By Insight Editor / 11 Dec 2023 / Topics: Culture & careers
Striking a harmonious balance between confidence and humility empowers leaders to cultivate trust, nurture a positive and collaborative workplace, navigate challenges adeptly, and champion ongoing learning and development. Featuring Insight special guest Michelle Harris, Z and Rich illustrate how this equilibrium is instrumental in bringing out the best in both leaders and their teammates.
To experience this week’s episode, listen on the player above, watch the conversation below or scroll down to read a complete transcript. You can also subscribe to Leading With Insight on Apple Podcasts, Pandora and Spotify.
Audio transcript:
Have you ever struggled with balancing both confidence and humility as a leader? Today, we're going to dive into that conversation with a special guests and give you some best practices to overcome and improve or have the right balance. My name is Z and I'm rich. Z I'm really excited to be talking about this. In discussing this topic today and the reason why is because this is something that I feel like I struggle with balancing confidence and humility when I'm a very task oriented, head down, do the work type of guy.
But when I'm super-PAC minded about a topic, it's one of those things where I talk emphatically, you can tell I'm passionate and you probably obviously can see that in the podcast episodes. So just balancing, you know, that confidence and humility and being able to do that effectively. Yeah, Yeah. And just to be honest, you know, you're not alone, right?
I think it's one of the things that, you know, many leaders and many teammates aspiring to be leaders want to work on because there is, you know, those extremes that do happen. And, you know, again, it's good to have them right. But in a good dose or a good amount. Right. Do it. When you overdo it, it can it can morph into something not so pleasant insight that our intention.
Is that right? It just out to your point, I love that you said we get passionate, we get really into it, that it can come across as like, all right, now you're bragging or calm down or the opposite, right? Where you're just like, my gosh, you did amazing. Like I was okay. I was fine, like taking it.
But like, you know what? Thank you for that. I was I really I really appreciate. I really appreciate you sharing that with me. I really value that. And it starts building up that confidence. Right. So it's a it's a fun topic. And it's one of those things that, you know, people is that you never lack of confidence. I'm like, dude, it's like everybody else.
Those moments or I doubt myself or I'm not sure or even afterwards were worst critics. And we have to find that balance to keep it keep keep moving forward. Right. Speaking of that, we did I recently receive an amazing award. I'd like to highlight this in this episode. So a few weeks ago, we were actually we were ranked 20 out of 25 when it comes to the world, the world's best workplaces by fortune.
So again, what a great accolade. And one of those things, it's like people say, well, why why do you boasting or highlighting? It's like, no, it's actually highlighting all the hard work that we've done as an organization and then, you know, narrow and then Bret Larry, lowering the down to all the different departments because every department had had a big contribution to that award.
And again, really, really proud of that. In my understanding, it wasn't easy. There's a lot of factors there in that being that a 25 year old, that's a huge accolade, man. What are your thoughts? Yeah, I mean, it's one of those things where you're definitely proud of it. You're but it's humbling at the same time, right? So it's one of those things where, you know, it's great to have this culture and we strive very hard to create that type of culture.
You know, having one of the best world workplaces in the world, that's that's amazing. But we really focus on different sort of aspects to help that and elevate that. So just like anything to say, okay, great. Now how do we continue that or how do we continue to improve or sustain it, which is a never ending learning? Never, never ending.
Right. We can. We are we made it. We're done. And we're going to stop trying. But speaking that we are going to we do have a guest today and again I if you don't mind, kind of give us a quick little intro. Yeah, absolutely. So today I'm very excited to introduce Michelle Harris. She's with us. I won't do you any justice in explaining your title, so I'll go ahead and let you do that and tell us a little bit about what you do for INSIGHT.
Thanks, Rich. I'm our events marketing manager over our corporate events team marketing team. So we have the opportunity to work with a lot of different leaders and partners and whether it's teammates or clients on our signature events, a variety of client appreciation, golf events, kind of everything where we have an opportunity to, you know, interact with teammates and clients.
