Episode 4: Lyn Sutton - Connection Is Currency

We talk with Lyn about turning failure into fuel, saying yes to stretch roles, and using relationships to open doors that skills alone don't always unlock. From Kroger to entrepreneurship, she shows how service, trust, and data-backed storytelling shape resilient careers.

• Early pivots from journalism to numbers and food systems 
• Breaking into category management through initiative and persistence 
• Moving to Cincinnati, building credibility, and combating bias 
• Crossing into sales with fact-based selling and integrity 
• Networking as reputation: getting your name said in rooms 
• Delegation as development and capacity, not abdication 
• Fair isn’t always equal: tailoring support to motivations 
• Continuous learning, upskilling, and asking for opportunities 
• Leading with service and setting boundaries as a young manager

If this episode inspired you, share it with someone who needs encouragement today.

Chapters

• 0:00 Welcome & Lynn’s Early Path
• 19:47 Challenging yourself with different experiences
• 24:32 Impact of Others on her career
• 32:57 Struggles as a young manager
• 43:18 Rapid Reflections
• 51:50 Episode Recap/Key Takeaways

Transcript

Welcome & Lynn’s Early Path

Nathan 0:56

She's got amazing stories about things opportunities. Learning from failure and leading with hard. Well, super excited to have you Lynn with me today to talk through your career, your background, some leadership things for people who may not be aware. You are absolutely in the book that I wrote because you're one of my early leaders, and I learned so much. So I'm super excited to have you join us and to learn about your leadership journey and some of the things that you learned along the way.

Lyn 1:27

Thanks for having me. I'm honored to be a part of it.

Nathan 1:31

Awesome. So we'd love to hear from you on early journey, kind of what your background, where your career kind of started, what you're doing now, and what that has looked like for you, some of that progression.

Lyn 1:44

So growing up, um, I definitely was um my brother was a musician and a very talented musician. Um so I did a lot of trying a lot of things and saying, no, don't want to do that. My mom used to joke with me about uh, you can tell me what you don't want to do, but you never tell me what you want to do, uh, which was kind of interesting. But she exposed me to so many different things um to just well, try this, try this, try this. So I think that helped me um throughout my life. That um number one, I wasn't afraid to try things, uh, wasn't afraid to fail, wasn't afraid to not be as good as as somebody else. Um, but it gave me that ability to also say, I tried it, maybe not the thing I want to do. Um, and that's when I went to college, I wanted to be in uh journalism. So I thought I would be an anchor person on the news is what is is what I was thinking when I first went to college. And um grew up in Lansing, went to Michigan State, just thought that's what she did. Um, and my first term in the journalism school, I and I can't tell you why because I don't remember at this point in time, but decided journalism school wasn't for me, but I didn't want to leave Michigan State. I still loved Michigan State. So I had always um enjoyed math, always enjoyed numbers, always enjoyed um working with that kind of stuff. So I next step in my mind was an accountant. So I decided I was gonna be an accountant. Uh so went over to that school, um, started taking all the classes for that. And um, during that time, my dad ended up um having uh quadruple bypass surgery, um, and just was kind of a hard time for the family. Uh, and I didn't get the grades I needed to get um to get into um the business school. So I kind of was looking at, you know, here's everything I've done. Didn't want to stay in school much longer, don't know why now. I'm like, what was my rush? But here's everything I've done. Um, and I went to the omstissement on campus. My mom kind of directed me there and said, go talk to somebody and just, you know, and so they directed me to, it's kind of funny, it's actually in the agricultural college at Michigan State, but it was at the time it was a program called Food Systems Economics and Management. Um, it's called something else now, but similar. Um, and a lot of the people in it were actually people that were um gonna go run their family farm um or some kind of agricultural thing around um, you know, the Lansing, greater Lansing area. Um, we have a lot of agricultural um areas. And so um a lot of them were kids that were trying to learn the business side. Uh and so a lot of my classes were starting from the farm, ending up at the grocery store. Uh so first kind of my first glimpse into like, oh, there's all this other stuff going on between, you know, when somebody starts with food and when somebody ends with food. And um, so I went through that program, finished up, um, graduated, and you know, just started putting out resumes. Uh, and I ended up at a um a broker. It was funny, the the person called me and and I I know like you, like I don't say a lot of my my names of people I've had, but um my first person that took a chance on me, his name was Bill Dwyer, and he worked at a uh um a brokerage called Bob Jones. And so I remember it was funny because I wasn't home and I got home and my mom was like, either a Bill Dwyer from Bob Jones or a Bob Jones from I don't, I don't know. Since I mean it was, you know, both names and um called him back and uh started as a retail rep. Um, and you know, I remember him telling me at the time, which was, I don't really care what your background is. The fact that you number one have a degree shows me that you will do something and stick with it, that you follow through, um, and that you're willing to learn. And so he's like, that, you know, that's part of what he looked for when he was trying to hire somebody. Um, so I started out as a retail rep calling on stores. Um, I had the whole center state of Michigan. It's it's funny. I talked to some people at times, and I'm like, back then, like I'd drive around and you'd have to find a pay zone and check your odd X every couple of hours. Like, do I have anything hot going on? Do I need to, you know? And then from there you got a pay jersey. So I had to go check a, you know, your odd X. And now it's like you can't ever be alone no matter where you are. So I'm like, I miss those days where I could drive for two hours and not have anybody, you know, get in my thoughts. But yes.

