The Clinician Transition

From Crisis To Clarity: Career Pivots, Healing, And Leading With Values

• The Clinician Transition • Season 1 • Episode 3

Share episode

Use Left/Right to seek, Home/End to jump to start or end. Hold shift to jump forward or backward.

0:00 | 42:12

 đź«¶ PLEASE CLICK THIS TO DONATE TO CORA AND "FILL THE CLOSET" 🫶

There are items for a donation of any size, you can sort by price.

CORA is a nonprofit organization in the Bay Area, CA dedicated to supporting survivors of domestic and intimate partner violence.

A Guide to Understanding Infidelity as Abuse: If you (or someone you know) needs help - surround yourself with those who understand and/or are open to learning about the concepts in this article. 

________________________________________________


The turn of the year can feel like a glittering reset, but the real work happens beneath the confetti. We gather for a cozy, honest check‑in to unpack a twelve‑month stretch that demanded change: a leap from leading Customer Success to Product Management, a raw account of betrayal and the slow rebuild of capacity, and a shift from solo heroics to leading a scaled content team without burning out. No platitudes here - just practical steps, clear definitions, and the kind of candor that helps you see your own next move.

We open with the CS-to-Product pivot from Emily: why it worked inside the same company, how support experience becomes an asset, and what a product manager actually does. From running sprints and writing user stories to planning zero‑to‑one features and learning to “speak engineer,” we map the path for clinicians and operators who want to move closer to product without getting lost in jargon. Along the way, we show how internal networks (CSMs, billing success managers, and support data) become a living user research engine.

Then we sit with a harder truth from Emma: when life detonates, work must bend. You’ll hear a first‑person account of pausing a major promotion after discovering a spouse’s double life, the PTSD‑like symptoms that follow, and the disciplined way back—rescinding scope, accepting help, rebuilding focus, and, months later, stepping into aligned responsibility again. It’s a blueprint for resilience at work that doesn’t glamorize suffering: boundaries first, excellence second, both stronger together.

We close by rethinking leadership and burnout with Casey. Instead of being “indispensable,” we design systems that share load: round‑robin assignments, explicit ownership, tighter integration of education into product, and metrics that value reduced friction over frantic output. We also offer a checklist of workplace green flags: internal promotions, flexibility in crisis, investment in teams, and leaders grown from within, so you can choose environments that match your values.

If something here sparked a change you want to make, subscribe, share this with a friend or leave a review!

Find the Clinician Transition (TCT) Here:

Other Relevant Resources

Connect with the hosts here:

Cozy Year-End Setup

SPEAKER_00

Hi there. Welcome to the Clinician Transition Podcast. This is Emma Brady, and I'm here with Casey Francis. We didn't say the order. I could just say I could say your names and you'd be like, Hi, nice to see you. Okay. There you go. That's fine. Hi there. This is Emma Brady, and I'm here with the Clinician Transition Podcast, along with Casey Francis. Hey all. And Emily Kelly. Hello, everyone. Thank you for joining and appreciate you listening along.

SPEAKER_02

Hello, friends. Welcome back to our lovely Clinician Transition podcast with our hosts Emma and Emily. I'm joining as a guest host today. My name's Casey, and we have a wonderful New Year's Eve, New Year's vibe topic today. And we're going to get into it because I know all of you lovely listeners are so always so curious about our stories. And we just thought we'd dig a little deeper today and dive in to kind of reflect on 2025 since it's coming to a close. And then also looking ahead at 2026, which is weird to even say, but uh by the time you listen to this, it probably already will be 2026 since uh we've got one day left as of recordings of this year, but a fresh new beginning, fresh new year, you gotta love it. Like, I mean, there's nothing better in my book than a clean slate. And before we can get to that, it's always nice to look back and reflect. So, Emma, Emily, hello, welcome. Hello. And we're joining y'all from the comfort of our own homes in our cozy pajamas tonight. So just envision you around the winter solstice circle with us. But yeah, I think both of y'all have had pretty big years transitionally. What would y'all say? Totally. Lots of I mean, this is the clinician transition, so we do like to transition in lots of different ways.

