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.
[00:00:08] Speaker B: Good day, everyone, and welcome to another edition of let's Be Diverse. I am your host, Andrew Stout. This episode is dedicated to all my friends, family members and loved ones who have who are no longer with us but support us through this journey. Those who have left us will always be in our hearts and will never be forgotten. Today we're going to be discussing the confident leader microhabits that shape your success. And our guest today is one awesome individual. Her name is Paige Herman. Paige, welcome to the show. Thank you so much for joining us.
[00:00:37] Speaker C: Thank you for having me. I appreciate being here.
[00:00:40] Speaker B: You're very welcome. How are things with you, Paige? What's going on? Give me the tea, give me the deets, give me it all. What's going on?
[00:00:47] Speaker C: So, yeah, it's just been obviously crazy because again, I'm in the, I'm in the States. So we just had one holiday where everybody's work brain has been turned off and then backing up to another holiday. And so it's just that almost limerence period where everybody wants to get everything in, in between the holidays and then our brains shut it off again at the end of the month. So it's just the end of the year hustle. You know how it is.
[00:01:13] Speaker B: I certainly do. We're trying to get everything done all in a few weeks or a year, sometimes six months worth of your work in a short amount of time to try to get us set for the new year. But yeah, it is what it is. We just have to roll with the punches. I always say for myself, just take one day at a time. So today we're doing what we need to do. And at the end of the day you look at yourself and say, I did what I could. And you wake up the next day and you try to accomplish everything again. So we just have to be patient with ourselves and give ourselves grace of the work that we, that we have done for today.
[00:01:48] Speaker C: Absolutely.
[00:01:49] Speaker B: Grace, Grace, Grace, Grace, Grace, Grace, Grace. Exactly. Well, I'm so happy that you were able to join us today. I'm so happy to hear that even though you're busy, things are going well and, and that, and for those that are listening, Paige has got a smile on her face since the beginning of the, of the episode. So we're, we're ready to go, raring to go. And we hope that you all enjoy this episode. I know that you will for sure. But before we begin, I always have a fun, thought provoking question to ask my guests to get things going. Are you ready for yours today, Paige?
[00:02:20] Speaker C: I am ready. Let's go.
[00:02:22] Speaker B: Wonderful. So I asked this question a couple weeks ago, and I just thought it would be fitting for you as well. So the question is, would you rather have the ability to see the future or change the past?
[00:02:33] Speaker C: Honestly, I don't. Can I answer neither?
[00:02:36] Speaker B: You can.
[00:02:37] Speaker C: Can I say, I would rather just be in the present because. And here's why.
[00:02:43] Speaker C: Here's why. When we change the past and we wish that we could change the past, it doesn't give us the opportunity to learn. Right?
[00:02:52] Speaker B: Right.
[00:02:52] Speaker C: And then whenever we can predict the future, it doesn't give us the opportunity to grow and also learn. So I don't think, you know, I know that everybody would love to go rewrite history and be able to say, okay, this is the future. This is where I'm going. Everything's good. But then that slows down. Just the ability to grow.
So I'm going to say neither. I'm going to say be. Being present is where I need to be and want to be. And I don't want either of those options. And I know people are probably going to call me crazy, but no, I. I don't. I don't. I don't want either. I don't want either, Paige.
[00:03:31] Speaker B: I don't think anybody's gonna call you crazy. I think that is a very good answer. I will admit it wasn't one that I was expecting, but I just love getting those answers because you just don't know what you're gonna expect. But, yes, I definitely agree with you. I think I agree with you and every. In both parts of what you said. So it made total sense to me and not crazy. I think it was a fantastic answer. So thanks for having fun with me.
[00:03:55] Speaker C: Of course.
[00:03:57] Speaker B: So why don't we start off with you telling us a little bit about yourself and I'd love to hear about your why, Paige.
[00:04:03] Speaker C: Sure. So I am, first and foremost a mom to two beautiful little babies.
I by day, work in corporate America, and I essentially enables SaaS so software as a service products for professional services firms. And I'm the one that is typically leading from project Inception to closure, and then, you know, my hobby. And I don't want to call it a hobby because it's a passion of mine. Now it's obviously, I have a podcast as well. That's how we connected. And my podcast is truly with the intersection of where neuroscience meets mindset and why your mindset is so critical to what Paves the path in your life. And I know people are like, oh, well, just think positive. Well, my podcast is saying, hey, yes, do that. And here's why. Backed by science, here's why it works. So that's me in a nutshell.
