The Leader You’ve Always Been: Recognizing Your Hidden Leadership Moments

Leadership isn’t something that begins with a title or a promotion. It begins in the everyday moments, the choices you make, the way you show up for people, the influence you have without even trying.

In this episode, we’re uncovering the hidden leadership moments you’ve been practicing your whole life. At home. At work. In your relationships. In the quiet ways you support others, and in the courageous ways you’ve supported yourself.

You’ve been leading far longer than you realize. And today, we’re going to name it, honor it, and help you step into it with intention.

Let’s grow.

Our Guest: 

Ashley Christakis is a legal operations and data intelligence leader-turned-certified coach, known for helping people find clarity in moments of transition. After more than 20 years in the legal industry, most recently as Senior Manager of Legal Data Intelligence at CrowdStrike, she built a career at the intersection of data, technology, and high-stakes decision-making.

Throughout her work, Ashley led complex initiatives, developed data-driven strategies, and uncovered insights that shaped business outcomes. Along the way, she realized that leadership is not just about titles or roles. It's about how we show up every day, often in ways we do not even recognize.

Today, she brings that same grounded approach to coaching: helping people understand the motivations shaped by their life experiences so they can reconnect to their roots and rise into what’s next with clarity and confidence.

Dr. Melanie Empowers is not a licensed mental health provider, therapist, or counselor. The content shared through this podcast is for educational, personal growth, and leadership development purposes only and is not intended to diagnose, treat, or replace professional mental health care.

Dr. Melanie holds a Doctor of Management in Organizational Leadership and is a highly experienced leadership professional with over 30 years in Corporate IT, specializing in leadership and organizational development. She also holds multiple professional certifications, including being a Professional Certified Coach (PCC) through an ICF‑credentialed institution.

The insights shared here are grounded in leadership experience, coaching practice, and organizational expertise. If you need mental health support, please seek guidance from a licensed mental health professional in your area.

https://drmelanieempowers.com

Transcript

SPEAKER_02 0:02

Well, greetings, everyone, and thank you for joining Growing Up, the Age of Your Emotions podcast. I'm Dr. Melanie and Powers, and each week we go beyond the surface to explore the emotional maturity that shapes how we love, lead, and live. And whether you're just waking up to your emotional patterns or you're deep in the work of becoming, this is your space to grow. Today we're going to talk about the leader you've always been, recognizing your hidden leadership moments. You've been leading far longer than you realize. We uncover the everyday leadership moments at home, at work, and in relationships that reveal your natural leadership strengths and patterns. And today I have uh Ashley Kristakis, who is the legal operations and data intelligence leader, turned certified coach. So we're going to hear from Ashley today, and we'll get into it with uh questions and we'll just have a very organic conversation. And I'm looking forward to hearing what Ashley has to share with us. Hi, Ashley. Welcome. Hi, Melanie. Thank you so much for having me. Of course. Yeah. So we're going to talk about the leader you've always been, recognizing your hidden leadership moments. And I'll just start off with a question and then we can just take it from there.

SPEAKER_01 1:23

Sounds good.

SPEAKER_02 1:24

When you hear the leader you've always been, what rises for you?

SPEAKER_00 1:31

Yeah, so it definitely still getting used to even hearing that and saying it myself, to be honest with you. Um I feel like it's a constant journey. I'm always learning to lead in new ways. It's kind of a reflection of who I am, and then adapting that to who I'm leading or who I am with in the moment. Um, and I, you know, I've grown a lot in the past, you know, 40-ish years, and uh I'm not gonna stop.

SPEAKER_02 2:03

Right. Who first reflected your leadership back to you?

SPEAKER_00 2:09

You know, this is a hard one because I don't think it was any one person, right? I really do think that um it happened in layers, right? And it happened in the various eras of my lifetime. And um I think that the early signals were that like people were coming to me for advice, and um, I don't think that it was necessarily necessarily reflected back to me until I was kind of in my career. Um, and so it was like mentors and coaches and things like that that really had me starting to realize like, okay, I I am a leader, like in certain circumstances, and it's actually like believing that feedback.

SPEAKER_02 2:55

So that was before you you had a title. Is that correct? Before you were officially in the role of a leader, you demonstrated uh leadership qualities and you recognized that. What did that what did that look like for you?