SPEAKER_01

We're we're good at that, right? Being flexible, being resourceful. We thought it would be fun to do a little look back and reflect over the past year. Uh yeah, Casey, all of us have, I feel like have had pretty banner years, and there's just there's a there's a lot that's been going on. So we're gonna let you guys in on

Emily’s Shift From CS To Product

SPEAKER_01

um, let you all in on our lives a little bit and what that's been like, and then um look forward. I'll I'm just gonna jump into the deep end here. I started 2025 um as the director of CS at prompt. And you know, I didn't have any plans to change or transition or anything like that, loving my job. And then this feeling slowly crept up on me. I had been at prompt, I think in March it had been four years, and I was really proud of the all the scaling and the growing that we and the changing and tradition and traditioning, transitioning and traditioning. Yeah, I could not shake this feeling that uh my work on the CS team was kind of done. I I was like, I I think you guys, I think you all got it. Like I I think you can lead it from here. And on one hand, it was a great feeling. And on the other hand, very scary and painful to like sort of come to that realization that I need to move on from CS. Didn't want to move on from prompt. And I also just needed a I needed a mid-year reset on my life priorities, to be very honest. And I needed to look deeply into myself and what it looks like to be a working mom and to be a working mom that I'm proud of and to be there for my kids and my husband. My husband has always supported me a hundred percent. And so um, being able to support him a little bit more. Oh, I had all the hard conversations and ultimately I applied for and got a job on the product team, uh, which was super exciting. Yes, congratulations. So that's my big move. By the way, yes, I'm on the product team now as um an associate product manager. And also the other transition there is I transitioned from a director level leader back to being an IC, which was very exciting just to be on the floor again and to be new again, and like just to be challenged by new things again. And tell everybody what IC is for those out there in the world who don't know. Yes, individual contributor. So I guess you could say I'm still, you know, leading the product, leading projects, but I don't lead people anymore. So there's no one under me.

SPEAKER_02

Um or so one of the hard conversations you had to have then on your docket was with me because you were leading me personally. So I I remember that conversation very well. No, um, I I have nothing but support and love for all your decisions. But um, but I just want to say for the record, Emily is and always will be a phenomenal leader. There's no way you can take that out of you, no matter what role you're in. But um, but yeah, being an ind I didn't even know what I when I started at Prompt, I didn't even know what IC meant. No, like it's just funny how many acronyms are in the business world. But now you're leveraging all of those, you know, all of the skills that led you into that leadership role. It's like you're getting to use all of that now too, you know, everything you've learned.

SPEAKER_01

Yes, a hundred percent. Like all the the people on my team that I've created relationships with are now helping me do like user research. Like the CSMs and the BSMs, the billing success managers, they're my go-to's for figuring out, you know, is something really needed in the product, or how should we build this, or what should be next, stuff like that. So it's um experience as a CS leader has definitely helped in my current role. Awesome.

SPEAKER_00

If I'm listening and I want to, I'm a I want to get into product, should I do CS first to get into product or ooh, that is a really good question.

SPEAKER_01

In my experience, going from CS to product has been a very good transition, especially within the same company. So I just I don't have any experience going straight into product, but I know it's extraordinarily competitive to just jump into product. Right. But the big, I guess, boon I had at prompt was I already know the product, I already know the people, and so it was an easier transition.

SPEAKER_02

So that could be a good stepping stone if it's totally, you know, if you're finding it easier to land a CS role, but you hope to eventually be in product, I feel like there is a pathway there. You've proved it for one.

SPEAKER_00

Do you think part of that is the way that prompt does CS where it's so product focused and you have to be such an expert on the product? I know that other companies it's more about either you're an account manager or there's other Right.