So it's been a great experience, have been here and really enjoyed it. So Michelle, again, how long have you been with us at INSIGHT? About a year and a half. So even though it honestly doesn't feel I feel like you've been here for a long time, you've probably already seen I mean, just at that time, there's been so much that you've been involved in and kind of managing and seeing, you know, I think with anything, you know, there's always a learning curve.
You know, there's there's some learning that take some of that goes on. And at the same time is as you're going through these events and these different different, you know, projects or programs and then the feedback, you know, getting that feedback to improve on it. Because I imagine when you came in, very observant. How are things, Ron, soaking it in that first, you know, 30, 60 days, but then now it's like, okay, now how can I make it better?
Or how can we continue to build upon what's going great, but also how can we make it better for the future? So what my first question to you is how do you how do you instill that? You know, that that learning initiative and the receiving and giving feedback in your leadership? Yeah, absolutely. And you obviously talk about you know, it does feel like I've been here a really long time and I've been able to kind of dive in literally since my second week.
I was thrown into an event and got to observe and see. And, you know, I had my own feedback coming in. But it was great to really hear from others who I hadn't been part of the planning process. And you know, my team did a great job putting everything together, but kind of fast forward and see the feedback from leaders.
It was really great to see how even after an event that was viewed successful by all accounts, from leaders to external partners, etc., you know, the team we really focus on, that was great. We appreciate the feedback, but now what? What can we do next time? You know what A, B, and C that we need to focus on, which I think is that balancing act in order to get better.
We all want to like give the pat on the back or say thank you, but now let's look to next time, next event. It's right around the corner. What can we do? Yeah, yeah. It's so important to have that growth mindset and just keeping that, you know, kind of at the forefront or at the center, you know, realizing and taking, you know, as I mentioned before, taking those compliments and then really saying, okay, that's awesome, that's great.
We're going to highlight that. But also we want to continuously get better. So how how is it that you can foster or encourage that feedback system throughout your team to continue to to help you grow and, you know, create that confidence and that balancing act? I would say a huge component of it is communication. And, you know, obviously coming in as a new leader and most of my team was new, it takes time to build that trust.
And kind of with the trust comes the communication where we do give each other feedback or, hey, can we try this next time? Or, you know, this might not have worked or we may have always done this in the past, you know, So it's challenging the status quo, giving the feedback and really being open to the communication. And obviously that doesn't happen overnight because, again, we're all new.
We're building you know, most of us are trying to figure out what is her style like, what is what is their style like. And so it just takes the time in the communication to focus on bettering ourselves as a team. Because at the end of the day, we work together as a team and our success is together. Yeah, and I love that you just said it.
It starts with the team, right? It's like you're stealing that within your team and your culture. Every team. But then they take it upon themselves to then seek it out themselves with the leaders, with, you know, the various different teammates that they don't interact with during these events to concepts and being comfortable seeking it out. And then the receiving part of like, okay, great, take do take the accolades, take the kudos.
But at the same time, you know, they pull those, I pull that onion a little bit and, and get into like, Hey, how can we continue to make this better? Or was there really something that we maybe we could have we could have done right that was not 100% the way it planned out and how can we learn from it?
And that's that part, the learning part. Yeah. So I guess a follow up question in that regard. That's right. Because not only were you new, but you had a whole your whole team was practically new. So, you know, there's talk about that when it comes to like how you know, how did you, you know, collect feedback from the past from like the previous team or the you know, did you do anything around that to say, hey, what did we learn from the past that we can take?
Because you really didn't have a path with insight. You just came in and said, Hey, plug in and start. Start with the event. Yeah. You know, as we tried to find as much as we could and kind of having those conversations to figure out like, what have we done in the past, what worked well, what didn't, you know, I got some context, obviously, during the interview process and coming in and, you know, everything that you will learn from the previous team, individuals that they've worked with.