SPEAKER_00 3:11

Yeah, I would say um I guess bravery would be something that and drive. Drive is probably a better word for it. It's it's a it was about kind of always being like what's next, and like trying to figure out the problem and solve it immediately, and um trying to help people gain their own clarity and and listening and things like that. So I think that was kind of what bred it into my career as well.

SPEAKER_02 3:41

Okay. So how do you think your presence amongst your colleagues and even those that you have been responsible for as a leader, how do you think that your presence has impacted those without you realizing it? What is something that you you can call upon that said, hey, you know, based on my leadership qualities that I've demonstrated, these are some things that I can see. Not that you were taking credit for it, but just organically it happened. And then you saw that the fruition of the experience that you shared.

SPEAKER_00 4:18

I mean, I think it is a bit of a catch 22, and and it requires reflection, right? The time to take to look back and think like, wow, did I do that for someone else? Or did that like it was a you know a mutual thing that we worked on together? Um I think the impact is really just me showing up in the moment allows other people to like we trust each other and gaining kind of this discernment and and um like I and I guess it always comes back to like trust and consistency. And so I feel like that's what the impact is made is like this safety in the environment. Um not just with like trust, but with like emotional trust, but with like practical trust, like what we're working on. Like it's gonna get done and it's gonna get done well. So I think that's um that's kind of the impact that I hope stays with people.

SPEAKER_02 5:18

Yeah, trust is trust is huge because you don't enter into those relationships uh with that. That's something that's earned over time. So they would have to trust the guidance that you are able to demonstrate to them and and be willing to follow you. Some people think, oh, I'm a leader, but yeah, who's following you? Is anybody following you, you know, wanting to demonstrate what you're demonstrating, or do they want to be successful based on the guidance that you've shared? So that's that's huge. And I think that sometimes people miss that. They just think, oh, I'm in a role and people have to do um, you know, what I say. And it's like, no, that's more managing, that's not really leading people. It's it's a whole different um element, you know, like apples and oranges. You know, one is apples, one is an orange. So that's um amazing that you said that about trust because it it matters, whereas, you know, some people don't know that it does, or they don't realize that how much it does. So, what do you wish more people understood about their influence?

SPEAKER_00 6:32

Oh um this one is I think it's about the way you show up. Um, that that really, really matters. Um and and some days it's gonna be better than others. I mean, it's it's you're not always gonna be able to be at a hundred percent. So I think like with that in mind, like communication matters. Like, you know, whether it's body communication, like you can kind of tell that someone's down, or just saying, like, I'm not having a great day today, just a heads up, or I had the best day, and you know, just sharing with people how you're feeling and where you are in the moment. Um, I think that kind of goes hand in hand with transparency, which I feel like and authenticity, right? Like I think that that's a lot of these are buzzwords lately, but it's so true. And that's why they become those types of buzzwords where when you show up authentically and you know, within reason, right? In certain circumstances, it depends on where you are. But people feel that more than we realize, right?

SPEAKER_02 7:38

They do. Yeah. I use um, so that's one of my words, but I use organic a lot. I think that that resonates with me a lot because um authenticity does too. But I think they're to me, they're they're very synonymous, in at least the way that I understand them to be the authenticity that someone demonstrates and how someone can be organic. This is me showing up. Um, because I heard I heard someone recently um say, what is the quote that people say, be your be your authentic self. Be your authentic self. And then someone had said, oh, I don't know if people can be their authentic self because they might be, you know, throwing temper tantrums and you know, not not uh, you know, remaining very professional when, you know, when they get upset. I said, well, people do that anyway. Sometimes people do throw temper tantrums in a way that may not look like a two-year-old throwing a temper tantrum, but they get there, you know, in a in an adult, adult way. But I think you can be authentic and still know where I am. You know, I can my professional self can show up, my uh self that that shows up in my personal life. I can be that person too. I don't think that you all you being authentic means that all of me has to come all the time. I have to know where I am and who I'm with and you know what I'm doing. So that that part of me that's authentic for that situation will show up. I don't think it means holistically I'm just gonna, you know, be out there. I think that sometimes that word can be taken out of context a bit.

SPEAKER_01 9:30

Yeah.