SPEAKER_01

Right. That is a really good call out because our CSMs do have to be product experts and they even get into support. And I was in support when I first joined prompt almost full time and loved it. And even just that skill set of being able to troubleshoot and critical thinking um is really helpful on the product side and the attention to detail.

Breaking Into Product Via CS

SPEAKER_01

Yeah.

SPEAKER_02

So I think if you if you go in with the mindset, you would have to make yourself a product. You would have to take the time to become knowledgeable about the product, I guess, for sure. If you were in that role. Because you're right, Emma. Um, lots of people have technical account managers or um product specialists, but we kind of all get our hands dirty at prompt and get in there and do all the things. Well, I guess also it's because it was a startup too. So that's kind of like a special case. Anywho. But what are you thinking about what are you thinking about where you're at now, Em, and like the the trajectory your year ahead? Like where you you said you started 2025 as director of CS, you are ending 2025 in product as a product manager. And what are you envisioning or hoping or resolve resolutioning for 2026?

SPEAKER_01

It has actually been really liberating because since moving to product, and I've repeated this over and over, and it's so liberating to say, my only goal is to be an amazing product manager. And just so it's gonna be a big year of learning and failing and relearning and face palms.

SPEAKER_00

So also, could I back up a little bit too? What does a product manager do?

SPEAKER_01

Yeah, so that is a really, really good question. Um, it sort of depends on where you are in like seniority. So, like um say someone who's new to product or like an associate product manager will be more like tactical and they will help um run sprints. And so if you don't know what a sprint is, a sprint is just a time box, so it might be like two weeks, and you are keeping track of all the tickets, you're making sure the tickets are getting reviewed, getting quality assured, getting QA'd and released on time and just keeping everyone in the know, not just because it's can be a lot of like project management.

SPEAKER_02

No big deal, just keeping everything together and running for spring know.

SPEAKER_01

Yeah. But I guess true to prompt style, RPMs do a little bit of everything. So I guess I can just speak from my experience. My first project was building a zero-to-one platform plan. So zero to one just means this doesn't exist yet on our platform. And I would like you, so me, Emily, to go and do research on what that needs to look like. What do we need to do first? What do we need to do second? What are all the user stories? User stories meaning like the different types of people that use the product and what they want that feature set for. Like what are their needs? What's the problem that we're solving? And then take all that research and form a plan for solving the problem. And not only solving the problem, but step one, step two, step three. And then more senior folks will lead a couple of other PMs and also take more of a strategic approach and maybe like manage several areas of the platform and more like complex feature sets, which for us again, like all of prompt is pretty complex. We get we get to dip our toes in a little bit of each of the waters.

SPEAKER_02

That is so interesting. And how much did you not know? How much did you not know you didn't know about being a product manager when you have you like is your brain expanded like you're learning a new language?

SPEAKER_01

The big I think the biggest learning was, and I'm this is another goal for 2026, I guess looking forward, learning engineers speak and all the lingo and what everything means and all of their their language and being able to uh understand it and just speak to them on their level. Right.

SPEAKER_02

Well, I think 2026 is gonna be a phenomenal year for our product, and no small part that you're there because you're bringing a really unique perspective uh to the product team. And you've you have literally started building like your knowledge of processes, like so it the same theme comes back, you guys, is just the skills you bring from all of your different experiences and how they can translate into so many different jobs, honestly, um, and different roles, and just constantly thinking about how to apply them is just fascinating. And what

Emma’s Radical Transparency

SPEAKER_02

about you, Emma? Tell us about your 2025 and your what you're envisioning for 2026. You've had a pretty big year, I think.

