The Main Identity Shifts I Needed to Make to Attract Amazing Team Members

INTRO: After generating over a million dollars in sales and selling one of her businesses with a single email, your host Kathryn Thompson takes an unconventional approach to marketing and sales. So if you're ready to tap into a more powerful way to be seen, heard, and a sought after entrepreneur in your industry, without having to spend endless hours marketing your business and chasing clients, you're in the right place.

Be The Sought After Entrepreneur Podcast is here to help you ditch the cookie cutter, one size fits all approach to marketing and use your unique energy to effortlessly attract the most aligned clients. When you do this. You can spend less time marketing your business and more time doing your soul work and enjoying the richness of your life.

Welcome to Be The Sought After Entrepreneur Podcast. And here's your host, Kathryn Thompson.

Kathryn Thompson: Hey, hey, super stoked that you're tuning in this week's episode and I cannot wait to dive in today's topic [00:01:00] because I want to share with you some identity shifts that I needed to make in order to attract a really epic team of people who are supporting me in my business.

And if you're listening to this right now and you're thinking, Catherine, I am nowhere near hiring support for my business. I still want you to keep listening because there was a time that I was in your shoes where I was looking at other business owners that were saying, you know, how important it is to have a team and how important it is to get the support.

And yet I was in a position that I couldn't afford to hire support. So I was doing everything myself. And there was also this. Part of me that questioned whether it would ever be possible that I could hire support. And then there was this other part of me that was like, will I be a good leader? Like, Will I hire and be able to hire really epic people and be a good leader and have people on my team that do really epic work?

And so there was a lot of that happening at that level. And I want to share with you sort of [00:02:00] my journey of hiring team and kind of where I'm at, because I went from not having the resources to be able to invest in team, to then having resources to invest in team, and then realizing that, The team that I had hired wasn't the right fit for me and why that happened.

Nothing against the team members that I had hired. Everything to do with me and the identity that I was in at that time when I hired. So while I had the resources to hire, I was hiring from a frantic place. I had let my business get to a point where I was doing everything myself and everything felt last minute.

So I was hiring. Team members to plug holes in my business based on desperation because I was desperate. I was like, I can't keep doing this because this is falling by the wayside. I can't keep doing this. So I need somebody here. And so I never really had. a strategy or an intention, I was just trying to put [00:03:00] fires out.

And when we're trying to put out fires in our business by hiring people, what ends up happening is we get the wrong people in the seat or we start to throw more and more and more and more at them. For example, like, I hired this person to help me with my social media content, and now I want them to be like my full launch integrator, and oh by the way, can you help me with Facebook ads, and oh, I also need help with onboarding and administrative, and oh, I need help with customer service, like before you know it.

They are everything that you were in your business, right? So you were doing all of the tasks and you were getting everything done. So I'm gonna hire somebody and they can do the same. But the problem is, is that when you hire from that place again, one, you're putting out the fires. But two, how well was that working for you?

And this was a big identity shift I needed to make the second time around because I hired a team of And then at one point had to [00:04:00] let everybody go and the reason I had to let everyone go was because it didn't feel like a well oiled machine, in my opinion. It didn't feel like we were working well together, right?

And for a variety of different reasons. One, again, hiring and putting people into a position that maybe weren't the right fit. Two, Not having an area of focus for that particular person and I'm going to talk about that in a little bit And so they're scattered because you're scattered and so they're just trying to get it done and then they're operating from a place of to do versus Operating from this place of how well can I do this one thing or how well can I perform in this one area?

They're just ticking things off a box and so when somebody's operating from ticking things off a box, while they're getting the work done, it just might not be done that well because they're just operating off of tick, tick, tick, tick, right? Instead of having people in a role [00:05:00] that they have one focus or maybe even two focus areas and they're responsible for that particular thing.

So I'm going to talk about that and what that actually means. But my first. You know, rodeo with employees was having people on my team and then and coming from a place of putting a fire out and then being scattered and then them being scattered and then it not being the right fit and then me letting everybody go and then me sitting in a seat going, looking at these other, you know, business owners who rave about their team and thinking I'll never get there.

Like either I'm not a good leader and therefore this is why I'm in this situation. So I don't know how to lead people. And I'm not good at it, and so I'm just not cut out to have the team, so I guess I'm just gonna continue to do things myself. And it wasn't until about six months later, after I had let pretty much everybody go, that [00:06:00] I decided to get my feet wet again with hiring.

