The Power Of No: Executive Presence Without Compromise

[00:00:00] Speaker A: Before we dive in today's episode, I want to take a moment to share something that's been on my heart. Something I've been working on behind the scenes for a while now. I'm officially writing a book. This book is called let's Be A Practical Guide to Leading Through Change. And it's deeply personal to me. It's built from real experiences. The uncertainty, the challenges, the moments where I didn't have the answers but had to lead. This isn't just a leadership book filled with theory. It's about navigating uncertainty when there's no clear direction, building internal clarity when everything around us feels unclear. Having courageous conversations, even when they're uncomfortable, and leading with value, especially when it's the hardest to do so. I'm also going into topics that don't get talked about enough, like what it feels like to be challenged, overlooked, and even bullied as an adult in a workplace. And how those moments shape the kind of leader you become. This book is for anyone who's ever thought, how do I lead when I don't feel ready? How do I show up when I don't have all the answers? And how do I stay true to myself in environments that challenge me? If this is you, this book is for you. I'll be sharing more about the journey behind the scenes moments and opportunities for you to be part of it as we go. So stay tuned because this is more than just a book. It's a movement around how we lead through change together. Alright, let's get to today's episode. [00:01:25] Speaker B: Opinions expressed in this episode are personal. They do not necessarily reflect the views of this streaming platform. [00:01:34] Speaker A: 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 today is the power of no executive presence without compromise. Our guest today is one inspiring human. Her name is Taylor Walker. Welcome to the show, Taylor. So thankful to have you on here and joining us today. [00:02:04] Speaker B: Yeah, thanks for having me on. I'm excited to get into it. [00:02:07] Speaker A: Me too. How are things with you? What's going on? Give me the tea, give me the deets. What's going on? What's going. What's happening in your world? [00:02:15] Speaker B: Yeah, absolutely. Some big stuff. So this week I actually launched my mini series, Leading Like a Human in the Real World, which is where I'm having conversations with leaders in multiple different industries, talking about the nitty gritty. What are we getting right? What are we getting wrong? What are we learning along the way? And that's been going really well. Having some very interesting conversations and no, other than that, Living the dream. [00:02:37] Speaker A: I love that. And congratulations on launching that. I know myself, it takes some work, some dedication. But I will tell you that you will see how fruitful it will be and just the amazing conversations that you're going to have. And every time you get behind the mic, you're going to learn something new. So that's, that's the exciting part. Well, congratulations, I hope, and hopefully you'll, it'll keep, you'll keep going and you'll have like a thousand episodes of them. Well, thanks so much for sharing that with us and, and glad to hear things are going well. Before we begin, I always have a fun, thought provoking question that I ask all my guests to get things going. Are you ready for yours today, Taylor? [00:03:17] Speaker B: Let's, let's do it. [00:03:18] Speaker A: Okay, so your, your question today is if you could download your memories into a searchable spreadsheet, what would those memories be? [00:03:26] Speaker B: Ooh, that's a great question. I think if I could download my memories into a spreadsheet, it would be all of the successes and failures that I've had in my professional career and personal career. Just because we learn so much and as we get older we have exposure to things in life, we go, wow, this changes how I think about things. And I think if I could either share that with myself or even my peers or people, generation upon generation of just like, learn a little bit from what I went through, I think that's what I would do. [00:03:56] Speaker A: That is amazing. I love that. And I think what's great about what you just said is we put our noses into so much and the more that we put our noses into stuff, the more we learn. And some things are going to work out, some things are not. But I think that's great when people do that because we just learn so much when we do that. [00:04:14] Speaker B: Yeah, a lot about ourselves in the world. And I think those who know me in my professional world, they know that the question of what did you do this weekend? Is always a coin flip because it could be just yard work or it could be I went ice sailing with a North American seed record holder. I mean, it's really about all the experiences you allow yourself to live in this world are so important. You learn about yourself, you learn about the people around you. But then even in your professional career, those same experiences are invaluable oh, they certainly are. [00:04:43] Speaker A: They certainly are. Well, thank you so much for that. Great answer. I love how you were so quick on your answer and I loved, loved having fun with you. So thanks so much to get us started. Taylor, who are you and what really drives you to do the work that you do? [00:04:57] Speaker B: Yeah, absolutely. So I've been in HR for almost 10 years. I've actually only been in HR in the cannabis industry here in America. I've spent time in the east coast and then more the Midwest in my career. And really what, what gets me out of bed and gets me juiced and excited