SPEAKER_00

I thought a lot about how I would go over this topic tonight, and I've decided to go with radical transparency because I would be remiss and doing a disservice to myself and others if I didn't get real about what happened to me this year, and most importantly, what I learned from it. For those of you who don't know, I've been pretty open about this. I posted it on LinkedIn, but in case you missed it, I'll just set the scene for how my year started. I had just earned a massive promotion, one that I worked my tookist off for for many, many years, and life was good. And then a week later, I was truly shocked when I discovered that the person I was married to for a decade and loved and trusted more than anything else in the world had been living a double life with someone who I thought was a friend for years. And not to be a downer, but you know, if this is what happened to me. This is my reality. Uh and unless you've gone through this, and I hope you haven't, you cannot understand what it's like, but I will try to give you some context. So just imagine that person I described that you love and trust most in the world, turning into a different person overnight, taking every part of you they have, your mind, your heart, your soul, your sense of purpose, your self-worth, all of it, ripping it into tens of thousands of little pieces, putting it into a confetti gun, and then launching it off during a hurricane. And before they pull the trigger, they tell you the whole thing is your fault and they don't feel bad for you at all. What? So and I'm not saying this for shock value. It's just anyone who hasn't gone through this probably can't imagine that. And I would have said the same thing too. That will never happen to me. That's one of the reasons it messes people up so bad. Your brain can't reconcile it and you go into a trauma response.

SPEAKER_02

Well, and yourself, you're trusting your own mind. Exactly. Yeah. Right. Like your your brain, because Emma has you have like the strongest brain of like directives and feelings, you know, secure about what you're thinking and what decisions you're making. Like just for all for all any of the all the people for this to happen to you, of all the people. Of to get like completely turned upside down. I'm just I can only imagine what what that must have felt like and how that must have impacted every aspect of your life. Yeah. Yeah.

SPEAKER_00

And and there's a lot of research, which I will not, I will not give all of you all of the fun facts and deep dives I've done into this, but something I do want to share is that most people who discover something like this experience the same symptoms and need similar treatments to those who have PTSD. And then they also need to be treated by someone who specializes in the multiple forms of abuse that something like this requires to maintain and hide. And the victim is never the same, but they're usually quote unquote recovered in one to two years. So as you can imagine, that really affected my work big time. I don't really remember a lot of what happened during the first four to five months of the year, which is also a normal symptom of something like this. I do remember calling work and rescinding the promotion I had just got because I could barely take care of myself. There was certainly no way I could take care of and be responsible for essentially the majority of the revenue that the company needs to generate and all the people that help do that. So it would be like the equivalent of going down five rungs on a ladder from where I was to the role that I took. But I just there's no way. Uh which is which sucked, but it was the right call. So work was actually the first group of people I told what was happening even before my own parents. And so they were to use that confetti analogy, you know, they were the first people to help me start picking up the pieces, remind me that I do have value in this world and life is worth living. Like they went and found the first couple ones to put back together. And so I did. I kept going. I took things one second at a time, then one minute, then one hour. And it it when I say it was a team effort, I truly mean that. It's like I was a marionette puppet with people rotating on and off taking care of me until I could walk with no strings, so to speak. When Emily and Casey are two of those people who helped me, sent me nice notes or took my calls and all of that. And then along with what everyone said, this is gonna happen, it it really is a crazy formula. One of the things that everyone told me is it's gonna get better, and it did. Like you were a patient in rehab. You know what I mean? No, I really know what you mean. There was a couple of times I thought I might have to go to one. So yeah, it was it was not, it was really dark time. Not uh like mental rehab. So I but I was able to get better and start to just the critical thinking I need to do and the amount of things I have to manage. I was able to start doing that again, which is when I knew I was starting to feel I remember Emily sent me a message like, Hey, I think you're back. I forget what happened. You're like, You're everywhere on Slack. You're everywhere on Slack. I think you're I think you're gonna I see the old Emma.

SPEAKER_02

You could just see Emma operating at work, she's like a conductor, but like who always knows what to do and what to say and how to help. It's like there's never hesitation catching all the things.