But what I did differently in the identity shifts that I needed to make were number one is that I needed to be in the energy that I wanted my team to come into the business in. So, By that I mean, I needed to have my ducks in a row in a lot of ways. I couldn't be frantic. I couldn't be last minute. I couldn't be, Hey, I need this ASAP.

I couldn't be constantly changing my mind. I couldn't be dumping something new on them today and expecting brilliance tomorrow. I couldn't be all over the place. And I couldn't be just putting fires out. So I needed to get into a place of. Okay, here I am at my business, this is what I need and this is what I want.

And then I also had to shift the perspective that people that I hire in my business, that I am not going to juice them for everything, right? So having the [00:07:00] mentality like I'm paying you, so therefore I'm going to squeeze as much out of you as I possibly can, because I'm paying you. And my, and your value to my company is how much you produce.

I don't care how good it is, it's how much you produce, which is a perspective I had when I first started hiring was like, and that is a perspective I think a lot of business owners have because they're probably tight with money and they're probably making an investment in team. early, and therefore needing to make money basically to pay their team, and they don't have enough of a reserve saved up to get through months that might not be as promising, and so they're frantic.

And that's where I was. I was just barely making ends meet. I was just barely paying the bills and I was needing a team, so I thought, [00:08:00] because I was also doing everything, and yet I was frantically trying to map out what I needed and outsource, and I actually didn't even really know. So I didn't even spend time to sort of figure out what I needed.

So. So that was the first rodeo. The second rodeo, like I said, the identity shift that I needed to make was number one, that I'm going to hire very intentionally. I'm going to hire positions that are very intentional, that have a very key focus and an impact on my business in one way or another, right? Not just money.

So I'm going to hire somebody that's going to help me with onboarding and. You know, the delivery of my program, let's just say on the backend, the administrative stuff, that would be time, right? That person's role is not designed to make the business money. That role is designed to save me time and time is equally as [00:09:00] valuable.

And so when I get very intentional about who I'm hiring and why I'm hiring them and the value that they bring, and I can see that from the perspective, then I'm no longer looking how to like. Get them to produce a bunch to bring value to the business, if that makes sense. So that was a big identity shift I needed to make was that my people are not.

valuable based on what and how much they produce and the effort they put into the company, if that makes sense. That my people that I want to hire, one, are invested in what I'm doing and aligned with what I'm doing, but two, that The inherent value that they bring is support to me in one way or the other.

And yes, some of that could be sales. So I do have somebody on my team that supports me in taking sales calls. And the value that she brings not only is additional sales into my [00:10:00] business, which is phenomenal, but it's also time because taking every single sales call is time and not that I don't want to do that.

I don't wanna devote time to that. It's just I need support in it if I want to grow in a lot of ways, but also continue delivering epic delivery to my clients within Spellbound. So that role in, in and of itself is super valuable to my team. And for more ways than one, the impact that I'm able to make, I'm able to make a bigger impact with this support.

I'm able to serve more people with this support. Yes, there's additional sales that come into my business as a result. There's time element of not having to be on every single call, right? Which can take up a lot of time throughout the week. And so there's so many benefits for this particular role within my company.

Which brings me to the second one, again, is getting super [00:11:00] intentional with the roles that you want to fill within your company, not just plugging holes or leaky buckets type of stuff, that you're very intentional with the role that you want, and so having somebody come in and take sales calls for me, is a very specific role that I knew that I wanted, but I had to look at the big picture and look at the business as a whole and go, where do I want support?

Because I could have hired a copywriter to come into Spellbound and do some of the reviews. I could have hired somebody to come in and manage the Facebook group in Spellbound. I could hire support coaches to take some of the calls, but that's not where I wanted to invest my time and energy. And again, that's an identity shift within who you are as a business owner, because it's getting to know who you are and what you want and where and what lights you up.

[00:12:00] Most people told me to hire support coaches. Everybody that I talked to was like, hire a support coach. I would never outsource your sales calls, hire the support coach. But if you look at the identity of the person saying, don't outsource the sales call versus. Get support coaches, I can already see the mindset and the perspective of that person.

And that is I'm more concerned about making sales and I am the person that's going to do that. And it's okay if once you're in my world that You don't have me all the time as the support. Now, I'm not saying that you don't want to get support coaches in your business. I have a mindset coach, embodiment coach that comes in.

I've got EFT practitioner, but the thing that I feel like is really unique about my program Spellbound is that it's my eyes on your business, and it's a hybrid of one to one. So again, huge identity shift, looking at yourself. Fully understanding who you are asking [00:13:00] for support in this, where you need it and where you think you need it, but filtering it through your own perspective.

