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16W Media Group Presents The Branding Highway Podcast
Bringing Together Local Businesses & Neighbors.
16W Media Group Presents The Branding Highway Podcast
Joshua Green: Bridging Tech Expertise with Leadership Excellence - From High-Performing Tech Roles to Mentoring Managers and Community Growth Insights
What happens when a tech industry expert transitions into leadership development? Join us as we sit down with Joshua Green, the visionary founder of Steps to Leadership, who shares his incredible journey from tech to leadership mentoring. Joshua’s firsthand struggles in moving from a high-performing tech role to a novice manager inspired him to create a program aimed at helping new and seasoned managers thrive. Through Joshua’s story, learn how effective leadership can spark significant growth and connection within local communities and businesses.
Joshua takes us through the intricate world of corporate middle management, shedding light on the often unspoken challenges of this role. From the awkward transition of managing former peers to juggling diverse responsibilities, Joshua emphasizes the essence of empathy, effective communication, and building robust organizational relationships. His insights into the real-life challenges of managers provide valuable takeaways for anyone looking to enhance their leadership abilities and foster a culture of growth within their teams.
We also delve into the vital role of coaching and mentorship in career transitions. Joshua passionately discusses the transformative power of perspective coaching, addressing the stigma often associated with business and life coaches. He highlights how these coaching techniques can help individuals break free from career stagnation and unlock new opportunities. This episode is a treasure trove of practical advice and inspiring stories, underscoring the profound satisfaction of witnessing the success and growth of those who embrace coaching.
Being a leader is challenging! Leaders in management are struggling to managing increased stress levels, get that long overdue promotion, manage smaller teams with a smaller budget, and recognize realistic work/life balances.
Squeezed in-between teams of needy direct reports and inaccessible senior management, all while drowning in never-ending corporate change, it feels like delivering business value to all parties as a leader can be impossible.
At Steps to Leadership we have proven methods, tips, and models that enable leaders to build robust team cultures, leverage relationships across organizational boundaries, and level up career titles and salaries. We have helped people across the globe enjoy fruitful careers at all levels using online courses, group coaching, and one on one mentoring programs.
Contact us today at stepstoleadership.com and let's discuss how our expertise can elevate you and drive remarkable results!
(813)421-5674
This is the Good Neighbor Podcast, the place where local businesses and neighbors come together. Here's your host, Mike Sedita.
Speaker 2:Welcome to the Good Neighbor Podcast presented by 16W Media Group. I'm your host, mike Sedita, and today we have the pleasure of being joined by the founder of Steps to Leadership, joshua Green. Joshua, how are you doing today? I'm great, mike. Thanks for having me. So glad to have you on A little bit about the Good Neighbor podcast. Just to level set, we got started back in 2020 during COVID, when the world was upside down and people couldn't get in front of people. And the Good Neighbor podcast was just born out of pure needing to connect businesses and charitable groups and all those different folks with the community connect businesses and charitable groups and all those different folks with the community and it's kind of evolved into this national brand where we have Good Neighbor Podcasts in Denver and Philly and Atlanta. I'm here in Tampa and I get to talk to folks like you. So start us off by just explaining what is Steps to Leadership.
Speaker 3:Yeah, so thanks for the intro Again. Glad to definitely be on here and have this opportunity. You know, a long time ago decades now, it seems forever I got my first management promotion. I worked in high tech for a long time, and I got my first promotion, and I was very, very excited. I was over the moon with the promotion. What I didn't realize, though, was that I went from being really really good at something and getting a promotion to being really really bad at something I had never done before, which was leadership, and it would take me years to kind of stumble through how to be a good leader and how to learn. You know, the really the art of making sure that it's not about you anymore, it's about your teams, and so Steps to Leadership is all about that. It's about helping managers both who have been experienced managers and are also new managers to really unlock all their potential and do it a lot faster than I ever had the opportunity to do.