Speaker 02 6:28

Exactly.

Lyn 6:29

Yeah, so kind of um doing the retail thing I knew wasn't for me. Um, and I saw um this department called category management. And I was like, you know, that looks like that's maybe for me. Um so I approached the manager uh and said, Look, I know you're not hiring right now, uh, but what can I do? Um I spare time to the next time you go to hire somebody, it would be yes, it's Lynn, because she's been learning this, she's been doing this. And um, it's funny because I talked to him from time to time and I'm like, no, I guess at the end of the day it was busy work, which was kind of funny. But back then, planograms, he was doing all the planograms for all the Meyer stores, every category, everything. And he would print them out and looking for like blocking, like were the brands blocked together and stuff like that. And I literally at night would take colored pencils and draw around the bland brush, highlighting like, yeah, this this one looks good, this one's a little skewed, this one looks good. And that's what he had me do, um, probably for about six months, I think. And after that six months, you know, there there was a position open. I interviewed for it and uh was fortunate enough to get that job. So um that was where I started in in category management and really did start at the planogram level um and was helping to write planograms for stores. Um he was very um trusted at Meyer, Farmer Jack, um, some local Michigan um, you know, DW, some local Michigan grocers where I lived at the time, and um started working there and then started getting my foreway into analytics and um doing more of the this is why we're doing this. And so was you know able to grow within that department, became a manager of that department. And at that time, that's when my brokerage at that point was a company called CMI, merged with Advantage. Um, and they um wanted some people to move to Cincinnati to work with the Kroger team. Um, so the leader of our office went down uh to run this the Kroger team and so kept asking me. Um, you know, I was again in this office in Michigan, there there was a person that I was working under, Tim uh Braziak and me. And Tim was going to be there forever. So it was kind of like, where was my next step? Um, and and um so when they presented me with the opportunity to move down to Kroger, um, to Cincinnati, that was kind of what my next step was. I came in as a director, uh, but there was, I think, four, actually four of us when I first went down. Um, and that was when they were first um coordinating categories. A couple had coordinated. I came down specifically because I had some good relationships with uh Briar's Ice Cream Unilever. Um, and uh they were gonna coordinate ice cream. So I kind of was tagged to go down there, um, run the ice cream program, but come down as a director. Uh so moved to Cincinnati to do that and um did that for a while. Um, and then, you know, I kind of set my sights on. I wanted, I wanted to be a Kroger, the Kroger team leader. That's what I had decided, you know, my end goal was. Um, and I had um people in the office, you know, the leadership in the office say, that's great. Well, to do that, you should you need to go into sales. And I was like, don't want to do sales. And they're like, no, to run a sales organization, you will have to go into sales. Um, and so um I I don't know. I don't know if it was cocky, I don't know what it was, but I said, Well, I'll go into sales, but it has to be worth it. I'm not gonna go do some like piddly little lot. And so I remember the day they walked into my office and and said, uh, is Folder's coffee big enough for you to go do sales? And I said, Yeah, that'll work. Um, so there you go. Yeah, so switched over um sales. And you know, I again, I would say for me it was an easy transition because I still was with Kroger. Um, I I don't know how it would have been had that been not only a switch to sales, but a switch to customer. Um, because within the Kroger walls, I had people vouching for me with category managers that I didn't know. And to say, again, I think because of my analytics background, I'm like, that's why I pushed against sales was I was like, I don't want to be the sleazy youth car salesman. Um, not that I'm saying that's what grocery people were, but I'm like, that's that was just my mind. Like, I'm like, I don't want to be telling people stuff that's not true. I don't want to be like just selling anything because I have to. Like that was my whole mentality of the thing. And it, you know, turned out I I could be fact-based selling because in a way I was already doing that in category management. Um, and you know this, like we had access to the category managers at Kroger that our salespeople didn't. So I always would say, I'm not gonna push anybody one way or what, but if it's a tie, I better win because of the relationship I have and with the facts that I've shown this person and that they know that they can trust me that if I'm saying like we should do this, that they that they know that it's coming from a place of fact, not a place of I'm just trying to get one more skew in or one more, you know. And so um that was able to um resonate with other category managers because I had category managers, you know, vouching for me saying, hey, Lynn will do you right, listen to her, trust her. She's got numbers on her side whenever she's saying anything, it's not just off the cuff. So um, you know, did that and enjoyed it more than I thought I would. Um part of what it was very, very educational for me was finding out what salespeople needed from category management. And that seems like such a simple thing, but when you don't really know what they were doing doing day in and day out, and then all of a sudden you have to do it, it made me think, oh, well, I created this report, or I could have done like that would have helped salespeople. We just never had that conversation. And so that was really eye-opening to me that it's like, oh, a lot, uh, you know, some more communication, even though I think we function pretty well as a team, um, might have helped both roles, you know, be a little smoother. Um, and then from there, um life change happened and uh was gonna move to Wichita, Kansas. Um, and you know, there was nothing um in Wichita uh uh with Advantage. Um and so um started putting my feelers out, um, looking at a couple different roles, you know, people at Advantage were helping me and um, you know, whether that was gonna be like a regional sales role or something. Uh, but my uh my friends in category management said we would welcome you back with open arms if that's what you want to do. And I'm like, yes, please. Um so uh went back to category management. Uh and at that point got um, it was it was a fun time because I got exposed to alternate, what they call alternate channels. So C store, drug, um, natural specialty. So I got to learn a whole new world. Um at that time, some of the world was very data stark, uh, which was challenging for me. So it's like, okay, so for a person that likes to dig into the numbers, and now you're telling me I have no numbers, uh especially coming coming off a Kroger that had loyalty data and all this stuff, you're like, wait, what are you doing to me?

