How to Get What You Want
Your career isn’t built by waiting for someone to notice your value. It’s built by learning how to advocate for yourself with confidence.
You’ve been told your work will speak for itself. Yet despite doing everything asked of you—and more—you’re still feeling overlooked and uncertain about your next step. Leadership isn’t just about managing a team; it’s navigating the complexities of internal relationships and consistently advocating for your growth.
On Get What You Want, Susie Tomenchok is your silent partner, empowering you with the mindset and tools to negotiate your career—and life—with intention.
Unlike podcasts that focus on climbing the ladder or hustle culture, this show is for women who want to own their careers authentically. You’ll learn practical strategies for everyday negotiations, from asking for what you deserve to confidently handling tough conversations. Because negotiation isn’t just for raises or promotions—it’s how you navigate every opportunity in your career and beyond.
Susie is a negotiation expert who understands the challenges of being in a male-dominated industry and the struggles women face when advocating for themselves. She’s helped countless professionals unlock their potential and will show you how to do the same.
If you’re ready to stop waiting for your career to happen to you and start creating the opportunities you want, hit follow and join Susie each week to build your confidence, advocate for yourself, and finally Get What You Want.
How to Get What You Want
Skills do great leaders need to acquire
Imagine having the power to influence, motivate, and inspire those around you. What if I told you these aren’t traits you’re born with, but skills you can learn and refine? Together with our guest, Micah, we'll guide you on this profound journey of self-discovery and growth, exploring the importance of strategic thinking, self-awareness, humility, and the knack of giving feedback. This episode will equip you with the tools to take your leadership capabilities to the next level.
We share our thoughts on how to promote a culture of understanding and grace in the workplace, where people feel valued, not threatened. Lastly, Micah and I discuss the concept of 'Leaders with Leverage', the delicate balance between authority and empathy. Listen in, and unlock the secret to becoming a phenomenal leader!
_____________________
🚀 Ready to Get What You Want?
Listening is great, but real change happens when you take action. Join my newsletter for exclusive negotiation strategies, scripts, and real-world case studies you won’t hear on the podcast. Sign up now at www.negotiationlove.com—it takes 10 seconds and will change how you view and negotiate forever.
📖 Continue Your Professional Growth with These Resources:
Get my Book: The Art of Everyday Negotiation without Manipulation:
www.susietomenchok.com/the-art-of-everyday-negotiation
Work With Me: Speaking, corporate training, and executive coaching:
www.susietomenchok.com/services
_____________________
Remember, negotiation is more than a skill—it’s a mindset.
💕Susie
www.linkedin.com/in/susietomenchok
Welcome to the Leaders with Leverage Podcast. I'm your host and negotiation expert, suzy Tomonczuk. It's time to be your own advocate and negotiate for what you really want out of your career, not simply the next role or additional compensation. I want to show you that negotiation happens each and every day so that you opt in and say yes with confidence. Together with other business leaders, you'll learn the essential skills you, as a leader, needs to become that advocate in growing your professional skills, to increase confidence, gain respect and become the future leader you're poised to be, and when you face a high-stakes situation, you're ready, no matter how high those stakes are. So let's do this. Let's lead with leverage. Hey, welcome to Leaders with Leverage. I'm your host, suzy, and I have a special guest. This is a solo episode, but I have a plus one. I brought a friend and this is a behind-the-scenes. I'm starting to do some coaching conversations, but instead of having a client with me, I have a fellow coach, micah Librant.
Speaker 2:Hi Micah.
Speaker 1:Thank you.
Speaker 2:Oh my gosh, I'm happy to be here and to be behind the scenes.
Speaker 1:Yeah, behind the scenes we're going to talk about the question that we always get from clients about leadership, and so you and I talked about this, and it was hilarious is like you always do. You're able to bring this all around and give us some great takeaways from this. So I'm setting you up.
Speaker 2:Oh, thank you. I'm pretty excited. I think you set me up very well. Maybe we set each other up together is that it tends to be Whenever we meet, we will talk for a couple seconds and then all of a sudden it becomes curriculum. So this is hot off the press.