Because I hired in the past, based on the way in which my coach or mentor at the time had hired their team, right. I even hired. Part of her team , like people that she was working with. And just because it worked for her and that team was good for her, doesn't mean it was good for me. And so that is another massive identity shift is trusting me, trusting what I want to bring to the world and trusting that I what's best for the business.

And a big part of what's. One of the things that's unique about Spellbound is the hybrid of one to one. It's my eyes on your business, it's me as a thought partner with you. And so outsourcing somebody who would do the copy and outsourcing calls or getting additional coaches in felt like I was, I was altering the state of the program that I wanted to bring out into this world.

[00:14:00] And so yes, I could have listened to the advice. And I could have listened to the perspective, and I did. I listened, but then I filtered it through what I actually wanted, and it wasn't to outsource the delivery of my program. The sales calls. Yes, there's a lot of responsibility with the sales. Call, but the way in which I approach sales calls is very different.

And again, somebody looking from the outside in or somebody who's like, I would never outsource my sales calls, shows me the mindset of that person in a lot of ways. Again, not for right or wrong, but it's like the responsibility of a sales call. is using probably high pressured sales on the call in a lot of ways and that that person is like, I'm the best at selling.

I'm very good at selling. I'm really good at selling too, but I sell in a very, very unique way and I don't fit what is typically taught when it comes to sales calls. I [00:15:00] don't close on the sale or on the call. I don't take Credit card payment. If you wanna join, you can join. I'm not gonna chase you and pressure you like it's totally up to you.

Do what you want is kind of my whole perception. And when I had support in auditing my calls and the way in which I do things, because I also at a point was like. How can I teach this when it's innate? Like how can I teach my sales call process when it's innate? And this person that I hired to support me was like, you can teach it.

We just need to observe and see what the process is and how you take people through it. And one of the things she said and one of the things my beautiful sales call person said to me was like, it really isn't art in what you do. And but there is a process there and there is a way in which you navigate.

And so we put that together. So it was very intentional. This role is very intentional. And so back to the identity shift, right? The big identity shift was really [00:16:00] knowing rock solid, where I wanted to go and how I wanted to get there and what I valued and what I didn't value. And not that I don't value sales calls in terms of values of I mean, I value the delivery side of things is a big part to me, right?

Is that I don't just want to sell people. on something. And then when they get into my world, they're like, wait a minute, where are you? Oh, there's restricted hours of when I can talk to you, or, or I can only talk on these calls, or you'll only answer questions in this period of time. Like, I didn't want that to be some sort of shock to their system.

And so again, is filtering through who you are and what you stand for and what you value and where you want to go and knowing that about everything else and that What somebody else has built and the way it looks for them and the team that they have and the structure they have will likely not look and be yours.

And so if you're trying to replicate that, you'll probably end up in [00:17:00] the same position that I did where you eventually have to let everyone go because you're like, wait a minute, this isn't what I need, or this isn't what I want, or this isn't aligned for me or whatnot. And so that was another big shift, is like trusting that I know what I want and what I need and what I value and what's going to work for me and what isn't.

The other big identity shift that I had to make while hiring a team of people who, in my opinion, I'm so freaking grateful for, and I can say without a doubt that they're just such amazing people, um, through and through, is that I had to release any type of grip and control. Over their position, their role, their intuition, their gut instinct.

And this is a big, big lesson because when I, when I hired my first team, it was very much, this is what I want you to do. Don't color outside the lines. Don't think for yourself, just follow this. [00:18:00] Right? Cause my perspective was is that if I told them exactly what to do and how to do it and, you know, replicate everything that I do that.

they would get it right and they would do it right. The identity shift that I had to make, have the team that I have now, is I had to release that perspective. And that I knew I needed to give them direction and set sort of the tone of what I wanted. More than not, I always, always, always want my people to trust their instincts and intuition in the moment.

Because that is what I do. And if I wanted a team that was me, like, did everything like me, thought like me, everything, then I would just clone myself and do that, right? But the beautiful thing about a team is bringing all of the unique perspectives to the [00:19:00] table. And the magic that can happen when somebody takes a role, takes a position, takes responsibility for that position, is that they can creatively come up with their own thoughts, perceptions, ideas of how to do things that might I might not have thought about.

And so when somebody says to me on my team, like, you know, I did this, it didn't really follow maybe the process you had outlined, but I did it because this is what my intuition was telling me in the moment to do. I praise that. Even though they, they veered or swayed from maybe what was outlined. And for example, I will, you know, this, the sales call process, there is a bit of a process there.

