Episode 42: The Importance of Delegation with Emily Morgan

In this insightful episode of The I AM Well, MD Podcast, Dr. Santi Tanikella sits down with Emily Morgan, Delegation & Productivity Expert, Founder & CEO of Delegate Solutions, and author of Let It Go!

Emily has built her career around helping entrepreneurs and leaders strategically clear their plates so they can focus on what truly matters. From her signature “Delegate Method” to the launch of her new efficiency diagnostic, Emily offers actionable tools and mindshifts to help you delegate effectively, lead with clarity, and amplify your impact.

We explore:

• Why letting go is essential to stepping into your most impactful contribution
• How to delegate tasks that you think only you can do. 
• Common bottleneck behaviors that hold leaders (and their teams) back
• Practical ways to strengthen your delegation muscle even if you think you're “not good at it.”

This conversation is for any leader who is tired of wearing all the hats and is ready to lead smarter, not harder.

 Connect with Emily Morgan:

• Delegate Solutions
• Verve
• LinkedIn

Transcript

Are you a busy parent? Do you feel like you're being pulled in multiple directions all at once? Are you exhausted and overwhelmed? Meet my mom. Her name is Santi Tanikella. She's a pediatrician, expert in mind body medicine, and a life coach. She can help you break free from guilt and overwhelm, so that you can enjoy the life that you've worked so hard to create.

She can also teach you how to support your family in a more holistic way.  📍  

 Welcome back to the I Am Well MD podcast. Today I have Emily Morgan as our special  guest. Emily's a delegation and productivity expert, founder and CEO of Delegate Solutions, a fractional executive assistant firm, and  Verve, a training company that provides leadership workshops, coaching, and certification on the topic of delegation and efficiency. 

 She's author of "Let It Go," featured in Harvard Business Review, Forbes, New York Times and Inc Magazine.  Emily lives in the Philadelphia area, where she owns a lavender farm with chickens, sheep, and a cadre of other animals. Welcome to the podcast, Emily. 

So glad to be here, Dr. Santi. Thank you.  

So tell me a little bit about your path. What got you interested in this particular area of work?  

Yeah, so,  about 19 years ago, I was pregnant with my first son and I was commuting in and out of Philadelphia. I was working at Penn and I  was like thinking as I'm pregnant, "I don't wanna be commuting and dealing with all of that with a baby." 

So  I went on a job interview and the woman that  I was interviewing with said she had a virtual assistant. And I said, well, what is that? I've never even heard of that.  Came home, Googled it and  realized that I could take the skills that I had  doing administrative work and do it remotely from home.

So this was the very beginning of the VA industry and  after that point, my son was born, and I started Delegate. And at that point it was just me. But honestly, like the entry into the industry was somewhat selfish because it was going to meet my needs. But at the time, I will say that  I really would not have considered myself to be an entrepreneur.

I didn't even know what that was, was raised by teachers and have an English degree. So, sort of  found my way through it and very quickly the demand for what I was doing,   went beyond what I could provide myself. And then that's really where Delegate became a 

thing.  That's so interesting. Yeah. I feel like whenever we are met with a challenge or a life change, we are basically asking ourselves how we're going to proceed with our life as it exists in that moment in time. 

And a lot of times we really have to learn how to transform our lives to  make room for new things, whether it's a new baby or a sick parent. So that's really amazing that you were able to create your business alongside your child.  Yeah, it almost seemed like you had two children at the same time. 

Yes. And he just turned 18 and graduated high school. So like I'm now at that weird life point where I'm like, okay, well that's done. You know, like.  Now I'm in this like, whole new normal of, I don't have a kid and a school schedule and getting a kid to school.  So that's been a big shift for me. 

 So what's gonna happen now, like now that your child is going 

off to school? He's in, he's starting trade school. Um, so he'll be commuting to and from, which is great. But I think it's just a big change around the responsibility and like my ability to go to more events and, you know, work a little bit differently than I had in the past

because my work schedule was always tied to being a mom.  I would  get him to school, it would start my day. I would finish my day,  typically when he's home. And then I really wasn't working in the evenings because I was caring for my son and much of the time I was building Delegate, I was a single mom, so I was doing it at the same time. 

So I find it so interesting that in the beginning you felt like it was selfish to create this business.  

Well, I think some people start a business 'cause oh, they see a need, right? And like, oh, and I'm an entrepreneur and I'm gonna go after that need. That is not why I started Delegate. Like I started Delegate so that I could 

be more flexible, and then discovered entrepreneurship afterwards. Mm-hmm.  

