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 Stoich. This episode is dedicated to all my loved ones who have supported me through this journey. Those who have left us will always be in our hearts and will never be forgotten. Today I had an interesting topic. I know I always say interesting, but I just love these interesting topics. We're gonna be talking about project management and the fails of project management because I do feel that there are some situations or lots of situations where these projects are set up, raring to go, and then all of a sudden they collapse, and then we have to kind of adapt and figure those out. So our topic today is why do projects fail? And I'm so honored and happy to have as my guest today Kayla McGuire. Welcome to the show, Kayla. I appreciate you taking. Taking time to chat with us today.
[00:00:58] Speaker C: Hi, Andrew. Thank you so much for having me on the show today. I'm super excited about this. I've been looking forward to it for a couple months now since we've had it scheduled. So I'm. I'm excited to be here and honored that you asked me to be a guest. Thank you.
[00:01:12] Speaker B: Well, I'm glad that you're excited because it. It makes me not the only one, because I've been looking forward to this as well for a couple of months. So that just makes it two of us that we were excited about it. So that that'll make a good episode. I'm super, super pumped. How are things with you? What's going on with you? What's new? What's going on in your world? Give us the tea, the deets, Give us it all. What's going on?
[00:01:33] Speaker C: Yeah, well, it's that time of year where we just started school and all the extracurriculars. I have a daughter who is in elementary school. She's just at that age where we're out and about and doing a lot of stuff. So I'm doing the mom toting around, transporting all of that. But you know what's fun? She has been going to dance for six years now. And I've always wanted to take dance. I always wanted to take ballet specifically. And I thought, you know what?
I'm 40. I think I can make those decisions. If I want to take dance, I'll take dance, too. So I am doing adult ballet, and it is so fun. I am so excited about this new venture that I'm on.
[00:02:17] Speaker B: That is awesome.
That is awesome. What made you just. You just. Have you been thinking about it for a while or.
[00:02:25] Speaker C: I've always wanted to. Yeah, I. I've always wanted to learn ballet at, like, since I was a little girl. And I never have never stepped foot in a dance class, much less a ballet class.
So now I am. And it's just. It's a really good time. I'm very excited and happy about it. So now when she's in dance, she's at the studio. I'm at the studio, too, and we both get to share about our experiences in dance class.
[00:02:51] Speaker B: Isn't that fun? And I always kind of relate. I like to relate stuff to pretty much everything as far as leadership goes. And I could. You can see, you could probably figure out that, you know, ballet would be good for leadership because it's so technically sound. It's attention to detail, all that stuff. So you can kind of coincide ballet with leadership, which is kind of cool.
[00:03:17] Speaker C: Absolutely. Yeah. In so many different ways, too. And it is. It is a challenging.
Do we call it an art or a sport? It is challenging. It really is. But it's really funny because she will watch me sometimes. She'll come over and watch me through the window. And because she's been doing it for so long and I haven't, after class, she'll say, mom, you did a really good job, but I think we should probably work on your twirling. And I'm like, okay.
[00:03:52] Speaker B: So you got a coach there already?
[00:03:54] Speaker C: I got a coach. Yeah. She's. She's a leader in her own way.
[00:03:58] Speaker B: Yes, she is leading you through it, for sure. Well, that's pretty cool. And that's awesome that the two of you are getting to do that together, which is. Which is pretty. Pretty cool mom and daughter activity. So I. I love that.
[00:04:11] Speaker C: It's special. Yeah, it is.
[00:04:13] Speaker B: It is super special. Well, I'm glad to hear that things are going well. And it is a time of year where everybody's back to school, so you get that regular thing. I always say that September, even though it's not the new year, I kind of feel like it's the new year for me because it. You know, we've gone through spring and summer, and we're going through all you on vacation, and everything is kind of not really regular. So I find that September is like, okay, it's. It's not the new year, but it's making us think, okay, now we need to make plans. We're in September. We're coming close. The end of the year. What do we want to focus on from now till December and then kind of making plans for the next three months? Right. So not between, so September to December and then what do we want to do from January to, to March? So it is pretty for me, it's kind of like my thought process, I think.
[00:05:03] Speaker C: So I think you're right. That whole September through December is like its own segment. It is like it needs its own calendar.
[00:05:11] Speaker B: It certainly does.
So I want to get into this. I'm so excited to get into the meat and bones of this conversation. 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?
[00:05:30] Speaker C: I'm ready.
[00:05:31] Speaker B: You're ready. So my question for you today is, what is the first significant thing you bought with your own money?
[00:05:40] Speaker C: Oh.
Huh.
That is a fantastic question. So I do have to say, the way that I was raised, I, I don't know if this counts, but my dad taught me to start saving for retirement like immediately. And I remember getting an IRA when I was 18.