But really it's with a whole new team. You establish new new process, new procedure, new ways of doing things, because challenging the status quo can be good. You know, sometimes the feedback with doing something different may not always be good, but you still take that and then you could turn and pivot for next time or the feedback is positive.
And it's the changes that we made were well-received and so let's do that again next time. Or how can we even improve on that more? So it was taking obviously what's been done, but also figuring out with the new team we all have strengths that we can rely on. And so honing in more on that and how we can use our strengths and channel it forward for events going forward because we're going to be the team going forward.
And, you know, change is good, it's challenging, but it can be good. And it's that's the only thing that's constant, right? Yeah, exactly. And that's a great point. You mentioned leveraging strengths, right? So on the feedback side, it has there ever been a time where and it doesn't necessarily have to be at INSIGHT but that you received feedback and it's either helped out your confidence or you know, kind of added to that being more humble side.
Yes, having the conversation about confidence and humility, it's it's challenging and it's hard because, you know, as you think of yourself sometimes being humble, it is hard to talk about yourself and, you know, to the points earlier on, giving yourself kudos and being willing to accept it. So there definitely I had a lot of growth even in my short time here so far, and that really, truly allowing like myself to hear the leaders that are giving me the feedback with some positive changes that you know, we've made and that our team has been doing really elevate our events.
So I definitely seen again in the year and a half here, I've grown personally in my confidence because I'm willing myself to listen and hear them versus being like, Yep, yep, thanks, but this is what we can do better. You want to focus on the what we can do better. But to your point earlier, you still need to focus on and allow yourself to hear what people are saying because that helps you.
You just love your job more, which I think helps you even do more better every day. Yeah. Yeah, exactly. You just I love that because you don't see it as a as a job. You see it as a you know, it's a passion, right? It's it's feeling that passion that you have. Like, it reminds you, why did I do this in the first place?
People are now reminding you because, my gosh, you know, when you did this, it was a life saver or that. I love the way that that elevated the event or elevated the experience, I guess, to the one last question or go to the next. The next one on this one is your teammates, right? You have a whole bunch of teammates, new teammates.
Now, how do you help them when it comes to that balancing act between confidence and humility? Because I can imagine the personalities know that are very confident going in and then some that are, you know, not as confident, but the humility to kind of, you know, they they they're very humble, but they don't really go to the next level.
How do you help teammates with that balance? You're right 100% that every person is different. Everyone has a different confidence level, including myself. So it's it's figuring out and kind of blending all of our styles. But early on, building as I built those relationships and continue to with the team, I start to understand more of what they do need.
So are they an individual that needs a little bit more of a pep talk, you know, and and needs more of the affirmation, you know, each week, each, you know, leading up to an event? Or is it someone where it's like, you know what? I know that they have a lot of confidence, but let's figure out how I can take their confidence and help to build upon that, whether it's, you know, improving a process or something that could help them with the team, with this project in particular or with the leader later.
Yeah. So I think it's a lot of conversation since the trust, like I mentioned earlier, because if you don't have that, like I can't give feedback without them being like, you know what, Michelle's saying this from a good place, not from a I want to be highly critical of, you know, X, Y and Z person, but I truly care about my team.
Like we were talking earlier in our events team meeting that we're a work family and you kind of want to take that and help each other build that confidence, you know, and it's just taking the feedback that they are, I guess, providing the feedback that I think that they might need. Yeah. And it's not a one size fits.
All right. To your point, every every individual is different. And I know that we've done also, like, you know, this trainings and team buildings and that way you guys are bonding and building that team and understanding, you know, everybody's strengths, but also the areas of opportunity and growth. But at the same time, also how do I deliver this message that is really going to resonate with them instead of, to your point, get misunderstanding?