Speaker 2:So do you do like boot camps? Is it seminars? I know your family was involved in bringing TED Talks to Wesley Chapel, right? I mean that was one of the things you guys were working on. Is it all kind of that like do you get on stage like Tony Robbins and have a room full of people? What is the or is it one-on-one?
Speaker 3:Yeah. So basically, if I can get in front of people and help them with a career, I'm all for it. So I've done stage events at large conferences like ComSpark, salesforce, cdo Magazine. I've gone around the country. I've been able to have the opportunity to speak to large audiences. I also do a lot of mentoring with executives and really help them to the next level.
Speaker 2:So let me pause, josh. Let me pause this really quick and really help them to the next level. So let me pause, josh. Let me pause this really quick. Is your? I'm getting a lot of feedback on your. On your headset it's like popping in and out. Do you have any other mic that you can use? Cause we can start the whole thing over again, cause we're only three minutes in. I kind of break it up in the middle of it.
Speaker 3:Yeah, that's not good. Let me switch that microphone. How's that one All right? Yeah, let's try that. All right hello, I've got the settings set. Is that any better?
Speaker 2:It doesn't sound like it's popping now. It didn't sound it when we were first talking, but then, when we got into it, it started.
Speaker 3:So we'll give it another shot, okay.
Speaker 2:All right, I'm going to roll it from the top, so I'll be able to let me let it run for two seconds and start the intro again. Okay, all right, I'm going to roll it from the top, so give it, I'll be able to let me let it run for two seconds and start the intro again. Okay.
Speaker 1:This is the Good Neighbor Podcast, the place where local businesses and neighbors come together. Here's your host, Mike Sedita.
Speaker 2:Welcome to the Good Neighbor Podcast presented by 16W Media Group. I'm your host, mike Sedita, and today we are joined by the founder of Steps to Leadership, josh Green. Josh, how are you doing today?
Speaker 3:I'm great, Mike. Thanks for having me.
Speaker 2:So glad to have you on. I'm looking forward to learning about Steps to Leadership. Let me give you just a quick cliff notes on the Good Neighbor podcast. We have been around since 2020, during COVID, when everybody had to be socially distant and brands couldn't get their information out into the community, and since 2020, we've grown into a national brand. There's Good Neighbor podcasts in Denver, philadelphia, atlanta. I'm here in Tampa. I get to talk to folks like you, so tell us a little bit right out of the gate what is Steps to Leadership?
Speaker 3:Yeah, mike, thanks for the opportunity to be on this, and anytime I get to share what I do with people and really change lives, that's what I love to do.
Speaker 3:So my journey started almost two decades ago now when I got my first promotion to management and I was working at a tech company and I remember I was so excited when I got that promotion.
Speaker 3:But what I didn't realize at the time it would take me years to find out is that I went from being really good at something which was being the individual contributor I was delivering to customers and I was really good at it and I got promotion. And then all of a sudden I realized I'm not very good at management. I didn't get promoted because I was a good manager, but I got promoted to management. I didn't get promoted because I was a good manager, but I got promoted to management, and so it took me years to kind of stumble through that and find you know the art of how to be a good leader, and so that's my passion. Life now is really to help other managers, whether they're brand new or they're experienced get there a lot faster than I did no-transcript Guide is a loose term but having to be able to oversee what they're doing.
Speaker 2:And the weirdest part for me in that was like the guy who trained me to do my job. Now I'm his manager and he taught me all these shortcuts and tricks and how to circumvent the system. But now I was management and I knew all the stuff that he was doing. It was, it was tense, awkward to say the least. So that's a weird transition and I always found for me going into an organization after I had been in leadership, I found what worked for me and again, I haven't been in a corporate setting since 2009-ish when the market crashed.
Speaker 2:I always found going in that it was better to go in almost heavy or hard with people than to go in like everybody's buddy because it was easier to come off the throttle managing folks.