Speaker 02 14:33

Yes.

Challenging yourself with different experiences

Lyn 14:34

Um, but you know, over time, you know, finding things, finding different data sources, um, you know, doing more research into, you know, just what's on the internet, doing Mintels and Simmons and, you know, all the stuff that was there that we didn't really need at a Kroger because we had every data point we needed at our fingertips, um, really was a was a growing experience for me. So um enjoyed my time doing all that and learning different things. Um, you know, moved again, ended up uh while I was in Indy for a few years, still kind of doing the same things, um, got some grocery back, moved again, ended up in the Chicago area. Um, and so actually did some stuff with Walgreens directly. So that was um again another learning experience. And at that point, um, which I felt like I can't be true because I'm not that old, but I had I had been working for Advantage for 25 years, um, right about 25 years. Um again, started as Bob Jones, ended up as Advantage, but um so it kind of was a crossroads, I guess, of like it's just going to what I do, um, you know, what else is there maybe? And and honestly, probably just not in the best headspace about Advantage at that point and not anything against it. Just um it wasn't that small little Bob Jones that I started with. Um, you know, by that point, rightly so, Advantage had become a juggernaut. And it it it part of my life was I was in it for the people next to me. And number one, I saw a lot of those people being let go. Um, and number two, uh I wasn't working in an office anymore. So I had kind of lost my direct connection with people, which has always been very important to me. That kind of fuels me. So um, and and you know, some of that was my choice. I was moving around, but uh so you know, um so we uh I ended up leaving the industry and buying um a franchise, uh cleaning business. Um but the interesting thing apart about it was it literally was the role I had been in my whole life. It's it's the middleman for lack of a better term of being a broker. Um so I don't clean, I don't have people that clean for me. I go get a contract and then I tend 99 a cleaning company to go to go clean. Um so it utilized the skill sets that I already knew. Like I knew how to be the middle person, and you're taking the angry calls from the client and you're taking the angry calls from the customer. And then, you know, how how you smooth those things out. Um, so I've been doing that since um 2019 is when we bought that. Now, interesting time to buy a cleaning company with COVID hitting in 2020. Um, of course, had my days of what the heck did I just do? People are still going to the grocery store, people are closing their offices and don't need cleaning anymore. But uh, you know, worked out, did that um for I guess solely that for about four years. And then I had an old um old is definitely a bad word, but I had an associate from Advantage call me and said, would you be open to doing project work? And I said, absolutely. Um I didn't leave because I didn't like what I did. I left just because it was time. Um, and so it was nice to be able to like in project work. So yeah, I'm not getting the deadline call of I'm working till midnight because this client has to have it in the morning, you know, and because I was like, that I can't do with my cleaning business. Um, but you know, was able to work with one of the the well the people that have taught me one of the most throughout my career, um, Jen Gruber, um, was able to work with her, uh, which is just a dream come true, and get to do the stuff that I like to do. So it was like, hey, here's the problem, dig into it. Tell me what you see. Uh and so did that for about, I think it ended up being about a year. Um, and then the kind of that project ended, so kind of ended that relationship. And then I got called by uh another friend um that I used to work with at Kroger, who worked at a broker, and said, Hey, you did it for advantage. You want to come do some project work for us? And so um I now do that too. So I have my cleaning company, but I'm also working back in the industry um part-time with OSMG, um, doing analytics, same thing, projects that like your day to your category manager, day-to-day or category analyst or whatever you want to call them these days, um, has so much to do that when we get a call from a client saying, Can you dig into this to me for me, or Kroger calling and saying, Can you dig into this for me? There's no capacity. Um, so those are the things that I get to do. So again, I think it's the fun stuff. So that's kind of where I think that is awesome.