Yeah. man, of all my job, Michelle just gave me all this back and it's like, no, like, you know, Michelle gave me the city back to make me better. Yep. So, yeah, and much to that same point, you know, assuming that positive intent, right, when you are giving providing that feedback. Right. So another key component of this is, you know, self appreciation and just, you know, just being comfortable with that, just essentially, you know, taking that criticism, assuming the positive feedback.
And then also how can you leverage that with, you know, as building a culture to embrace that feedback? I think it comes down to again, where the feedback is coming from. Like if it's coming from a place of love and it is meant to help you grow versus it's not, I mean, nit picking or trying to think of some reason why like, Rich, you did this.
It's like, no, we're it's me along with you. It's not just you. You're not out here siloed, but kind of how can I help you to help our team and grow? And so I think it just depends on the place that it's coming from. And I think that just starts with building that trust with the team, like I mentioned multiple times.
But that that's a huge component of, you know, building their confidence and, and our team in general of, you know, working together. Yeah. You know, and this is just kind of pivot a little bit because again, knowing that you work a lot with, you know, various events and not only internal but external, right partners and several others, you know, we always talk about we talk about executive presidents, we talk about these different tools.
I think this is a good balance of that as well. Right. And second is yet to have a good balance of confidence, a humility tells about, you know, you don't have to give a name or anything. You know, there's been imagine some leaders that you work with who have a good balance and you can just tell what can you give us an example of what that looks like and what sets them apart from others that you work with that may be either going one or the other Guy's a great question, and there are quite a few examples, an insight, which I think is another reason.
What makes insight so special and definitely probably helps get us in that 20 out of 25 list. But I think just as you're meeting with them, you know, leaders have so many things on their plates, like their you know, how they handle everything is amazing. And then we're coming in with additional questions and, you know, seeking information from them.
And I think the ones that I've had the privilege of working with, it's just I see that it may sound kind of silly, but like, I see that like they see me, it's not just like a checkbox of like, you know, Michelle's come at me again. Yes, I have my X, Y, and Z like things that I need answered.
But like, they treat me with the dignity and respect of like I'm any other person. I'm not just, you know, not just an events manager that's coming to, you know, do a project. But I think that dignity piece helps to build my confidence of like, okay, they see me, you know, as a leader here and recognize, you know, the work that our team is doing, which is great.
And so it's definitely it's just I enjoy our leaders and the opportunity to work with them, which has been great. So, that's great. Like being seen is so important. I think just adding to the layer and I've seen this to you, let me know if you've seen some examples to us, like when you see, you know, the leader has that nice balance as when they are attending a session or a meeting or whatever, even live, they're just like, you know, just willing to also like roll up their sleeves a little bit.
Right. Like, I haven't seen I haven't seen examples of somebody trying to put up, you know, I don't know, signage or something. And it's like crunch time. And I see somebody just kind of roll up their sleeves and help them or, you know, hey, would you even ask you had any help with it? Do you want me to?
I for me, that is a great sign of, you know, humility, right? It's like not like, I'm I'm at this. I have this title and you're going to do all that work. It's below me, right? It's none of that. It's. What do you need? Help. What? What's going on? You do need some water, even though I'm asking.
Hey, it's like. Thanks. I appreciate that. You see me, right? That whole example I love that. And it shows. You see, though, those examples, like on a regular basis, I mean, at our event, to see Joyce literally walking by herself through everyone saying like, Hi, how you guys doing? Like doing anything, even coming into our events office and asking us your point, like, do you guys need anything?
Do you, you know, any and same thing if, if I'm say, at a roadblock trying to get an answer. There's plenty of leaders that will come and say, What can I do to help? What do you need from me? And it's like, Well, I haven't gotten this answer, so I really need this high priority. And they're, you know, their schedules.
They're like, you know, yep, I can give you 15 more minutes because I know that we need to get this done. So I think just recognizing and seeing them recognize that, you know, the value of their time and their help and whatever it is, is much appreciated. Yeah, hundred percent. Yeah. So you mentioned roadblocks, and I know Z has alluded to some of the challenges you face coming in inside.