Speaker 2:I could always come off the throttle and be like, hey, you guys are doing a great job and then give encouragement and make it like more of a more personal relationship in the beginning. Then if I came in as everybody's buddy, I kind of got walked over a little bit more. So it was finding that that line and um, and one of the hardest management positions I had was I went from being in an organization that everything was under one umbrella all the different tiers of management, the hierarchy to then working in an outsourcing model where I was the head of corporate in this one organization but I had to manage teams at other organizations that had their own internal hierarchy, that had their own internal hierarchy. So having a tool like Steps to Leadership, it's definitely something that's needed out there to get people into the right mindset. What is the model in which you do things? Is it one-to-one?
Speaker 3:Are you bringing in groups of people and doing kind of seminar training. How do you operate?
Speaker 3:Yeah, so everybody's journey is so unique, like you just described right, and so there's not a one fit, one model fits all, and so I deliver that same approach on how I help leaders. So I travel around the country, I do public speaking. I do them in large forums for groups that, will you know, that can use that. I do have corporations that will hire me for more private, individual, small leadership. You know mentoring sessions. I also have a one on one mentoring sessions on a regular basis with executives, so I'm trying to find people where they are in their career path and where maybe they've got some frustration, right, mike?
Speaker 3:Kind of like you said, you know, not only your journey to get to leadership is something, but also when you were there. All the stresses are pretty similar. Everyone gets stressed out with a work-life balance, everyone gets stressed out and, like you said, how to be a boss, but also really empathetic and caring about your teams and making sure that you tell them that it's not about you, that it is about them and it's about the customers. In the end, everyone wants another promotion, everyone wants more raises.
Speaker 2:Corporate ladder doesn't stop right.
Speaker 3:Exactly right. So everyone's worried about being laid off or not getting enough something Especially in management middle management is probably one of the hardest jobs as well.
Speaker 3:Right, you've got stress from up above. Your boss wants you to do more with less, and your people are expecting you to deliver to them more. When you're not being fed from, you know, probably the bright budget buckets in the first place, so the journeys can be all over the place. But what I do is I take it back to the three core things, I call the three whys. I say focus on you first. That's my first one, why you're in management.
Speaker 3:If you don't know why you're leading these teams, you're not going to really figure anything else out. What's driving you to be there? Are you there because you just got promoted and kind of fumbled into this role and that's what you were told was the next thing in your career? Right, what's wrong with that? But let's take a moment to really digest that. Right, you really got to get to the you part of it, right? Then I say focus on your team. So to your comment of am I a friend with them?
Speaker 3:But do you even know why your teams are also doing what they do? Right? What is driving them? Is it they want the status? Do they want the money? Do they want the title. You know what is it that's driving them, and you could have, you know, dozens or hundreds of people underneath of you and your team, and you need to understand what they're doing. And then the third why is your customers? Why are all of you even getting paid? And how do your customers make money off being in a relationship with you? And there's so many people that really don't ever get to that layer of understanding of why they have a job. They just think it's coming in for some unknown reason. So those are the three why's I like to focus on, and I've got an extensive program that can help people through that and, depending on where they're at in their journey, I can help them with that, and I mean all three of those whys are important.
Speaker 2:But in my experience as I worked in financial services in my corporate life, the third, one of your whys to me was always the most important one. The customer drives everything is the most important one. The customer drives everything. And understanding I used to have this conversation with people talking from a management standpoint.
Speaker 2:My ex-wife became a manager and in the role she was originally in, she knew how everybody did every task right down the line, because she grew up in that department and then at one point she switched over to another group because she had done so well that they said, hey, we're going to move you to this other area and manage a whole new team. And her biggest fear was always well, I don't understand the functionality beneath me. How am I going to be able to manage people if I don't know what they're like? Every nuance to what they do is and you don't. And I think that's one of the things people in management struggle with. I mean, I love what you said.