Speaker 1:Hot off the press. You'll be talking about this for months. So the question that we often get is what skill? And make sure I ask the question that you think we get the most what skills do I need to be a great leader or to progress in my career as a leader?
Speaker 2:Yeah, that is the question, and sometimes it's disguised as do I have what it takes. I spend a lot of my time coaching executives and my sweet spot, I would say, is helping people who are really owning that executive space, whether or not they are new to the position. I think that's also a, so maybe the question also disguises itself as how do I own the space that I'm in? And it tends to come as a concern that they're lacking something, a concern that there is, I think. You know. Can I read this book? What else can I do? What am I missing in order to become this better leader?
Speaker 1:Yeah, it comes from a. I want to be comfortable and confident, but leadership is really about being uncomfortable. You never know how things land with people. You're not sure the impact you have and you almost need to do your best and then just show up as much as you can because sometimes it feels just not satisfying every day Would you agree with that?
Speaker 2:Yeah, and you know what, when you're trying to fill that void, that unsatisfying void, with skill, with knowledge, with something you can acquire, people know it shows and you and I work with leaders all the time I bet we can pick out those who, in a second, are really embodying that sort of willing followership, the leader who, even without a title, people tend to turn to. I think they tend to be more hopeful than others, they tend to be more comfortable in their own skin. And there are some things and I'm happy we can talk about this because I feel like there are some things that they do on purpose that I used to think was just ingrained. You've got it or you don't. But the more I work with leaders, the more I realize, oh, there are some common practices that the very best do, I think, dedicate themselves to.
Speaker 1:Yeah, but when you Google, what skills do you need to be a leader? And it says being able to be a strategic thinker, being able to do these concepts like. How do you then like are those things that come? You figure out who you are first and those things come naturally. Or like are those more tactics and this is how you embody who you are and how you show up in front of people?
Speaker 2:Well, first of all, what in the world does strategic mean? Can we just admit for a second that that is like the most expensive word on LinkedIn. What? Does strategic mean? Does it mean you think? Does it mean you have an alternative? Does it mean you're in on the conversations that other people are not in on? I especially when we're working with Clifton Strengths, or one of those strengths is called strategic and even a fourth of the strengths are classified as somehow being more strategic than the rest of them.
Speaker 2:People clamor over being called strategic If I did this a few weeks ago, I asked a room of 800 people okay, what does strategic mean? I asked them to turn to the people next to them and I could not get them back. Now, if there was a universal definition of what this meant, that would have been a really quick. It would have been like people reciting a verse that they knew the answer to, but it led to such vibrant conversations.
Speaker 2:We don't have a unified definition of what that means and I think it's again we're trying to grab something that we don't have from that desire of like. There's got to be something I can acquire, there's got to be a class I can take, a book I can read. So to your question, suzy, I do think there are important skills, and we will talk specifically about one of them here in the middle of our acronym. So, for the most part, I think what's enduring, what's going to last the trend, and I don't say trend in a bad way.
Speaker 2:There are shifts in economic realities and social justice realities that change what people need, but there's surfing the trend of what our followers need, and that might mean that you need to be more critical or have tougher negotiation skills, or learn different ways to show up with your presence in front of different audiences. Or, if you're a global leader, there's the learned application of what's going to translate across cultures. Yeah, how do I know who the important sports teams are to different teams? Those are all things that you can add to your toolkit, that you probably should. And what's enduring the test of time and the test of trend. Is that embodiment of, I think, your mindset?
Speaker 1:Yeah, and you know what that actual. It makes our point completely, because strategic is like a glowing platitude, like you said, it's just this concept and because we can't define it, we're in search of it all the time, and that's the problem. We're in search of something that isn't us. So tell us about your acronym and what are those things? What are the things that people can really think about in listening to this, about how to become the leader they need to become?
Speaker 2:Thank you. So behind the scenes, susie, this is not my acronym, this is ours.