First of all, being external to the organization and then also building out your team. How do you stay optimistic while navigating those challenges? I feel like you really have no other choice but to be optimistic. I always kind of felt like I was like a glass half full kind of person, you know, ever since growing up and, you know, you can't get too down on yourself.
Something may go wrong. I like where especially with the events world, it's not if something goes wrong, it's when. So we have to be ready to face some of those roadblocks and it just makes it easier to work through whether it's yourself or your team, if you have a positive attitude. Because when you don't it just like you, you always have that something in your ear saying like, no, you can't do this, or that might go wrong, but you just have to stay positive and keep going because that's all you can do or else you get stuck and no one wants to be in that place.
So just, yeah, self-compassion. I like that. I like that. And I love those as they say that It's sad, you know? Is it when Because it's like we talk about all the time. Yeah. When it's like something's going to happen, it's, it's inevitable not only a you as a leader have to work through that. I know that it's going to something's going to happen.
We just have to, you know, what is plan B to see? What can we do? Seeking others like taking that strategic positive right time out. What's change? What do we need to do? But then adding it to to your to your team Now, what have you done to instill that in them? Because a lot of times you're not everywhere, you know, like we wish you can be everywhere and every time, but you have to empower your team and give them that opportunity, that autonomy to make those calls.
How do you instill that confidence in them to make the right calls or to pivot when you know there's late notice or something's changed? Yeah, I think it comes back to like the foundation that we've built, you know, as a new team coming in and even, you know, with obviously the reputation of, you know, the events that had been in the past and wanting to continue that, you know, it's just coming together and realizing that, you know, we just have to work together to look to move forward.
And when, you know, we're together and I think to you, maybe to your point is also like, you know, letting them know, hey, it's okay. Like whatever, you know, it's like what we talk about for hey, here's our goal. Here's the objective. Reminding them at the end of the day, this is what we want to get to. And however, whatever you the decision you make, as long as we're that's heading up to that right direction where it will be okay.
Or to your point, we can learn from it and get that feedback after because sometimes it may not imagine some cause would have been the best calls or ideas and that that happens. But taking that and learning appropriate next time and sharing that within your team and I think going on that is, you know, obviously the whole concept of the conversation with trust and confidence is that if I'm instilling enough confidence in my team that they will feel like I can make this decision on my own.
I don't need to come, you know, to Michelle to ask X, Y, and Z. You know, sometimes they might ask for my opinion, but hopefully they feel like they have and that I have enough confidence in them and them have their own confidence in themselves that they can make those decisions and feel like they're making the right call.
And that just happens over time as we're, you know, continuing to build. I go back to the trust and relationships, but that's kind of a foundation of a lot. Yeah, definitely. KEY Yeah. Another thing you mentioned kind of going back to that self-compassion and knowing that handling events, you know, you mentioned if and when or when things go wrong or awry, how you take that in stride.
Has there ever been an opportunity where you practice that self, you know, compassion and it's helped you with either your confidence or you've done something so great that it's actually almost a humbling moment, sort of like us making the Fortune Top 20. That's a good question. I'm honestly going to like pivot outside of work and just like being a mom, like it's a daily, daily thing.
Whereas like one moment your, you know, child will say something, you're like, Yes, like I did it. I worked like we made it. And then other mornings, like today, it's a scramble to get out of the house. But we survived like we made it and pretty it wasn't pretty, but we got out the door. And, you know, I think that just kind of helps to bring that to work where you have the same situations where somedays you have all the confidence in the world and everything turns out great, and other days it's just one thing after another of fires that you got to put out.
But you figure out a way and you move forward and tomorrow's another day and hopefully we get out of the house without, you know, kicking and screaming. That's an amazing analogy. I love that. By the way, a lot of parents are going, my gosh, yeah, it was so nice, too. Yeah, It was our survival. It was a win, right?
