Episode Transcript
[00:00:00] Speaker A: Opinions expressed in this episode are personal. They do not necessarily reflect the views of this streaming platform.
[00:00:09] Speaker B: Good day, wonderful people, and welcome to another edition of let's Be Diverse. I am your host, Andrew Stout. This episode is dedicated to all my loved ones who supported me through this journey. Those who have left us will always be in our hearts and will never be forgotten. Our topic is the significance of leading oneself where true leaders begin. I'm so happy to welcome somebody who I met recently, but I've become very, very fond of and I have tremendous respect for. Her name is Yvette Raposo. Yvette, welcome to the show. So thankful that you were able to join us today.
[00:00:46] Speaker C: Thank you, Andrew. Thank you for your kind words and I'm so glad we got to meet and I was introduced to your work which I love what you're doing, so thank you for having me.
[00:00:55] Speaker B: You're very welcome.
[00:00:56] Speaker C: Thank you.
[00:00:56] Speaker B: How are things with you, Iet? What's going on in your world? Give me the tea, the deets, give me it all. What's going on?
[00:01:02] Speaker C: Good. Thank you. I'm based in Toronto, Canada and actually today I'm starting day one of the UFT program. So I teach a boxing movement and mindset program at the University of Toronto. So today is the beginning of the semester. I'm excited for that. Otherwise gearing up for speaking season.
So the gigs are coming in, preparing for different events. International Women's Day is coming up so, so positioning myself for that very special day and time period.
[00:01:31] Speaker B: International Women's Day is such a tremendous day. My late mother was one of the hardest working women. So I am a huge believer and I'm a huge fan of International Women's Day because of her. She just taught me hard work as I grew up and I learned hard work from a hard working mom. So that day is very, very special to me for sure. So I'm looking forward to celebrating that with along with all the amazing women that I am connected with as well. So that's going to be a great day.
[00:02:01] Speaker C: Yes. Something we. Another thing we have in common. I'm glad to hear that.
[00:02:05] Speaker B: So listen, before we begin, I always have a fun thought provoking question event that I ask all my guests to get things going. Are you ready for yours today?
[00:02:15] Speaker C: I'm ready. I was born ready.
[00:02:16] Speaker B: Andrew, I asked this question to a guest a couple of episodes back but I thought it would be great for you seeing the fact of your energy and everything. I wanted to know if you had your own late night talk show, who would you invite? As your first guest and why?
[00:02:31] Speaker C: Oh, my first guest. Well, my first guest isn't alive anymore. So can it, can this be posthumous?
[00:02:36] Speaker B: Absolutely.
[00:02:37] Speaker C: Muhammad Ali and why? Because.
[00:02:40] Speaker B: Amazing.
[00:02:41] Speaker C: What amazing guest and why? Because he was so poetic. He was so intelligent and smart and caring and kind and he was just seeing, seeing things, you know, he. I love how poetic he was. So for those who don't know, and this is one of the tests I ask all my UFT students. Anybody here not know who Muhammad Ali is? Because if you don't, you have homework tonight. So Muhammad Ali was self proclaimed as the greatest of all time and rightfully so. He ended up, I would call him the original G O A T goat, greatest of all time. But he was great. Not just because of what he did inside the boxing ring, but because of who he was and what he stood up for.
[00:03:22] Speaker B: I love that answer. That is amazing answer and I agree with you 100%. I think he was the beginning of a combination of sports and public speaking and the way that we present ourselves. So I love that answer. I followed him because I was very young when I, when I first met him. But I listened to a lot of his interviews and a lot of his speeches and you were absolutely right. Very poetic and very inspirational man. So I love that answer. Thank you so much for sharing that.
[00:03:50] Speaker C: You're welcome.
[00:03:51] Speaker B: So let's get started here. I know you kind of talked a little bit about yourself there, but I kind of want to go a little bit more in depth because I want our listeners to get to know you the way I've gotten to know you in the last month or so. So why don't we start off with you telling us about yourself and I also want to hear about your why.