[00:05:04] Speaker B: I love all of that. As far as a podcaster, you started at something as a passion project and I'm sure as time goes on and me being in doing it for as long as I have, the passion project becomes something even deeper and something even more important.
[00:05:21] Speaker B: So I, I'm sure that you see that now and I'm sure you will see that as, as time goes on, for sure. As far as the project Inception, that's totally interesting to me because there's so many aspects and dynamics that you go through throughout the day or through each project, and every project is probably different from the last and things come up that you're like, oh my God, I didn't realize that this was going to come up. How do I fix this? So it's super interesting to me that you, that you deal with that on a daily basis.
[00:05:50] Speaker C: Yeah. And I don't think I answered the why question, but I think, well, I don't think obviously my children are the reason why. Because I'm raising two humans who I want them to see.
Someone who is strong, capable, who doesn't make excuses for shortcomings, who says, you know what, if I don't like this, I can change it. I don't need permission, I don't need to wait. And so that's obviously always going to be my biggest why. Because they're a product of me and they're who I created in this world. And my path is to guide them and love them and cherish them and support them. But that's. They're my biggest whys always.
[00:06:29] Speaker B: Absolutely. And that's a great segue into our conversation. And we'll be talking about leadership as this conversation goes. But I truly believe that there are different types of leadership and one of them I call is parent leadership. Because we are leading our children or teaching our children or leading them into the individuals that we would like them to be when they grow up. So it's super important. And I think when you do a job like that, where you. Which was a non stop job as far as a mother goes, it's not a 8 to 5, it's a 24 hour a day job. So it's probably one of the toughest jobs out there in my opinion. You just have to roll with the punches. You have to do what's needed. You have to listen intently, understand what's needed in every scenario, every situation. And you're just molding them, like I said, into the individuals that you'd like.
[00:07:20] Speaker C: Them to grow up to be correct and the individuals that you hope see your values and why. Right. It's not just as much as this is who I want you to be, it's here are the values I believe, here is what's right and wrong.
Now you go be that person within this framework.
[00:07:40] Speaker B: So yeah, yeah, you definitely.
And I think if you do write by them and you do that, then they will see those values and they will grow up to understand why those of those values are so important and they will continue to do that as they, as they grow older. So I love that. So let's dig in here.
What does confidence mean to a leader and how does the definition and how does, how does the definition of it evolved over time?
[00:08:10] Speaker C: So let's start with my opinion of confidence and my definition of confidence. And this is just again backed by science of what I know. Confidence is not something that we are born with. We do not come into this world just immediately being confident.
Confidence is something that we develop based on our actions, our habits, our ability to go do something that scares us and say, I survived it, I did well, and now I have the confidence to go do more like this. And so for leaders, I think being confident means leading with your own kind of purpose and vision and seeing the vision, being confident about it, but also being willing to hear others opinions change if necessary.
Because that's also confidence as well. It's admitting when I don't have all the answers, let me lean on people that do. That's not weakness, that's confidence. That's confidence is admitting I don't know, I might be wrong. And so I think as leaders, you know, the whole purpose of being, being a confident leader is one that can guide with clarity, admit when they're wrong and keep doing things that scare them to prove to themselves I can do this.
[00:09:32] Speaker B: I love your answer. Guide with clarity is something that really hit home with me because like, for example, if I'm working under you, Paige, I'm going to sit down with you on day one and you're going to give me the clear expectations of what you're expecting of me as far as the job goes and when you give me tasks, what you're expecting from those tasks. So I'm not going to be wondering what is Paige looking for when I'm doing this. I'm going to understand fully what you were needing during each task or what the job is going to entail and what I'm expected to do every day during my job. So I really feel that that is super important. And I feel like a lot of leaders don't do that. And I feel, I don't know if they don't do that or they struggle with it or they don't know how to do it or what have you, but in a lot of conversations that I'm having lately, this is something that people, leaders struggle with a lot.