to do HR work is not a career I necessarily thought I would fall into. Definitely not something I went to school for originally. But being able to show up to the des, the space computer every day and just being able to sit here and say, how can I help you today? And whether that is helping you understand an organization, whether that is holding space for someone professionally or even sometimes just saying, hey, we tried to do something and that didn't work out well, so how can it help us move forward? That's what gets me up every day. And I think what's really driven me to launch my miniseries and talk to professionals like yourself is I want to help other leaders as well. Not just the leaders in my organization, but all of you out there listening so that to your question, I can share my experiences and help you become a better leader every day. [00:06:00] Speaker A: I love that answer. And what caught my attention to what somebody you said is that you've been doing it for 10 years, but what you like is to, is to get up and get out and talk to the people. And I think that's what is important and I think what a lot of people are missing. And I know we're going to probably get into this as the conversation goes on, but I think it's the connection part and I think that a lot of people are missing that connection part for some reason. Whether it's they just don't think that it's valuable or they just don't have the time, or they're just not. There's no interest level or they don't think it's like it's going to get them any, gain them anything monetarily or whatever, it's super important. And I know for myself all the conversations that I've had or got to have with people have been so fruitful and you just never know what direction they're going to go in. But they can be so amazing and so fruitful for you if they're done in, in the right manner. [00:06:57] Speaker B: Absolutely. You know, if I look back on my career and even going way, way back when I was outside of leadership, I've trained people in my career that are now project managers for NASA. I've worked with people that are now entrepreneurs of their own business. And while they absolutely have to have their own grind and what gets them up every day, I, I get a little bit of that full heart feeling and knowing I played, even if it's a small part, a small part in helping them succeed and helping knowing that they are going to have a servant's heart and wanting to help other leaders as well. So it's, it's just. You're right. That connection is, that's the base of really, I would say my leadership is if you can't connect with people, you can't understand people, you can't help people, and you definitely can't lead people. [00:07:43] Speaker A: No, you can't. Absolutely. For sure. So today, as we mentioned, our topic is the power of no the executive presence without compromise. What I wanted to ask you today, Taylor, is why is saying no so critical yet uncomfortable part of leadership? [00:08:00] Speaker B: I think for any leader out there, whether you are newly promoted or you've been in the role for years, you want to show that you're a performer. So if your owner or CEO shows up and says, I want you to do this, our reaction is yes. But is yes the right thing in that moment? Sometimes it's not. Sometimes it is a healthy or respectful no with pushback. And here's where it's important to distinguish that same, that same scenario CEO, hey, I want you to implement this, but let's say your missions, values or even your quarterly strategy is not aligning with that. You can push back and say, respectfully, I think that you know this is going to misalign with our strategy and have this particular blowback. But let's talk through it. Give me the why and give me, you know, where you're coming from. But let's also flip that coin and look on the other side. Think about the leaders that we see as role models or that we want to emulate. They protect their boundaries, they protect their time. So sometimes that no in building your presence is, hey, do you have a second to help me to fix with this? Now this sounds kind of hypocritical because I just said I love helping people, but sometimes helping someone is saying I don't right now. Can you go and look at these resources A, B, C, D and help someone build alternative networks or you know, support systems and then coming back and saying, okay, let's talk through that. That respectful no can be put into small places throughout the day. And I'm not sitting here saying that you build executive presence by saying no every time, but I think no drives a further conversation than a blind yes. [00:09:30] Speaker A: You want to give people your full attention when you were saying no to them. It's not necessarily a no. It's just, I can't look at that right now, but I think it's the way that we, some leaders answer that. So if you're going to answer that in an aggressive manner and that you're. They're bothering you, well, then you're probably not going to get those team members to come and see you again or they're going to be very leery to come and see you again. But you're absolutely right if you would say to them, I can't right now. However, why don't you send me a message after lunch? And was. And I, and I will do my best to make some time for you to answer that or look into that with you. I just can't rate that right this second. [00:10:21] Speaker B: Yeah. [00:10:22] Speaker A: And I think by the wording of that, it makes a huge difference because I think that person won't feel ignored as they would in the, in the ladder. [00:10:30] Speaker B: Yeah, absolutely. But I think what's important, not only from the manager to team member, but manager to