[00:04:07] Speaker C: Absolutely. Thank you for asking. So my background is in boxing, in case you haven't guessed it yet. I found, or I say boxing found me at a time in my life when I was lost, confused. I had just dropped out of university and I was training to be a personal trainer. So knew at a young age, luckily, that I wanted to help people with their fitness, just like I had helped myself in my teenage years with my fitness. And not only was I changing my body, but I quickly realized that I was also changing my mind and my emotional state and dare I say it's even a spiritual journey. And so as I was getting into fitness, I walked into this boxing club and they were so warm and welcoming. And I started to compete in boxing at a time in the early 2000s where there was not a lot of Opportunity for women to excel in the sport of boxing. Women's boxing was not in the Olympics yet, not until 2012. So my only options were really to go professional or to stay the amateur route and compete at the international level. So I decided to go pro.
So after three years of competing at the amateur level, I had gone as far as I could because I was a little bit of ahead of my time because I took the training very, very serious. Luckily, I had a coach who took me serious. And, yeah, as soon as I turned pro, I quickly realized I'd have to pay to play and pay my own way. I would have to cross the pond. I'd have to go to the States or the UK or Europe to get fights, and it just wasn't worth it. So at the tender age of 26, I decided to hang up the gloves and start my own business as a boxing coach and instructor for the purpose of empowering people using boxing movements. And I've been doing it ever since.
[00:05:49] Speaker B: I love your story. There's so many things that you mentioned there. So, first off, I love the fact that you do what you do, and you have spoken to me about your boxing and you've kind of turned it into speaking engagements as well. And I love the technical aspect of boxing. And then I loved it how you've transferred it into your. Your speaking as well. And you mentioned the word empowering. The two, I think, have helped you to become empowering in speeches, and they've also helped you to. To be. You mentioned words welcoming and warm. You've also. It's also helped you to be able to do that as well. So I just love how you've managed to take one thing and put it into the next and used what you've learned from that and into the new world of public speaking. So I just love that.
[00:06:34] Speaker C: Thank you for recognizing that, actually, because I do often say that boxing became the vehicle for my message. And there is something I recognized. I acknowledged something really beautiful inside of boxing that a lot of people don't get to see right off the bat because they make assumptions based on, you know, what they've seen or heard. They think boxing is just violent, it's just aggression, it's just brutal. But I very quickly got to see the beauty in boxing and how it's a way of life, it's a way of thinking. To your point, it empowers people. It builds camaraderie and community because you need another person to box with. Right. And so the boxing club itself, and I'd like to Say, you know, we were talking about diversity in the boxing, boxing club way before diversity became a lot more of a popular topic or item because it was, it was always organic, it was always natural. If you had the will and the heart and two feet and a heartbeat and you can come in. And even beyond that we now have something called adaptive boxing which is boxing for people who are not able bodied. And so there's so many angles and elements to it that is so welcoming and that is attractive to people once they try it.
[00:07:45] Speaker B: So Yvette, why do you, why do you believe self leadership is the starting point for all effective leadership?
[00:07:53] Speaker C: Well, you know, so I have been teaching and Training people for 28 years Fitness and how to empower themselves and embody these feelings of a fighter so that they can go live their best lives. And when I speak to groups now and I speak to corporate conferences or people in corporate executives, CEOs, the range, there's a variety of people, it doesn't matter matter who I'm speaking to ultimately what I end up realizing is that at the end of the day we fitness is what wins fights and leadership. There's so many dynamic qualities that we need to embody as a leader.
And naturally people learn through observing. I do believe and if we can model the behavior of a leader, the leader that we want to be so that people can feel like they are being led appropriately and I'm meeting them them where they are at, you can only do that by knowing your own style of leadership. We say in boxing styles make fights. If I have an athlete come to me as a coach and they have a certain body type or a certain way of moving their shoulders or hips, they have certain mobility in their body and I'm not going to try to change how they're comfortable moving. I'm going to enhance, I'm going to their chances of success by tapping into and encouraging their strengths already while also helping them be aware that this their style. And as a leader when we know our style of leading then we can know where we are strong. And the only way to know that is to know ourselves first.