SPEAKER_00 9:31

Yeah, I I agree with that. I mean, it's it can be taken like too literally. Right. You know, like I there is a time and a place uh for a temper tantrum. There is a time and a place for me to, you know, everyone to be shining. Um, but I also I agree, and what you said resonates with me in that you have to um what's the phrase, like dial up and dial down, right? Like if I'm in a professional setting and there's a conflict, you know, my empathy is probably gonna dial up and my my uh but my kind of reactionary type thing is gonna try to dial down. At least that's what I'm working towards, right? And and in depending on the scenario, you have to kind of know yourself enough to know when to dial up and dial things down.

SPEAKER_02 10:18

Right. Yeah.

SPEAKER_00 10:19

And each of those is authentic because it's how you're showing up.

SPEAKER_02 10:23

Yeah, exactly. Exactly. I'm this is how I'm showing up right now, and this is my my authentic self. Um, but but I do think that sometimes people may be afraid to show that because of what somebody else may think, or maybe you know, I'll I'll show up in the wrong way. It's it's no right or wrong, it's just being who you are naturally, but just understanding the environment. This is the environment that I'm in, and I can show up this way. So I think that that that makes makes a difference when you know how to show up versus not showing up as yourself.

unknown 11:05

Yeah.

SPEAKER_02 11:06

Yeah. So how do you stay emotionally aligned while lean leading others?

SPEAKER_00 11:14

I definitely um all of all of these I'm still growing in for sure, right? You're always changing and growing. So I would say the way I do that is to really take care of myself, which has not been like top of mind for my entire lifetime. Um, so taking care of myself, making sure that I I do know what I need in the moment, like feel it in your body. Like that's what I've been noticing for myself lately, is if I'm like, you know, we call it hangry, or if I'm overtired, like it's those basic needs that need to be met in order for me to be like present. Um, so I would say the top one is is really taking care of myself.

SPEAKER_02 11:57

Yeah. So how do you how do you navigate moments when you feel unsure?

SPEAKER_00 12:06

Yeah. Um I feel like this one. Something that one of my prior coworkers and I used to say is facts versus feelings. And I think we've talked about this in the past before too. Is that my default, my default thought process is very systematic, very process-oriented. So if I'm unsure about something, I'm gonna go back to my default and I'm gonna use my skills of like, okay, here's a problem. I'm gonna break it down to the problem statement. I'm gonna apply my my skills and knowledge and come out with a solution, right? It's like project management one-on-one. Um, and so I think in like an uncertainty, that's what I cling to, um, is really kind of trying to drive through to my sensible, reasonable, and kind of not reactionary, um, reactionary feelings.

SPEAKER_02 13:14

Yeah, what about what about people who you have reported to, your leaders? What have you learned from them that you can that you've been able to carry into your role as a leader? What are some of the things that resonated with you and you felt like, oh, I really would like to demonstrate that as a leader once you became a leader and had an official title?

SPEAKER_00 13:39

Yeah, I think it's thinking. I think it's compassion. Um, because I am so default systems thinking, sometimes I'm just a go, go, go, go, go and trying to constantly get things done and show my worth and you know, making sure that I'm being productive. And it's more about like taking a step back and like the human side of it, which is what has actually drawn me to coaching and things like that, is because it really is um kind of the central um piece of leadership that I feel like is often missing. Um I also think um being pragmatic about things, which does lean towards my systems thinking personality, um kind of maybe pragmatic's not the word, but diplomatic, right? Um being able to keep an even keel about things.

SPEAKER_02 14:45

And what are some of the things that you wish you had done differently as a leader? Now, hindsight looking back, what are what are some things that you could have done in a different different way?

SPEAKER_00 15:02

Um, I think I started some of these, but I I definitely feel like I needed to start them earlier, is understanding people's motivations. Um everyone ticks a little bit differently, right? And and I think that I've I don't think I've ever necessarily been closed-minded, but I think being more open-minded, and um I think it goes again with the compassion, is is like recognizing what motivates someone is not what necessarily motivates you, or but and vice versa, right? Like what motivates me is not gonna necessarily motivate my team member. Like I don't necessarily want to be called out in a group of 200 people, like and oh, you did a great job, and then like my face is red and I'm sweating and everyone's looking at me. But to someone else, that's like that is their bread and butter. Like, bring it on. I want to be the spotlight, right? And and so, and there's there's no um right or wrong. It's it's really about what drives that person as an individual. And so understanding that about your team members and respecting that versus maybe judging it is definitely something that um I feel like I want to grow in and continue to learn about how to lead.

