Welcome to More Women Promoted.
I am sitting here with my coffee. I just got back from an amazing trip to LA where I was part of a mastermind group. I've been part of it for a while now. It was such a great reminder that when you find your people and you invest in choosing the right group that's going to help you get closer to your goals, learn new things, and level up, it's just such a magical thing.
So that's what's on my mind. And I just wanted to remind you that if you have big career goals and you haven't found that group of people, it is one of the best things you can do. For today, what I would love to do is another Q&A style episode. I get a lot of questions that come through the community that I host through my group program. I'm going to share three of them with you today and I'm going to answer them for you in case this is something you are facing in your own life or perhaps even if you're not facing it now, it's something that's going to be coming.
So let's dive in.
Question 1: Handling Career Disappointment
The first question came from my community and it was this: "I'd love some feedback on how to not let the moments of disappointment deter your motivation for career growth."
In this case, this individual had been contacted by a recruiter about a role. This person had decided to go through the process. Ultimately, they were not chosen for the role. They were feeling a little disappointed.
This theme can be applied to a few different scenarios. Another one is when a business decision is made and it's not the one that you wanted. I hear people come to me a lot sharing, "I'm feeling disappointed with what this outcome was," or "I'm feeling disappointed with the current landscape in the job market or with what's going on in the world." How do I handle this? I have a few different perspectives and tips that I like to share.
Strategy 1: Allow Yourself to Wallow (Temporarily)
The first thing is when something happens, like you don't get the job you want or you don't get the promotion or you break up with the guy or whatever the thing is, you can let yourself wallow. It's okay to feel bad for a period of time. I think oftentimes we're like, "This thing happened, I'm disappointed, but I shouldn't feel this way. I should be able to get over it." I mean, we're humans, right? We are all messy humans.
Yeah, we're going to want to get over it, but give yourself a beat. So what I like to do personally is I like to give myself a defined amount of time to kick and scream and cry and whatever I want to do, eat a tub of ice cream, whatever the thing is I want to do to feel sorry for myself. And then I move on.
So that might be like 24 hours. It might be, you know, when I was in sales, it would be like, give yourself 10 minutes to go hit a pillow and be disappointed and like cry or whatever, then get back on the horse. So it kind of depends on what the magnitude of the event was. If it's something bigger, then yeah, give yourself a day or two and just feel sorry for yourself. Go to the spa, go hang out with a friend, do whatever you want to do and then get over it. And then get back into action, remind yourself what the goal is and start working towards what is next. So first of all, it's okay to wallow for a period of time.
Strategy 2: Find Learning Opportunities and Perspective
The second thing that I like to do is look for opportunities to learn, positives and perspective in the situation. As an example, one of the people in my community reached out with a sort of similar message. She was applying for this role, she didn't get it. She's like, "I've been the finalist in this interview process three times and I haven't been chosen." And I said, well, what that tells me first of all is you clearly have a great skillset given that you are getting to the finalist, it's between you and one other person for these very senior roles, and it's happened three times. Yes, it is disappointing for sure, let's work on that, but let's also acknowledge the fact that you got to be the finalist three times. There is some good in that.
And then we can look for where there are opportunities to learn. Where am I maybe falling down? What could I be doing differently? I also think it's important to sometimes gain some perspective in terms of how we can get emotionally invested in things.
With this individual that I initially mentioned, she was like, "I didn't get chosen, but this was really aligned with what I was initially thinking anyways." Give yourself that perspective. Was this really the thing that you wanted or did you just start to become sort of emotionally attached because you started to go through the process? But when you take a great big step back, you think about the vision that you have, your ultimate vision for your career and your life. Was this really the thing? Or are there other things that might be even better for you? Help yourself gain that perspective.
Strategy 3: Practice Healthy Detachment
The third is to practice some healthy detachment. Now, this is especially true when the disappointing thing is a work decision, is a business thing. It's great to remind ourselves that this is not my whole life. And sometimes we get so wrapped up in what's happening at work that a decision that may even be like a strategic decision, it's not even really impacting our life, can really set us into a tailspin. We're not getting what we want.
So I always have to tell people to have a healthy bit of detachment from your career. Maybe this is an unpopular view, but unless you are the person at the very top of the business, if you are the CEO, yeah it's on you. But if you're even in a senior leadership role, yes, you should be voicing your concerns. Yes, you should be highlighting the risks. You should be sharing your recommendations. But at the end of the day, if the CEO or the board or whoever decides, "No, we are going in this direction," let it go. That's okay. You can say, "You know what? Not the decision I would make, but I will stand behind it. I will do my best."