But anytime my amazing sales call person will say to me, I've, I did this out of intuition and gut, even though it kind of swayed slightly different. I'm like, clap, clap, clap. This is amazing. I will never, ever, ever question your intuition because that is. My way of [00:20:00] being in my business is that I follow my gut, my instinct and my intuition.

And one, I want high performing, but a highly efficient and also self sufficient team. That's one thing that I always wanted. I did not want to micromanage people. That was the thing that I was like, I'm, I'm not a good leader because I have to. I have to micromanage and that was a perspective identity shift.

It's like, no, I'm not a micromanager. And however, I will cultivate a team of people that rely on my every move and directive who can't think for themselves, who can't think outside the box, who can't think in the moment. If I set the team up like that, right, if I, if I, if I am micromanaging the team, most of what is required of me.

In a lot of ways is done through Voxer or Signal is the other one where my team will ask me questions. My podcast [00:21:00] editor, John, who's probably listening to this episode, like literally we tag each other in a Google doc. I don't have team meetings and some people might say, well, what about like team cohesion and all of that?

Um, we have a group. Invoxer for people that need to be in the know of some of the things we're doing like, but in terms of that, again, it's like, what type of team do you want to cultivate? And then, in my opinion, this is just my perspective, any team I've ever been on, yes, I want to feel part of it and connected to it in some ways, but I also don't want to just show up for the sake of showing up at a meeting.

So that was the other big perspective and identity shift I needed to make was that I had to shed All of the beliefs and notions that I had brought from corporate. And a big part of corporate is like meet every week, right? If you want your team to do what you want them to do, you have to meet them every Monday or every week or whatever.

And you see this being replicated across the board [00:22:00] in entre like in online businesses. Right? I've been part of teams where we meet twice a week and nothing really ever got done. We just sat there and talked about what needed to get done. And I'm like, I could have spent that hour actually doing the thing that you needed.

Just tell me on Voxer or whatever. So, another big shift was like shedding some of these beliefs of what is required to cultivate a really epic team that will do work for you. Right? That will like produce what you want them to produce, to think outside of the box, to get creative, is that you need to do it a certain way and you absolutely don t.

I used to beat myself up, to be honest with you, that I didn t meet with people more regularly and then I was like, Well, what is this all about? And it all boils back to corporate. I was like, Oh, because in corporate we d have like luncheons and get togethers and all the things and yet, A lot of the teams I was on in corporate were toxic AF.

And yet [00:23:00] we'd all get together for like staff lunches and morale building exercises. And then we'd all walk away and people would all be talking about each other behind their backs or bitching about. The Place That They Worked At, or whatever, right. Like, it was toxic, but then we were all fake in these in these like group gathering morale meetings, and so I had to think about like what is it.

There's no right or wrong, there's no cookie cutter, and that you can facilitate the team the way in which you want, and, and morale, in my opinion, is somebody that feel as part of the team but also feels like they are doing a good job within the team. Which is another big lesson, probably not an identity shift, but a lesson when I was Probably trying to squeeze what I could out of people and get them to do all of these things Is that when somebody's in a role that's either not aligned for them Or they're in a role that, they actually can't accomplish everything you're throwing at them They're gonna feel like they don't belong [00:24:00] Because they can't actually do good work, and they know it, and they see it, but they also feel it.

They're like, I probably don't fit here, but yet, you know, I kind of want to fit here, but I don't. And that, to me, impacts morale more than anything is Is not having sort of a defined or having an intentional role or giving people sort of an intentional measurement of like, this is what your responsibility is, and this is what I want you to do, and then you go do that.

And that was again, another big identity shift was understanding that it's okay. For you as a person to hire somebody who just specializes in one thing, again, I think this comes from corporate and seeps from corporate is that you often get hired into a role, whether it's director of communications or a marketing expert.

And before you know it, you're like marketing and you're doing everything within that. the spectrum of marketing. Now, marketing is such a broad perspective. Like [00:25:00] you could be and very much an expert in social media marketing. You could be an expert in, you know, word of mouth marketing for companies or, you know, experiential marketing or influencer marketing, right?

Like there's so many different ways of marketing. And in corporate, often it was like, you're the marketer. We can do whatever you want or whatever like this is what we're doing and so you need to be a generalist in a lot of ways and sure you get more bang for your buck because you hire somebody and they do a bunch of different things for you but where I wanted to shift in my perspective and and what I saw work really well for myself but also how people work in general is like when they have a focused responsibility they tend to do a way better job because they're Only focused on it.