Speaker 1:Okay, fair enough.
Speaker 2:We together came up with this about 10 seconds before we came live.
Speaker 1:And it's brilliant.
Speaker 2:I have to say it's brilliant, it also might be the proof that I have come fully out of the corporate experience. Given what this word is, this acronym might be the least corporate thing I've ever said. I'm about to celebrate my one year anniversary of being in a private practice.
Speaker 1:Wow.
Speaker 2:And I had a client the other day. Tell me, you know my nickname. Like when we first met you, you were pretty good at walking the corporate line and I think I'm taking this as the compliment that it was intended. But they were like you have just blossomed into a whole new animal. So here's my non-corporate acronym that Susie also owns 50% of it's hug, hug.
Speaker 1:Ah, you can hear the audience going mean yeah or they're going.
Speaker 2:what the hell Like? Really Can't tell people that.
Speaker 1:Here's what it stands for Are you ready?
Speaker 2:Yeah, blossom into a different beast. Hug is H is for humility, which is knowing who you're not and letting it go Like, instead of identifying your deficit and finding a class to fill it with. Humility is knowing who you're not and embracing it by not trying to be that. Yeah, we'll talk about all three of these. You and for those of you who can't see, I'm signing an ASL right now. You, which looks a lot like the yeah, it's two fingers up if you want to sign it. You stands for understanding, and this is the more skill of the three, because it is pursuing constantly clarity of communication. So this is giving and receiving feedback, understanding the difference between feedback and insult, and leveraging the skill of communication to promote understanding for yourself and for those around you. And G is grace, and we're going to define grace today as really truly leaning into the talents that you've been given, understanding their extent, but also realizing that your greatest contribution comes from doubling down on who you are. Hug.
Speaker 1:I love that so much because it really does give you permission to just kind of understand how you're showing up and not compare yourself to something else. Just let all that go.
Speaker 2:Susie, I listened to one of your solo episodes this morning before I entered a pretty high stakes negotiation, like literal. It was textbook negotiation. I was finalizing a contract with a client and I was like I don't know what I need. I feel a little bit out of sorts, like I have 15 minutes. I'm going to let Susie tell me what to do. So I think we can do that right now and I think we can make this acronym be something that gets you into that mindset before you walk into a high stakes situation. Oh okay, I love that.
Speaker 2:So humility right now, I mean take notes. Who are you not in this situation? You could study that by saying who have you tried to be and failed? Who? What sort of persona or attitude do you feel most anxious around owning? I'll use an example of myself. This morning, right before I went into this negotiation, I thought I need to be a negotiator, yeah, and I could feel my shoulders change posture. I felt my vision literally narrow, my focus kind of dialed in, and then I didn't know what to dial it in on, because I'm not a super focused person. I tend to, you know, pick up all of the things that my pores are exposed to all the way around me and I got really nervous and not good nervous. So if I were doing this exercise right now, I would say humility.
Speaker 2:Who I'm not is, for me, specifically very serious. I don't think serious people come with an acronym called hug. I'm not very serious. I'm not going to be the best at nailing the details. Yeah, I'm not energized by following up on things that are ongoing. Yeah, once something has left idea state, I tend to sort of let it go. It's knowing who you're not. That's humility. So right now, if you're listening, write down who you know, that you're not. Yeah, and I would encourage you also just to study the moments when you have been successful. What was missing? Yeah, what is it that you try to do over and over again? It feels heavy because if it's heavy, you know what. You can lay it down. Yeah, there's enough good work to be done and enough good people to do the work that you really can lean into who you are. But that means you got to know what you're leaving behind.
Speaker 1:Yeah, I have to. So I'm thinking of one example that I kind of like thought through is when I was resigning from one of my, after working for this woman for 10 years, I had was sick and I took cold medicine and I thought, oh, this is great, because I'll be kind of numb to it, so I won't go through the emotions. And what happened was it wasn't me. And so a couple hours after they had escorted me out because it was that kind of situation, she had called me, mad at me, yelling at me what is wrong? You're not telling me something? Because I wasn't myself, I wasn't my outgoing natural self, so she didn't trust me. Wow, and so it was in the moment. How do you become who you are? And it might not feel comfortable, but you have to come to terms with who you genuinely are and having the humility to understand that.