And I will look at where I can focus that is going to create the results I want to create or bring me some happiness or whatever the thing is. So the third one is practice some healthy detachment. Remember, your career is not your life, which might be strange to hear me say. I talk a lot about helping women get promoted. I have a career podcast. I do a lot of this stuff, but there is more to life than your career. There really is.
Strategy 4: Find Joy in Your Everyday Life
And the final one, number four, is find some joy. Look for some joy in your life. Do something that's going to give you a little bit of a lift, especially if you are in sort of job hunting stages and you're being faced with a lot of disappointment. You can ask yourself, what are the things that I do that make me feel good? Maybe I take a bath and that feels really good. Maybe I go for a walk and that feels really good. Maybe I connect with a friend. Do those things. Do those things regularly because we need some of that joy in our life.
We need it regardless. But absolutely, if you're going through a hard time, find some joy. Light a candle, make yourself a cup of tea, take care of yourself because we're playing the long game here.
So I'm going to recap that. You're feeling disappointment, maybe you didn't get a role, maybe a decision at work was made that you don't feel good about. What are the four things you can do?
Okay, so that is question one. That is typically the advice that I give in an instance like this. And so if you are somebody who's out there who's feeling a little disappointed, who's maybe been turned down for a role or a promotion, you're feeling a little down, I hope this is going to help you.
Question 2: Succeeding in Your First 90 Days
Okay, question two. This came from one of my group coaching sessions. And the question was, "What are your best practices when entering a new role? How do you get to know the team and people reporting to you? What have other leaders done for you that you've loved and would like to apply in the future? What's gone badly? I'm starting from scratch in a new company and team, I'd love to hear your perspective."
Okay, so this is such a great question. I help lots of people get promoted, help lots of people land new roles, and then what? Right? It can be a really challenging opportunity when you are parachuted into a new team as a senior leader. So this happened to me twice. This happened to me in my VP role and in my EVP role.
I joined a company as a member of the senior leadership team and just kind of inherited a team of people that were already there. The reason this is challenging is oftentimes when you're coming into these situations, a lot of stuff has gone on. Maybe some people are unhappy, maybe some people wanted your job. Not everyone is going to be happy that you are there. So that is something you're going to have to navigate. And on top of that, the first 90 days in a new role are absolutely crucial, really important in terms of setting yourself up for success.
So I'm going to share some of the stuff that I have done that has worked really well.
Lead with Empathy and Curiosity
The first thing, and especially if you're coming into a senior leadership role, this becomes especially important because you're coming in, you want to create some quick wins, you want to show you're able to create an impact and influence people.
At the same time, you want to be leading with two things. These are two superpowers I talk about a lot, empathy and curiosity. You want to be leading with empathy and curiosity in every engagement. This is really going to help you to create the right relationships, build good trust, discover opportunities, all of that stuff. You just lead with these two things.
First 30 Days: Set Expectations and Build Trust
So when I came into both my VP and EVP role, given the seniority of the role, I was able to have a pretty frank conversation with the CEO who I'd be reporting to, where I essentially said, "Hey, for the first 30 days, my number one goal is to get to know the team, connect with them, build trust, and learn. I want to learn the business, I want to learn where the greatest opportunities for growth are, for the greatest opportunities for impact. And so I'm not really planning to do anything other than that in the first 30 days."
So what I did there was I set expectations. "Hey, I'm not coming in to make a whole bunch of changes in like week one. I don't think that that is a good strategic idea." And depending on your CEO or who you're going to be reporting to, they may or may not have different expectations. Sometimes by the time they get you in there, they're like, "Everything is on fire. I need you to come in and fix it." So setting that expectation I think is really important so that you don't feel the pressure of coming in and making a whole bunch of changes right away, which may be the wrong changes. That is never a good thing.
So give yourself that time, give yourself that 30-day grace period, but what you want to be doing in those first 30 days is you want to meet every single person on your team if you can. And by that I mean, if you lead leaders, ideally you're meeting every person in your department who reports under you. Now, if it's like hundreds and hundreds of people, that may not be possible. So, you might have to do group meetings or whatever, but whether it's through a group or one-on-one, you want to be connecting with everyone.
