike and spiral and take us so many different direction and very unhealthy directions. One of the techniques that I've read in a book called Soundtracks, which I love, you know, soundtracks is music.
You have the soundtrack or, you know, you know, if you relate to this villain and you're going to go in for an interview or something, we need to get pumped up. You have your soundtrack. Oh, I'm picturing Dwight Schrute in the car jamming out there. Your office fans. Yeah, Yeah, he's doing his thing. Yeah, yeah, yeah. So we have those soundtracks where we're going to a different event or whatever we put it on and get us in that zone.
Mm. The same thing when it comes to, you know, again imposter syndrome, we find ourselves getting into that. I why do they want to listen to me? Why do they want a you know, why do they want me to, you know, why would they want me to lead them right. Am I the right person? What have you switched the soundtrack, you know, and get into that like, yeah, no, I'm, you know, I'm meant to be here.
I belong here. And in three words that you can ask yourself is just first of all, is this true? You know, is this fact what I'm thinking? Is this really fact? Well, most likely is pi not writing this, just speculation. Second one, is it is it kind to yourself? Are you being kind to yourself? Right. So just kind of checking in with yourself in the counting down words.
There's a lot of things, but just don't check, check, check with yourself. Yeah, it's really easy to come out of all of those leadership courses and you finish a really good book and you're like, Oh, I got this. I got all the answers, all the tools. It's so different when you're actually in the moment. You're dealing with different personalities, different levels of experience.
Yeah. You know, one of the other challenges I think that I had from our, you know, leader, I hate to say direct report. I wish there was a different way to say that. But, you know, a partnership. A partnership, right. You're a paid media specialist. I have a content background. I know, like zilch about your field of expertise and so that kind of adds another layer of, you know, talking about clarifying expectations or like how for how far I can help you, you know, there's some extra pressure on you, on me as the leader to educate myself to a point I'm never going to know as much about paid media as you.
That's where the trust comes in. That's where you hire people who are smarter than you to do a job that you can't do. So but it does sort of feed into the imposter syndrome, because there's a point where, like your knowledge is beyond mine and I just have to focus on the other areas that I can help, like copywriting, background communication, that's where I thrive.
So you know, the data, you know, the strategy is let me help you or coach you on the communication part of it. And I think that's where you have to lean on is understanding your strengths and strategies in contrast to the people that you're leading. Yeah, I to humility. Yeah. Yeah. That's, that's amazing. So we've learned a lot of key strategies, folks.
And from a leader who is thriving in her leadership. So thank you so much, Gillian. We really appreciate the time and all of your knowledge that you've shared with us today. You guys are making me blush, so you know, we always like to wrap up with like what's our final thoughts or what are our biggest takeaway? For me, the biggest takeaway is that, you know, a lot of times we're never going to be ready for a leader going into a leadership role, you know, as many times as and that could be even was hesitating.
A lot of us, you know, that have that opportunity like I don't know, I'm not I'm not ready. I don't have enough experience knowledge then imposter syndrome sauce kicking in as well to hesitate that, hey, it's never you always going to find excuses not to jump into that role or not to take that opportunity. You know, hey, learn haven't have a learn a learning mindset, said good expectations.
You know, build a good relationship with your team, you know, and be able to add those tools to your tool belt. That was my biggest takeaway. I love that you said that. It's like, Hey, as long as you have those tools and you know where to where to get them and where to find them and start implementing them, you're on your own.
You're in good shape. You know, more than a lot of people that don't. It didn't happen when a lot of us come out when we didn't have them. And how that worked out. So yeah. Yours. Yeah. My biggest takeaway is leading through authenticity, right? That humility just being vulnerable to say, hey, I might not know this, I might be new at this, but we're going to get there and we're going to get there together.
That builds the trust huge foundational piece to leadership, especially when building your team and, you know, just developing everybody overall. So that's really what stuck with me. Also, can I just say one last thing? No, you're done now and early start your spark. I, I was going to say Spark because I obviously had the pleasure of leading Richard.
I don't need him anymore. But I knew that there was sort of a piece of his work that wasn't giving him full fulfillment. And ever since he started working with U.S. and kind of doing this podcast from this guy, you just you have that spark and it's so wonderful to see. And that's what all of us as leaders always want to see in our people is it's about your development and you finding the thing that makes you feel excited to come to work, excited and fulfilled.
So it's really fun to watch you really grow in this whole new area. Thank you. Thank you. I really appreciate that. And yes, I'm super energized by this. Thank you. And with that, folks, we appreciate all of you tuning in today. Definitely check us out on all of the podcast streaming platforms anywhere you can find any podcast streaming, obviously also on YouTube as well, leading within sight.
Be be sure to check us out there. You can actually watch the live recording. And with that, folks, until next time.
Z Tinoco is a diversity, leadership & organization development manager who believes in building teams, inspiring minds and creating authentic connections. He helps people reach their goals and find success through humor, leadership and a diverse mindset.
Richard is an experienced paid media specialist with a proven track record of creating and executing successful campaigns across various platforms. Richard has a passion for tackling new challenges, connecting with people and loves all things tech.