SPEAKER_02 16:18

Well, how do you think people will communicate that? Because I've been in situations like that, and I've seen people being put on the spot and them being very uncomfortable with that. And I had a leader uh who had asked at one point, who does not want to be recognized in front of everybody? Which I had never heard anyone say that before or ask that question. Usually people will do what they want. This is how I want to be celebrated or recognized, versus asking the individual, we plan to give you an award or recognize you for your accomplishments on this project, and it'll be in our forum meeting, and you know, 500 people will be there. Are you okay with that? And I've never heard anybody ask that uh only one person asked that question, and I thought that was really um a very just caring place. You just wanting to understand someone and just having compassion or being empathetic about what may be comfortable or uncomfortable for somebody. Because people don't do that. They usually treat you the way they want to be treated versus treat you the way that you want to be treated. And I think that that there's a huge misunderstanding, especially in corporations, about that. They just have this generic thing that they do as far as celebrating people, whether it's giving awards or, hey, it's your birthday, let's decorate your cube, or you know, we're gonna get you a cake and sing happy birthday. But everybody is not into receiving something at that level or at that magnitude. They're wanting to quietly celebrate their birthday versus having a big blowout and everyone, you know, stopping by and saying happy birthday to them. So I just, I don't know. I I think that you wanting to understand your team members is huge, where a lot of leaders, um, a lot of people don't get that. They want to demonstrate how they want to be be treated versus finding out what does that person like? Do you like intimate dinners or do you want a big dinner? Do you want a big cake or can we just give you a cupcake and leave it on your desk? You know, something like that. So yeah, I thought that was really interesting that you said that because that resonated with me. That in my whole career, I've only had one person ask the question about how do you want to be celebrated so that they would know how to approach it when it's your turn or when it's my turn. Yeah.

SPEAKER_00 19:25

Yeah, definitely. I mean, I think it's also being able to recall that and and and make sure you're using that when the time comes. Because I mean, you can have those conversations, right? Like definitely in a corporate setting. It's like a quarterly basis or an annual basis, even. Um, but then actually using that information and using that data and how and how you lead, which I think the application of it is probably harder than the question, right? And uh because it may not come naturally to you to think in that way, right? Right. Um and and in moments of crisis or moments of like high stakes or anything like that, it's definitely hard to to recall and call back to the things that you need to apply in a situation. So sometimes it's not applicable and you just have to get something done. But I think you're right, asking the question is really half half of it, where just having letting people know that like I care about how you receive things because I know it's different than me or maybe different than me, right?

SPEAKER_02 20:29

Right. And even if you ask and then you forgot, at least you asked.

unknown 20:34

Right.

SPEAKER_02 20:35

You asked or you have a list, like, oh, that's right. Ashley doesn't like uh a big party. She likes intimate parties. Yeah, but I did it, you know, at least you asked the question. So I think that that's important. At least you had enough empathy to ask the question versus not asking it all and you know, to have a take it or leave it mentality. So yeah. So what does leadership look like when no one is watching?

SPEAKER_00 21:09

Uh I think integrity is the is the word I'd go with here. Um kind of doing the right thing based on my own like moral compass, right? Is is really the leadership that I mean I kind of live with that we live by that whether people are watching or not. And I think at least I try, right? That's like the gold, the North Star. Um and doing what aligns with my own values. Um I think misalignment has been something that has been very something that's been good that's come up for me um over the course of my life. And I think just making sure that I'm being self-aware enough that like okay something's something's been misaligned long enough that I have to make a make a change here.

SPEAKER_02 22:06

So what if what how do you address that if if you're based on on your your values and you want your values to come across what if your values are are different than than one of the people on your team Yeah that's that's tricky right I mean it's it's definitely I think it I think it lands in communication um and and and the authenticity like recognizing that there is not necessarily conflict but a misalignment right like you you have different um different values um but I think that's also a good thing on teams right like it's not just the it's not just skills on a team it is values and it is soft skills and things like that that make a team better because you know you can lean on that person if you know that you know going to a speaking engagement or going and doing something that isn't a value for you but you know it's a value for them it helps them grow helps them be empowered in doing the things that are fulfilling to them so I think I think it kind of it challenges you but I think it's a way to help um make the team diverse in a lot of different ways right but what if that person whose values differ from everyone else's not that everyone has the same values but they align in in some sort of way and you have one person whose values do not align with the rest of the team and then it just there's not a natural order of of how the day goes with the team members there's conflict or just disagreements something that has to be addressed in order to get everyone back on track because of the difference in the values of that one team member. As a leader how do you address that I see what you're saying.