SPEAKER_00

That's like I'm like, I'm back. So I quietly accepted a couple of promotions this year, and now I'm back to kind of where my roles and responsibilities align with what I want to be doing and what I'm good at, and I still get to be everywhere, all over the company, kind of like you said, buzzing around, helping out, catching things. So that's been really great. And so that's That was a recap of the past year. Uh and moving forward, which is what I'm really focusing on for a lot of reasons, just being really intentional about where I put my energy professionally and personally. Professionally, that means focusing on doing excellent work where I am. No matter what I'm doing, I want to be doing a really good job at it. I've had eight titles in five years. We talked about that in our first episode. I'm just so grateful for the growth and the freedom and the opportunities that gave me. It was also a lot of work. Like you mentioned we used to be a startup. It still feels like a startup. It was a lot of work, but now we have this amazing team with incredible talent. And I said this before, many hands make light work, and I will take them up on it. So I'm gonna continue to give my best, but I have a little bit more space than I did previously, which has been a really positive thing.

SPEAKER_02

And more people now who can support you, but also like that you can feel confident and comfortable with asking for help and with not even asking for help, but just delegating and giving and receiving that.

SPEAKER_00

That was a really big lesson I learned is this year in general. At like I need help. I really, really need help. And people gave it. People people I didn't would never have expected reached out, were so helpful. It was amazing. And that and that's also one of the reasons we can start this podcast backup. You know, being intentional about how we show up, how we commit to making the episodes, the quality of what we put out, and the audience that we want to help. And then personally, my focus is pretty much to keep doing what I've been doing. I'm doing everything I'm supposed to be doing in terms of recovery and everything. I have a solid workout routine, I have new hobbies, I do pottery and piano. I got a puppy. Yeah, it was kind of a little bit of an impulsive decision, but sort of necessary. So he's been great. Um, seeing a bunch of friends, building community. I'm traveling, I'm going to Africa by myself in a large eat pray, Emma. That's the kind of person I want to make me feel small, is a silverback gorilla. If they knock me over, I'll be so happy. So be it.

SPEAKER_02

Emma, that is just so I mean, I just I mean, I I don't even know how to respond to be like, kudos to you for getting through that year. Like, hashtag kudos. Like, what do you even? But um amazing, like so we know that everyone goes, like the one guarantee in life is you're gonna go through something painful and earth-shattering. Like there's there's nobody who ends up escaping that, I don't think. But you never know what like version you're gonna get, and unless you live that exact like you said, unless you live that, you don't know. But just the fact that you're sharing means so much to somebody out there who maybe does feel alone and doesn't know that anybody else really does know what that's like, and you do. And even if we can't identify that exact pain, like we definitely know how hard it is to even get through a regular year of working at a high stakes startup company, and it's not an easy feat, even if everything is going smoothly. So thank you for sharing that, and also just you are an amazing human, I guess, is what my kudos would be.

SPEAKER_00

Yeah. Well, the last thing I'd say is I can almost guarantee you there's someone you know who's going through something really tough. When I posted about this earlier this year, I got so many messages from people in this in this TCT community, the prompt community, my personal life. So just always trying to give people the benefit of the doubt. And if you happen to know someone's having a hard time, you know, just Emily would send me texts every Friday, like you made it to another Friday. Took her two seconds to do that, and I would look forward to that text.

SPEAKER_01

And then during my little transition, Emma started sending me those texts of like because it was painful. And then the other thing I wanted to call out is I know you felt like people were marionetting you, but the other kudos is you still took steps to put yourself out there and to do new things and to meet new people. You invited people to your place in California, which was such which I went to, and it was such a blast. And um, I can only imagine, like when you're going through something like that, how hard it is to force yourself to put one foot in front of the other. But you not only did that, but and then some. So echoing Casey, you're an incredible human being. And thank you for putting this out there because it would be easy to just put your little like career progression and miss this whole story. And then it gives other people the feeling of, oh, no one else is experiencing this, but it just it empowers so many people. How authentic you put it out there. Well, thank you.