Speaker 2:I mean, look, a lot of people don't know they're in management because they said, hey, this you're. Now, you've performed the best at task A, we're going to move you to task B and they go into it thinking, hey, I'm the boss and don't realize. Now you're part babysitter, you're part therapist, you're part you know note taker. And then you're also taking shrapnel from senior management who says you need to cut budget, you need to produce more. So it is the middle management, the worst, middle management, the worst. But you know how. I'm assuming you have techniques that that kind of drive down in each one of those whys.
Speaker 3:Yeah, absolutely Right. So, depending on which area that we're trying to focus on, which one of those whys, we're going to have different exercises to go through. In that and to your point of the customer, it's almost like that's advanced stage three for people, right? Most people just they apply to a job on whatever the website is and they get a job, and then they learn about the customers eventually, if ever. And so you're right, when you hit that next level, you want to be a good leader, but you want to go up in the chain.
Speaker 3:If you ever want to be a C something in an organization, you don't get there just because you're good at making widgets. You do it because you understand how the customers are paying you, why they're paying you and how the value comes and the success that those customers are receiving from you, from having a relationship with you. And that's where a lot of just individual contributors kind of get stuck and never move into management. But if you're in management, you really got to focus on that. But, to your point, you are the shield and you are the therapist for everyone, while you're also trying to figure the customers out. So it is anybody who's in management needs to get an extra pat on the back.
Speaker 2:I think we deserve a holiday in general it's called Sunday and it only happens 52 times a year and it's always the worst by five o'clock because you know you got to get up the next morning. I'll tell you, man, my corporate gig. I worked in a call center. Ok, it was literally adult babysitting. We had everybody from kids fresh out of their fraternity three months ago who still thought they were living in a frat house and acted accordingly to people that were kind of on the back nine of their career and we're just looking to fill a seat. But it was like Mike Josh's radio is too loud, can you tell him to lower it? And I'm like you're an adult, you should be able to have that conversation.
Speaker 2:But I had to be that referee for those people and one of the biggest things that I found to get them to understand the customer. So I was in an annuity call center. So the average age of the people calling was late 60s to 80s. And you know, listen, when you're in a call center and it's 3,500 calls a day and you are just literally on talk time all day, it can wear you out, there's a burnout to it and you get short with people and all that. And sometimes the customer I mean the customer is always right but they're not always nice about being right. So having to get the visual of saying to this rep listen, pretend it's your grandmother on the phone who's calling to find out about her savings that she's been saving for 30 years. And look at it from that perspective and maybe you'll be a little bit more patient and a little bit more tactful with that person.
Speaker 2:But it is hard to get to that level. And then the other big thing which you probably deal with a lot with your management folks is understanding metrics. Everything is metrics driven. People don't just manage by the seat of their pants anymore. It's a whole new world of workflows and management and all that stuff. So do you run into like, do you get the guys that come to you and say, man, I don't know what to do? Like I've been in this role for three months, this is my problems. How do you kind of guide them through step by step?
Speaker 3:Yeah, absolutely, and I think the key to some of the items you just throw up there come down to core relationships, right? So as a manager, you need to have the relationships, of course, with your teams. You need to have the relationships with your boss that you can manage up, because you know again, that's another one of your customers is your boss You've got to manage up. Yeah, you also need to remember that there's other people in the organization that if you have key relationships with and you set those seeds and you nourish that, it'll help you in so many different ways. I'll give you an example HR and finance, I think, are two people.
Speaker 3:Now it depends if you're already in one of those teams, but if you don't have relationships with those specific teams, you are going to struggle as a leader for how you grow or expand your teams, because having a one-on-one regularly with those and having an advocate in those organizations will make it so that you've kind of greased the skids a little bit. For when you say, hey, I need to expand my organization or I can prove that an investment of X will deliver more value. Why are my customers and that's the conversation that most leaders just wait to have with their boss. But the real magic there is if you have those relationships with someone in.