SPEAKER_00 24:16

Yeah I think it goes back to again what I said before is and and nobody likes conflict. I definitely am not a fan never have been never will be however it is part of life. And I think for me personally it goes back to the systems thinking again um I I think it's twofold you have to have compassion right there's no um way to resolve a conflict without some sort of like trying to see it from their viewpoint and then trying to meet in the middle. So like mediation of some sort and this is where you have to apply what you've learned about your team members at least from my own perspective right like how how do they part of part of learning about what they what motivates them is also like what demotivates them right like what makes you feel demotivated or or um how do you deal with conflict? I mean these are questions that I feel like team teammates and leaders need to be asking each other. Sure so that they know how to deal with conflict. And it can be like a group agreement like okay this is this is how we're gonna deal with conflict when something comes up right um and so it really is just applying whatever the agreed upon process is again systems thinking and go straight to the process. Yes you want to deal with the feelings because the feelings are someone's perception and their reality right but there's also what happened if there was a triggering event or something like that.

SPEAKER_02 25:55

So it's just a balance it's just a really delicate balance with with humans in general it is it is a balance and I have had those experiences where my team members were assigned to other teams to lead them those teams into completing different projects and there was conflict or someone telling me that oh your team member did X or didn't do this or they're not doing that. So I always want to find out let's get to the root cause like what is really happening here there may be personality conflicts that the the person who's on my team is doing their job the way that they're supposed to but they there's a conflict with the personality of the person who's reporting them to me. So I always want to find out to get the facts I never want to just take a face value with someone comes and tells me that they're doing I want to find out exactly what happened give me the tell me tell me the store tell me the story I want to know the story and then I need facts. Like you said it's always good to get back to the facts. And then I want to make sure that we're all aligned and we know what's supposed to happen here versus what's happening and then see if everyone can agree on our path forward. Because I find that in my experience I've had people accuse me of doing something without finding out what really happened their version my version and what actually happened so find out what actually happened get the facts and then address the situation instead of saying well Melanie so and so came and told me that you did this I'm like I don't know what you're talking about. I wasn't even I wasn't even in the room at the time how could I have done that so just getting the information before acting I think is a is a great leadership quality even if you're not in a in the official role as a leader just having that in leading teams or being the leader for in the moment you know in in the project you're taking the lead or just demonstrating what it looks like to be a leader that's important to get the facts and to understand exactly what it is that I'm I'm I am supposed to be doing with this information. How do I find out what actually is relevant enough for me to address not just going in blindly and and causing more havoc, right? Causing further disagreements or further conflict that could have been addressed had you just got all of the information up front. So I think that's important to at least have an understanding and get the facts where and I've put emphasis on that because a lot of I don't know what a lot of people do. I know that people that I've worked with in many different companies don't do that. And I've seen it happen not just to me but to other people as well where people get blindsided and because of who it is that's saying something you just take their word for it versus finding out is this true or maybe some information was left out or maybe there was a reason for this behavior or those actions that the person took instead of just reprimanding someone or taking sides or you know just different methods that can be uh implemented or or causes that can be raised at that particular time.

SPEAKER_00 29:46

So yeah agreed I mean I think the there's a lot of factors that go into any type of reaction or response. And so um and even the facts right like it can be a fact but there are underlying circumstances with everything. And you know again it kind of goes back to how you show up like and and how you are how you essentially how you show up. You had a bad night of sleep and you didn't eat breakfast and you showed up at work and you're mad and everything feels like a fire drill versus you had a full night's sleep, you took a walk in the morning and you ate a solid breakfast and you show up living your best life. So it really I mean you just it comes back to how you show up and your compassion for other people.

SPEAKER_02 30:39

Yeah because I I know um that's something that I would say you because sometimes people would judge other people based on the behavior that they're demonstrating. And I would say you don't live with that person. You don't know what happened before they came to work. You know they could be dealing with a sick relative or they could you know could have found out that they're sick or maybe their child you don't know what's happening before they get here. So give them some space and at least the benefit of the doubt before you pass judgment on someone because you don't know you don't know what's happening in their their personal life. So find out you know what's going on first before you judge someone and and determine that this is you know who that person is you you now you've sealed the box closed and you don't even know you know what's happening with with that person. So I think that's important is to to learning more about people especially as a leader. I think we need to just make sure that like you said earlier get to know your your people find out you know what's happening with them you know learn about their you know personal life as much as they choose to share you know through just having a conversation talk about some of your interests and maybe that person will open up about theirs and and you'll learn more instead of you know not finding out about people and misunderstanding them thinking that they're one way and it's oh they you know they have a an aging parent at home that they're taking care of or you know it could be anything. And I think that that's you know that's key um in getting to know people especially when you're working with them you don't you don't know them until you learn more about them. Yeah.