SPEAKER_00

And hopefully, Casey, hopefully your update we can do like a what did you call it? Lat the feedback sandwich. Like I can be the Casey can kind of bring the vape vibe back up. It's not as interesting. It's not, it's okay.

SPEAKER_02

No, no, yeah. No, I had

Recovery, Work Reset, And Return

SPEAKER_02

a real rock bottom year or two. No, I did I luckily 2025 was not as I've definitely had those years, but 2025 um thankfully it was not one of them. But you know what's interesting? Uh something, a pattern I have here, I'm hearing in y'all's stories and in mine, is just values, realigning your values, realigning, um, and I think that when I was thinking about this for the greater the greater pod audience, the podience is that a word? Like that. Is that is like part of the major things that causes burnout, right? Is when your values are not like that, is the energy drain, is when your values aren't aligning. So just to make sure everyone in their own lives reflects back and thinking about it's an internal change, not even necessarily like your external environment yet, but just does this align with my values? What are my values? Like, do you even stop and think about where does your energy light up and what what amplifies that? Yada yada. Anywho, y'all have all heard that before, but I it's just intriguing to me how this is a similar trend. But for me, this year for me was more defined by a shift in how I think about my work and my energy, less about doing more and more about doing what actually matters. So I started the year as more of an individual contributor because I was carrying a lot of the load of doing the educational content on my own shoulders with an associate, a team member who helped. And this year, my team has now tripled in size, and I've gotten to experience what it's like to not be the sole person. And that it's a lot of thinking about things differently and what does matter. So it's like setting up systems that make the entire company better, that make the entire department better, setting up, you know, instead of trying to be the best individual contributor and figuring out how to prove my value and how to, you know, as and I I think about this also in terms of the audience, like if you're starting a new role, of course that's what you're thinking is like, how do I prove my value? And how do I uh how do I be the best do the most? And you're you're kind of like over functioning for a bit, I think is our natural tendency as overachievers and over and that's not always the most valuable. So you kind of have to like zoom out and see how do I create value that lasts and what solu Emma's always good at thinking this way is solutions-oriented, like what problems can I solve with my skill set? And that's sort of my switch in thinking this year, because for one, I had a little bit more brain space to do that, because I did have a little bit more help, so I had some more resources to delegate and to ask for help when needed, which is hugely important. But really just letting go of that overfunctioning, and you know, some of us feeling like you're indispensable can feel safe, but it actually becomes exhausting. And then you're just setting yourself up for more burnout, which doesn't make sense. And excellence doesn't require self-sacrifice forever, and it's not a moral it's not like something the healthcare system, I think, too, sets us up to like folks feel like sacrificing yourself is commendable when really it's like not healthy and not sustainable. So just keeping all of that in mind, it can also translate to the business world. You know, like that doesn't just exist in healthcare, and you have to keep that at top of mind as a human being just to set those boundaries to be burnout, isn't always about workload, but it can be, but it's also about misalignment, like we said. So just keeping your my radar up as far as burnout has been a beautiful thing this year of like, how do I scale this team without becoming burnout? How do I do a phenomenal job with everything I ever do? I want to do a phenomenal job that doesn't change. I want to do a great job at it, but also like how to grow, how to teach, how to stay connected to real people while working in bigger systems and teams. All of those were more my focus and realizing that I can still care deeply what I about what we do on our team without carrying everything personally. Like I can still my heart can still be in it if I don't do every single thing myself. So newsflash, it's fun to have a team and we can make better projects, you know, together. And I think having I learned about having clearer or ownership, about more allow alignment between our company values and how we execute things, how to make things easier for others. So it was less about like speed and more about alignment. And I hope that I can carry that into 2026 and just again, like be more intentional, be a little bit more able to strategize. So having the educational content team more involved in like marketing initiatives or product campaigns, or making sure that we're optimizing our low-touch material so that we can alleviate some of the burden from our CSMs and our BSMs who are trying to like walk customers through things by hand when really we could have those resources out the door up front and make people more aware of them. Maybe they're in the product, maybe they're in different targeted areas that people are working in the software and they see a pop-up and they watch the video there. Anyway, we're gonna get, I'm hoping to get more strategic, more data driven, and just zoom out, zoom out a little bit, which I think is also how you think about transitioning your role. Like zoom out from what you do and see what skills you can take into other roles that can still be impactful in in the in the areas that you have expertise in and that you feel confident in. And that's sort of what I'm aiming to do at prompt in this coming year. And all of it is gonna be great fun just because we can't ever believe our luck that we do get to work with such supportive teammates like you two.