When I joined, I stepped into my VP role, I was leading leaders, and so not everyone was going to be reporting to me directly, but I still was like, "I'm going to sit down with every single person and get to know them." And what I really wanted to do in that initial meeting was build trust. That's it. I wanted to create a connection with them and I wanted to build trust with them. I wanted to start on that path. My only goal was to listen. It wasn't to share a plan with them. It wasn't to rally them behind anything. It was just to listen to them and find out, "Who are you? Tell me a bit about yourself. How long have you been here? How are things going? What's going well? What's not going well? What are your biggest blockers?"
In both of these instances, both these companies, when I came in and I did this, I got a lot of stuff. There's a lot of people that were like, "This person promised me a promotion. I haven't gotten it yet. I was over here before. They said I was going to get a raise. I never got it." Some of these people just had some built up stuff that they needed to share and I was there to listen.
And I made no promises. I said, "Okay, thank you, I'm going to make a note of this, this is really good to know. I can't make any guarantees, I'm not sure what I'm going to be able to do or change, but I really just want to understand where you're at right now and how I can help." And so some of this, like I said, was stuff that maybe I was going to move forward and fix. Some of it maybe wasn't. They didn't need to be fixed, they needed to be heard, they needed to be validated. And I don't think I can overstate how important it is to ensure that these people feel heard and validated, especially in that first meeting.
This was so powerful that, again, when I came into these companies, in both instances there were people that had wanted my job and I was able to build super strong relationships with them. I was able to get them on my side. They became allies. They became friends in some cases.
And so even coming in, if you are being told like, "My gosh, this person is probably not happy you're here," you'll hear all kinds of stuff when you come in. Don't put too much stock in it, just show up as the best version of yourself. Lead with empathy and curiosity and you would be amazed at the relationships you can create.
So that's the first 30 days. That is the goal. You also want to be meeting any important cross-functional colleagues, heads of other departments, anyone that you're going to be working with. Try and get to know all of your cross-functional peers if you can. Even have one meeting with them during that time. And then you can establish within that 30 days who you should be meeting with on a regular basis.
I think that one thing that people often miss is the opportunity of setting up a regular meeting with your cross-functional peers. This is so important when it comes to building allies, socializing ideas, all of that kind of stuff, which I can get to in a different episode. If you're interested in hearing more about that, by the way, this idea of creating influence cross-functionally when you're a senior leader, send me a DM on LinkedIn. I'll be sure to include it in a future episode.
So you're meeting with all of these people. Now, although I said I don't make any changes in those first 30 days, the truth is sometimes I do. Sometimes there's just such an obvious blocker you need to remove or win you can get that you should do it. You shouldn't wait for the sake of waiting.
For example, when I came into my VP role, I mentioned I was leading leaders, but these leaders were in player-coach roles and they were burnt out. They were running around like chickens with their heads cut off because every week the CEO would be like, "Now try this, now try this." And they would be pivoting because they didn't necessarily feel they could push back. And they were at the end of their ropes.
And so one of the first things that I explored is I was like, "Hmm, if I could remove your quota, what would that look like? How could we spread it out across the team? What would that do for you guys? Do you feel confident we could still hit our goals?" All of that kind of stuff. And I was like, "I'm not going to make any promises, but this is something I'm going to explore." Sure enough, we were able to do that. And their lives overnight became so much better. They were my fans forever after that. And it allowed them to actually coach their teams more effectively, be more supportive. It was a win for everybody.
So this win, this change that I was able to make relatively quickly because I had the authority to make it, allowed my whole team to be in a better situation. And so I did it. It wasn't like I'm going to wait. It was obvious to me that this was the right move. And so I went ahead with it even though it was in those first 30 days. And then I communicated that up the chain with my leader.
The 30-Day Plan
At the end of your first 30 days is when you're going to want to deliver a plan to your manager or CEO, as in my case. And what you want to share with them is what you've observed in that first 30 days, where the opportunities for growth are that you've identified. If they are bigger changes, you're going to want to share what the timeline looks like in order to make some of the proposed changes and what they can expect.
So that's essentially what you want to do after your first 30 days. You want to meet with your leader and you want to share your plan. And wherever possible, I would spend a little time on this. I would see, can you create a visual model around it? Is it like a new strategy? Is there a framework you're creating? But you want it to look basically legit. At the 30 days when you present this plan, you want them to go like, "Holy shit, this is super impressive. You really understand what's going on here. You know what you need to do. Yes, I love this plan. Keep me posted."