Speaker 3:HR already and you've had that one-on-one conversation, that coffee time that you know, and it could be virtual as well, whatever you need. But if you, if you have those conversations with somebody in finance, somebody with HR, they'll also feed you back where you might hit some resistance that you weren't sure of. You don't know that this quarter the company wasn't doing doing so well, or the numbers are a little coming in a little bit shy, or you have another acquisition around the corner. There's all kinds of different information you can really get, and having relationships with everybody in the organization I don't mean each individual person but every team in the organization there's some key relationships that will help out a lot.
Speaker 2:Well, that's the toughest thing in a corporate environment from my perspective, being out of it for 15 years. Right, you want to bring stakeholders into the mix, because the more stakeholders that are in the mix, more people are invested in the things you got going on. It has a better chance for success on column A. But then on column B you're in a corporate environment, so there is also a lot of corporate politicking that goes on and, you know, am I overextending my neck a little bit and kind of getting exposed where I can get chopped, you know. So, key stakeholders important. Making sure they're the right stakeholders that are, you know, are going to buy into what you're doing is equally as important of what you're doing is equally as important.
Speaker 2:Do you get into this? I mean, you kind of touched on it really quickly in the beginning. You had this experience of 20 years of doing all this stuff. Is there an event that occurs? Are you in a corporate setting where you're like you know what? I'm kind of hit my point here where I want to tap out and how do I take all this experience and leverage it? How do you get to steps to leadership where you're at now, you know, I mean like is that? Is there a triggering event or is it over a period of time?
Speaker 3:You know, I think it's it's kind of the a frog boiling in water type of scenario. I think that a lot of leaders again my journey, I'm the job I've mentored, right, it's very similar is again, you're good at something, so you get a promotion, and there's a lot of individual contributor promotions. Then all of a sudden you hit a management promotion, but again it's no longer about you, it's about everyone else. Now, right, so you have to take some time to usually get through that, but you're the type of person that got to that point. You're the type of person that wants to thrive, that wants to do well, that wants to show well, that wants to network, because you've already gotten to this point in your career. So you continue to try and you're going to have struggles and successes all through that.
Speaker 3:And to get to the core of your question, I do think the people that I've talked to, especially in the last 18 months or so, they just wake up one day going I don't know if I want to manage people anymore. This is what everyone is asking for, just too much. Maybe I should reset, you know. And they want to be an individual contributor. But guess what? You're kind of stuck now. Your resume is stuck.
Speaker 2:You can't go back to being an employee. You're the quiet brother. You know it. Nobody will hire you. You're overqualified for everything else and your number is six figures now, so I can hire two people.
Speaker 2:Listen, dude, when I tell you I was in a position that I hated, but I was making a certain amount of money and I didn't have the guts to go. Like, listen, I talked to entrepreneurs on this podcast every week and when they tell me, you know what? I just had enough, the. The water was boiling and I jumped and I said the heck with it and I'm going to go.
Speaker 2:I am in such admiration of that human being because I'm a giant baby, like I'm like I got a mortgage, I got a car payment, I'm making six figures. I hate this. Every day I wake up for work and I'm like what am I doing with my life? What am I going to accomplish in my life doing this every single day? But didn't have the guts to do it. And then divine intervention happened and the real estate market crashed and all this other stuff went down and you know whatever? Um, but yeah, man, that is exactly it. People are trapped. Like it's like being underwater on a mortgage. You want to get out, but you just cannot do it that's right.
Speaker 3:That's right and that's where I think those are the people which, again, you and I both know we've been there and we know a lot of people probably in our personal lives that are there. People are there today and that's where I can really help out with steps to leadership. I can come in and help someone reset their perspective and really see everyone needs a coach in life.