They're like, okay, I am the sales call person. So my role is to show up to these calls, hold space, form, connection, and support people in making a decision to join [00:26:00] spellbound or not join Spellbound. You know what I mean? Like that is the role. I have another person that supports me in, in sort of the nurturing side of my business, and so it's like.

That's her role. She's, um, she's not designed to then go and run my Facebook ads and post my social media content, because that becomes scattered. And I would rather have someone who is an expert in Facebook ads. I'd rather have somebody who is an expert in Instagram, because They come then with that expertise, that level of mastery, and I don't necessarily have to, like, micromanage or tell them exactly what I want because they already should know how to really do well on Insta if that's their level of expertise.

Like, I shouldn't have to say, these are the hashtags I want, or da da da. They can think outside of the box because they are doing it. Similar if they were an influence. like influencer marketer, right. I [00:27:00] wouldn't go to them and hire them and say, hey, by the way, like, can you help me with, um, publication ads and stuff like that?

Like, no. Right. And then you pull people out of their zone of genius. And when you pull people out of their zone of genius, they become unhappy in a lot of ways and so these have been some of the big identity shifts I needed to make. And I just want to recap them for you because they might help you now in your business lay the foundation before you ever even hire a team or shift that perspective.

And so the big one is obviously the energy I wanted to bring. Like if I wanted a high performing, self sufficient team that thinks outside of the box and really leans into their intuition, then I had to show up in that energy and honor that energy. But I had to show up in it, which means I couldn't come and be plugging holes frantically and be scattered all over the place.

Like I had to come with a grounded, calm, intentional [00:28:00] Way of being. And I also had to have a bit of a, an intentional plan of what I wanted them to do. So I had to intentionally think about what roles do I want in my business and where do I want the support and why do I want the support versus I'm so desperate right now 'cause I'm burnt out and I'm hiring from a place of burnout, and so I'm just gonna hire to fill.

And then I'm just going to keep throwing things at people that had to shift before I could bring people on a team. The other big one obviously is knowing who I am, what I want and where I want to sort of go. And that builds on the intentionality of the positions. So knowing how I want my business to look and feel and how I want people to experience it is, is knowing.

What I want so that I can filter out any of the advice that people often give when it comes to hiring and what you should and shouldn't do. Right. I can go, huh. [00:29:00] Cool. That's your perspective and I can see your perspective and where your area focuses and what is important and valuable to you. Like I would never hire, hire someone to take my sales calls.

I want to take those, I'd way rather outsource the delivery of my program, different perspective. Different values, in my opinion, and that is okay, but when I know my values, I don't need to worry about Anybody else's values. I just know mine and I know when someone's giving me advice on something I can filter it through My own value system.

The other big perspective shift is looking at my people not from a perspective How much can I get out of you? but more of what do I want from you? Like, what, how do I want you to show up? What do I want from you? And then let you do that and know that what that is is valuable. Whether that's you saving me time, whether that's you bringing me some really epic creative idea that I never would have thought [00:30:00] about, whether that is you.

bringing more sales into my business, whatever that might be is looking at it from that perspective, from a place of appreciation and gratitude versus I'm going to squeeze what I need out of you because I'm paying you money, which is a shift from. that scarcity mindset to one of abundance, right? That the people on your team are adding value.

And then the other big one is, is shifting and releasing anything that I carried from corporate and the things that I thought I needed to have a really epic team, whether that be like regular staff meetings or regular check ins or whatever it might be. Now, I talk with most of my people on a regular basis, but.

I don't just have staff meetings for the sake of having staff meetings, just because that's the way companies run, right? I left corporate for a reason. I didn't often, like, I didn't often love a [00:31:00] lot of the things we did in corporate because I felt like a lot of the things we did was counterintuitive to thriving corporations, right?

A lot of the things that we added in were for the sake of it. And to me, we're like that sort of cookie cutter. And then the other. Big one is and the thing that I, you know, am loving every day is really trusting and leaning into and allowing and creating this space for my team to follow their instinct, intuition in the moment, and that is my way of being.

And so I want that to be their way of being. And so even if they sway or veer or don't follow something maybe the way they said they were going to, but they followed their instinct and intuition. I praise that and honor that. And one final thing that I probably have left out of all of this is that whenever a mistake is made, let's call it a mistake, I even hate [00:32:00] calling it mistakes, because whenever something doesn't go the way maybe that I expected, and I bring that up with my team, it's always I always look inward and go, how can I communicate that better?