Speaker 2:You know. So I my undergrads in broadcasting and I spent a little bit of one of my lifetimes as a news reporter. And one of my favorite professors in undergrad would catch me when I was trying to make a script to wordy and she'd say, first of all, just read it out loud. And then she'd stop me and she'd look at me and she'd be essentially my counterbalance and she'd say what are you trying to say? What are you really trying to say? And I think I mean thinking about you in the cold medicine moment, like that's what we all fall into is that almost alluring trap of being somebody you're not Trying to put something on on top of it? And if you just pause and say, okay, what am I really trying to say yes, then what you discard is another clue to where you can be humble.
Speaker 2:I am recently mapped to my CliftonStrengths profile against a colleagues and man. That was a dose of humility. I at first it was. It was such a reminder that we have to be so patient with how vulnerable some of these assessments can make us, because I was comparing all my 34 to this other person's full 34. And given the complexity of that instrument, it's bound to be pointing out our differences. That's what it's designed to do, I found at first.
Speaker 2:Anytime I found some similarity, I was like, ooh, they're going to like me, I'm just like them. And then I realized, oh my gosh, the further I go like past number three, it starts to point out where we're different. And I had this reaction of, oh no, they're going to find me out. Yeah, they're going to find out that I'm not the same as them. And so, before I even shared, I journaled for myself of like, okay, where are our specific differences? This person had high context, which means they're taking clues from the past. I don't have that anywhere.
Speaker 2:And I felt afraid and almost proactively ashamed of not being wired that way, because I thought, oh my gosh, they're going to find out that I don't think exactly like them. And then what are they going to think? And then, how am I going to surprise and delight them? And how am I going to serve them? And I had to take a breath and name your right. I am not going to be that way. I'm not going to show up, naturally, that way. But isn't it so much better if I don't try, because it allows me to leverage them?
Speaker 1:Gosh, as you were talking, I'm thinking even Micah, I know, I know you hear that a lot because you a lot of people know you, you're kind of like a star.
Speaker 2:People are tremendously shocked that I'm human.
Speaker 1:But it's so funny, it is work that we have to do on a regular basis. So having that humility and being thoughtful I love how you framed that around before you go in and asking that question. I think that's a powerful question that has to stay with each acronym is what are you trying to say?
Speaker 2:What are you really trying to say? Yeah thanks Trina Creighton. Thanks Trina Trina, thanks Trina, we appreciate you All right, let's talk about you.
Speaker 1:Yeah, you, let's talk about me. No, let's talk about you.
Speaker 2:You, baby, you Understanding it's that you are constantly focusing on creating understanding for yourself and for others around you, specifically through feedback. Now, somebody else said this, probably on social media that I just doom scrolled past so I don't know who said it, but it was that you need to know the difference between feedback and an insult. And Feedback is about and this I'm borrowing from my kids first preschool. I call it a bug and a wish. It is about the action. It bugged me when you and I wish you would.
Speaker 1:Oh my gosh, that's brilliant.
Speaker 2:Pre school, pre school genius, right, the genius of Kitty Academy, Virginia Beach. That's where that one came from. Back, I notice, my goodness, some of the executives who I coach are just really effectively dedicated to getting it all out on the table, to not back channeling, to speaking to the person most directly affected, which is the the. The hallmark of agility, too, is go to where, go as close to where the action is happening, and to not let things brew because, like like mushrooms or kombucha, when they brew, things grow. Yes, right, um, but let's address through feedback. What we're looking for is understanding, and that, I think, is probably a skill that you could get some help with, that, you get some mentorship with that you could actually acquire. It's less of a mindset, it's a commitment to. Is the mindset, but then the skill of saying, okay, here's exactly what I experienced, here's what that did for me, here's what I would hope a different action is, or even feedback about positive things. Here's what I experienced, here's what that created in me, or here's what I noticed that created in others, here's what I loved about it.