SPEAKER_01

Casey, I have a question for you. So it's always it's like a leadership, I feel like it's a leadership lesson when you get into leadership and you hit that point of like, I can't do everything, I need to delegate. But also, like you said, it's not good for individual contributors to kind of hold things close to the vest. And I don't think anyone tries to, but do you have tactics for or a way to instill that in your team's culture to share and delegate and ask for help?

SPEAKER_02

Right. Or trying to make a more I'm trying to bake it into the process, like bake it into structures of the team so that we round robin things as much as we can, so we can all chip in, and then everybody can take ownership of their own capacity because I realized I was just like micromanaging capacity, even though I didn't micromanage the products, uh the the the end product, the videos. I was like felt like I was constantly stealing Peter time here to pay Paul time over there and like juggling. And why am I the one doing that? Like they my team knows what they have on their plate and if they can volunteer for more. So it's all about communication and making that. And I think people just are scared to take that ownership unless you give them the go-ahead. Like, yeah, you own this, and then let me know how it's going and when you can take on something else. And it's just funny because I look back on all my independent contributor life, and then I can see my leaders at the time, like Alec and you, doing these same things, but me not realizing like what y'all were doing, and now I'm like living it, and I'm like, oh wait, I recognize this as an echo. Is it like is it like parenting, like where you then realize what your mom was saying, and then when you say it, I don't even know. But uh, but it has been fascinating uh to learn more about the leadership side of things and how it's more about people than and that's hey, guess what? That's what we all came from too is patients. It's it's like you can you can apply all kinds of stuff from patient care to leadership, and and it's been I had like this creative awakening when I started doing all the video content that I just got so sucked into that for so long, and now I'm kind of like again, like I said, zooming out and being like, oh, what is this up here? Is this different air? And I can breathe a little bit, I can breathe a little bit better now. I can lead

Boundaries, Help, And Intentional Focus

SPEAKER_02

all these other folks up the mountain, you know, the content mountain. So, anyways, I am excited to see what comes. I always like to step out of my comfort zone a little bit, so I'm hoping something rolls my way that is wildly different than anything I've done before just to keep it interesting. But I'll knock on wood that that is like a good wild thing and not a crazy, a scary wild thing.

SPEAKER_00

You got a wild thing this year, too. A little wild thing.

SPEAKER_02

Yeah, I did some acting for a marketing project for our prompt party.

SPEAKER_00

I was thinking of Lottie. I thought we were talking I was talking about Lottie.

SPEAKER_02

Me, Loretta. Yes. She is a literal wild thing. My seven-month-old puppy that just arrived in our home, and she's the best. But yeah, I constantly just think of like stepping outside my comfort zone, just like Emma. You like did the thing even though you didn't want to do the thing sometimes and show up. I try to like do that in my work life too, sometimes. I'm not as good at doing it in my personal life like you are. Like I still say no to most invitations, but I like to be invited. But I definitely have more joy of missing out than FOMO. Except at work. I like to I I like to dabble in an exciting different thing every once in a while to keep it interesting. So maybe something will happen like that in 2026. Who knows?