[00:10:25] Speaker C: Well, I agree with that. And I think a lot of that also has to do with. I can't clarify something I don't know. Right. And especially when we hire new employees or we have a role that needs to be filled or backfilled or whatever, there's obviously a gap. And sometimes these leaders are just moving from task to task to task to task, and they're not being present and they're just seeing, okay, this is the end. But they're not looking at the path to get there. And they're not in the present moment. All they're focused on is the future. And so it's very hard to sit down with a new hire or a current employee or anyone else for that matter and say, okay, this is your role. This is what I need. This is how, you know, I potentially expect to get it done. Because the need and the expectations of how to get it done can vary between what the leader sees and what the actual person doing the work sees. But they don't. I'm not going to say they, because I think that that's a vacuum. But oftentimes what I see is some leaders are just so focused on the end, they're not in the present and they don't have the clarity of what they need, what they think, because they're just so far focused on that future. And so they're not in that day to day of this is how I can clarify what I need because they don't know it.
[00:11:50] Speaker B: So you might have given the answer to this question, but I want to delve into it a little bit deeper. So what are some common microhabits leaders often overlook that could boost confidence and clarity.
[00:12:03] Speaker C: Okay, perfect. So let me explain what a microhabit is.
And a microhabit is by definition a small task that is easily performed, that takes very little effort, that builds essentially self trust within yourself. And so what I mean by that is if that leader's intention is to listen more to their employees or just be More present, they have to trust themselves to do it. And they can do that by utilizing a microhabit. And again, that's that small little task that they do every single day that takes very little effort to tell their brain, hey look, I'm showing up for myself to accomplish these bigger goals. And so when I my own personal microhabits are, if I am somebody who is present, if I am somebody who shows up for myself, then you know, one of my microhabits in the morning, for example, is before I drink coffee, I drink water, because obviously I'm taking care of myself, I'm important, I'm a priority. And what's the healthier option? Right? It's drinking water before you put caffeine in your body whenever you've been dehydrated all evening from sleeping. That microhabit of just taking a sip of water every morning takes two seconds. Yet that is telling my brain, I show up for myself. Here's the stacking evidence. So therefore I trust myself more. I trust myself more to make those bigger decisions, to stand up for myself, to do X, Y and Z. Being present, that was one for me as well. And this one was hard. It's hard, it's hard to fully be present. But I said, okay, I am going to be more present in my day to day. What does that look like for me now? It is when I am in a meeting, I am not multitasking. I do not have emails open, I do not have IMs open, I do not have my phone open. I am fully present with whomever I am meeting with. Because not only do I deserve that, not only am I now listening more intently, but the other person on the receiving end deserves that as well. And so what does that do automatically that tells whomever you are corresponding with in that meeting I'm presenting, you matter. This matters, let's all take it seriously. And that is something that again is low effort. It's low effort. It is low effort to turn your phone down, turn those emails off, turn those IMs off, whenever you're in a 30 minute meeting or a 15 minute meeting or whatever. And so instilling those microhabits of this is how I build self trust to be a better leader is not hard. And they have such huge compounding effects on your leadership style. Because whenever you trust yourself, you build that confidence that we just talked about to lead that company. You are more present. You know how to get to that end goal, you know how to do these things because you trust yourself to make those decisions, pivot when necessary, et cetera and so forth. And so I am a huge proponent of microhabits. Huge. And every time you perform a microhabit, again, science says you are telling your brain, this is who I am now. You are stacking receipts every single time. And so eventually that microhabit becomes your identity, which then becomes automatic. And people are like, you know, Andrew's our CEO. Let me tell you about him. He's a super present CEO. He knows what's going on. He has great vision, he's trustworthy, he's confident. And it's not fake. It's something that you've built through these microhabits, through this, you know, confidence that is building because you're trusting yourself more essentially.
[00:15:54] Speaker B: Paige, I love your answer. So I had a leader who did the opposite of what you were, what you were just saying there. So I would go into their office with a major concern, something that was really bothering me. They were on their laptop and they weren't looking at me, dead at me. They were typing stuff or writing whatever they were doing. They were typing things into their laptop. And they weren't paying attention to what I was saying. And I know that they weren't because a day later, they would send me an email, go, hey, did we just talk about this or did you just come to see me yesterday About. About this. And so I know exactly that they weren't paying attention to me right away. And I call this a listening with pause. I believe that sincerely, that a leader should be able to figure out when to do that, when to listen with pause, and when to listen, to maybe give feedback. And I think you need to figure out either or, but you need to be present, like you said, for both scenarios.
[00:16:58] Speaker C: Well, and in my opinion, nobody can multitask. Everybody thinks that they can, but nobody can multitask because your brain is not giving full attention to whatever tasks you're doing. Do we sometimes have to multitask? Absolutely. As a mom, do I multitask all the time?