[00:09:30] Speaker B: I hope that everybody that's listening takes note of what Yvette just said there because she just said some golden nugget stuff there styles of fighting and it enhances and it helps you to tap into your strengths. Man. If leaders could only understand the difference of trying to tap in individual people's strengths, what a world and what, what organizations could see a difference in the people that are in part of that organization or Leaders could see the difference in the team that they leading because not every individual is going to be the same. So if you can tap into individual people's strengths. Wow. Like, that is a huge, huge wow, 100%.
[00:10:12] Speaker C: And you know what, Andrew? It's really fascinating because, you know, it takes time to. Sometimes it takes time to get to know somebody and where they are strong. And what I'm learning and observing as well is like when companies hire me and they're asking me and they're telling me what they're looking for in terms of, you know, what is happening on the ground level, what is happening in real time, what is happening in the center of the ring. And there are, you know, companies and organizations are wanting individuals to take more initiative. I think Covid hit we lost a little bit of confidence along the way. We pivoted onto virtual. We had to learn a whole new way of communicating and relating to one another. And I don't think we fully recovered from that. And so I think about this a lot and I'm thinking, okay, taking initiative. In boxing, we call it be first, which means I'm at the center of the ring. Ding, ding, ding. The bell goes off, Bam. I'm going to be the first one to punch. I'm going to show what I have right out of the gates, right out of the corner. Now, that's not always appropriate in the corporate setting, for example. But my point is, as I reflected on this and taking initiative, what is missing from people taking initiative? And I believe it's confidence. And how do we build confidence? Well, we need situations. We need resilience to lead, to build to confidence. We need situations and experience and people to help us build resilience. How do we do that? We need to see these situations. We need to overcome these challenges that we are facing, just like a boxer does in order to overcome and be better. We're here in the middle of the ring to find out what I'm made out of. That's what I'm here for. You're here facing me to find out what you are made out of. And we cannot do that without each other. So how are we going to build more confidence without challenging each other and being open to feedback?
[00:12:00] Speaker B: And I love when you said the whole a whole new way of communicating and leading and especially through the pandemic, it was key because I think people changed the way that what they were looking for, not just in their organization, but what they were looking for from their leadership in order for them to be successful at their jobs and I think leaders, I think struggled, and I think they're still struggling to try to figure out how to communicate. I love that you'd mentioned that. And it's something that I think I work with leaders as well, to try to help them to. To guide them and to help them through that because, yeah, it's something that's lacking for sure.
So what internal habits or mindsets most often hold leaders back from leading themselves as well?
[00:12:44] Speaker C: Well, this is a, I think, a human condition right now where we might be overthinking things, we might be wanting to be a great leader, and we want to please, as a result, we want to please everybody, perhaps we want to do a good job by pleasing everybody and making everybody happy. And as a result, some gestures of leadership might feel performative. So the mindset shift, I do believe, is something that, once again, in boxing, I mean, we do this all the time. We learn about this where, okay, I used to work in a restaurant, and I would start my shift knowing I am here for customer service. I am here for the purpose of serving, literally, and to providing a great experience for these customers who are paying for not only food and drink, but also an experience.
And whatever was going on in my life in that moment at that time, I had to park it. I had to learn to park all the stresses, the anxieties, and all the stuff that I had going on that might have been eating up energy inside of me to be able to perform. And I think as humans right now, we have gone through this period of time where. Which is good, where we are asking ourselves to reflect on ourselves. And, you know, we're talking a lot about trauma, which is really good because it's helps to be aware of where a lot of our limitations or a lot of our inhibitions might come from. And as a result, I think there's a lot of focus on self. And then we forgot to reflect back on others to say, and to see how their lived experience also, they come with their own stuff to the table. So my point is, how can we learn as leaders and the habits of, you know, maybe showing up and being reactive to everybody else's stuff and being aware that we're just being reactive because it's a reflection or it's a projection of our own stuff. So in the boxing ring, the analogy is, I'm not going to react to everything that's coming at me. I'm not going to react to every single punch that comes my way. I'm going to learn to pause to read and to pick my Punches to pick my responses, to choose how I respond from a calm and balanced place.