Speaker 3:Right, let's talk about that for a little bit yeah, every great player has had a coach that helped them, and it's not because the coach was better at doing the thing that they're coaching. It's because they're an outside perspective. They see things from a different place. That is their job. So that's my job. My job now is to look at someone's role and function and stress and help, guide them and say there are ways to not feel trapped and to not hate your job every day. There are ways that you feel like your team just isn't getting it. I can help you make sure that your teams do get it, and I can help both from an organization perspective as well as in the individual leader perspective. And I love it. I love seeing the light bulbs go off.
Speaker 2:I will tell you that for the longest time in my life you know, making my way through my career and all this other stuff and all the things I do in the community and I'm involved and you know the stuff, you know where I'm at. For me, I always thought, you know, business coaches or life coaches were people that just couldn't make it. You know like they just they bailed right. That was the thought process, like full disclosure. They couldn't make it. You know like they just they bailed right. That was the thought process, like full disclosure. Until I found somebody and it was reshaped to me as almost exactly what you just said.
Speaker 2:I'm not a business coach, I'm a perspective coach and all it really was is you're doing something. It's like, look, when you're in something and people are listening this, aren't seeing my hands, but you get tunnel vision. This is how I operate, just like the administrator who does a task. They don't care who the customer is. I get a phone call, I answer it, I hit X and move on. Same thing when you're running a business.
Speaker 2:You kind of get caught in that tunnel vision and that perspective coach just comes in to say and this is kind of how I envision what you're talking about is hey, look, dude, if you just look at it from this perspective and take a different angle and approach what you're doing is great.
Speaker 2:But this might open up a whole other. It might take you from tunnel vision to a little bit of the periphery and then maybe you get full peripheral vision and see the whole playing field. And that's kind of how I reshaped it for me to be able to accept it. And then the big thing is the results. How gratifying is it for you when someone comes through your program. Is it okay to call it a program? I mean, would that be the proper terminology? Someone comes through your program and comes back to you in six months and says you know, man, look, either A it's changed the game for me and my company and my three whys, game for me and my company and my three whys, or B hey, I've been doing this now a year and now I'm being moved to senior middle management or whatever it is.
Speaker 3:However, the hierarchy is that's got to be gratifying for you. Absolutely Most of my students will stay not only in the initial program that kind of helps them get out of the funk and get to a better place but we at least will have some sort of recurring communication and mentor sessions as well, because it is one of those okay, now I'm out of the funk, now everything's, you know, less stressful, but they still want to grow right. They still have a target that they want to get to. That target more than likely changed from when they entered the program, because what they really thought they were aiming expectation probably different. Yeah, yeah, uh, by the time we exit in in the best way possible, but they still don't have a next target.
Speaker 3:And the same thing is they don't want to get the blinders back on. They don't write on a vision and they want to keep doing it. And so, yeah, it is a lot about just perspective and a lot of it, mike is, is basics right, and, not to oversimpl, I do. But a lot of times you just have to go over and lift up that rock and find the little scary monster and clean it out. And sometimes we're so advanced right, we've been doing things for decades or whatever, and we forget that wow one little domino will really, really shift things, and so a lot of times it's just that.
Speaker 3:Now there's also the opposite side of the things, where the basics are happening and they just can't get over the next threshold or something advanced. We'll tackle that as well.
Speaker 3:Right, but I would say 80 or 90% of what I help people with is a lot of just basics of management 101, old habits. You know some things that have just gunked up the system for the years, and that could be true for them and with the relationships that they have with people, as we talked about earlier with relationships. Sometimes those relationships get funky, especially in a corporate environment politics. Other people got a promotion you had mentioned earlier where you were now the boss of somebody else, so you know all the parts on the chessboard don't stay the same and so you have to play a different game of chess sometimes, and so it's just a matter of looking at that and having that outside perspective.
Speaker 2:It is a living, breathing entity. Corporate politics it constantly moves, not only becoming a manager and managing your peers, but becoming a manager. And the three other guys on your team applied for the same job and you got it and they didn't. And how did they react to your new promotion? Listen, man, I've seen all of that and the one thing that I always think about is if you're not moving forward, you're going backwards. And if you are, I mean you are just literally have to keep moving, and I always keep.
