Lead the People

Phil Wesbury is Vice President at Builtech Services, LLC focusing on business development. He leads Builtech’s business development initiatives across the country with an emphasis on delivering sustained growth across all of Builtech’s key verticals and areas of operation. Phil works with local, regional, and national clientele specializing in Retail, Multifamily, Education, Office, Hospitality, and Industrial development. He thrives on Builtech’s entrepreneurial spirit and dedication to doing what’s right. Top 3 Takeaways Awareness opens doors. Where we lack self-awareness, we invite confusion and frustration. Tools like those from The Predictive Index raise understanding and open dialogue. Hit the pause button. When friction arises, call time out. Ask yourself what’s really contributing to the escalation. Competing styles and goals are often the culprits. Look at all sides. An investment in talent optimization produces a hard return in the form of performance and reduced turnover but don’t sleep on the so-called “soft” benefits of a better working experience for all. From Our Sponsor The Predictive Index (PI) is an award-winning talent optimization platform that aligns business strategy with people strategy for optimal business results. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more about Builtech's journey at predictiveindex.com. From the Source “If you're okay with being self aware, and you can kind of make fun of yourself a little bit, no matter what PI profile you have, in different situations, you're going to have strengths and weaknesses.” “When there's a pinch point, and we're having friction, and we're like, ‘My gosh, why aren't we getting along right now?’ then you can kind of point to the fact that, ‘Hey, you're detailed. I'm not.’ And you acknowledging it goes a really long way.” “We had these flashpoints of stress. Our business cycles really quick, sometimes it can be really slow, and there are so many competing dynamics that affect my world and every other department.” “If you can drop your unplanned attrition, if you can cut that in half…that’s a pure return.” “‘Hey, does it feel like we're getting along better?’ Put whatever dollar value you want on it. It's a lot easier to go to work and be productive when you're not stressed through your eyeballs because you're dreading having to battle through a challenge with somebody who doesn't see the world the same as you. And I think that's worth a heck of a lot of money.” Connect with Phil Website: http://www.builtechllc.com LinkedIn: https://www.linkedin.com/in/philipwesbury

Dr. Steven G. Rogelberg, an organizational psychologist, holds the title of Chancellors Professor at UNC Charlotte for distinguished national, international and interdisciplinary contributions. He is an award-winning teacher, has over 200 publications, been cited well-over 10,000 times in the academic literature, and was recipient of the very prestigious Humboldt Award for his research on meetings. Adam Grant has called Steven the world’s leading expert on how to fix meetings. Dr. Rogelberg's previous book, The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance (Oxford) has been on over 25 best of lists including being recognized by the Washington Post as the #1 leadership book to watch for, His new book, Glad We Met: The Art and Science of 1:1 Meetings came out in January and is already receiving tremendous praise including a SHRM Top 12 Workplace books recognition. He was the inaugural winner of the Society for Industrial and Organizational Psychology (SIOP) Humanitarian Award and just finished his term as President of SIOP, the largest professional organization in the world for organizational psychology. Top 3 Takeaways Make the time. 1:1 meetings are too often an afterthought. This is a miss since these meetings offer a unique opportunity to boost employee performance and commitment while helping the manager exercise their personal values. Open the door. While the manager should own the meeting cadence, the direct report should be allowed to own the meeting agenda. You can get a status update whenever you like, but the 1:1 offers a unique opportunity for a direct report to have their needs met. Get it in writing. When you document your discussion notes and action items, you’re doing more than practicing good meeting hygiene. You’re demonstrating to your direct report that you sincerely care about their perspective and welfare. From our Sponsor The Predictive Index (PI) is an award-winning talent optimization platform that aligns business strategy with people strategy for optimal business results. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more at predictiveindex.com. From the Source “As an organizational psychologist, I'm just drawn to study pain at work and try to identify science that can help rectify it. And clearly, meetings are a fabulous target when it comes to pain.” “When I'm talking about a one on one meeting, what I'm talking about is a regular recurring meeting between a manager and their directs that's orchestrated and facilitated by the manager, but it's not for them. It's for their directs.” “When you do these right, employees are more engaged. They're more successful. They're more aligned. They thrive more. They're good for you! They're really good for managers because when their people are successful, that's a direct reflection on the manager.” “It often comes from these that the manager says, ‘okay, I'll do X, Y, and Z.’ And the employee says, ‘I'll do X, Y, and Z.’ And then there's just clarity around that handshake of sorts of commitments. And then ideally you take notes, because you want to capture the conversation, but also note taking is a really great signal. When an employee sees you taking notes physically with your hand on a piece of paper, they think that you really cared about that conversation.” Connect with Steven Glad We Met (book): https://www.amazon.com/Glad-We-Met-Science-Meetings/dp/0197641873/ Website: http://www.stevenrogelberg.com LinkedIn: http://www.linkedin.com/in/rogelberg  

Before navigating the intricacies of the real estate sector, Andrew made his mark in the legislative landscape, contributing to homeland security-related legislation while working for Congress at the Committee on Homeland Security in Washington D.C and clerking in the judicial system for the Supreme Court in New York. Since graduating law school, and thereafter obtaining a Masters of Laws in real estate he has worked with companies from all parts of the globe adding to his diverse knowledge of workplace meets the workforce dynamics. This unique background equipped him with a multifaceted skill set, laying the foundation for a career where adaptability is paramount. Top 3 Takeaways Location, location, location. Many companies have begun to return to the office, but we need to ensure that we’re asking WHY workers want to come back and HOW they want to do their work. Make room for HR. While CEOs and CFOs once managed real estate transactions, our people leaders now need to weigh in. The workplace needs to reflect your intentional culture and the needs of your workforce more than ever. Make it count. If you’re counting on collaboration, innovation, and efficiency, your real estate had better be up to the task. While we don’t always run the people-intensive numbers, they show up on our bottom lines all the same. From Our Sponsor The Predictive Index (PI) is an award-winning talent optimization platform that aligns business strategy with people strategy for optimal business results. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more at predictiveindex.com. From the Source “Real estate was booming in 2018, 2019. It was the era I call the flexible workspace era. There's a place for everybody to go to work. You know, WeWork became the largest occupier of real estate in Manhattan at that time, and then we kicked off what was called Hudson Yards, right? It sold out faster than a Taylor Swift concert.” "We've finally entered the rebuild where—’Who wants to come back to work?’. It's been answered the WHY they want to come back to work has been established but not implemented fully and the HOW, right? That’s now at the real estate forefront. How do we get them back to work?” “If you're going to be on ten different floors when you could be on one or two floors, you might as well be remote. You might as well do everything over zoom or over phone, right? You want to have the ability to interact and be on one floor and see results.” Connect with Andrew LinkedIn: https://www.linkedin.com/in/andrew-zang-esq-38023b25/ Website: https://www.savills.us/

David Lahey’s academic background includes an MBA graduate from the Smith School of Business at Queen’s University, Graduate coursework at Harvard University and Graduate Adult Education coursework at the University of Toronto. David has been specializing in predictive leadership development, talent acquisition, change management and productivity with analytics with an improvement for over 25 years across a variety of industries. Under David’s leadership, Predictive Success was awarded to three-time Profit 500 company status. His company was also named to The Globe and Mail’s Fastest Top 400 Growing Companies List in 2019. Top 3 Takeaways Faith dispels fear. Whether launching a new venture or deciding to advocate for yourself, the best way to push past your fears is by believing in yourself and the positive future you’re building. Build the right team. You may be starting from scratch or you may have inherited a team. Ensure that their natural and potential abilities are a match for what you’ll be asking them to do. Get it in gear. Pit Grit is the tenacity and skill to get an organization moving at top speed. This requires attention to orchestration, communication, and a willingness to do the hard work quickly. From Our Sponsor The Predictive Index (PI) is an award-winning talent optimization platform that aligns business strategy with people strategy for optimal business results. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more at predictiveindex.com. From the Source “One of the risks was the fear of the unknown, but I've always said ‘faith versus fear.’ I had faith in the software, faith in my own abilities, and faith in what I saw was the future of predictive analytics.” “I have ridiculously high expectations and they keep exceeding them every year. But we also celebrate success.” “I was looking at my team, and I said, ‘All of my doctors are wonderful people, but they are process and precision people, very detailed, very sequential. They're not innovators.’ And I needed an innovative solution to come in and take over because I wasn't going to live.” “Pit Grit means that you have a team around you that can get you into the race quickly, because we know from my experience that in the business world today, the race is lost in the corners.” “Do you have a process? Do people have confidence in the role? Do they drop match to the job model and then in certain roles, do they have the tenacity and assertiveness needed to get things done in the, in the scheduled time.” “Leaders today must act more like scientists. Scientists would only do work after they've got the research done and leaders today are running so fast. They don't have time to hire a chief analytics officer, but they will make time for software that will enhance their decisions and bring the data to them so they can be a scientist of people to execute on what they need done.” “America is full of great companies as is Canada, but I am worried about the lack of managers that have the training and analytic leadership. Gartner says that analytic training is a top five skill for the next five years. How many companies out there are not aware of that, and they're not training up to that.” “I always say every year, ‘You're going to ask your manager and leaders for more in the year ahead. That's great. So now what are you going to do to equip them to be able to execute on that?’ If the answer is nothing, then shame on you as a business owner. So that concerns me is that people forget that. That in the future, there's more information that needs to be harnessed, and that information needs to be at the fingertips of your people managers, not just in the HR area.” Connect with David Website: www.predictivesuccess.com From Hire to Inspire (book): https://www.amazon.com/Hire-Inspire-Become-Best-Boss/dp/1770414878/ LinkedIn: https://www.linkedin.com/in/davelahey/  

Dean Wegner graduated from West Point in 1993 and served 7 years in the Army as a helicopter pilot and Army Ranger. After the Army, the majority of Dean’s business career was spent in business development, marketing, and strategy with Procter & Gamble and Mars. In 2017, Dean founded Authentically American, a Veteran owned, American made premium apparel brand. Dean is active in his church and serves on the board of several for-profit and non-profit companies and organizations. Dean and Authentically American are riding a wave of national media exposure having been featured in Forbes, Inc. Magazine, FOX News, MSNBC, Nasdaq, Newsmax TV, and SiriusXM Radio. Dean and his bride Kelly have been married for 29 years and they have 4 children, with the youngest being adopted from Ethiopia. Top 3 Takeaways Get to the point. Your mission statement and sentiment aren’t nice to have. Top talent and customers are looking to work with organizations they find meaningful. Emphasize the point your organization exists and distill this into a clear and compelling mission. Get real. If your mission statement is only going to amount to empty words, don’t bother taking the time to create it. Make sure your mission is authentic, tangible, and apparent in all that you do. Share the wealth. Manifesting and reinforcing an organization’s mission isn’t the sole responsibility of the CEO or the executive team. Leaders at every level honor the mission through their decisions, attitude, and actions. From Our Sponsor The Predictive Index (PI) is an award-winning talent optimization platform that aligns business strategy with people strategy for optimal business results. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more at predictiveindex.com. From the Source “One of the recruiting posters they sent me at West Point said ‘Much of the history we teach was made by people we taught’ and had pictures of Eisenhower and Grant and Lee, and that really struck home. Just thinking, ‘Wow. I'm walking through the same hallowed halls as former presidents and generals.’” “As I built this vision over five years, it was really grounded in ‘How do we change an industry? How do we make a difference?’” “You want it to be real. You just don't want it to be those nice, fancy, pretty posters on the wall.” “How can you take the context of your current business, your product, or service, and see how you can go ahead and think creatively? Because especially in today's digital age with social media, the power of story, the power of giving back is so impactful.” “I think the way to [reinforce mission] is not start from the top. I think you turn that pyramid upside down and you say, ‘You know what?’—whether you get a focus group or you have a big town hall, I think you really start to have discussions with your team, with your employees, and understand—‘What is really our culture all about? What do our employees really value?’” Connect with Dean Website: http://www.authenticallyamerican.us LinkedIn: https://www.linkedin.com/in/deanwegner93/