Days 31-60: Implement Quick Wins
Okay, so that's first 30. Your second 30, so within the first 30, if you did not make any changes, you did not implement any quick wins, you want to be doing that in the next 30 days. You want to ensure that you get some quick wins so that you are demonstrating the value that you are bringing to the role.
Think about, there's going to be two types of changes you're going to want to make, typically. There's going to be these big changes that are really going to transform your organization. And sometimes when you come in, you already have an idea of like, "I think we might have to make some pretty major changes here." Those changes typically take time. So yes, you're going to want to start to lay some groundwork for what could that look like and put some plans in place, but you're not doing that in the first 30 to 60. It's just not going to be possible. It's going to be way too disruptive.
So you want to look for some of the quicker wins that you can actually execute and see a result from relatively quickly. Chances are if you're coming into a senior role, like this is going to be kind of obvious to you. I don't probably have to tell you what those things are. You're going to want to look at your organization, look at the strategy, look at the structure of the team, look at all of that stuff. You're probably going to find some pretty obvious changes that should happen.
So ask yourself, one, will this show a pretty quick or immediate impact that I can then communicate to increase my personal brand? Or is this going to be a bigger change that I'm going to want to start to lay the groundwork on, communicate, socialize so that I can ensure it is successful? So you definitely want to be looking for some quick wins in your first 60 if you have not already done it in the first 30.
You're also going to want to be establishing what should the regular meeting cadences look like. Chances are when you come in, there's something that exists today, it's probably wrong. As companies grow, they just add more meetings and they never change what's happening today. And so I noticed that as I scaled my organization from like eight to call it 45 people, the meetings changed. There was no longer going to be a weekly team meeting with everyone in it. That did not make sense. I actually changed that pretty quickly because of the structure of the team.
So you're going to want to ask yourself, depending how quickly your organization is growing, your function is growing, once a quarter, pretty much you want to be asking yourself, should meeting cadences be changing? And should the nature of these meetings and who's in them stay the same or what should change? In your first 60, you're going to want to be establishing what is your baseline for that within your team. And you're going to want to establish sort of a regular meeting with those key cross-functional leaders as well so that you have that and you start to meet with them and build those relationships.
Days 61-90: Report on Success and Refine
So now at the end of your 60 days and at the end of your 90 is where you are going to be reporting on success and then any refinements that are needed to the plan that you initially presented to your leader. So end of 30, you're presenting your plan. End of 60, hopefully you're creating some wins. You're establishing a few quick wins.
You are going to ensure that you communicate that at the end of that next 30 days where you know, "Okay, here's the plan that I presented to you. Here are some of the things that I've already been able to put in place and this is the result of that." So you really want to ensure that you're not just sharing what did I do, but what was the impact? What's the result? And any refinements or changes to the plan that you think you need to make now that you have more information.
And so your final 30 days is going to be really more of the same, and laying the groundwork for these bigger changes that you might want to make, which might include bringing in new headcount, bringing in support. One of the big things that I did in my VP role, we made a pretty big change to the way the team operated. There was a risk in that. This was a risky move, but I really felt that it was going to allow us to operate in a more efficient and effective way.
And that required me bringing in somebody who was kind of like a right-hand ops data type person who was going to help me to put this plan together, help me to create the systems, all of that stuff required to make it successful. So that's probably not going to happen in your first 30 or even 60 days. That's something you're going to be tackling within the first 90. That person might not be hired yet, but you should at least identify who they are and what are they going to do.
Recap of the 90-Day Plan
Okay, to recap:
Finally, as a reminder, I mentioned this at the beginning, but I'm going to mention it again, within this time period, the best thing you can do is lead with curiosity and empathy. Empathy to your colleagues who may or may not have been very excited about you coming in. Empathy for even your peers cross-functionally. Just get to know people and care. Just care about what is going on with them, how can we work together, how can I help, all of that stuff. How can I support? That is going to serve you well.
And with respect to curiosity, just getting really curious. If you don't know the space very well, you might be asking questions about that. You might be asking questions about another leader's function and how does that work and how do we fit together and how can we work together more effectively?
And I have to say, multiple people thanked me for that when I came into these new roles, which kind of surprised me actually because it was just the way I operated. But what happened was, in talking to some of the leaders afterwards, once I was fully on board, I'd been there for a while, a few different people said to me, "By the way, I really appreciated how you came in to the org. Really appreciated that you were just like really curious. You didn't come in acting like you knew everything, like you were going to make all these changes right away, and like you didn't need to listen to anyone," which, I guess a lot of leaders do.