your supervisor, that no drives a conversation of, what's our strategy here? Are we pivoting? Do we need to talk about that? Some, you know, that no even can show a strategic critical thinking when you're thinking really big picture. So, you know, in that same example where it's like, CEO, hey, I want you to do this and add it. And you're like, oh, this completely ignores all my game plan. If you were to just say yes, they don't understand your hurdles, they don't understand the misalignment, and they also don't understand necessarily your business acumen that you have hiding behind that. Yep, got it. You know, can do where you're like, oh, gosh, now I gotta figure out headcount and team, whatever that is. But if you sit here and say, hey, I think we need to talk about this, because as of right now, I can't, I can't sustain that project, or, hey, you know, I think that misaligns with where we're trying to go this year. Now, typically your leaders wouldn't be like, okay, and they just walk out. Right. They're gonna want to know why you are saying no to that respectfully. And you're gonna then lay out, what are your hurdles? What are the things that we need to maybe realign about or even, you know, in that maybe it's something that it's a good check for your own leader. You should have that relationship and that, hey, listen, we all put our pants on the same way every morning, and leaders can make mistakes, and maybe that's the moment where your leader goes. You're right. So, yeah, a respectful no goes along. [00:11:50] Speaker A: So you might have delved in this, but I think I want to, I want to go into this a little bit deeper here. How does the ability to say no actually strengthen your executive presence? [00:12:00] Speaker B: Yeah, so the ability to say no, as I said before, it drives that more broad conversation in being able to speak to either someone's ability. So we'll go from like a manager to employee standpoint. Hey, can you help in the phone real quick? I want, you know, want to talk through this or strategy. And as uncomfortable it is to tell a team member, no, I don't have the time to support you right now, or no, I need you to sit in discomfort and figure this out a little bit. That not only puts you into a space where your team member at the end of it will be like, hey, I'm going to make time for you, but I'm going to make time for every single other person on this team. Me telling you no right now just means that I believe that you have the ability to use your resources and the brain that you've got because you're a high performer. And if you said, Hey, 91 1, I'm going to get on that phone right then. But that's why I'm tell telling you no. I think that builds that trust and that camaraderie that you're really looking for a leader. As someone who says, I believe in you and it's, you tell me it's important, I'll drop it. But if not, I also need to respect my time and boundary because then they know you're going to respect their time and their boundaries. But from a, you know, a leadership standpoint, really, when you're talking with other leaders, saying no means that, well, one, I think it removes this general pushover feeling or the yes man that you've got of like, oh, yeah, they'll just say yes to anything, but that you're truly having the good of the people in the organization at heart. So sometimes that no is a hey, that sounds great, but we're not ready. And that would do more harm than good. And so they go, okay, they are thinking more about just a dollar sign or, hey, just a cool new piece of technology. They're really thinking through all of these options. And sometimes that no isn't like, no for now, you know, no for forever. It's no for now. And I think that's a really important part of leadership to explicitly say that too, because that can drive further conversations down the line of like, keep talking about this. Let's keep talking about this. So when it does align, I'm absolutely for you, but right now, maybe it doesn't. [00:13:52] Speaker A: Yeah. The conversations that I'm having with leaders these days is sometimes they're afraid to say the no because someone else has come in, they're doing the same job as them, and they're afraid to say the no because then the organization will go to the other person. [00:14:13] Speaker B: Yeah. [00:14:13] Speaker A: And that person will say yes. And then they'll look. They won't look good because that person said yes and they said no. Sure. That's kind of what conversation I've been having lately is of what they're. They're fearful of or they're worried about. Yeah. And I don't think you can be worried about that because I think you have to, you have to consider yourself, your time, your. Your, Your mental health, your well being. I think you have to figure you have to consider all those things because if you're just going to say yes to everything, it's gonna come back and bite you at some point. [00:14:48] Speaker B: Yeah. You know, I'll be. Be raw here for a little bit in that. Listen, we've all gone through times in our career where we're. Yes man. We want that visibility. We want to show that if you ask, I will show up. I'm not gonna remove that. That's not a piece of someone's career. But think about to your point, what that could do to your burnout and your performance. So now you're showing up, but are you performing consistently? And I think that leads into that conversation of like, I'm bringing 120. And when I go down to 100 because I'm getting tired now, I'm not doing my job. So you have to. It's a, It's a delicate dance. Right. You don't just say no for everything. But I want you to think about, like, how are you leading into the culture in your own