So tell me a little bit about just the process of delegation. I know this is something that a lot of people have an inner struggle with, right. I think for myself specifically, you know, I was taught from a very young age that you learn how to do things and you do it yourself.

 The turning point for me came when I became a physician and I was like, oh, there's too much to do. Like if I did all the things for this one particular patient, I would have no time for any other patients. And so it became imperative that I learned how to hand off to my front desk staff or  my medical assistant, handoff tasks to the nurse.

For people who struggle with boundaries and delegation, what are some pieces of advice that you would give them?  

Yeah, and I think in your work, it's even more complicated, right? Because  there's certain length that you can push delegation because of  your specialized skills, right?

So I think  to speak with someone that's a  physician, it's more about what are the things that only you can do that you love doing. And in my world, we call that your "Most Impactful Contribution." So what is it that you could spend all day doing? You never get tired of doing it, and only you can do it.

And so if you, if you call that delegation with that lens, that allows you to see all the things you're doing that are not that.  As you delegate more and the time gets freed up, you are redirecting the newfound time towards those activities. And that's where a lot of people get hung up because they just start delegating.

And delegating is very liberating and freeing, and it feels good when it's going right. But if you're not  recognizing the time that's being freed up by letting go, and you're not making sure that that time gets redirected back to this impactful work, you don't feel the relief that comes from delegation.

You feel like.  You know, it's not working, I'm not doing it right. And that's largely because we're not being strategic with how we're thinking about it.  

So what would be a strategic way  to think about that?  

Yeah, so,  we have an  an exercise called the Delegate Freedom Analysis that basically looks like a pie.

And so if your time is that pie.  Personal and professional. You know, we always wanna start with what is our most impactful contribution. We were just talking about that. And then we're gonna look at the things that we're doing that are not that, and we're gonna categorize them  into three different sections.

One is like,  you hate doing, you're not good at it. So for a lot of people that's scheduling, managing email,  doing personal tasks, things like that. And then you're looking, you're moving over to the next quadrant, which is really about where you're being a martyr. So things you're doing that you're doing begrudgingly, but they need to get done.

And then you move up to the top corner and that is, we call that the "letting go of excellent category," and that is the hardest thing to let go of because those are the things that a lot of the times, our identity is rooted into them because we've been doing them for so long that to let go of those things feels like  grief in general.

Like it just feels really hard to let go of those things. But those are the things, if we can find repeatables and things that  you're doing more than once up there. Those are great candidates for delegation.  

So I know that you are working on a diagnostic process for this. Tell me a little bit more about that. 

Yeah, so we  built something called the  Organizational Efficiency  index. And what that's going to do is in a matter of about 25 questions, we're mapping how efficient you are as an individual and within an organization.  We're looking at bottleneck types. So in my book I talk about the five bottleneck behaviors.

So we're incorporating our bottleneck behaviors into there. Then we're assessing where delegation, efficiency, productivity might be breaking down under the lens of our delegate freedom system, which is a repeatable, reliable process for delegate.  

And how will that work with companies?  

Well, ideally,  individuals across the organization can take the assessment and it's going to spit out results around 

how much time you're spending that is not moving the needle and what that's costing the organization. And so we can create a sum of all those different individuals and hours that are being lost and really identify very quickly how much efficiency we can gain in a very short period of time using delegation. 

 Is there a  program that teaches more about efficiency, productivity? 

 So we took the book and we turned that into a certification program. So for let's say,  coaches, they want to bring more delegation knowledge and tools to their clients, or someone in an organization that's trying to make the organization more efficient,

they can come through our program and get certified and take those tools and frameworks to help teams that they work with.  

That's so great.  There are many organizations out there that could really benefit from a service like this. I know that there are some companies that tend to be very top heavy with administration, and then the people who are lower down on the totem pole seem to get really irritated, sad, angry,  all the emotions when it comes to that.

And part of it is because they are perceiving administration to be less productive than they should be.  So when you're seeing that sort of dynamic in a company, how do you coach them through that?  

Yeah, so we have a couple tools. One tool is called the "Elevated Week," and an employee could run that on themselves and then have a meaningful conversation with their employer.

So the tool basically goes like this.  This is how I'm currently spending my time. And you draft that out. The way that I feel about that is these emotions.  This is the thing that I wanna be spending my time on. The way I feel about that is these emotions.  If I were to spend my time doing those things, I could bring this much more impact to the organization than what I'm currently doing.