But guess who calls me out on it? My kid. He's like, mom, you're on your phone. Like, get off your phone. Like, they notice.
And they notice when you're not giving your full attention. And what happens every time you go into that person's office, who is on their emails whenever you are trying to come to them, is you've lost trust in them to handle whatever you need handled. Right. And what does that do for the company as a ripple effect? They're now known as somebody who doesn't pay attention, who doesn't take your concerns seriously. Who doesn't do that? And what does that signal about themselves? And so, I mean, it's just, you're not, you don't have enough self trust to sit there and just give somebody five minutes of your attention. And what is that signaling? And then what, what is that going effect is that going to have from the cause you just did?
[00:18:10] Speaker B: So that's a great segue to our neck. My next question, and I'm curious to hear your answer on this page. What role does self trust play in leadership confidence? And how can microhabits strengthen that trust over time?
[00:18:21] Speaker C: Huge. Huge. If you can't trust yourself, then how could you ever trust anything you do in life, regardless if it's work or a personal or whatever? If we don't trust ourselves to make choices, if we don't trust ourselves to show up, if we don't trust ourselves to just follow through, what kind of compounding effect do you think that that's going to have in all areas of your life? And that is why I, again, I'm such a big proponent of microhabits, because they are those tiny receipts that stack in your brain every time you show up in that microhabit. And I want to clarify here, and I have an episode on this on my podcast, microhabits. The microhabits that you do should be where you potentially feel like you're failing. And I don't, I don't want to use the word failing, but maybe not showing up as much. So let's say you are somebody who takes a look at themselves and says, you know what, I don't always follow through on my word. I don't always follow through my word or I don't always follow through sometimes, but not always. You know, that microhabit could be, hey, every night at xyz, I'm going to put my phone down at this time. And you do that every single night. And what is that signaling to your brain? Okay, I set this intention of, you know, I'm going to put my phone down for five minutes, 10 minutes, whatever. I am following through on that. And you just keep stacking those receipts, you build that self trust, which then turns into confidence within yourself. Because confidence is again, not something that we're born with. It's something that we develop. And by building that self trust, you now know, okay, I can handle whatever is thrown at me. I can do this with xyz, I know that I have the tools to accomplish what needs to be done. And that doesn't mean that you are taking it all on your own. That means that you are outsourcing if needed. You are looking at from this angle or this angle or this angle or this angle. You're not, you know, absorbing it all right? But you have the trust within yourself to ensure that whatever problems arise can be handled because you value yourself enough to do it.
[00:20:46] Speaker B: I love that. I. I just. I love everything that you said there, and it totally makes sense. Habits. When you start a new habit, then it becomes a lot easier for you. And. And you talk a lot about. You talk earlier about doing a little task to take a little bit of effort. And I have started to do that because I feel like a lot of people when they have tasks. I don't know about you, Paige, but I talk a lot of people and they're like, oh, my God, I have so much to do, and I didn't even get done what I wanted to do today. And I've started. I used to be like that, but I've started to look at it a lot differently. And I've made a list. Each day, I make a little list of things that I'm looking to. To do and the tasks. And if there's something that I didn't have on the task list, I would add it onto the list. And I go into it thinking I may or may not get everything that I want on my list done today. But I'm going to look at at the end of the day, and I'm going to be happy with the effort and the things that I did today.
I have a lot less stress than when I used to because I used to be like, oh, my God, you know, it's 5:00' clock, and I didn't even get a quarter of what I wanted to get done today. And now I just like, you know what? I did this today. I did this today. I accomplished this today.
And I close out. I've made it a point to close out every day at a certain time. Take shut off my laptop and I close out. And yes, I'll have some stuff or I'll think of things and I'll make little notes or whatever, or somebody texts me or whatever. But I'm done working on my laptop. And I feel that that's really helped with. With my mindset and my morale. And I feel like I'm a lot happier because of it.
[00:22:32] Speaker C: Yeah. And I would even challenge you and everybody else who may do that. I am a big proponent of, you know, okay, here's how I'm going to organize my day. Here Here is what I know that I need to get done. I always challenge people to do the tasks that you don't want to do the most first.
Do that first. Do it first. Why? Because that is the hardest thing that you're going to do today. It's the hardest thing that you're going to do today. It's the one that you want to resist the most. And you are, again, telling yourself, okay, I can handle this. I can do it. It's fine. I survived.