space? Is that, you know, for me, I have a big retail background and retail is the. Especially as a salary manager, like you could get a call at 5am, you could get a call at 3 in the morning and you have to say yes. Well, when you do burn out, what happens when you come back into the space? Which is what happened, you know, to me in my yes man phase. I had to come back in the space and say, listen, I need to set a boundary where I'm going to have to say no sometimes. And this is the exact reason why is that I've burned myself out in doing this. I will show up for you, but I will show up for you in the time that we allot for each other because your leader too wants to go home to their family and you know, to have their downtime for their own well being and mental health. So that no is so important for you to find a comfortable space to have it now. You have to be tactful about it, right? But you're absolutely right. It's something that it's not only about work life balance, it's not only about respect of people's time, the ability for you to have strategic thinking so that you're not just saying yes to everything comes across your desk. But it also goes as deep as if you want to show up and be the leader that you can be today. You have to take care of yourself. [00:16:29] Speaker A: Oh for sure. Your health is 100%. If you, if you're not healthy, you, you're not going to, you're not only not helping yourself, you're, you're not helping your team, the organization, you're just, you're so, you do need your away, you do need to have your time to relax. We need to take our lunch, we need to take our breaks, we need to unwind. We need to walk away from our desk, go for a walk in the building, 15, 20 minutes just to unwind. Because I think if we're just saying yes to everything, just eventually, like I said, it's just going to catch you, [00:17:03] Speaker B: you know, and I'll throw it out there because I'm sure someone here listening is going like, okay, but to your point, if I say hey guys, at six o' clock I need to leave or hey, no, I can't do that, I'm really at my bandwidth that it's going to be looked down negatively on me. I'm going to throw a devil's advocate at you is that if you don't say no, then you are building an unhealthy culture in your workplace. Now you can sit here and say, hey, I think I really need to, you know, work on Having better boundaries for this. And that doesn't mean it changes tomorrow. And it's like a hard black and white. Right? But you can sit here and say, I need to find a better balance for this. How do we do so? And you start kind of working towards it bit by bit because you want people to have a psychologically safe space where they can say no to their bosses, they can say no to their peers. Now, it should be with, you know, logical backing. It should be done tactfully. Of course, if you don't have that space you're allowing where someone then can be overworked, someone can make the wrong choice because they were like, well, my leader wanted to do it, so I did it. Okay, well does that, does that make sense? So you really need to be able to build in that no into your organization. I mean, this is the same thing of like, I had a CEO tell me once all I needed was a C suite that would tell me no. And I was like, well, why is that? And he was like, well, because I get excited and I get passionate. I'm a human like. But I need someone who's going to check me with their expertise. And so that no does show your expertise. [00:18:25] Speaker A: So we talked earlier about why saying no was such a critical yet uncomfortable part of our leadership. Tell me, Taylor, or in your experience, what does a respectful, effective no actually look like? Because I know a lot of people out there, a lot of listeners may not have said no a lot. And they don't know what it looks like if they actually do. [00:18:47] Speaker B: Okay, so a respectful no could be something as simple as, let's say another leader said, hey, I'm working on this project. Do you have a second to take a look at it? And you have the want. Do you of course want to support your peer? You want to say yes, but you're working on a ton of projects right now. I'm not quite sure that respectful no could be. Hey, I can't right now, but I could probably take a look at it on, you know, Thursday by 3 o'. Clock. Does that align? If not, like, maybe we could hop on a quick call and we could talk through it real quick. What works best for you? Now that, that might be a peer to peer, right? Or if, you know, you have a relationship with your supervisor where you're overlooking some of their drafts. But let's, let's raise that a level. Let's say you have a C suite or you know, your CEO or founder that's asking you to do something, you're just Like, I don't, I don't understand. This doesn't, this doesn't align. That respectful no. Isn't just a. Nope, I'm not doing that. It could be, hey, can you tell me a little bit more about where this is rooted? So if it's like, hey, we completely need to redo our sick policy. Okay, that, you know, foundation could be budget. It could be that it's not clear. And so managers aren't sure if they're excusing. Not excusing, whatever. Right. So you need to find the root cause. And then let's say that that root cause completely goes against two other policies or strategies. You're going. You could be like, hey, I hear where you're coming from. And I think that, you know, current idea X, whatever it is, would work against A, B, C and D. So I'm not sure that's something that, that we should implement. But. So here's where the tax comes in. You're going to say no. But then it typically is followed up on an. And butter if. A little less more on