And that just sets up a more productive conversation to have with an employee,  and a manager then,  sort of entering it with no  filter and 

no 

strategy.  

That's really important. And I agree.  Having a meaningful approach to that conversation firsthand and having a plan for how you want to implement it  is so much more effective than just going in  hotheaded and burning your bridge off the bat.

 And.  

On the upper levels,  it's important to understand that the company doesn't run without these  key people in place.  Having disruption at that level can be very impactful to the company as well, because  work stops  when you lose those kind of seats. So a lot of the times  those people are set up for failure, right? Because they're not delegated to in a way that ensures their own success. So being willing to listen to  how they're feeling, being willing to use tools and have effective conversations.

We have a  delegation template.   As a leader being able to pull these tools out and work through them before you're handing things off to people, be able to explain why the task is important and how it fits into the bigger goals of the organization.

Gives context  on performing it.   

Yeah. I find that the more concrete I am with my coworkers, the more likely I am to have a task that's completed well. And when I say, "well," I'm not just talking about the end product being great, it's how you feel about it, the path from  A to Z,  it's 

the satisfaction from the people producing it as well as the recipient of that work.  There's so many factors involved.  Is there any research on  delegation and efficiency that you 

know of?  Totally.  We've been putting on a three part  panel series around the signs of letting go.

So we bringing together researchers from Harvard, Northwestern. The one coming up next week is  American University. So  I'm finding different thought leaders and researchers and scientists that are working on delegation adjacent content to try and understand what the science is telling us around it.

  The next one coming up, I have Dr. Ross Blankenship, who wrote this great article called Delegation and Grief, which is, I think,  the root emotion with delegation because we're by us letting go we're going into a scary place because it's bigger work typically than what we were doing in the past, and there's grief involved because what got us to that point is now the things that we're delegating that can be really scary and  sad sometimes. 

It's  interesting that you bring that up because that is something that I mourned, as well. When I stepped away from my physician job to build this business, initially was this recreation of identity, this recreation of who I am and what my skillset looks like.  is that something that you see as a very common issue amongst other leaders?

A hundred percent. Like this culture of being busy, of being productive is just ingrained into us and.  When our identity is based on the things that we're doing and like the activities associated, and we start letting go of those things, it can become very jarring.

Like, well, wait a minute, who am I? Like, am I gonna be good at these other things that now I have to do that, you know, I'm striving for? I, I perfected how I did these activities and that's what got me here. And so to move forward, I have to release some of those things to create the space and that can be scary.

 What are some tips that you have for leaders, maybe early career leaders as they're kind of moving into their particular line of work?  

Yeah, so,  in the second edition, this is a whole chapter that we built for emerging leaders because I think that they get ignored because they're just more scrappy.

They're willing to do whatever it takes.  There's this shift that happens when you're moving from doer to leader and you're having to lead through others versus lead by doing, right? And so there's a transition and inflection point that happens for them professionally. And  you know, more senior leaders I think need to be aware of this dynamic first and foremost, and supportive.

 The emerging leaders need to understand like, you're gonna hit a ceiling because you can't carry this whole team's worth of work. Like you have to learn how to lead through others, and  starting with delegation and developing really strong habits with that early on will help you grow faster.  

That's excellent advice, really being able to mentor the  more senior leaders to  help the new emerging leaders.

I love that.  So when it comes to parenthood, because I always rope people into talking about parenthood and family dynamics,  you know, we have tiny emerging leaders in our households all the time,  many of us. So, you know, what is your advice for a parent who is trying to raise an emerging leader?  

Oh, 

wow. I don't know that I'm equipped 

to answer that question.

 I guess you would apply the same philosophy to it, like  with my son and I could just experience share more than anything. So with my son, he did not enjoy school. He just really struggled with that.  And I could have been the kind of parent that pushed, no, you have to go to college, period.  But I recognized that that was not probably the best path for him.

And I also didn't push an agenda with what he was gonna do. And so he sort of on his own, with my support of taking him to look at trade schools and things like that,  came to the understanding that college wasn't for him and that the trades were a better fit. And I think that that was a really mature decision that he made on his own.

Um, but I was there alongside him to support that next evolution of.  

That's beautiful. Yeah. So it really required you to see him for who he was and not push a square peg into a round hole.  