So I think the habit to answer your question is that we become very reactive as a society.
[00:15:09] Speaker B: Such great feedback there. And yes, I think we are reactive. We see the situation. We're in our organization or our business, and we see the situation and we react. And we don't pause, we don't think about if I do this or if I react like this, what is going to be the result of it. So, for example, I love when you talk about restaurant, which is such a chaotic atmosphere, to be able to work in retail, for sure, but a restaurant, absolutely. You.
When you react, then people are gonna. We talked about noticing what people are doing earlier. So when you react a certain way and it's not in the best form, well, then people are going to observe that and they're going to react to that. And they're also going to say, wow, Yvette is really not good in a stressful situation. Maybe we shouldn't put her in that. Or if she's going to act like that, I look up to her, so she's going to act like that. Well, then I'm going to act like that as well. So I think we forget too, that people are always watching and people always are observing, and they really are. And I think more than ever, people are watching, observing. Whether you're at work, whether you're at home, whether you are in a restaurant, you're observing what's going on in the restaurant, you're observing what's happening with the staff. Wherever you go, you're reacting, you're on a. On a subway, you're watching what everybody's doing. And I. I think that's something that we have to understand.
[00:16:42] Speaker C: You're so right, Andrew. And I want to add to this the ability to see the bigger picture, the ability to see beyond what's right in front of your face. And to your point, you know, where things are chaotic, like in the center of the boxing ring, in the center of the action, as the fighter, I actually can't see what's right in front of me because I'm too close to the chaos. So it's the ability to step back. And even at this stage in the game, this is next level awesome. I have a coach in the corner seeing a whole other angle, seeing a further viewpoint of what's actually happening so that he can give me or she can give me, they can give me advice on what is actually happening in real time. So as a leader, if you're not able to read a room.
And if you're not able to meet people where they are at even just a little bit to set the tone for the meeting that's about to happen, for the information that's about to be shared, then these are qualities that you know, hey, come on over to the boxing club, I'll show you how to read a room real quick. Because in boxing, I mean, there's no time out, there's no exit sign in the ring. The best way to learn is to keep your hands up. The only way to learn how to not get punched in the face is to get punched in the face.
[00:17:57] Speaker B: Yeah. How can you give constructive feedback when you are not aware of the situation? So in order to be aware of the situation, you need to step back and you need to observe it, take notes if you have to, and figure out exactly what you do. I usually have a 24 to 48 hour rule. When I observe something or something's happened. I have a 24 to 48 hour rule where I take notes, I process everything, and then from there I figure out how am I going to solve that solution. But you know, by thinking about it.
[00:18:28] Speaker C: And to add to that, Andrew, I think we're on to something here. The ability to know who you're dealing with, know who you are talking to.
And so it's the ability to adapt. And that's what we do as boxers. We adapt in the moment. By, you know, I could study my opponent all I want, but my on, on video on YouTube. Back in the day when I was training, we had VHS tape. I would be lucky to be able to get access, get my hands on video footage of my opponent in advance. But when it comes to fight night, ding, ding, ding. And the action is happening, they might present themselves differently than they did in the VHS video. And I need to know how to adapt to that person who is standing in front of me.
[00:19:09] Speaker B: So how can leaders build resilience without becoming emotionally guarded or disconnected?