SPEAKER_00

Y'all will have to stay tuned. Everyone will have to stay tuned to find out. We could we could dig into so many things you said as you were talking. It's like ding ding ding ding. But something I do want to highlight is how you were talking about completely lost my train of thought. But it was a good one. It was a good one. It was something about how oh, looking for green flags at work, where a lot of what all three of us has described I'm not saying it's not about our company specifically. There are other great companies out there besides the one we work for, but green flags would be how many people have been promoted under you? How many promotions have you had if you've sought them out? What flexibility I wouldn't survive, I truly don't know what have happened if I was working for a different company and I didn't have the flexibility I needed to recover and take care of myself. And Emily making the call she did, that wouldn't go over well at every company either. Uh, and then Casey, you talking about all this stuff, you're doing all the changes you're doing and being able to be more strategic and delegating things versus doing it all yourself. Having a team costs money. It would be really easy for a company to say, Well, Casey, you're so great, you're a celebrity, everyone loves your content, you're still gonna be doing the whole thing. It's an investment. Mm-hmm. So just think about that, everyone listening as you're looking around at companies and really do your research on the company itself because you wanna be you don't want to be a hundred percent. You you don't need to get 10 out of 10, but maybe at least six or seven out of ten. And make sure you're looking for uh you don't just stay there forever. You know, sometimes you do need to go somewhere and and get some experience depending on what your experience is and what you're trying to do, but you at least don't want to end up somewhere that's not gonna support you at all and not gonna invest in the team and the resources. You know, Casey's a natural leader, she's wonderful. I also know we have internal leadership training because we have so many leaders that we grow from within. You want companies like that, but do you have a reimbursement?

SPEAKER_02

Yeah. Invest in you and your growth and you as a human too. Like Emma had a very human thing happen to her, and they that was a no-brainer for them to support her through that because it was an they've that they know their investment in Emma is worth as a human is worth something.

SPEAKER_01

So it's critical. And then Emma, you came out on the other side and then still created a a ton of value that you the prompt is benefiting from now. So it was so good that they did that. They're a smart company. Emma, I don't want to let this pass before we end. Do you wanna say what your title is and what you're doing?

SPEAKER_00

Sure. I am an associate director of sales, which just kind of means I describe it like I'm the cauterizer where something's going on here, like I gotta go fix it. And then once I once I fix that bleed, I go somewhere else and fix that. And then I go somewhere else, whether it's between

Casey On Scaling Without Burnout

SPEAKER_00

departments or within my own department. It's usually a combination of both of well, this thing needs help. And it's really fun because I get to jump around and kind of do what I've always been doing. But there's way more sales leadership now to help with the strategy and bounce things off of and learn from. And then I still do some selling, but that's phasing out as well, so that I can help uh train other people on how to provide a good experience during the sales process at prompt. And I'll probably be hanging out there for a minute. Amazing.

SPEAKER_02

But yeah, that's the perfect uh role for you right now. And it truly is what you've always done. That's so funny. Now people can actually bring your ideas to life and like make it happen, and then you can run over somewhere else and be like, okay, now. I wish everybody could just be a fly on the wall for one day of Emma Brady. It's so entertaining. Well, thank you both for sharing so many details about what's been going on with y'all. I know you know that everyone in your group is always wanting to know this stuff. So this is a fantastic and just the way you guys speak and the heart you show, like y'all are real people and you really care. And I think it's it's just lovely to be in the presence of.

SPEAKER_00

So thank you both. Thank you. Thank you for hosting and for joining us. And if you listened and found this helpful, it'd be great to hear from you on any other ideas or what you're planning on focusing on this year and how we might be able to help.

SPEAKER_02

All right. Thanks everybody for joining. We'll see you next time.

SPEAKER_00

Bye.

SPEAKER_02

Bye.

SPEAKER_00

Hi, that wraps another episode of the Clinician Transition Podcast. If you enjoyed this or found it helpful at all, we'd really appreciate it if you could share it around or give us a follow. Thank you. We'll see you next time.