Yeah. And I, I did things like, bought him the Kolbe test where he got to take his,  his  his innate behaviors and that test spit out that he's a high implementer, which means he needs to be working with his hands.

Hmm. I also took him up to Strategic Coach to go to the program that they have for,  18 to 24 year olds called Unique Edge, where you're sort of uncovering your unique ability, what it is you're here to do. So I think   like parenting,  not by telling him what to do, just kind of showing him what some different options would look like.

And we looked at everything. The military, colleges, trades, um, and this is where he landed.  

That's great.  And in terms of communication, how did that look for you and your son?  Because I can imagine that there were probably times where you had moments of frustration,  where maybe things didn't go the way you thought they were gonna go, or, maybe he had moments of frustration where he was like, mom, I want you to listen.

I don't know, I'm just throwing it out there.  

Well, getting him across the finish line in a traditional high school was definitely the most challenging part.  There was a lot of like meetings with guidance counselors and teachers and what do we have to do to get him across the finish line? He just was not motivated by school.

So I think that was a really frustrating  part of this, but it was very clear.  Putting him through that for another four years was, at least  at this point was not gonna be the right decision. 

 

 Life can feel like a constant balancing act, work deadlines, family responsibilities, and everything in between.

It's really easy to get stuck in go mode without ever stopping to ask,  "what do I really want?"  Imagine if you could set boundaries with confidence, say no without guilt, and start doing more of the things that light you up. That's what life coaching is all about, helping you get clear on what matters most and giving you the tools to make it happen. 

Your life is unique, your journey's unique, and your solutions should be too. If you're ready to stop surviving and start living with intention, let's talk.  Visit me at iamwellmd.com  and click on the link to contact me.  Send me a little message and we'll get you started with an introductory call.  I hope to see you soon.     Are there any tips that you would give in terms of how you talk to your children or even your employees to  get the best out of them? 

 I think the conversation about understanding your 'most impactful contribution' is probably the best conversation to have as a parent and an employer. Like, what is it that you wanna spend your time doing that you're really good at? How does that  move us forward? You know, and being able to bring that same learning into these different life situations. 

 I'm gonna ask the question that reflects the elephant in the room, which is that whether we're leaders or employees or children, there's always gonna be something that we don't like doing  that we often have to do.

Um, and it's not everything. There are obviously things that we can delegate, but when  we're met with something that we just don't wanna do, how should we best manage that?  

Well, one of the ways to think about it is the 80 20 rule. Um, and I have a little bit of adjusted thinking on that lately that I'll share.

So. If you can think about it, 10 80, 10. So what's the 10% that you need to do just to get the thing moving? Right? What's the 80% that someone else can do to get through the process? And then what's the remaining 10% that you can do just to finish it off? So a lot of the times we'll hear,  "oh, I don't wanna let go of my scheduling."

Right.  Okay. There's, let's unpack that a little bit, but. Also, are there components of it that maybe you can let go of that you don't have to like let go of the whole thing, but you can have someone start it for you. You can have someone do the middle of it for you. You can work with an assistant to get time blocks on your calendar and help you think through how you're gonna get that thing done.

Like there's lots of different strategies that you can deploy just to tackle that one issue.  

 I think this is great, is just being able to identify and stratify what needs to get done to be able to get the tasks done, and recognizing that yes, .  We have to move the wheel somehow  and that might look a little bit different for everybody.  

And another tip to that, you know, sometimes you can't delegate it, right?

But excuse me, if there's something that you're doing more than once,  and like let's say it's something you don't like doing, but you have to do it every week, right? That is something that's repeatable, that you can turn into a process and then it becomes delegatable. So you might need to do it initially. 

You know, a handful of times have your assistant shadow, you capture the process. Then you shadow her while she runs the process and then it's off the plate. So, you know, delegation is like,  it's a horizon we're always chasing, like, you're never getting to a point where like, "and there's nothing I need to delegate anymore."

Right. Like, it's,  it's just never gonna happen. So,  

but that's a great way to think of it is, Yeah. The horizon. As we learn new skill sets with the new time that we've acquired,  eventually those new skill sets are gonna become old skill sets where we know the tried and true process to  implement a task.

And then we can,  I mean, a lot of people will record the process now and send it off to their assistants so that their assistant can do the same, um, which I think is really great.  Technology's amazing!   Constantly 

moving.  

Yeah. And, and I find that too, like for people who are building their businesses, there comes, you mentioned an inflection point, right?