Brian is an Oklahoma native who moved to California with the goal of building leaders and cultivating change around the world after graduating from the University of Oklahoma. With a mix of enterprise recruiting experience at HP and Google with a foundation in agency recruiting at TEKsystems, he has found a love for the industry. As an Executive Recruiter with Hewlett-Packard, he strives to enable the development of better technology for everyone, everywhere highlighting the intersection of his career interests and passions. He is strategically learning ways to connect exceptional talent with their dream careers and passion projects, the type of operations that impact how we relate and interact with people and places across the globe. Each day he is sharpening his skills to promote and maximize professionals' global impact, quality of life, and career aspirations while building lifelong relationships that extend beyond the connection. He is a brother to three siblings, a running enthusiast, and a LinkedIn wizard! If you're seeking some career advice, know of an epic California coffee shop, or are in search of a surfing /skiing buddy, he is happy to connect! Top 3 Takeaways Seek to understand. Gen Z is bringing a very different emphasis regarding their interests in social impact, sustainability, and work/life balance. Rather than try to change them, first listen and learn about their interests. Coach with caution. Gen Z wants coaching around the things they want and not necessarily around what older more experienced mentors want them to want. Focus on impact and growth. Pay fair. Inexperienced Gen Z workers may not advocate for themselves when it comes to fair pay. Build trust and mutual commitment by ensuring all workers are paid fairly today and tomorrow. From Our Sponsor The Predictive Index (PI) is an award-winning talent optimization platform that aligns business strategy with people strategy for optimal business results. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more at predictiveindex.com. From the Source “We're a fun generation. I think we're an opinionated one, and we're a really excited one about the future. And at the end of the day, I think both Gen Z and other generations have the same goal, and that's to make a social impact, to do something empowering and inspiring for this world and something that's gonna really extend beyond just us in our lifetime.” “With the advancements of technology, we're realizing that maybe we can rely on these new technologies to help us get our work done a little more efficiently. And with some flexibility, we can both live our lives and do our day to day jobs really well.” “My generation is more skeptical of employers than probably any other generation, and I think it's rightfully so.” “We need to create a work life balance and a culture around getting to live your life but also be happy at your job. And when you're happy at your job, you live a happier life, and, honestly, your work is better too. So I think when an employer doesn't Immediately take the defensive and kinda push back and get upset and says, ‘This person's challenging our traditional view of work. I've not been challenged like this before, but this is the future. So maybe we need to hear them out and see how we can meet in the middle.’” Connect with Brian LinkedIn: https://www.linkedin.com/in/brian-phillips-b00mer/

Vicky's passion for helping entrepreneurs is rooted in her own entrepreneurial journey. After two decades of leadership roles in the corporate world, Vicky founded her own HR consultancy, Idomeneo Enterprises, in 2001. Faced with countless questions and challenges, Vicky realized how valuable a step-by-step guide would be. From these experiences, she developed a vision to offer comprehensive, accessible HR guidance and educational resources - this vision led to the creation of the Leaders Journey Experience, an education program specifically designed to equip entrepreneurs and business professionals with the tools, guidance, and confidence to navigate the sometimes complex world of HR, in a less complex way. Top 3 Takeaways Don’t go it alone. If you have a business, you have a people business. You can hire, contract, or outsource to meet your strategic human resources needs, but you can’t neglect these. Get clear. Before you bring on an employee, ensure that you can articulate exactly what you need them to do rather than exactly how they need to do it. They may surprise you in a good way! Culture is king. Whether you think you have a distinct culture or not, you actually do. The question is how intentionally you designed it. Partner up with a people pro to shape or reshape your culture as needed. From our Sponsor The Predictive Index (PI) is an award-winning talent optimization platform that aligns business strategy with people strategy for optimal business results. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more at predictiveindex.com. From the Source “Finding and bringing in the right people is a huge concern. Then, what do you do when you get them? How do you get them to continue to support and be committed and really contribute to the organization?” “Finding the right people starts with knowing what you need, and that starts with fun HR jargon—a job description.” “You want to say, ‘I knew hiring someone was a bad idea.’ Well, it's not a bad idea. You have to give them a chance. You have to give them a clear roadmap, and then you have to get out of the way and let them do it because they actually will bring different perspectives, different experience. They may bring some innovation to that process that you never even thought about.” “People say, ‘You know, I want to build a culture. I want to create a culture.’ I have news for you. Your organization already has a culture because it's going to get created whether you contribute or not.” Connect with Vicky Gift: http://morehumanmoreresources.info/podcastgift Website: https://idomeneoinc.com/  

Ed Doherty is the founder of One Degree Coaching. One Degree helps leaders create intentional and cohesive cultures. Ed believes that helping employees find fulfillment in their work life is the highest calling for any organization. Top 3 Takeaways Evolve your approach. Command and control leadership was once all the rage, but times have changed. To drive the highest level of performance and engagement, we must now shift toward servant leadership and related methods. People make the difference. Ed’s staggering results didn’t come from technology innovation or new marketing techniques. He got the people part right and this became a phenomenal engine of growth. Make the connection. Ed did something that is all-too-uncommon among would-be leaders. He made a personal 1:1 connection with each of the team members at his restaurant. His genuine human interest is still appreciated all these years later. From our Sponsor The Predictive Index (PI) is an award-winning talent optimization platform that aligns business strategy with people strategy for optimal business results. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more at predictiveindex.com. From the Source "The transactional nature of the boss and the employee changed during the Great Resignation. So now [workers are] still in the driver's seat. That's starting to abate a little bit, but they now have a little bit more power in what they want from their work, and the bosses are trying to adjust to that.“ “I didn't know what servant leadership was. I wasn't taught that. I didn't know anything. … I didn't have that lesson of how enlightened leadership—which is completely counterintuitive initially—is the way to go to create buy-in and to build a better culture. I just didn't have that lesson, so I had to kinda figure it out the hard way.” “What I realized is that every organization has a vision statement or some type of vision—where they're gonna go and what they wanna be. Then there's the values, which is the behavioral, the how. The why and the how.” Connect with Ed LinkedIn: https://www.linkedin.com/in/ed-doherty-68177a31/ One Degree Coaching (including Ed’s Notes newsletter): https://onedegreecoaching.com/  

Maureen Mo Berkner Boyt is the Founder and CEO of The Moxie Exchange. She’s spent over 25 years helping organizations grow by creating inclusive workplaces where talented people can thrive. She has leveraged the power of technology to build scalable, actionable, measurable inclusion tools, including the first-of-its-kind comprehensive diversity and inclusion solution, Everyday Inclusion. Everyday Inclusion was named one of the Top 20 Most Innovative Products of 2020, a solution that infuses DEI into daily operations by Forrester Research and has been called, the future of diversity and inclusion. Top 3 Takeaways Aim high. Don’t be satisfied with performance and engagement. Set the bar even higher by striving to create a workplace where people can thrive. Run the numbers. We’re beyond the stage of wondering whether inclusion can benefit the business. It simply does. Use readily available calculators to put rationale behind the right thing to do. Trust your brain. Our default behaviors can produce something known as an amygdala hijack. Make the time to recognize the brain science that can help or harm those around us. From the Source “How do we create workplaces where every single person can thrive—not just be engaged—but