[00:19:15] Speaker C: I think the most important element of this question, Andrew, is knowing that you are building resilience, knowing what you're trying to accomplish. This is the process here. I, I am here to build resilience. So let me give you an example. We have sparring partners in boxing. So these are people at the gym who are going to replicate a real fighting scenario with me in the gym so that I can see all possible scenari inside of training so that by the time it's fight day or fight night, I've seen all that I needed to see and Trained, prepared as much as I could for the actual execution of performance, for the actual performance. So I know that I am, for the purpose of building my resilience. I know that I am touching gloves with my sparring partner for the purpose of building myself. So as a leader, if you know that you have challenging people that you want to deal with, I don't want to say have to deal with because you want to understand people. And as a leader, if you know, I mean, when you step, anybody steps into a leadership position, I don't think they think it's just going to be easy. Like boxing, it's not meant to be easy. We are stepping into this position because you've prepared, you've trained, you're ready, but you're also open to accepting this challenge of being open to evolve and change and adapt.
So how does a leader build resilience without having their guard up? Is knowing the purpose of what they're trying to do, understanding the process. And once again, that's situations, it's experiences, and it's other people that we need to help us get through to the other end so that we can be our best. And one more thing, part of that process, there's a humble piece of pie in that process because every fighter can be great. Every fighter has their high times. But all it takes is one punch in the face to be humbled real quick and to know that your aspiring partners and those people are around you and supporting you, making you look good, is very delicate.
[00:21:20] Speaker B: Yes. So what you were saying was important and what. What I was thinking as you were talking was I'm thinking about growth and resilience.
So when we are a leader, we're trying to continue to grow and be resilient, but we have to understand it's not. Life is not always going to be sunshine and rainbows. So it's not supposed to be easy, it's supposed to be tough. There's times that are going to be tough and we need to be resilient in those times. And if we're not, then people are just going to see that and they're going to follow suit. We just need to understand that it's when you're stepping into a leadership role, like you said, it's not going to be easy. We need to understand that if it's not working. You mentioned the word adapt. We need to adapt accordingly to what's going on, the situation and the people that we're dealing with. And like, if we're feeling that it's going to be easy, Then that's our first mistake right off the bat.
[00:22:13] Speaker C: Yeah. And you know, that gesture in boxing where we touch gloves with our opponent in the beginning of a bout is a gesture of respect, and it's honoring that. That person in front of me is here to challenge me so that I could be my best.
Now, if we can make that gesture on an everyday basis, as a leader, you go out into the world, and every day you're touching gloves, it's like, I honor and respect that you are here with me right now, because as much as you know, our opponent is our opportunity to grow, our opponent is our chance to be our best. And as leaders, it's not always. It's not about you. Hey, it's not always just about you. It's, how can you get the best? How can you pull the best out of your team?
[00:22:58] Speaker B: I am smiling from ear to ear that you just said that, because there are a lot of leaders, unfortunately, Yvette, who do take it, and they do think that it is about them. And it is not about them. It is about the team. It is about the surroundings. It is about everything else. It's about the combination of the two of you working together to help that person grow. It's not all about you. And you talk about boxing quite a bit, and I love that you put that analogy of boxing with leadership, because it's so phenomenal to me that you do that. And we have to remember that it's just. It's just something that we. We have to deal with on a regular basis. And I think if we understand that, it's going to be so much easier.
[00:23:41] Speaker C: Yeah, agreed. And it's, you know, when I go back to this idea of our sparring partner and, you know, my sparring partner genuinely wants to see me do well, because when I perform well, it's a reflection of their work, of how they prepared me to be in there. So it's an automatic, genuine feeling.
And then when it's my sparring partner's turn for competition, I show up for her. In my case, it was Teresa, let's call it Teresa, one of my sparring partners. I would show up for her on her schedule at the gym and work her to prepare her for competition and then show up for her competition and want the best for her, because that's a reflection of my work. And as leaders, when we understand when we can take ourselves out of the equation and understand that when your team is performing really well, when they're communicating with you, when they can take that initiative, if you have members on your team that you are starting to notice that they are, they have developed confidence over time to be able to take initiative and you want to take credit for that. I hope as a leader you're taking credit for the environment that you provided for them to feel safe, to build up their resiliency. Because sometimes we got to break ourselves down in order to build up.