 Where you almost outgrow the shell that you are currently in  and are ready to grow into the next shell.   While that can be a painful process, understanding that you don't have to be alone while you do it can really help make it an easier adjustment process. I think  a lot of people, especially small business owners, are very concerned about  the financial implications of hiring somebody or many somebodies  to help with those tasks that can be delegated. 

Yep. 

 We have another tool,  it's called "Act Your Wage," and  it's pretty self-explanatory, but essentially you take your salary or what your desired salary is and you divide that number by  let's say 2080, which is roughly 40 hours a week of work, and you get your number right, and that's the number that you're measuring what it's costing you by not delegating that activity.

And then if you take that coupled with the number of hours that you find running one of our diagnostics where it's like.  I'm spending 20 hours a week doing work I don't like and I'm not good at, and it's costing me that number times my other number.  I'm paying myself to do this work that I don't like and I'm not good at. 

Um, that can be a really jarring inflection point for someone. 

That's powerful. Yeah.  Why would, because you mentioned a few of these diagnostics and you mentioned the Let It Go certification.  Why would an organization want to bring that in to their space?  

Well, inefficiency, especially at the bigger the company gets, it's very expensive, right?

And you have top people that you're paying a lot of money to doing work that they don't need to be doing either because  they're too scared to let go.  They don't feel empowered to let go, they don't have the tools to let go. Like there's multiple reasons why they're holding on to kind of work.

And then you might have, let's say, underutilized people because that is happening and the work is not flowing down. You might have underutilized admin stuff. So there's a big cost to not addressing this stuff. And what I've found is that organizations recognize  that they need their high people performing, but they don't always have the tools to help them understand how to make delegation work better.

And  one of the studies we looked at said,  three out of four leaders say they don't know how to do it yet it's one of the top leadership skills across any organization for any leader. So  it's a pretty  important thing to be thinking about as you look at your bottom line.  

 I'm sure you've seen companies save tons of money being able to utilize these skills effectively,  

save money, increase brain power, increase impact, like there's an inverse to this thinking as well, which is like, what are we losing on because we're not freeing up our key people, right?

Like, what opportunities have we not been able to say yes to?  Because no one has time. Yeah.  

 I imagine that there are times where things fall apart as we're trying to learn how to delegate efficiently. What are some of the challenges that you commonly see as people are trying to implement delegation tools? 

I mean, the big ones are that  they just get frustrated and throw up their hands and they say, I'm not a good delegator. And then they stop. Right? And that what that does over time, you're a doctor, you can appreciate this, it creates a scar tissue and it creates like a narrative that's not true that we then have to undo around why things broke down or what we can do better next time, or what tools can we use to get better at this.

Like not being good at delegation is, I think, a universal thing that people will say, but there's ways to do it better and you really need to learn how to master them to be able to grow as a leader.  So, we hear like a lot of those kinds of things.  In my book I talk about these five bottleneck behaviors. 

Hero: they love to save the day. Interventionists: they're always in the middle of everything. Isolationists: they're just pulling the work back and they go into their cocooning. Time optimist, which is my type, we think it's just gonna work out and like everybody has time to work on these things. And then Dreamer: they're just live in this ideation state and it just creates this friction with their teams where it's like  they don't know what the priorities are anymore because we're constantly ideating and they're trying to execute.

 Understanding which of those five types you, as a leader, predominantly show, and then  deploying some strategies there can help 

as well.  

That's really great. I feel like I can see myself in each of these  archetypes that you've mentioned. Um,  yeah. Yeah. So being knowledgeable about what those archetypes mean for our team  and  

how it cascades down to them is going to be imperative in how we approach our team and the talk that we give to ourselves. Because I can imagine if I'm the dreamer as an example,  I'm not being concrete at all. And so my team is just gonna probably always be confused. 

Yeah. We teach, like your team lives in execution, you're living in ideation, and if you don't have guardrails up and process on how you're gonna ideate responsibly, your team is never gonna feel productive, like they're getting things done because you're constantly changing the plan.  

I can imagine that even within like an intimate relationship,  a partnership, that that could be a problem.  

It 100% translates.  Yeah.  But  yeah, and so we'll look at that.

We'll look at Kolbe  , we'll talk about  some of the self-sabotaging thoughts and limiting beliefs that people tell themselves around delegation and maybe why those have come up. We'll use things like affirmations to kind of, I mean, this is kind of stuff that I know that you work on as well, but you know, resetting the narrative about yourself  and your ability to delegate. 