SPEAKER_00 32:34

All right Ashley what do you hope your leadership leaves behind I think I I I really hope that people feel more fulfilled having worked with me um or at least heard even um and I think that would translate to empowerment. I think that that is another yet another buzzword but it definitely resonates with me and where I want people to leave when they work with me. Whether it's you know or or even my kids or my you know my husband or my family like that it's not just and and that's another thing with leadership. It's not just in the working environment right it's it's kind of just showing up wherever wherever you are and whoever you're interacting with. So I really hope that in most circumstances it leaves people feeling a little bit more happy or content than they were before. Or in the coaching sense, you know, clarity like having a little bit more clarity. So it does depend on the context um but I think those are kind of the main the main themes.

SPEAKER_02 33:46

Yeah yeah and my last question what would you say to someone who leads beautifully but doesn't yet see it.

SPEAKER_00 33:59

Yes um this is this is me at different stages of my life but it's also when I think about someone who is in that scenario is just speak kindly to yourself. Right? Like I I wouldn't go like to excuses but it's more about just making sure that whatever space or grace that you're giving to other people in that you know no judgment space, do that for yourself as well and and recognize what values you do want to represent and like I mentioned before dial them up and dial them down as needed but just really be kind to yourself.

SPEAKER_02 34:47

Yeah I was thinking and thinking that that question should have asked you about your younger self and you brought up this is different versions of of yourself along along the way because that is something that I had to learn how to do is to speak kindly to myself to be patient because I you had to get it right it had to be this way no errors I'm human. I had to learn that you're human you will make mistakes yes you know the world is not going to fall apart because you made a mistake even though in the moment it felt that way that I had to get this right I couldn't be wrong or you know just have to ask for help. And I had to learn along the way that those are great qualities of a leader. Yes we're gonna make mistakes yes we may have to scrap the project and start over or you know halfway through we may have to change direction. It may just be a lot of things but we do it and we do it with grace. We do it so that we have an understanding of ourselves like going back to you saying getting to know people and especially yourself I think that's important is to be able to know who you are and then get to know other people I think that's that's critical and just know you know what are what are some things that that I need to give to myself so that I can give those things to other people and that that helped me a lot helped me be a mentor without knowing I was mentoring uh coaching people without realizing that I'm coaching just helping I'm you know I had had been doing that for years and I mean it wasn't in an official capacity until years later but people would always come and ask me for advice or they would tell me that I've been watching you and I you know I want to do some things you've been doing. I had no idea they were watching from afar didn't tell me they were watching until later but I I'm glad that I had something to offer that made other people want to grow and that's a benefit for me that I didn't have to I didn't have to pay for that I didn't have to ask for it it just naturally came because I I obviously was doing something that invited other people to do the same or to want to do the same thing. So I think that that's that's critical that is critical just being kind to yourself.

SPEAKER_00 37:26

Well Ashley do you have any other parting words anything that you would like to share with our audience on our growing up podcast that that may be beneficial or helpful to anyone um I mean I think I think we covered a lot of ground this is really fun it was great to chat with you and see you again um I would say I guess the last few things is really just be open to self-awareness and being open to change and growth right I mean it's everybody's dealing with so much day in and day out that the only way that you can speak kindly to yourself and to others is being aware of of what you're saying and doing um to and to the extent that it will impact others you know just don't stop growing and um looking for ways to make you the better version of yourself.

SPEAKER_02 38:24

Don't stop growing I love that I love that all right well thanks Ashley thank you so much for joining us today you've been listening to Growing Up the Age of Your Emotions podcast and today we were talking about the leader you've always been recognizing your hidden leadership moments and I'm here with Ashley Kristakis and Ashley has shared a wealth of information with us and I look forward to hearing your responses as listeners of some of the things that Ashley shared and letting us know what your thoughts are. So join us again next week for Growing Up the age of your emotions