And as leaders we have to be prepared to do the same.
[00:24:58] Speaker B: Yeah, I think we all have intent on any situation, but it's just how that intent is used. And if we're using that intent for good, like you said, your intent was to go and work with your sparring partner to help them to prepare for their next match and vice versa. That is great. If your intent is to go into the office and, and, and teach and work with your, the people that are underneath you and help them grow, well, then that's a positive intent. Or the intention is positive.
[00:25:29] Speaker C: Yeah.
[00:25:29] Speaker B: So what inner work, what inner work must leaders commit to in order to move from performance inclusion to genuine belonging?
[00:25:39] Speaker C: Well, the inner work comes down to the ability to reflect self reflection. And I'm going to bring it back to boxing and fitness in general. The ability to know how and where you exist in space and time in relation to others. The inner work is knowing the impact that you can have on others, whether it's positive or not so positive. And that for some people is a lot of work because when we and it comes back to fitness, wins, fights. The inner work is the inner fitness of knowing what kind of energy we're bringing into the day, into our everyday lives, how our mood and our energy. And again, the ability to put park our stuff and separate from our own stuff in order to be actually present for people. That's a lot of work for a lot of us because there's so much going on. There's so much going on in the world. We're living in the age of the information age. We're being inundated with information.
And I also remember, you know, there's some people, because I've worked with people in gyms for so many years and I'm helping them with their physical health which ends up also being mental health. Emotional balance, confidence. A lot of times it comes down to confidence and confidence comes with self awareness, I believe. Self esteem. Where are we building self esteem? Where are we, where in our lives are we actually focusing on building our self esteem? And so this was a big realization for me where some people don't have places in their lives where they have opportunities to build their self esteem. Some people have been beaten up throughout the course of their lives and never had the chance to properly recover or the space or the support.
So what's the inner work? The inner work is knowing that, you know, a lot of people are going through a lot of stuff right now. And if you are blessed enough to be feeling pretty good about yourself in the leadership role where you're at, then you just have so much to give. And part of that inner work is knowing who you are in space and time in relation to others.
[00:27:54] Speaker B: Throughout my career, I had some really good managers and leaders. And one leader that I had, and this is years ago when I still think about it, and it still puts a smile on my face because this leader would take five to 10 minutes from their day, from their morning. When they arrived, they went into every single person on our unit, said, hello, good morning, how are you? How's everything going so far? And let me know if you need anything. They went to every single person in that department in our, in our unit. And you're just talking about knowing the impact that you have on others. So the impact is that I'm still talking about it. These are, I'm probably talking about more than 10 years ago and the impact is still profound on me. So when you said that, it just hit a chord to me because that was something simple. It wasn't brain surgery. It was just something that he decided that he was going to do every single morning. And he did not miss a beat. We're talking like eight years and it was the same thing every morning.
[00:28:57] Speaker C: That's beautiful. Now I wonder if that leader was doing that with intent and purposefully knowing that there was going to be a really positive outcome as a result and he was going to be seen as a great leader or if this was just intuitive and natural and the human, A human. It was. He was just being human.
[00:29:14] Speaker B: I think he was just being human. Yvette, because you mentioned the word humble. Yes. Earlier in this conversation and he was very humble. And if you mentioned that to him or say, oh, thank you for, for asking that, it really meant a lot. He would be like, it's no problem. It's. I want to know what's, what's going on with everybody. He was just like, I think he, I think he realized the impact that he was, was having on everybody. But I don't think if you were to ask him, what do you think the full scope of what you were, the impact that you're giving on everybody. I don't think he would probably be able to tell it, but not because he didn't know, just because of his humble nature. And for him, it was just something that he thought was right to do.
[00:29:55] Speaker C: Yeah. And it sounds like maybe at some point along the way, what, what made him be humble. Right. Did he have a situation or an experience or a person who helped him become humble along the way?