Speaker 2:Um, but I think it's, it's knowing the difference between feedback, which is about the action, and insult, which is about the person, and very often in my experience, who's the? Our insults are silent. They are. I'm not going to give you feedback. Yes, it just instantly makes it about the person.
Speaker 2:Um, I mean, what one hallmark of a toxic workplace is that you don't receive feedback on negative performance, which is even more detrimental than not receiving feedback on positive performance, because if that spirals into that space where you can predict that you will never actually be told if you messed up, you'll just be moved off of the project or you just won't be asked back, that's, that's not only a lack of feedback. That then translates it to an insult. Um, so I think there is that tremendously important leadership skill of promoting understanding and realizing that understanding and clarity of communication is, in fact, your whole job. Yeah, it's more important than what you get out of it is, uh, is how you develop through it and how you help other people develop through it, and it is by promoting understanding. Isn't it good that there was a verb otherwise? Yeah, this wouldn't have been hug.
Speaker 1:I'm so glad there is hey there. Love this podcast. I'm taking 10 seconds out of this episode to ask you to leave an honest review. More reviews on the show help us to reach more professionals who are ready to lead with leverage. Now let's continue the conversation. You know, I recently read a stat around we believe people understand us to like 80 plus percent in everything we say, but the reality is more like 20. And so, really being thoughtful about that recipient and the words, and when you said that the cultivating things grow, it can grow here too and the emotion, and oh my gosh, I can't talk to them about that and it's going to be a difficult conversation, all those. Once you allow that to brew, you're creating a different narrative and it probably will get more to insult because there's been so much emotion and so much built up in you.
Speaker 2:And I found it's also the leader's job to pay attention to the best environment for understanding to happen. Um, you know, people are not going to hear even 20% if they feel threatened in any way.
Speaker 2:And those threats commonly come from if they feel like their role is at stake, if they feel like they're and that could be a role at work. That could also be like how much do you love me, you know, in a partnership, are you going to? If they feel like the communication in that moment is somehow going to threaten future frequency of communication, and so I think it is almost showing up like a coach would, or like a great teacher would of or even I was a lifeguard for six years. You know they teach us to assess the scene before you jump in and save somebody's life. Is this a place where understanding is ripe to happen and if it's not, having the patience to say let's come back later and the discipline to actually return later?
Speaker 1:I was a lifeguard too, and they didn't teach us that. I think they just taught us to jump in, which I don't think is like the best best practice. Now I'm kind of questioning. I might have to go back to them, you know.
Speaker 2:I have some notes, a bug and a wish.
Speaker 1:I think that's really good and also having that understanding of that, understanding those conditions. So even saying and understanding outside of the feedback how do you like to get feedback? What's the best condition? Have that conversation outside of that so that you can something.
Speaker 2:I learned from you. I heard, I've heard you say hey, when it's a high stakes conversation, do you need to seed the conversation ahead of time? Do you need to have some? There's always a friendlier, calmer alternative, and it might be. I want to talk to you about something that might be hard. Here's what it is. Or let me know when you're ready. Yeah, so let's take these notes together and add them to the chat room. Let's play on this one too. Yeah, okay.
Speaker 1:I think that's cool, that okay, and I think that goes to your last one.
Speaker 2:It does. G is grace. Good, you are Good. G could have been anything, so I'm going to define it. However. I want Grace, and it is acknowledging the talents that you have. Maybe G could also be gifts. It's the grace of sharing your talents, the grace of saying I am not like anyone else and I'm forgiving myself for who I am and I'm offering who I am on purpose. Originally, when we were playing this one, we thought about courage, we thought about bravery, but hug is much better. So we went with grace. Yeah, and it's have some grace. Don't expect yourself to be perfect and lean into who you are, because your imperfections are probably your talents, your strengths. They're probably what you've been told you do too much of. They're probably what you've been told you default to too easily. That's all where your superpowers lie, and so if you're really going to bridge that gap from being a good leader to a better leader, it is about knowing when to raise your hand and then raising it really, really high.