And I think that that really comes from a desire to have an impact and maybe even like an insecurity, but there's a lot of confidence in being able to come in and ask a whole bunch of questions and just be really curious and be really thoughtful. So that is my recommendation for your first 30, 60, 90.
Question 3: Escaping the "Second Job Trap"
All right, final question came from somebody in the recent group program that I wrapped up.
She has a job, she has like a big job and she noticed that there was a gap in her function and it was a pretty important area of the business. And so she started filling that gap proactively. She started doing the things that were required for that job without the title.
Now, when she posed this question to me, she was sharing with me that she was working like 12-hour days, she was burned out, and, this part's important, and when she was speaking with her manager about this or doing her mid-year review or whatever it was, she was not getting credit for the second job. She was only getting credit for her core job.
So she brought this to me, like, "What should I do? Because I know this needs to get done and I really care and I want to be proactive, but I'm burning out and I don't know what I should do about this."
And this happens to a lot of people. There's a couple of things that happen that can pull us into this.
The Office Housework Effect
The first one is something called the office housework effect. That says that women are almost 30% more likely to take on non-promotable tasks than men. So this came from a Harvard Business Review article, which includes stuff like organizing events, taking notes, mentoring, helping out, like doing all of this stuff. And I don't know if this resonates with you, but I know a lot of women who do this. Anything that needs to get done, they're putting up their hand.
Now, here's the thing. Early in your career, putting up your hand for anything and everything is what you should do. If you were in the first three years of your career, put up your freaking hand. That is the best strategy that you can go with.
Once you get further into leadership, that is no longer going to serve you because your skills have increased and the areas that you're going to have the most impact are no longer organizing an event or helping out another department or whatever the thing is. And some of us just feel compelled to do this.
The other thing that comes into play, don't know if any of you have read the book, "Nice Girls Don't Get the Corner Office," this book talks about this idea that we have been conditioned to say yes and to be helpful and to not rock the boat. And I've talked a little bit about this before on the podcast, but this can really lead to overextending ourselves to a lack of boundaries. There is a real dark side to this and it's not serving us. And it's honestly not serving your company either because if you are burnt out, if you are feeling resentful, which often is what happens, are you showing up as the best version of yourself and are you showing up as the best leader you can be? I think we all know the answer to that.
Four Steps to Break Free from the Second Job Trap
So what can you do if you are finding yourself in this situation now? You've taken on all this extra stuff, maybe committees or extra tasks or whatever. What do you do? Okay, a few things.
Step 1: Get Clear on What You're Being Measured On
The first is to get clear on what you're being measured on and what's going to lead to your career goals. This is a conversation you can have with your manager. "Is this actually going to impact my ability to be promoted, all this extra stuff that I'm doing? Am I being measured on this? What could a role change look like?"
If you already have an idea, so for example, in this case, when I spoke to this woman, as we talked through it, it was pretty obvious that what she wanted and what was going to be best for the organization would be to actually elevate her to the next level and hire a more junior person under her. And this would take care of all of the stuff that needed to get done.
If that is your plan, if that's your plan in taking this on and it makes sense for the organization, then maybe what you're doing is you're putting together a business case and you're bringing that to your leader. But what you don't want to do is let this go on for months and months and years without having a conversation and just running yourself ragged. That is not worth it.
So ensure that you have this conversation, whether it looks like you presenting a business case or you getting curious about, "What am I being measured on? What does it make sense for me to do?" So that is the first one.
Step 2: Conduct a Task Audit
The second thing you want to do, if you just have a lot on your plate, anyone who's a busy leader here, who's like, "I feel overwhelmed, I feel underwater," I want you to do a task audit. What a task audit is, is you are going to write down every single thing you do that's part of your job. Or this other side job that you're doing. If you're doing two jobs, one's your real job and one is work that you're not getting credit for, still write those things down. What are all the things that you're doing?
Second column, I want you to write down how much time you're spending on each of these things a week. Let's say per week. Is it an hour, is it 30 minutes, whatever. And the third column, I want you to rate this activity on a scale of 1 to 10 or red, yellow, green, or whatever you want to do in terms of its strategic value.
So 1 to 10, 1 might be not strategic at all. 10 might be like super strategic. Red, yellow, green, green might be very strategic. Red is it's not strategic at all. It's like super tactical. It's not really useful.
When I say strategic, I'm talking about two things. One, I am talking strategic value to the company, which means is it laddering up to key initiatives or KPIs? Is it going to help the company to reach the broader goals? All of that stuff. But I'm also talking about strategic value to you and your career.