Tell me a little bit about Kolbe. You've brought this up a couple of times during this podcast.  

Kolbe is K-O-L-B-E, and it's a not a personality test. It's more about your innate way of doing things. And so Kolbe is a different company and this is all they do, and you can run it with yourself and your assistant.

You can run it with yourself and your spouse, like to just see where there's areas of dissonance between you,  but it looks at four things: your "fact finder." So how much information you like. You know, like, um, for example, we work with entrepreneurs. The majority of them are not high fact finders, but our team is high fact finders.

And so if there's too much dissonance there  and not enough understanding, like our team is like gonna want more information and our clients are never gonna give it to them, right? So we look at fact finder. The next number is "follow through," which is. If you do what you say, like you have systems in place to make sure things are getting done. 

And that's usually a very low score for our clients, A very high score for our team. The next number is "quick start," which is how quickly do you take action on things? So like,  and so you can imagine like you'll see someone who has a high fact finder and a high quick start, and they're just like, how do they get anything done?

Right? Because they're trying to take action, but they need more information. Mm-hmm. Right.  So our team is usually a low quick start and our clients are high. Uh, a high quick start. And then the last number is implementer and that's how you deal with time and space and tangibles and stuff. So at Delegate, this is kind of a throwaway number for us.

It really doesn't impact how we work with clients, but with my son, he was like a nine on implementer and I'm like a two. So, that means  he does best when he's doing things with his hands.  Whereas I'm like up here thinking about 

it. 

It's so cool. So it sounds like you need to have a balance of these four to be able to really have  a productive team that is able to complete and implement tasks.

Is that accurate?  

That, and,  you wanna have people that understand your score and your strength,  and they're scoring their strengths and how those two interplay with each other. So for example, if we have a high quick start entrepreneur we're working with and our team is low quick start, they need to understand that the client is gonna wanna move fast.

So like, there's modifications that they can make  because they understand that. Whereas otherwise you're just, you can't speak to it 'cause you don't know what that tension is. So it kind of gives you that information.  

That's 

great.  So as we come to a close with the podcast.  I was curious to know if you had any additional pieces of advice or mentorship for our listeners. You know, the goal of this podcast is to be able to heal ourselves, heal our children, and heal our children's children. 

I think, you know, I start my book out, the first third of the book is all about mindset and  I start the book out by telling, just  telling. The fact that I think that we're all here to make a difference that only we can make. I think as parents,  being committed to helping your kid figure out what that is, and then supporting them as they do it, instead of  telling them what you think it is and forcing them to go down their own path.

So encouraging that self-discovery and then giving support and tools around that, and I think that transcends to your partner, your  spouse, you know, understanding what makes them different and unique,  creating a place for that to thrive, because that's really, we're all here to make a difference and impact.

So  once you're clear on what that is, that's the majority of the battle. And then it's about what are you gonna do with it?  And delegation is really the key to help you create the time and space to do more of those things.  

Absolutely.  Oh, this is great advice.  

So Emily, where can our listeners find you? 

I'm on LinkedIn,   Emily Morgan. My company is delegatesolutions.com or learnwithverve.com. You can find us there.  LinkedIn will always have whatever webinars we're putting on, tools, thought leadership ideas, things like that.  

Awesome.  Once again, Emily, thank you so much for being on the podcast as our guest.

I really appreciate it.  Thank you. 

  📍 The information shared on the I AM Well MD podcast is for educational and informational purposes only, and should not be considered medical advice. Listening to this podcast does not establish a doctor-patient relationship.  All health related decisions should be made in consultation with your personal medical provider. 

The views and opinions expressed by me are my own and do not necessarily reflect those of my guests, employers, or affiliated institutions. Likewise, the views of any guest do not necessarily represent my personal or professional opinions. The content shared on this podcast is intended to inspire thoughtful conversation and reflection, not to provide medical diagnosis or treatment. 

 📍 Hey, if you like what you're hearing, give this podcast a 5 star rating and share it with your friends and family.  If you want to learn more about my mom and what she does, visit her at iamwellmd.com and subscribe to her email list. If you leave her a comment, you might just get a shout out in her next podcast episode.

If you'd like coaching or support, she has programs available for you and your whole family.  

My mom is a great pediatrician and a great person, 📍 and I hope you like her podcast episodes. Have a great day. Goodbye.