Speaker 1:You know, it keeps coming to mind, as you were saying, that too is. We talk a lot about courage and vulnerability and leadership, and this acronym actually allows you to have the framework to be that. Yeah, because you're not trying to do something that isn't yours.
Speaker 2:Oh my gosh. So I can make this real in a second by using shopping as an example. I love it. So I I struggled to figure out what the wardrobe was post COVID. I showed up at my first speaking gig in well, my first private practice speaking gig last November, and I packed a suitcase full of what I would have worn to show up in a corporate space pre COVID and I was so overdressed and inappropriately dressed, not like sexy and appropriate, but like what are you wearing? They're all in tennis shoes, sort of inappropriate and I was just trying to be something that I wasn't, because not only was it not right for the situation, it just wasn't me.
Speaker 2:I was so used to dressing in what I what I thought was the uniform, yeah, of somebody else, yeah, and I'm real good at chameleoning myself. I know that when you go to DC, you wear a lot more black than when you go to the West Coast. There's just there's expectations, but the grace that I have now is I just landed a really cool agreement with a client that I'm excited about and to celebrate, I ordered the denim jumpsuit that I've been eyeing for three months, because I knew that I could show up and it would feel like me. In fact, it would feel almost aspirationally more like me than what I had been wearing to present myself as what I thought they wanted me to be.
Speaker 1:Wow, that's super interesting to think about, right yeah.
Speaker 2:It's knowing what you are gravitationally pulled toward, and that is how you think, how you build relationships, what it takes for you to create trust and intimacy, who you're with when you're most yourself and what they honor in you. Knowing when does time disappear in a good way? What are you spending it doing? What would your friends say? What you are at your core it's it's just paying attention to energy, and it doesn't matter which assessment you're using to do it, as long as it promotes the integrity of a human. But all of these personality assessments really, at their core, are paying attention to energy. And when are you in a space where your energy feels charged, where you feel like you're? There's light behind your eyes. For me it's in a new denim jumpsuit, but it also it's not what the jumpsuit represents. It's the grace of saying I'm the type of person who shows up like this.
Speaker 1:Yeah, I love the light behind your eyes, the blooming, is that how you said it? Light behind your eyes, I think so. We'll, we'll rewind, we'll let you know, all right, so remind us, let's bring it back around, Like remind us how to use frame up, hug for us and then go back through the three.
Speaker 2:Are you just asking for me to like jump through the screen and hug you frame up hug. All right, here we go. H is humility. It's knowing who you're not and it's not trying to be it. It's cultivating great partners who can fill in your gaps and it is catching yourself when you're trying to put on a persona that doesn't fit you. It's also realizing you. You're worthy of a custom, fit right Like. You don't have to fake it. There's enough other people to be good at that other stuff.
Speaker 2:You is understanding that it is your commitment and in perhaps your entire job as a leader, to create understanding and promote clarity. That means that you're honing the skill of giving and receiving feedback and that you're not letting things fester, but that you're realizing not only is there enough good people to do enough good work, that you don't have to be good at everything. There's also enough good people out there that nobody has to guess. Let's trust each other by share, by open sourcing our information, through feedback and understanding. And then G is grace. It's it's giving yourself the permission to be exactly who you are and also continually studying that.
Speaker 2:Imagine if you could debrief a high stakes instance based on hug, where you maybe get a coach or a friend who was there in the room with you who says, hey, in that last meeting, when did I demonstrate humility by handing the microphone to somebody else, or by asking for expert advice that was not mine, or by saying I don't know? When I don't know. And when could have I leaned further in to not trying to force myself into a shape that doesn't custom fit me? You could debrief around you hey, what did we do that promoted understanding? When were there moments of clarity? It's great to have a friend in the room, literally or metaphorically, who has their eyes on the influence that you're creating.