Yeah. And it's funny, cause that goes to the final question, where we're going to go into is like, All right, let's talk about some best practices of how we can, you know, overcome or again, find that right balance. And you just gave a great example is we have to celebrate those small victories or small wins, you know, and it's just work related.
And I love that you brought back to real also personal life, because we're more than just work, right? But we're a parent where we're a sibling, where, you know, you know, we play multiple roles and whatever that is. And then just celebrating those small victories is so important. So just take that moment to say, Hey, it was probably not the prettiest day or Pi wasn't the best, smoothest of impossible, but we got it done.
Let's first of all, let's give ourselves a huge pattern of that. We survive now it's time to how are we going to pivot and make this less painful for next time, right? Yeah, I always like stories. One story. So to invest in my you know, chief Human Resource Officer leader, she always has this amazing story about, you know, again, with kids where she she'll say, hey, getting up every morning and getting them to get ready is just always a production.
I always chaos. So she's like, we're wasting time. There's so much going on. It just seems like it's never enough time and we're just scrambling it out. So her solution, one day she's like, You know what? How come I don't think they sleep in their clothes that they're going to wear the next day and like, yeah, maybe a little wrinkle, but they don't care at that age.
So she she has of sleep and the clothes that they're going to go and next day they get up in this less time they have to worry about finding what their outfit is and all that. And I'm just like, hey, those little things work, you know, like again, once again, as you've learned to say to was, we'll try this out and it worked out for her, you know.
So I don't think too that a tip that you want to try for your kids I love they don't mind what they like the clothes for me I'll be like, no, it's got to be like Chris, I gotta look good. Yeah, exactly. But optimizing time is definitely important, especially as a parent, but you know, also in your role as well.
So let's go over other best practices. So we just talked about. Yes. You know, celebrating the small victories. What other tips or best practices can we do to balance both the humility and the confidence in any other any other any other tips that you can think of? Yeah, I think especially building the confidence, you know, is a recognized platform.
It's huge. And it's funny how such like a small thing like that can make someone's day turn from bad to even better. So I think that's as a leader and even as teammates, you know, just verbally or I guess digitally, giving people a pat on the back is a great thing that Insight does. So I think, you know, for each of us, that's that's a huge thing that we can, I guess a small thing that we can do each day for our teams.
And then I think just as we said earlier, giving yourself the ability to listen and take in that positive, like whatever someone is trying to give to you, like open up, let it in. Don't be like, No, no, no, it was fine. It was a team. It was whatever. Take it and let it sink with you so that, you know, it helps you to build that confidence.
But also, yeah, you can be humble while also taking the positive feedback. Yeah, I love that. You know, the platform is a great platform that we have, but it's like if you don't have one or if you, whatever the case may be, which is just take going out of your way to think somebody and being specific, you know, it's one of those things we take for granted sometimes, you know, just a simple thank you and explaining.
I mean, here's here's one one that really resonates with me. Have you ever received a handwritten. No. Recently from somebody? It's kind of rare, though, right? We don't really do that as much. Everything's digital. Yep. Just like the platform. But even when you have those one moments where somebody really takes a moment and Pen writes a thank you and explains to you, you know, it really feels really special.
And it's interesting, like a most recent one I received, I was with one of our interns this past summer. They literally put an envelope on my desk, and they did that for several people in your organization. That made an impact in their internship. And now for me, it's like that was that was really good. And it wasn't just a simple thank you for being a good, you know, teammate or leader.
They live in a role and they heartfelt, very intentional. And I was just like, wow, that that means a lot. And once again, just I love that. Just take it in sled let, let let that warm feeling a little bit man don't be like that drenched your heart say yeah what are your thoughts and the best practices are that that that technique.