Nathan 19:47

And there's a couple of things that you mentioned that I want to dive into a little bit because I've had similar experiences, but I think they're also so important for those who may be listening, maybe earlier in their career, to really challenge themselves on. And I think the first one is you mentioned sales. I can't tell you how many times I avoided that throughout my career. I spent 20 years on sites overall, right? So in various roles, um different companies, but different roles even within the companies that I was with, and constantly was advised. You need to go into sales, you need to learn to carry the bag, right? And I need to bring it into that term. Um but I always had the same perspective. I used to tell my wife all the time, right? When they would every time they come into sales, like I would tell her, I don't want to be the car sales, but right, I can't do it just a lot. Okay, but looking back on it, because the funny thing is it's now I do sales for the organization that I'm with today. But looking back on it, I wish I wouldn't have picked a hold of myself so much. And you mentioned like moving over, now you've got a different perspective. And if it's something that you didn't hate, right? You you kind of enjoyed getting that different perspective on that. But thinking about that for somebody who is newer in their career to avoid some of those pitfalls of absolutely not, I'm not gonna do that. And what doors those those kind of open for them in the future?

Lyn 21:21

Yeah, and I and I think it's exactly what you said. Um, even again, now I did it because of life choices or whatever, but like any opportunity you have to learn something else, do it. Um it just rounds you out, it makes you um a better team player, it gives you, like you said, those different perspectives. And um, you know, when you work on the Kroger account, and Kroger is a huge account, and it's but it becomes the center of the universe to everybody in Cincinnati. And you put on blinders to there's a drug channel out there that's you know up and coming, or there's a natural channel out there, and um any of those opportunities wherever you are, um, again, I it's it's funny, I almost pivoted to administration at one point, um, which was back when I was up in um up in Grand Rapids. And like I said, I I I knew I would always be the second to somebody that was gonna be there long term. Um, and at that point, you know, wanted to grow, whatever. Well, the head of administration was talking about stepping away. And again, kudos to my organization to coming to me and saying, Lynn, like we know you don't know any of this stuff, but we see that you're a leader, we see that you want to grow, and we can with you and then probably, you know, somebody alongside you, it would take probably two people, um, because again, you don't have the skill set necessarily to jump right in and and be this, you know, master of administration. Would you consider this? And I did. Um, and and again, I think um if if you don't take those chances, now she ended up saying, you know, whatever and which was great, she's amazing. Um, but um it would have been easy to say no. It would have been easy to say, I I don't know administration, I why would I go over there? But again, at the end of the day, had I ever needed it, it gave me the full perspective um of the organization that I wouldn't have had any other way. Uh and so I do think, and some of those opportunities come to you kind of like the one I did where I approached somebody and said, What can I do on my own time? Because this is what I want. It may be after hours, it may be extra hours, but you will grow exponentially by saying yes. You will never grow by saying no.

Nathan 23:53

Yep. And I always like to say there is no growth and comfort. If you're comfortable, you're not growing. And I think that that's something you have to think about that, right? As you go through your career. The other thing that I want to hit on really quick before some other um questions that I've got for you is one of the things I love that you kind of mentioned through, and I just want to recap for those who may be listening. You talked a lot about various connections that you had and how you ended up in things. And I actually, as you were talking, I took down a little note connection equals opportunity. But talk about that, the influence that other people have had on your career and the progressions that you've made.

Lyn 24:32

Yeah, um, it's funny because uh the me just even moving to Cincinnati, I have two people that take uh credit, I guess, for that. Uh for various reasons. Um, but um, but it is, I mean, I thrive on connection. Um, and uh if I can be that for somebody else in open doors, um, or if if they can be that for me uh in open doors, that has always uh the next steps in my career has always come because I had somebody in my corner. Um and whether, you know, I know whether that's official or not official, like you said, like an official mentor or not. Um in those days, I don't think any of those people were officially a mentor for me. But anytime I've gotten an opportunity, um, it's been because somebody has mentioned my name in the room. Um, in in rooms that maybe most people wouldn't think my name should have been mentioned in. Um, I I can remember it was funny early on. Um, so I I love to speak. I I I was in plays. I, you know, I I don't have a problem standing in front of people and talking. Um and uh it was kind of I think it was when we were still CMI. So we were a regional broker and you know, they needed people at interviews, and I, you know, I wanted to be in that room. Um and I was on a phone call in an office that nobody knew I was on the phone. Um, but because the person was like, hey, listen to like what they need for this interview, you know, and all this kind of stuff. And he mentioned my name and said, I think we need to bring Lynn to come present the insights portion. He had enough respect, thankfully, you know, that people are like, Well, if that's what you think, you know, we'll go with it. Um, I not a lot of people probably knew me at that point, whatever. Um, and I remember it was the funniest. Uh and again, I don't even know why this happened to me, but um, we were up against a different broker, and other people were presenting, and they just kept bringing up their other broker, like how great their other broker was, and all this stuff. And so I remember I got up and I started the insights portion and I said, I don't care if you go with us, I really don't. But at the end of this, you're not gonna tell me that that other broker is better in category management than we are. And the whole room just kind of stopped. And I'm like, oh, maybe I, you know, but I was so passionate about what we did and how we did it. Um, afterwards, he goes, Yeah, I looked over at the president of the company, I said, How's she doing? And uh, but it it's having those people, whether you're that person for somebody else, or those people are that for you, that will mention your name in the room. And that, and then I'll say, you know, not that you're not gonna screw up, but then you have to live up to that. You have to put in the work, you have to um be confident, you have to, you know, whatever door they're opening for you, yeah. I'm not gonna say you're gonna be perfect, but to let them down, um would probably be the worst thing for me that I could have ever done. So that fueled my fire to be good, um, to be better than good, because they they mentioned my, you know, they got me in that room. And if I did that for somebody else, um, I know you shared the funny story uh between me and you and your book that, you know, people are trying to get you to go somewhere, and I'm like, yeah, just wait a minute. Um, but you you did. I, you know, I got you in the room and you did what you're supposed to do. And we were like, okay, we're good, you know. Um, so I I think that that's um that to me, those people will always make your way, um, as as long as you conduct yourself with integrity and authenticity and um just a knowledge, uh a desire to be great at what you do.