the if. But, you know, hey, strategy A, B, C or D is aligning, let's say, maybe with that root cause. So let's say, sit here and say that they're. They're wanting to cause sick time because of cost. Hey, I think that sick time, one, we're mandated to have a minimum amount. Two, it's something that's going to hit our morale and our values and mission is, you know, we're here for our people, not just a business. So what I can do. This is the. And if or. But we're currently going into negotiation for, you know, open enrollment. Why don't we look at having a $20,000 cost savings in this strategy comparative to sick time. I think that, you know, we currently have a low enrollment of benefits or whatever that is. Right. So the point I'm getting to is the respectful no is an understanding and a pushback or that understanding, that pushback. And maybe that pushback is I have hurdles like staffing, like, you know, budget or even skill. You know, I've got a rockstar team, but we just don't have that technology or that skill to do that. It could be a. I can do that if. This is where the if would come in. We had 50 extra K in our budget. Or if I could bring on a temporary support worker that could help up with this. So that's the respectful no instead of the like, yeah, we could totally do that. Because the, the quick yes man allows for Burnout for disengagement. Because now you haven't had a. A productive conversation and being able to truly understand where your leader or your peers wanting to go. And then the, you know, next part for that is it doesn't allow you to truly, you know, uncase what your hurdles are and why you want to [00:21:50] Speaker A: say, I piggyback on something that you said, which is what works best for you. And what caught my attention to that is without that, it looks like you're just not wanting to help. But the way you framed it is, I can't right now. However, here's what I can do. I could do da da da da. I could do da da da. Yeah, what works best for you. So you're saying you can't at the moment, but you're giving them options to say, I still would like to, however, this is when I can. And I think they will respect that, because, I mean, unless they're like, they got, like, a couple of hours or whatever to get this project in, which, sure, they probably should have asked for assistance earlier. It worked out that way that that's what they were, you know, a little bit of time and. And giving on those options makes them think, okay, well, all right, they can't now, but we can look at it this time. Let's look and see what works best. [00:22:52] Speaker B: Yeah, well. And I think, you know, to that point, again, this is about executive presence, when you think about it. It's not only appearance, it's how you show up to the table, it's how you communicate at the table, et cetera. Right. But think about if Tim Cook walked in and someone held up a horrible iPhone idea, and he was like, yeah, I love it. Would you have the products that you have today? No. He's respectfully saying, hey, I see where you're going with that idea. I love it. But let's try this, this, and this, or can we table that and try this and see, and we may come back. Right. Or if you think about, you know, leaders, let's go even further and throw it like Oprah. She runs a massive company. Her time is so precious, but it doesn't mean it's not impactful. And the only way she can do that is with the no. And so when people are thinking, like, why I can't tell my leader no, that that doesn't make sense. It's like, you can, but you have to do it tactfully. You have to have a reason for it. And having that reason for it is where the conversation starts. [00:23:50] Speaker A: Yeah. If you're saying I can't because I don't want to. Well, then that's a different. That's a total. [00:23:55] Speaker B: Yeah. And, like, listen, hey has a different relationship with their organization. You can have that human moment. Maybe it's like, hey, I can today, like, I can't give you 100%. And for that project, you want that. So, like, I need a day sometimes. That. That's the no, and that's the human no. Right. But, yeah, absolutely. [00:24:11] Speaker A: I love that answer. I can't give you my 100%, and I want to give my full attention and desire and compassion into this project. And I just don't have the. That the strength or the willpower to go through it at this very, very time. However, I can look at it when I come in in the morning when I'm fresh and I've had a good night's rest. [00:24:35] Speaker B: Absolutely. Absolutely. [00:24:37] Speaker A: So in diverse workspaces, how can power dynamics make it harder for some voices to say no? Because we know we live in a world now where our workspaces are so diverse, they're more diverse than ever. [00:24:50] Speaker B: Well, I think this is where we'll go back to what you said at the beginning. It's about connection. Unless you connect with someone, you probably couldn't say no. This is where, like, relationship building is so important. I would say anyone who's joining an organization, your first 90 days, when you're learning your password, your workflows, you should be spending, I would say, 50% or more on learning about your people. And that connection could be not just, like, tell me a little bit about yourself and everything. It's like, you should know, what's their favorite snack, what are they allergic to? Because if someone's having a horrible day, what's the best way to connect with someone? They're like, hey, I went out for lunch, saw a bag of Skittles. I know they're my favorite. Like. Like, I hope you're having a better day. Right. Or if you know that someone is really going through it. And listen, not everyone's