[00:30:06] Speaker B: Yeah, he might have. It might have been. Or maybe he was in a situation where that didn't. Wasn't happened happening each day. And he just kind of felt like, hey, well, why isn't anybody care about how everybody's doing? So, you know, he became in charge of department and he decided that that was what he was going to do. So it was just normal to him, which was, it's very, it was very kind of him. And, and like I said, very memorable, for sure.
[00:30:32] Speaker C: And what was the work culture like and the performance output?
[00:30:35] Speaker B: I would say the work culture was fantastic and the work performance was great. And I think the atmosphere was awesome. Everybody, like, ate together at lunchtime. Everyone did stuff together.
If there was like, we organized potlucks, we organized all kinds of stuff. Like, it was just a fun atmosphere and that's what it created. And people were not having what I call the Monday blue or the Sunday night blues, worrying about, oh, my God, I gotta go back to that place tomorrow. They were like, yeah, or going back there, which is kind of hard for people, I think, to understand. People excited to go to work. They, Everyone was excited to, to go to work because of the things that were happening and the projects and, and just seeing each other, co workers and everything, and seeing how everybody's doing and how, you know, how the weekend was and how the week's gonna be. So, yeah, I think it was just a great atmosphere.
[00:31:30] Speaker C: That's awesome.
[00:31:32] Speaker B: So, Yvette, before we wrap up today, what is one key, key takeaway that you'd like our listeners to remember from this episode?
[00:31:40] Speaker C: Well, leadership is not about you.
This is not about you. We. As a coach, I want to get the best out of my athlete. And when my athlete performs really, really well, I'm not standing there taking the credit. I'm standing in the shadows in the corner. We might have a private conversation afterwards where my athlete thanks me. But as a leader, I, you know, we, we say we fight with our. I express myself with my fists as a boxer. Okay?
I don't need words. I just demonstrate through doing. As a leader, if my team is doing, if they're performing, if they're behaving the way that I as a leader want them to behave so that they can be at their best, then that's not about me. It's about understanding what my team needs and how to be supported so that I can get the best out of them.
[00:32:31] Speaker B: Such inspirational things are right there that I think a lot of people that's, that are listening today to take note and I think to kind of evaluate and look at where we, where we are, where we're, what we're doing and maybe you don't have to change everything, but just listen to those words or things that you've said today and just having a little bit of an understanding of maybe am I doing these things? If not, then, you know, let's see how we can adopt this into our everyday work life so that people that are underneath us or with us are going to see a little bit of a difference and a little bit of a shift in how we do things. And I think they will definitely appreciate that for sure.
[00:33:11] Speaker C: Thank you.
[00:33:12] Speaker B: You're welcome. Yvette, I want to take the time to thank you for coming on today. Yvette, I met you probably about a month ago and what I admire about you is your energy, your passion, and you just have such a magnetic personality. When I met you, I just, and we had that first conversation, I just gravitated to everything that you had to say and, and I just felt so comfortable talking to you and I just admire everything about you and everything that you're doing. And I want to thank you again for talking about the amazing things that you have learned throughout your career. And I just think that it's going to be something that I think or things that I think are going to be very helpful to our listeners. So thank you again.
[00:33:54] Speaker C: I appreciate that and I appreciate you and you're welcome. And I really extra appreciate your openness and willingness to have me talk about boxing because it's, you know, it's not everybody's flavor. But any chance I have to introduce these concepts and maybe provide that place or space where people can think about boxing a little bit differently, then I appreciate you and your platform and the work you're doing, truly. Thank you, Andrew.
[00:34:19] Speaker B: You're very welcome. On behalf of myself and my guest today, Yvette, I'd like to thank you all for listening today. And until next time, be safe. And remember, everyone, that if we all work together, we can accomplish anything you.
[00:34:35] Speaker A: Have been listening to. Let's be diverse with Andrew Stout to stay up to date with future content. Hit Subscribe.