That's done. Because I know that there are things that we just. You're like, oh, I am putting this off. I'm putting this off. I'm putting this off. But whenever you start doing things that you don't want to do the most first, what type of tone does that set for your day? And I use working out a lot as an example. People hate working out.
I, you know, I work out, but it's not like, let me go to the gym, let me go to the gym. And some people are like that. But I know for my health, for my sanity, for my wellness, I work out. And what do you think the first thing I do in the morning is? I work out. Because not only is it good for me, but it's also one of the things that I don't like doing the most. So it's like, okay, let's go do the thing that I want to resist the most so I can show myself that, hey, I did it. I survived. I still showed up for myself. So I always challenge people. Do what you resist the most first, and your day will be so much smoother.
[00:24:04] Speaker B: I could definitely see that for sure. So, Paige, when it comes to diversity and inclusion, what microhabits can leaders build to create more inclusive, respectful, and psychological safe environments every day?
[00:24:18] Speaker C: That's a great question. Let me think about that for a second, because I know, in the States, right? Yep, we are in the states right now. We are in a very. And I've seen this a lot with my clients. We are in a very reactionary phase of business as it relates to diversity, inclusion. And there are some clients that I have seen that are reacting, and there are other clients that I have seen that are responding.
And by responding, I mean, they're saying, we're not scared. Challenges. And so I don't know what microhabits can be instilled for that specifically, but I do know the types of personality traits for those firms that are saying, I dare you, take me to court. Let's go. I will go toe to toe for you. Or to you with you on this topic. We're not taking diversity and inclusion off of anything as it relates to our company. And those companies are the firms and companies that have confidence. And I can tell you right now, the leaders within those organizations are the ones that know how to lead, know how to guide, who are not scared, who are smart, willing, able to roll up their sleeves, who listen to their colleagues, their employees, et cetera.
[00:25:49] Speaker B: And.
[00:25:51] Speaker C: I can't go into the specifics, but I mean, I've had several who have gone toe to toe with the administration that we currently have and they're like, we're not backing down, come at us. And so I don't know about microhabits specifically other than the ones that, you know, we've previously discussed as it relates to just building your own self trust.
[00:26:13] Speaker B: I do like that answer.
And I think when you build yourself own self trust, then it's going to create a lot of things for you and confidence is one of them. And I just love the fact that you're talking about people sticking up for what they believe in and figuring out, right. Figuring out ways to, to, to come up with those solutions. So I love when you said before the people are, are reacting and then there's people who are like, okay, well this is what's happening, here's what we're gonna do. Because you know, when you said you, you know that there's people who, you have leaders or you deal with leaders who know how to lead. And for me, a good leader is just like the game that we played as a kid. Follow the leader and you're gonna follow that leader. So if that leader is going to go after a high horse all the time, they're gonna yell and scream and they're going to be authoritative and they're going to be in a fighting nature, then you're gonna follow that. If you are like, okay guys, this is what's happening to us, but this is what we're going to do and we're going to continue to do the things that we're doing and we're. Because this is what our clients want from us.
So we're going to continue to do that. And so when you're hearing those two different people talking, well then we're gonna, you're gonna react to it however that person is. So you just talked about you being a mom. It would be like your children as well. You're leading your children and you're going to react how your children are. If you're going to be like yelling and screaming well, then they're going to yell and scream. If you're going to be calm nature and talk to them, even though they're young children, if you're going to talk to them like adults, well, then they're going to learn how to talk like an adult and learn how to deal with situations that they may or may not agree with.
[00:27:52] Speaker C: Yeah. And I want to be very clear here. There is, in my opinion, a difference between reacting to something and responding to something.
[00:28:02] Speaker B: Exactly.
[00:28:02] Speaker C: And what I mean by that is when you react to something that is typically your knee jerk, like either fly off the handle or shut down or whatever your response type is.
Whereas whenever you respond, that is, whenever you are responding with clarity, you're responding with intention and belief, and you are standing by that response. Because a lot of us, you know, we just react and it's like, oh, you know, da, da, da, da, da. Like, whatever. This is, whatever. But if you can take the time to pause and respond, sometimes that's where that, that confidence, you know, that confident response is coming from.
So that's what I meant in terms of. I've seen clients who have reacted where it's like, okay, I'm just gonna take it off. Like, okay, like, we're just gonna, like, comply. And then the ones that have responded, they're like, no, like, no, no, no. Challenge me.