Nathan 28:35

Absolutely. And I think it's so important. I wish I would have known younger in my career the power of networking because I've always had this natural inclination, this natural tendency to be a wallflower when it comes to certain things. And even as I progressed through my career, I would get feedback that, you know, maybe you need to speak up more in meetings. Are you not interested? Are you not understanding? And it wasn't that at all. And I had to take a different perspective of I have to be more vocal, I have to put myself out there so that people understand what I can do, but also I have to connect with them. And they have to know what I can do. And you kind of mentioned it, and and I know you kind of spent within the book, in the book that I wrote, like the leadership lessons. There's only one or two people that I mentioned in that book. You are obviously one of them because you had a profound impact on my career early and how I developed as an analyst and how I grew within the category management department. But you mentioned the story that I put in that book because one of the things I was being told during that timeframe, right? And you probably remember this as well, was that I needed to go learn how to present. I needed to learn how to talk to people, I needed to go take a fail carnival course or whatever else, you've never seen me actually present. Let me do it. And we you know, we had. Conversations and you actually took me to a retailer meeting and let me do it. And it was even like I think it was one or two slides. But just I just remember being in that room with that category manager from Kroger, who I absolutely loved, Dorothea. Um, God love her. She was one of my favorites throughout my career that I've ever caught on. Um, but being in that room, sharing these two one or two pages, whatever it was, I don't remember exactly. But I just remember her head kind of snapping and looking at me, like, who is this? Oh, I'm actually kind of interested. And she engaged with me really well. And I just remember you leaning over literally after I got done, and it went back to the salesperson and you whispered, Dale Carnegie, into my ear. I it was everything I could do to not laugh. But you opened that door for me, and now all of a sudden, the sales folks that we were with could see it. And it all of a sudden became a different perspective of, oh, he can do this, he can present. And having that person that can do that for you is extremely powerful.

Lyn 31:03

Yeah. Yeah. And I think you just mentioned um uh that's one of the things I've learned too, is that perspective is hard to change, whether it's it's it's earned or not earned. Um, I know for me personally, so when I first moved to the Kroger team, um I I did a most of the stuff myself and I I didn't delegate. And and that is true. But for years and years and years, I couldn't, no matter how much I delegated, if anybody would think I was overworked, they'd tell me it was because I didn't delegate. And I'm like, I am delegating my butt off. You don't understand. I like I just have this much work, you know. Um, but it's like how, you know, how do you change those perspectives? And it's kind of back to what you said the only way a perspective is going to change is a relationship with somebody that sees it differently that helps share your story. But that's not what it is.

Nathan 32:00

Absolutely. And the number of yeah, I love getting to do this podcast, right? Because I've been able to talk to various leaders already and still have several more to go through. But I think it's been so much fun and very interesting for me to hear this aspect because I promise you, every conversation so far has had this aspect of I haven't delegated, I haven't given up enough to my people. If you come to really, because I had the same issue, I've had that same issue multiple times throughout my career with my teams, is that if you don't, and I'm sure people listening to the podcast by this episode are going to be irritated with me going, okay, I've heard it, but I think it's worth repeating again, right? It's if you don't delegate, if you don't pass along that work, not only are you stressing and overworking yourself, you're taking away growth opportunities for the members on your team so that they can stretch and showcase what they can do.

Lyn 32:54

Yeah, that's good.