Speaker 2:I've asked people before like hey, when was the moment that you saw some eyes light up, some ah-has happened, some real change in the experience, and studying your clarity of understanding after the event is important, and then G is grace, it's again. You could do this as a debrief what did you notice about me in that meeting? What do you want more of from me? I've assigned coaching clients in the past who are going into big, high stakes situations. I've said go back to people that you have impressed in the past and ask them what an ideal person in this role would be and where you have a leg up on being ideal. And then how can you double down on that? Even just to give yourself the language, because it's also called grace, because we cannot see our own strengths. It's like you can't tickle yourself.
Speaker 1:I promise.
Speaker 2:I promise there's something right now that you are undervaluing about yourself that everybody thinks is pretty damn cool.
Speaker 1:Oh my gosh, there are so many people need to listen to this more than once. That was so brilliant and, micah, you just provided so many great prompts. If you're listening to this, this could be something that people listen to and talk about with their teams. And just write down those prompts, I'll tell you that's gold right there.
Speaker 2:I'm not just saying that I'm going to write them down. We started thinking about this less than an hour ago, so here's the power of thinking out loud with someone you love. I love you. I wish I could give you a hug.
Speaker 1:And none of this is prepared at all. So see, you could answer my. You finished my sentences for me. Finished my sandwiches that too, oh my gosh, so good. I am excited about being a co-author of Hug Me too and we're making it okay to hug again.
Speaker 2:Yes, sometimes you can metaphorically hug. If you're not okay, it's okay to hug from six feet away.
Speaker 1:Fair enough, fair enough. Well, this was our first behind the scenes.
Speaker 2:And.
Speaker 1:I'm so honored, I am super excited about this. I have a feeling that people are going to say can Micah just be your plus one every time Micah's going to be yes, just saying.
Speaker 2:My answer would be yes, your backstage here is cozy and fun. It is fun.
Speaker 1:It's fun, and this is just to be honest. This is how you and I show up. We talk about stuff like this all the time.
Speaker 2:We just happen to be recorded.
Speaker 1:Micah, tell people that want to know more about you. Tell us where to find you.
Speaker 2:What are some of the things you do? Here's what you need to know. This is me all the time.
Speaker 1:Fair enough, look for a jean jumpsuit.
Speaker 2:Yeah, that's you all the time. Once that shows up in the mail, I'm pretty pumped about it. You can check me out on my website Hello Micah. Micah's hard to spell, it's M-A-I-K-A. Hello Micahcom, or on Instagram at StrengthsTalk.
Speaker 1:I love it, and it took me like three years to figure out how to spell Micah. So look at that, I love it. I love it, but it's not intuitive for Susie.
Speaker 2:No, it's creative, not intuitive. Yeah, that's okay.
Speaker 1:So go hug your team, go hug your team. This is going to be a thing. We need to talk about this more. I think this has been really good.
Speaker 2:We just incubated this in a second. We need to talk more, susie. Okay, we're going to do this more often.
Speaker 1:Thank you for joining me, micah. Thanks for joining Leaders With Loverage. If somebody needs to hear this, or your team does, forward it to them. Give them the gift of a hug. This is so great. There's so many applications for this.
Speaker 2:I love it. This is so cool. We are.
Speaker 1:We're bringing the hug back Until next time. Thank you, micah.
Speaker 2:Thank you, Susie.
Speaker 1:Thanks for listening to this week's episode of Leaders With Loverage. If you're ready to continue your professional growth, commit to accelerating your career development and say goodbye to that anxious feeling in your stomach anytime you need to advocate for yourself, then get my book the Art of Everyday Negotiation Without Manipulation. In this book you'll learn the essential steps to take before entering into any negotiation or conversation, any interaction in your day-to-day. You'll discover what the other party really needs and be clear about what you're going after. You'll bust through your fears and boost your confidence and embrace that negotiation truly happens all around us. Head to the link in the show notes for more, and you can even get a bonus if you buy it today.