[00:29:05] Speaker B: No. And I. And I agree with you. And I knew exactly that's what you meant. And I think it's super important to be able to do that. I know for myself, one habit as a leader that I've always done is that if something happens, I don't ever react right away. I usually get the situation, and I usually take about 24 to 48 hours to process it. And then from there, I figure out in that time that this is how I'm going to respond to that. And that's in any situation, whether it's a. I.
We'd call a.
A heated situation or whatever it is, it's always better to force me to take some time to process it and figure out how we want to handle it. And I can confidently, confidently say that every time I've done that, the result of it is always been positive. There's always. I've always gotten a positive feedback or it always ended in a positive note.
[00:30:03] Speaker C: Right. And I'm assuming that's because you have confidence within yourself that this will be handled. It's not a rush to react. I have the confidence that I will get the clarity and then be able to respond. Right. There is no rush to react to the situation. It's not technically on fire. So let me take a pause for my own self and then let me respond.
[00:30:27] Speaker B: Yep, exactly, exactly. And like I said, it always worked out well. And I've never left it a week or anything like that because I think the longer that you wait, the results are not as positive. So I try to give it a certain amount of time, very short amount of time, and then we got to get to it right away so that it's clear in whatever the situation is, it's clear in your mind what's going on and it's clear in if you're dealing with somebody else or a client or whatever. It's clear in their mind as well what you're talking about as well.
[00:30:57] Speaker C: And I, and I think that's another thing too is I feel like especially now, in just the society that we all live in, everything is so now, now, now, now, now. You know, we have social media where everything is in our face. We have 24 hour news segments, we have everything that feels like a rush. But if we took two seconds to pause and realize, hey, yes, this might be an emergency, but if I just take a minute to ground myself, get some clarity and whatnot, I will have a better outcome. Because when, you know, and I want to say, why, when we enter this, you know, kind of hyperarousal, where it's like, oh, this is a crisis moment, our brain fires essentially our amygdala, which is a part of your brain that's your threat detector, is firing, firing, firing, firing. And our prefrontal cortex, which is the part of your brain that is responsible for logic, clarity, long term planning, et cetera, goes offline because your body is essentially in this like panic state, right? So if you can take a minute to just pause and not respond immediately, and it doesn't have to be take a day, it could be, hey, let me take 5, 10 minutes to just ground myself and not have to fire off that response. Your results will be much better because your prefrontal cortex, that part of your brain that's responsible for that long term planning, clarity, higher thinking, will come back online and the problem won't seem as big as it actually is. You're able to find better solutions.
[00:32:33] Speaker B: I love that. So, Paige, before we wrap up, what is one key takeaway you'd like our listeners to take away from this episode?
[00:32:40] Speaker C: I, you know, again, I am such a huge proponent of microhabits, but in order to start them, you have to really take ownership of yourself and take that inward look. And that is hard. That's hard. But it's more of a, okay, what is showing up? What kind of issues am I constantly seeing? What's my role in this and what can I do to change it?
And that is again, what I did whenever I started my own, you know, microhabits and change journey. It was, what's my role in xyz? What is lacking? How do I change it? And it was again, installing those microhabits to really build my self worth and concept and self trust.
And so I think the biggest takeaway is take an inward look, take some responsibility and accountability and then go out and change it. Because nothing's ever set in stone. Who you are today is never set in stone. Your identity is flexible and changeable and it is not permanent. And we all have that ability to be the best versions of ourselves.
So that's my biggest takeaway.
[00:33:48] Speaker B: I love that. I love that I would. My call to action would be to for everybody that's listening to, like, share and follow this episode. Paige, I wanted to take the time to thank you for coming on today. I just admire your having. You're very welcome. I admire your dedication. I admire your ability to instill trust, your incredible vision, and I admire your ability to show compassion to everyone that you make meet. And that's what I noticed those things right away from day one when we met. And again, thank you so much for being part of this episode today. And I just think you're such an incredible human.
[00:34:23] Speaker C: Thank you so much. Well, I appreciate it. Thank you so much for having me and I enjoyed it.
[00:34:27] Speaker B: You're very, very welcome. On behalf of myself and my guest Paige, I'd like to take time to thank you all for listening today. And until next time, be safe. And remember, everyone, if we all work together, we can accomplish anything you have been listening to.
[00:34:42] Speaker A: Let's be diverse with Andrew Stout. To stay up to date with future content, hit Subscribe.