Nathan 32:57

One of the things I also wanted to get at you a little bit is because I'm in a unique situation with you that I got to work for you for quite some time early in my career. And as we were trading messages and talking, you had mentioned that in that portion of your career, you had struggles as a young manager. I would love to dive into that just because of the fact that, and again, don't share anything that you're not comfortable sharing. But I would say from my perspective, again, like you had an enormous impact on my career and the way you led me. And a lot of the things I do with my team are because of the way that I was managed during that time frame. So when you had mentioned that to me previously, I was like, like literally gears are going in my head. And I'm going, what kind of stress? I would love to understand. Like, what were you kind of experiencing then as a young leader in that moment? What were some of the challenges that you were faced with?

Lyn 33:55

Yeah. And it was um, so for me, um, and I'm trying to remember, I think I moved down to the Kroger team when I was like either 25 or 26. Um, and so everybody that reported to me was older than me, every single person um at the time. Um, and now it's like I look and I'm like, wow, what happened? Now I'm the oldest person in the room. But no.

Nathan 34:20

I understand that, believe me.

Lyn 34:23

Um, but so I had two things going against me at first was number one, like I mentioned, I was brought down with a leader that came down from Grand Rapids. And he or he and the other person, whichever story you want to believe, you know, had me move um to Cincinnati and I was pegged from day one as the outsider. Um number one, not only that I was younger, but that I was female. There was a lot of indie wendos of why I was there. Um, and so I think at first, um I worked so hard to prove myself, to say I'm here because I am good at what I do and I'm talented and I'm, you know, whatever. I'm not here, has nothing to do with my age, has nothing to do with that I'm a female and that he brought me here, none of that. Um but it was rough. Um, and it was rough from a standpoint of again, I I, you know, I I got put with some other people that Kroger hit was all they did all their life. So then it was questioning, well, she doesn't know anything about Kroger, like why, you know. And so I had to kind of ramp up like showcasing my skill sets, showcasing that I could learn about Kroger quickly, create these relationships, you know, do all these things um at times with people that were almost actively working against me and moving to a new city. So I think that's some of the stuff that a little bit tripped me up as a new manager. My friends became the people that reported to me because they I didn't know anybody in the city. I spent at least eight hours a day, usually 12, 13 hours a day with these people. Um, and it becomes very difficult. I don't know if that's just young or as a manager in general, of how you keep those lines solid. Um, hey, we're at work right now, you know, you're gonna be treated like everybody else. Um I yes, tonight we're gonna go hang out, but that's that's not you know what's happening in those walls. And that was that was tough. It was tough, um, especially in a time where I felt so alone that like I got really close to some people and it it was apparent, you know. So um I think one of the things I learned through that time though, um was I learned a couple of things. So get to know your people. There are people that a title is all they need. Like if they have a title, they're happy. They could not make as much money, they could not um, you know, have the same access, whatever, but they want a title. There's people that it's the money. Like, if you can't keep them happy in the money, they're walking out the door. There's people that it's like I need to drop my kid off at daycare, and so I need to come in at nine o'clock, and I don't need people to look at me sideways or ask why why I get to come in at nine. You know, so it you have to get to know each person because each person has a different story and a different trigger point. And you don't, I thought you had to be equal. Well, if I'm letting you come in at nine, then you have to come in at nine and you have to come in at nine. Well, that's that's not true. I need to be fair. If your Nathan thing was I need to come in in at nine, and their thing was, I go work out every day at lunch, and so I'm gonna take an hour and a half lunch. And I say yes to both of those, that's fair, versus telling the one person, no, you can't work out for an hour and a half, you get an hour lunch. Well, you know, because then that's when you start creating animosity between the teammates. Um, it does look like you're favoring people, um, you know, those kind of things. And and I I it took me a very long time to realize that that I thought everybody had to have everything the same versus I need to look at each situation and be fair with my decision, not necessarily the same, because not everybody asked for the same thing. And like I said, under understanding motivation, understanding um why is this person even here? And and I can remember the multitudes of times people came in my office to quit, and I was like, Okay, I'm not I'm not talking you into stating. That's not what I'm here to do. Here's what I'm gonna ask you. What's understand nothing's better a hundred percent usually? So what do you you know? My mom used to have me make the pros and cons list and whatever. So I'd always be make your pros and cons. Is your manager important the most important thing to you? Is it the flexibility? Is it I can work from home? Whatever, put your pros and cons down. And then you need to look at that list and which job gives you what is mainly on your pro list. And so sometimes those people stayed because they realized, you know, sometimes it was money, but they realized the money wasn't really what their motivator was. But at the time when somebody's throwing a lot of money at them, they thought that's what the motivator was. Um and sometimes they still left. They were like, yep, I'm gonna get, you know, the side that I need is is over there. Um and so I I think um I also I remember one specific inter interest, uh uh one specific example, um, where you know, I always I always led from trust. Um, so I trust that you're doing your job. I trust that um, yeah, if you have to leave a couple hours early, you got your job done or you'll get it done tonight. Uh, but we had the you know unique situation where people would go to the vendor lab. Um, and so I had to trust that people were at the vendor lab when they told me they're at the vendor lab, right? Um just just like people are trusting I was there when I said I was there. Um, but you know, some of the people that were closest to me, I caught not at the vendor lab when they were supposed to be at the vendor lab. And so it's like having that almost parental care, you know, conversation of I'm so disappointed to you. And and then from that point on, I'm like, guess what? You're gonna now be like visually showing me where you are because you've broken this like, and I I never would start at a place of distrust, but once you break it, you're gonna have to work hard to get it back. Um, and especially, like I said, probably came down harder on the people, like I said, this was a person that I was really close to. And I'm like, seriously, okay, you know, um, and you know, it I I think that was my, you know, as a manager of fighting against, I mean, I literally had somebody one day they didn't realize how young I was and said, wait, how are you a director at 26? And I'm like, sorry, I've I've done the work, like, you know, and but it's like having to prove that um could get you know tiresome. But um in the end of the day, I think I proved it, you know, to to most people and maybe not everybody, but I did prove that I was there for a reason. I worked hard. Um, as a leader, I I always people would will ask me, like, what's your uh you know, leadership philosophy or whatever. I I always follow the servant leader um philosophy my whole life. I've I and maybe you agree with that. Um I see you shaking your head, but yes, my work day from eight to five was how can I help you? My my work came after five, or if I didn't have to help somebody during the day, then I could do it then. But I never put my work above how do I help one of my associates if they're struggling, if they if they need somebody to pitch in because they're not gonna get this done, like that's what I'm there for. And I'd say the other thing I learned because I didn't know everything. Um, and at times you'll hear the well, your manager should know how to do everything. I really learned I don't know how to do everything. I need to know how to get you the help to do what you need to do. So if you had to do something that had to do with a new item form or or, you know, some kind of, you know, the vendor system that I didn't know, I just had to know where to send you to get help. Um, and there were times where I would beat myself up not knowing how to do exactly what they were trying to do at that moment. And I'm like, it took me so long to take that weight off my shoulders to say, no, my role is how do I get you help? It doesn't mean that I have to be able to do it for you. Um, and I think that's key as managers because you sometimes think you have to know how to do it all. Um, you don't, as long as you have the resources to help your associates, that's all you need.