So let me give you an example. If, for example, you're volunteering for a committee, maybe you're part of the women's ERG group at your company. And when you rate its strategic value, you're like, "Well, in terms of like company success, no, it's not that strategic." But maybe for you, it's highly strategic because the executive sponsor who's part of that group is the, I don't know, SVP marketing or is the CEO or is whoever. And by leading up initiatives within this group, you are actually getting a lot of FaceTime with them and building a connection.
So that would be an example. I would rate that really high. I'd be like, of all the things you're giving up, don't give that up. Or another example I sometimes give is like, let's say you have a monthly virtual coffee with like the COO because you met them at an event and you set it up or something. That might not have strategic value for the company, but you better believe it has strategic value for you and your career because as we know, building these relationships either within our function, at the skip level or cross-functionally are really important for our career. This person can be developed into a sponsor. This person can vouch for you or mentor you or a whole host of things.
So once you do that task audit, I want you to take a look and see what you notice. And from there, I want you to determine what should be delegated, what should be automated and what should be outsourced. Anything that's in the red, it's like, why are you doing this? How can you get this off your plate?
And I gotta say that even me now, I know this stuff so well. And I found myself in a position recently where I was getting all of these emails about things and I was handling all of this stuff that it just hit me over the head. I was like, "I should not be doing this. This is not a good use of my time. I am going to be teaching someone else to take this over ASAP."
Step 3: Create Clear Boundaries
And then finally, as we talked about, you want to be getting clear what you're being measured on and what's going to help you get promoted. You're going to be creating that task audit. You're going to be rating what's strategic, what's not. You're going to be determining what can be delegated, automated, and outsourced. And then I want you to be creating some clear boundaries around what do you need? And this is going to be super personal.
But let's say you decide, "Okay, I'm delegating a bunch of this stuff or I'm outsourcing it or I'm bringing in a tool or whatever, this is still going to be a really busy season for me because as I spoke with my leader, we've come up with a plan where this is going to lead to a promotion for me in four months. But in this season, as we get it all together, there's going to be more work than I'm used to. It's going to be longer hours or whatever the thing is." You may agree to that and you may decide that that is worth it for you. I'm a big believer in seasons.
In that case, you need to decide what are the boundaries I need to put in place in order to protect my health and wellbeing during this period. That could look like, "Okay, I'm putting in extra hours, but I'm taking a lunch hour every day. I'm going to work out on my lunch hour or I'm going to go for a walk. I'm going to eat a healthy meal. Maybe I'm going to meditate for five minutes. I'm going to give myself breaks in the day. They're going to allow me to continue to feel refreshed and not overworked."
Maybe you're going to set timers throughout the day and maybe you're going to ensure that you're taking an afternoon break. So maybe you're ensuring you're doing a full hour at lunch and you're also going to do a break in the afternoon where you're going to do some mindfulness or eat a healthy snack or whatever the thing is that you want to do. And maybe you're going to decide when I wake up in the morning, I'm not looking at my phone until 8:30 or nine o'clock, because I need that space for me.
And in the evening, I'm always going to wind down by this time. Or I'm going to take like these two hours, hang out with my family, and then I'm going to jump back on. So there are things that you can do where even if you're in a really busy season, even if that actually makes the most sense strategically and you've decided to take this on, you can still create boundaries. This doesn't mean that you have to let all boundaries go and just work yourself 12-hour days. There is always a way to make it more sustainable.
So those are the four steps: getting clear, task audit, determining what can be delegated, automated, outsourced, and creating boundaries.
Closing
Okay, so those were a few questions that I've received recently that I wanted to share with you. If you have questions that you would love for me to tackle in one of these Q&A episodes, feel free to find me on LinkedIn or Instagram. My profiles are linked in the show notes. Send me a DM and let me know. I would be happy to answer your question. A lot of these, like I say, they come from my clients, they come from the community. But I would love to connect with you on social media. And I would love to hear what you thought of this episode.
And if you are enjoying the podcast, like I always say, the best way to let me know that is to follow, rate, and review. That means the world. When you follow the podcast, it means that you're not going to miss out on upcoming episodes as they are released. And it's also really important for me to be able to continue to do this.
So if you're dealing with any of these challenges, I hope this was helpful. If you know a friend who they might help, send it their way. Until next time, I'm always cheering you on. And remember, there's room for all of us at the table.