going to want to share as much as others. But once you understand someone's foundation, that's when you have moments where. When you have that healthy pushback, they understand you're not being a squeaky wheel. You're not trying to be a pain. You're really trying to have a really productive conversation of, like, I'm saying no for a reason. Or it's one of those. When someone shows up to you and they push back to your no and they're like, hey, but I need this because I have a project in three hours. You can go. Okay, I understand. If they're telling me this, that means that same thing. They're not being a pain. This is important to them. And so this is where I need to pivot and I need to show up to the table. And then when you drop in and show up to the table, guess what? They'll do the same thing for you when it happens. [00:26:12] Speaker A: Connection is key, for sure. I've spoken about this on a few episodes, but I had a guest on who. When she started her company, she made it part of her mission to have a meet and greet with every employee in the building. So there was 170 people in this company, and she met with each and every one of them for about 10, 15 minutes on a coffee break. And what she wanted to do was not just meet them, but also Taylor. She wanted to find out what they do in the building, what they do at the company. And what it did was it not only helped her connect with the employees, but if something came up and people were asking, oh, I don't know, who does this? Or whatever, she was able to answer it. She was able to say, oh, well, I met with Steven the other day, and that's what he does. He handles that stuff. So if he doesn't know, he probably know who could help us. [00:27:13] Speaker B: Absolutely. [00:27:14] Speaker A: And it was. So when I heard that, I was like, that's. That's totally amazing because she was almost like the, the. The rapport builder of the company, and that was what she was known for. And I mean, if you're going to be known for something, I think that's a pretty good thing to be. [00:27:29] Speaker B: What better thing? Right? Well, I think, and to your point, I'm going to add to that a little bit. Think about, like, outside of your organization, we keep talking about network, network, network. Your network is where your support is at. I mean, that's, that's the same philosophy that she's bringing into her organization is like. Like, what is the coolest part of my job every day? Sometimes it's like I don't know at all how to solve that, but I know someone who can, you know, and it's not necessarily that you need to have the answer and the solution every time, but if you have the connection with people to really be able to drive them towards their solutions, at the end of the day, there's nothing better than that. [00:28:02] Speaker A: Oh, absolutely not for sure. So before we wrap up here, Taylor, what is one key takeaway? Do you like our listeners to remember from this episode. [00:28:11] Speaker B: Oh, that's a good one. First, for you to be able to say a respectful no. For you to work on your executive presence. I want you to think about what's important to you first. And I think, you know, we kind of do this in high school and college, and we're like, you love science. You should be a scientist. Right. Think about why you got into leadership. And if you're like, well, I just fell into it. I'm not really sure. You're staying in leadership for a reason. You've gone into leadership for a reason. If it's connection, it's drive, it's passion. If it is, I'm a fixer. I want you to put that as your core, and I want you to put that on your board or, you know, your. Your billboard or whatever you have every day so that when you have moments where you need to be a different, more of a tactful leader, more authoritative leader, you can go back to that and say, what's the why? And I'm that same foundational question of, like, what's the why? Is how you do your respectful no. If you're sitting here and you've got a gut feeling and you're like, this just isn't going to work, don't sit in discomfort and don't sit in, you know, feelings that as humans get. Talk about it. Talk about that in your respectful no. Because your leaders know how you drive things to the finish line every single day. They don't always know how you get there. And the more you have that productive conversation, the more you and your leader are going to build a better rapport and a better connection. And so that's going to help you climb the corporate ladder, or that's going to be the connection and relationship that will get you through the hard moments. So anytime you say I want to say no, I'm not sure, but I should just say yes, because my leader needs this or my team needs this. Think about what that full impact is and what the why. [00:29:47] Speaker A: My call to action today would be to, like, share and follow this episode. I want to take the time to thank you for coming on today, Taylor. What I admire about you is your energy, your compassion, your will to succeed, your desire, and, of course, your vulnerability. It has been such an absolute pleasure to not only connect with you, but to have you on this podcast today and to share this conversation with you. So. So thank you so much again. [00:30:15] Speaker B: Absolutely. Thank you for having me. [00:30:16] Speaker A: You're very welcome. On behalf of myself, and my guest Taylor. I'd like to thank you all for joining us today and until next time, be safe. And remember everyone that if we all work together, we can accomplish anything. [00:30:29] Speaker B: You have been listening to let's Be Diverse with Andrew Stout. To stay up to date with future content, hit Subscribe.