Yeah I mean the balancing act between confidence and humility is definitely something that's difficult and challenging for a lot. And for me, what stuck out most is just being self compassionate, empowering your team and allowing that growth right, continuing to have that growth mindset. Sticking with that, those are probably some of the key takeaways I had. What about you?
Yeah, let me throw this one out and let me know if you you know what your thoughts are around this too. But, you know, it's it's opening the door and giving your team the ability to to get recognition or to put them in a situation where they're going to get that visibility. You know, a lot of times we kind of, you know, as leaders, that's kind of our role.
We're like, I'm here like, I got you. What's going on? Solve the problem. Hey, you know, can you take on that responsibility or put them in a position where they can succeed and get recognized? Right. So that's one of the tips that I have, is just like find every opportunity you can't to highlight to put your your teammate in a position to succeed and get that visibility.
It's a great that's a great perspective because I think, you know, even as leaders like we are like we started as doers, you know, and I think by nature, like we're all like I'm be like in my heart, like I'm a I'm a doer. And sometimes it is hard to be like, but okay, you know, and so to to give others that opportunity is huge because that's how else does someone build that confidence.
And you know, in that situation, if you're I'm always coming over top it's definitely taken some time to as becoming a new leader, you know, figuring that balance out. But I think that's that's huge. You have to give others on your team the opportunity because how else can they can they grow in the ways that they need to?
Yeah, they're going to get that confidence really build up. So one last one before we wrap up. Let's talk about humility as well. Right. As a leader, I think it's another good another thing we need to be mindful of too, is like like owning when we make a mistake, right. Owning when we whatever the case may be. You know, I seen this a lot when it comes to the extremes that there are some leaders, they just don't take accountability that are making, you know, costly just someone else's fault or coming.
I would say it's exhausting. On the other hand, but also you talked about talk about a trust killer. Right. So my my my biggest tip on that as well is like, hey, like, it's okay. Like own up to your mistake as long as you learn from it. And then improve on it moving forward. It doesn't work. If you say, I made a mistake and you keep doing it and doing it doing, it's like, All right, are you ever going to learn and get better, too?
Right. Right. What are your thoughts on that in that part? No, You got hit the nail on the head on there. But mistakes are part of life, part of your job. Like I feel like we don't no one goes through, you know, a time in their career where they don't make mistakes and you definitely learn from it. And I do think it takes some ownership because it's not just one person that makes a mistake.
It was a culmination. You know, you think about even in sports, you know, it's not the person that missed the last shot. There was so many other things that led up to the point that you needed that last basket to win or whatever the situation is. So it's the same with the team. And so it is taking that accountability, but also being there with your team.
Like, you know what, Yes, this was a mistake. I was here with you and I probably could have done X, Y, and Z better. And you're both learning like, there's definitely situations, you know, here inside where I needed to do better and I need to have better communication with my team, which would have helped us to maybe not make that mistake or, you know, done something down the road.
So it is huge to not just like kind of put it in one mistake, but looking at the full picture of how can we all improve to make it better? my gosh, that is a hard dude. It's like, guess a funny the right way. So one on the one thing. But in reality there was so much that led up to it.
But we just tend to focus on that. One thing that stood out to us. But no, it's it's a collective. Absolutely. That was that was a great mic drop or a great way to wrap this up. Yeah, exactly. So on that note, guys, please be sure to follow us on all of our social media. And if you liked our content, be sure to give us a like and also turn on your notifications for YouTube.
Any of the podcast streaming platforms and so you can get those streaming as soon as we release it. Thanks. And until next time.
Host
Z Tinoco is a diversity, leadership & organization development manager who believes in building teams, inspiring minds and creating authentic connections. He helps people reach their goals and find success through humor, leadership and a diverse mindset.
Co-host
Richard is an experienced paid media specialist with a proven track record of creating and executing successful campaigns across various platforms. Richard has a passion for tackling new challenges, connecting with people and loves all things tech.
Receive automatic notifications when new episodes are released.