Nathan 43:18

I'm very sad that our time is actually coming to an end. Um, but it's been such a powerful conversation. I've really appreciated it. But I've got some rapid reflections, some quick questions for you, right? And I think this will dive a little bit deeper into a couple areas for those who may be listening. And that is think about your time as a leader throughout your career. What would you say is your biggest failure or regret as a leader that you've had?

Lyn 43:46

I would say letting another individual determine how I was going to behave, um, either towards myself or my team. Um instead of, yeah, that's what I would say.

Nathan 44:00

Yep. No, I agree. And I that has even been outside of work, right? And I think of other areas that I've been involved in. Anytime that something has not gone the way that I've wanted it to go, I've let somebody else kind of dictate. And it's like, okay, well, I'll do it because you're the person that I'm reporting to. Um, I'll listen to what you're telling me, but it in my heart it didn't feel right. And then I did it and it just didn't work. So I absolutely agree. Okay, flip side of that. Most proud moment or thing that you are like that success. Your biggest success is leader of most proud moment.

Lyn 44:36

Uh, this is gonna sound set up and canned, but honestly, your book blew me away. Um, that that I had an impact on somebody. And and Nathan, I'll say I I just I didn't have an idea that I had that impact on you. Um, so to to have, you know, see your LinkedIn posts and just you start this conversation. Um that was huge. So thank you.

Nathan 45:01

That's awesome. And I I I promise you, I I gave you credit in the book. I give you credit when people talk to me about like my career and and where that came from and just the way that you led and you opened doors for me, which we talked about. Um, but you also gave me the runway to learn while teaching me how to do, which for me was super powerful. And I told you that there's the story in the book about getting to listen to your voicemails, and I won't go into it all here, but I think that was a huge moment for me as a newer analyst in the space and trying to think about how you thought as a leader, and you having that ability to showcase that to me was super, super powerful and incredible for me. So again, thank you because I have greatly appreciated and valued the leadership that you provided to me early in my career. Um, and one of the things that you you and I'm sure you have these uh folks in your life that you wish you could take that leader, like take them with you as you progress through. Um, and you are definitely one of those that are like, oh, I wish I could just like take her with me and and and work in capacities and and get to partner with you even more, right? Um, so think about advice that you could give to your younger self. So we'll start with um leadership journey. If you could tell your younger self something about what leadership could be or a lesson that you've learned, what would that be?