And one of the things that I think my team has shown me more than anything is how much better I can communicate and also that the way in which I communicate, sometimes, the way I'm communicating, they perceive it in a different way. For example, if I ask them to do something or I say, hey, I'd love this to be done, what do you guys think about this, da da da, whatever.

I will often get questions back going like, what do you actually mean by that? And what that has shown me is that many, many times, if there was a mistake or a miss, You know, um, conception of what it is I wanted, it comes down to my communication. Instead of looking at my employees or my team members saying, Oh my god, you're [00:33:00] just doing this wrong, or you're not getting it right, or why did you do that, or whatever.

And coming from this sort of like, jaded perspective, like, nope, they can't do it as good as me. or they'll never get anything right, or being just again like hyper vigilant all the time about what they're doing and how they're doing it. The perspective shift or identity shift is like now pointing the finger back at me because I am the leader and that we as leaders sometimes we can push it out and give responsibility to everybody else.

And we can say, Oh, well, that's their fault or their problem or their responsibility. And yes, I have people in positions that it's their responsibility for certain things within my company. Absolutely. But it's also my responsibility to be the leader and to hold the space as a leader and to create that environment.

And so if there's a ton of mistakes happening and things aren't getting done the way that I want it to, I, I go to myself [00:34:00] first, instead of going outward and going, why didn't you do this, blah, blah, blah, blah, blah. Which I think often happens in leadership in a lot of ways, um, is we want to naturally blame somebody for not getting it right, so to speak, but when you actually unpack it, it's just, It either wasn't communicated well, or the way in which it was communicated was received in a very different way, and they ran with it, because I am of the mind that when We hire people into our business.

Nineteens out of ten people just want to do a really good job. And we can kill a really good partnership when we're constantly pointing out everything that somebody's doing wrong or not right or whatever without coming from a place of trying to understand. Now this goes for, you can take a lot of what I'm sharing Right now if you're not in a position to hire a team, and you could take a lot of this as identity [00:35:00] shifts that you could make even in client relations.

'cause I think a lot of times in client relations when we get frustrated with clients or maybe they're not showing up the way that we wanted them to, blah, blah, blah, all the things we're we, these are a lot of the identity shifts that have also helped me in my business and client like working with clients because again, is.

It's, it's a two way street in a lot of ways and how you perceive and look at your clients and how you perceive and look at your team is what's going to be reflected back to you. So if you are constantly perceiving that people can't do things right or they're always doing things wrong or whatever, then that's what you're constantly going to see.

So if you are constantly looking at your clients going, Oh man, like they're not go getters or they're not ambitious or they're not doing the work that I want them to do, blah, blah, blah, all the things, you're constantly going to get evidence for why that's true. But if you shift your perspective and really shift the way in which you show up, if you shift that perspective and you start to look at your people that you've hired [00:36:00] or your clients, and you're like.

Like they're epic people. They're capable of amazing things. They're doing amazing things. And you express that gratitude. You're going to just get more of that out. Right. And again, I think most people want to do a good job. It's just for whatever reason. I mean, there's lots of reasons why mistakes happen and to, to be a leader that never, ever, ever makes a mistake or has the perception that their team can never make a mistake is like.

Really creating that box of perfectionism, right? And you and I know that that's just not ever going to happen. Like you and I all make, we all make mistakes or things happen. And so those are the big shifts that I needed to make. And now I have, like I said, this epic team of people. That I'm, I'm, I'm in awe of, and I think I'm in awe of, like, all of the amazing clients that I've had the opportunity of working with over the last couple years, too, because it's the same, you're [00:37:00] like in this awe, like, oh my gosh, these are epic people, they have epic businesses, they're here to do epic things, my team, I'm like, these are epic humans, like, that are here to do phenomenal work, and they want to work with me, which is, that I have so much gratitude towards, and so when you just shift that perspective, and you start to look through that sort of lens, The world around you will shift and change and, and, and pretty rapidly.

So with that, I'm going to leave you. If you've loved this episode, please come over on Insta and let me know any insights, any thoughts, any things that you've, you know, these aha moments, I'd love to hear it. And with that, I'm going to leave you, but subscribe to the show so you don't miss when the next episode drops.

Cheers. Thanks for listening. We'll see you right back here next time. You can also find us on social media at creativelyowned and online at creativelyowned. com. Until next time, keep showing up as your authentic self.[00:38:00]