thrive? Because when we do that, we can solve some really big, gnarly global issues like climate change.” “Whether it's Gallup, Credit Suisse, McKinsey, Korn Ferry, lots of universities including Stanford, the data just continues to pile up. Literally on every measure, inclusive teams outperform.” “When you're talking about diversity and equity, those are systems level things. Who are we hiring? How are we compensating them? Diversity, equity, inclusion, and belonging is every person, all day long—behaviors, actions, choices, leadership. When you start to break it down in that way, then it's like, ‘Okay, I get it.’” “Although our brain only takes up a small part of the mass of our body but a lion's share of oxygen, we stay in habit. So to protect that, to protect our big, beautiful brain for that higher level thinking, if we're already in habit, if we want to change a habit, if we can hack into an existing habit loop, we're halfway there.” “We are, as human beings, hardwired for belonging. Millions of years ago, if we didn't belong, it was a death sentence.” “We all need belonging. This isn't one group or another group. Fundamentally, we all do. So if we're all walking around what we call nice but clueless—NBC—and we're perpetuating these microaggressions without even knowing it, and people are walking around in constant amygdala hijack, it's no wonder that feelings of exclusion are over 80%.” “Once people understand the neuroscience of pain, it's unethical to hire and to bring in folks from marginalized, underrepresented, diverse, groups and put them in toxic environments. There's a race for diversity without inclusion. Those are disastrous results.” Connect with Mo LinkedIn: https://www.linkedin.com/in/maureenberknerboyt/ Instagram: https://www.instagram.com/momoxieboyt/ The Moxie Exchange: https://themoxieexchange.com/ About Our Sponsor The Predictive Index (PI) is an award-winning talent optimization platform that aligns business strategy with people strategy for optimal business results. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more at predictiveindex.com.

Jessica Ivins is a veteran User Experience (UX) researcher. She leads UX research and research operations at The Predictive Index. Before joining The Predictive Index, Jessica honed her skills through a variety of roles in UX research and design. She’s dedicated much of her time to the UX community, presenting at conferences, appearing on podcasts, and writing many blog posts. Top 3 Takeaways Words matter. There’s ample confusion about the difference between management and leadership. The most important definition of leadership is your own. Lead by example. As a leader, all eyes are on you. You’re always in control of how you comport yourself through modeling your attitudes and behaviors in any situation. Go for growth. A fixed mindset may be common, but it’s not the only option. A growth mindset is not only possible, it’s preferred. From the Source “To be a manager, you have to be given a title with management responsibilities, and at the core of your responsibility as a manager is you're responsible, responsible for retention and results.” “A leader can be just about anybody, and as a leader, you're moving other people toward change and hopefully positive change.” “ I think most people have the potential to be a leader, and that's the beauty of being a leader, right? And it's very fulfilling, too, right? You don't have to earn a management title. You don't have to earn a leadership title, so to speak. You can just help other people move toward positive change.” “I do see it go the other way, too, though, where people who have pretty lofty titles are reticent or hesitant to consider themselves to be a leader, even though they'd be managing large groups of people.” “I have a daughter and so modeling is huge for me as a parent, but it's really showing up in the career context. It's really showing up as the professional that you want to be and that can make your workplace better, that can make the people around you better, and just basically modeling that for everybody. It can start with simple things like showing up on time being a decent professional and also the harder things like handling stressful situations with professionalism.” “People often go to their peers because it's safer to go to your peers and vent than it is to go to your boss. I think even just listening, sometimes just being a sounding board, can really help people because sometimes people just need to vent and get it out of their system and then move on.” “I've managed a lot of perfectionists and perfectionism unfortunately often comes with a fixed mindset. So it's just been a lot of reframing.” “When people come to you for help, they usually don't want advice. They want you to help them think things through.” “If you know in your heart of hearts that you don't want to be a manager, then it's probably best not to do it.” Connect with Jessica LinkedIn: https://www.linkedin.com/in/jessicaivins/