Lyn 46:35

Yeah, I would definitely, I think today's world, I'm not sure how I would have existed in this virtual world. Um, so it so back to because connection is so important to me. Um, and I talk to so many people about how do you do it? How do you create a culture? How do you create um, and I hate to say it's loyalty, but in a way it is this loyalty to your teammates and to um, you know, even just knowing each other. Uh it's funny because I have conversations. Um my husband used to be on our teams and was very involved with his people. And now it's like I'm like, so what's this person, you know, whatever, do? And he's like, I don't know. And I'm like, that's not you. Um so I know that's not really to my younger self, but what I would say is in in today's world, it's changed so much. Like I said, I I I don't know how I would fit in this world. And so I think it takes a special effort um to continue to have connection because again, like going back through the feeds of uh strings of things, my whole career happened because of people I knew and people, like I said, that were willing to say my name in a room. And I'm how do you continue to create those in today's world? Um, would be interesting to me.

Nathan 48:02

Yeah, absolutely. I think as a leader, it is important. You mentioned this earlier on in our conversation, right? Is that you have to get to know, you have to listen to your people and you have to get to understand that, like you just mentioned not too long ago, their motivations, right? Because that's super powerful because you can understand not only where they're coming from, what they're trying to achieve, but how do you help them get there? Because that's your job as a leader. How do you open those doors? How do you get them to those positions that they want to be in? Um, we kind of probably already covered this a little bit, but I'll still ask again that um kind of that advice to your younger self about career.

Lyn 48:42

Yeah, um, I would definitely say um kind of what you like you said, what we talked about a little bit earlier. I mean, don't be afraid to say yes to any opportunity. Um don't be afraid to pivot to something you don't think necessarily is a straight line path to where you want to be. Uh, you know, continue to be a learner. Um that to me, um, that continuous learning, whatever it is, um, not always has to be directly related to what you're doing, but you because you never know where that's gonna come up. Um, be hungry for knowledge, be hungry for what's the latest technology that may help me be more efficient at my job. Um, you know, I wish I would have done a little bit more of that and stayed up a little faster with things as they were changing. Um, because I think even now, like in this role that I step back in that I'm just part-time, it would have benefited me so much more to have some higher skills than I do. I have some good skills, but uh, there's there's higher skills out there. And so always be learning, always be um, you know, looking for the next thing. And I and I would say the one thing, I mean, don't be afraid to ask. Um I got into the job I loved because I wasn't afraid to ask this person, how do I get in your department? Because I don't want to be in retail. Um I know I know back to my mom saying I knew where I didn't want to be, um, thought that I knew where I wanted to be. And um I think number one, that just shows people initiative. I mean, it shows that you're somebody that really wants to grow and and be better. Um, and especially when you're willing to do it on your own time. Um, I I think sometimes we don't ask. So don't be afraid to ask. Um, I see this. Can can I learn more about that? Can I shadow somebody? Like, how do I I get to know more information about this? Is there a class? Is there a book? Is there, you know, whatever? Um, people love sharing what they're passionate about. Um, so don't be afraid to ask.

Nathan 50:51

Absolutely. Well, thank you again so much. It's been absolutely 100% my pleasure to get to catch up with you again after I'll just say a long time. I'll just say a long time since we worked together, but I so value you and everything that you provided to me. But thank you again for being on here. Any final thoughts from you?

Lyn 51:16

I just uh number one, I I think this is great that you branched into this. Um, I know part of your your journey is faith as well. And I I think that's um that's a part of mine. Um and and you being able to um mix work and faith is is so important um and how that works in in your life. So I would just say um, you know, continue to to shine your light and do the things you're doing because it certainly is um inspiring.

Nathan 51:50

Wow. What an incredible conversation with Lynn Sutton. Some of the key takeaways that I took away from our conversation say yes to new opportunities. Growth happens outside of comfort. Every yes opens a door to new learning and perspective. Don't fear failure or change. Lynn's early career shift taught her to try, fail, and pivot without losing momentum. Connections create opportunities. Be the person who opens doors for others. Pay it forward by advocating for people and giving them chances to shine. Leadership starts with trust and service. Lead as a servant first. Help your team succeed and your success will follow. Fair isn't always equal. Treat team members based on their unique needs and motivations and not a one-size-fits-all approach. Learn continuously, stay curious, upskill often, and don't be afraid to ask questions or seek guidance. Integrity and authenticity matter. Your reputation is built on how consistently you show up with honesty and humility. Stay connected. Even in the virtual world, building real relationships and genuine culture takes effort but remains essential to leadership success. And finally, define your own path. Lynn's journey shows that success doesn't follow a straight line. It's shaped by persistence, adaptability, and purpose. Whether it's pivoting careers, learning through failure, or staying curious. Lynn's journey is such a great reminder to keep learning, keep asking, and never be afraid to raise your hand. Thank you for listening. Thank you for showing up for your own growth. If Lynn's story resonated with you, I hope you'll come back for future episodes and hear from even more leaders. If this episode inspired you, share it with someone who needs encouragement today. And remember, trust your gut, be kind, lead with purpose, and never underestimate your impact. Until next time, I'm Nathan Orca, and it's like a story.