Speaker 2:I did a talk on this two years ago to a group of people that do magazines, like my magazines, and I said look, you need to be a shark. Sharks never stop moving. Once you stop moving, your career is going to get stale, and if it's getting stale, it's going backwards. So if you need to do it, you need to be a shark, you need to keep moving. Let me ask We've just talked for almost 30 minutes just on this. I know you have a big family. I know you do a lot of stuff in the community. You've got a lot of stuff going on. What?
Speaker 3:do you do for fun when you're not coaching? Folks Definitely spend time. We've got two beautiful children. Spend time with them, for sure. What else do we do? Concerts. I love music, sports events. We're a big Lightning fan. We're season ticket holders of the lightning, so I would say music and hockey is how I I decompress myself, for sure really so what about, like uh, I mean, you do a lot of vacations, you go your foodies.
Speaker 2:Where are you guys you're? Are you in wesley chapel?
Speaker 3:I am in wesley chapel, yeah, uh, I I definitely love food. Um, I have had wesley Eats for quite a while as well probably a different talk for us to have on different podcasts but I love anything that involves helping local people. And yeah, you had mentioned COVID earlier. When COVID hit, the only thing I cared about on social media was where can I get the food and the drinks from right, and so I didn't care about everybody's political opinion. I didn't care about where the snakes, and so I didn't care about everybody's political opinion. I didn't care about where the snakes were, and I don't care about who has power or not that day. I just want to know where the food was, and so that's where I focused a lot of my effort.
Speaker 2:Well, listen, I have been trying for now I think it's three years I kind of gave up for a while to get you to create content for Wiregrass Living Magazine or any of my other three magazines, to do a food article. We have, you know, look, I'm always looking for people in the community that are the grassroots. That what makes what I do successful is people who live in the communities, who are involved and know the little spot, the food truck down the street that nobody knows about, or whatever it is. So here in broadcast, I'm going to invite you again Whenever you want to start creating some content.
Speaker 2:We would love to have you as we're growing now 16W Media Group, we have all these different outlets that we get involved in. It's not just the magazines, it's Facebook, it's Google, it's Instagram, it's a whole huge platform. So whenever you're ready to come on board, we love to have people from the community involved in what we're doing. So that's my extension of the offer. As we start to wrap this up, I need to know I am a mid-level manager or I just got promoted. How do I get into the program?
Speaker 3:Yeah, visit my website, stepstillleadershipcom. Let's set up a strategy. Call. There's no obligation, no cost. I just want to make sure that we're setting you up for what you need. Let's discuss where you're at and let's see if we have a fit.
Speaker 2:So, stepstillleadershipcom, we'll go from there and is there a fill out form on there? I just kind of plug in my name, my email, all that stuff. The form is a name email address.
Speaker 3:You can schedule the meeting right there on the website and we'll talk within days.
Speaker 2:So, folks, if you're listening to this or watching it on our YouTube channel, listen, I've been in corporate America. I totally understand, but the landscape is always changing. Corporate America used to be. You got up, you went to a job and you sat there. Now, as a manager, you sometimes are managing people that are all over the country that you never see. You never go into a meeting with. You're doing a Zoom meeting. That's your interaction. There's nuance to it. Let an expert who knows how to guide you through your management journey help you. Go to stepstoleadershipcom. Josh is in our communities. I know him, I've seen him. I've seen him on magazine covers in Wesley Chapel. He's a part of the community. Josh, thank you for being a good neighbor. Thank you for being on the Good Neighbor Podcast. Man, I appreciate your time.
Speaker 3:Thank you as well. This was great.
Speaker 1:Thanks for listening to the Good Neighbor Podcast, pasco. To nominate your favorite local businesses to be featured on the show, go to GNPPASCOcom. That's GNPPASCOcom, or call 813-922-3610.