So that is a boring answer. But I tell you what, I mean, I, I don't, I can't think of anything that's like, oh, I went to a concert or I bought some cool thing. Um, I did buy a car. So maybe that, maybe an IRA and then a car. We could put those.
[00:06:32] Speaker B: That's awesome.
[00:06:33] Speaker C: Put those down for me.
[00:06:35] Speaker B: I think those are great because there's a lot of people that probably haven't. If you ask the, you know, out of 10 people, you probably would say, you know, we could figure that majority of people probably didn't do that when they were 18. Buy a registered retirement savings plan at 18 years old. They probably should have, but they didn't. I know myself, I didn't. I started to do it at a later stage, but I've kind of, you know, I've kind of been like, well, I can't look back now. I'm doing it now. So that's the kind of way that I look at it. But yeah, that's kind of, that's pretty cool that you were doing that at that age.
[00:07:15] Speaker C: So that's, that's all my dad. That is a hundred percent my father pushing me in that direction. So kind of cool.
[00:07:22] Speaker B: So if we ever want to go to the racetrack or whatever and borrow money from you, you're the person, hey.
[00:07:28] Speaker C: Now go to the racetrack.
I have, I have never been to the racetrack.
Okay.
[00:07:40] Speaker B: I have never once been. I never once been. I have friends that have Been. But I've never been to the racetrack.
[00:07:45] Speaker C: I mean, it sounds fun. I might put that on my bucket list just to do it.
[00:07:49] Speaker B: It might be fun to do. And I mean, if I did go, I would probably. Like I know myself when I, If I go to a casino, I will just kind of take. I'll leave my bank card at home and I'll just take a little bit out before and I'll just go. And whatever I loot, whatever I bring is when I'm done, I'm done.
[00:08:09] Speaker C: Yeah.
[00:08:09] Speaker B: So. And it's a really small amount. Like, you know, we're not talking about hundreds of dollars here. Like, it's a very small amount. And that's just a good, you know, practice. That's something that I've always done. And just a good way because, you know, you're kind of. I'm not that I would, but, you know, you are tempted. I'll just maybe take out another 20.
[00:08:28] Speaker C: Oh, for sure. Yeah. Well, yeah, I like it. You have a budget as a project manager, I support that strategy. Yeah. Very good.
[00:08:35] Speaker B: I think you have to, I think, you know, when you're, you have to have a plan. So that's my plan. I like to go and enjoy myself and you know, if I, you know, and say, okay, this is what I would be okay with. If I walked out empty handed, I could go home and I could say, okay, that's fine. I would not want to be in a place where I would be like, oh my God, I lost all that. What am I going to do? So. So yeah, I totally like that plan. And yeah, I'm pretty good for planning for that, so. Well, thank you so much for having fun with me. You were pretty quick with your answer, so I, I appreciate, I appreciate that. Oh, and you said car. What kind of car was it?
[00:09:17] Speaker C: I had a periwinkle Oldsmobile Alero, which I loved and I still love to this day. If I could find that car and just drive it for the rest of my life, I would. I loved that car.
[00:09:28] Speaker B: That is awesome.
[00:09:29] Speaker C: Yeah, awesome.
[00:09:30] Speaker B: It's always that first car we always remember, eh?
[00:09:33] Speaker C: Yeah. And it was periwinkle blue. It was so beautiful.
[00:09:37] Speaker B: Oh, awesome. Yeah.
So why don't we get started here? Why don't we. So why don't we start off with you telling us a little bit about you yourself, and of course we want to know about your why.
[00:09:51] Speaker C: All right. Well, hello, everyone. My name is Kayla McGuire again, as Andrew said, and I'll start with my why. So my why for why I do the work that I do. I am passionate about building. I love building, and I've been working with entrepreneurs in various aspects since I was in college. It's something that I love. I love creating things and watching a plan come together.
So there are really two ways that I use that skill today in my work as a project management consultant. The first is that I help founders instill project management best practices and their organizations to optimize and accelerate their businesses.
I work with teams typically that are between about two and 20 employees, so they often don't have a dedicated project manager. But there's a ton of stuff that needs to be done and often not a lot of organization and strategy around it. So I love coming in and helping formulate plans around that projects and guiding the strategy in that way. The second thing that I do is I help other project managers who are interested in getting into freelancing or consulting put together a plan for how to do that using business best practices. So really sound, fundamental sort of coaching that I use in that aspect as well. And both are really exciting to me because they're both centered around building and helping people and achieving goals. So that's. That's the work that I do today.
[00:11:29] Speaker B: So, two things that I want to touch on. So, first off, I talk about this a lot, and anybody that listens to my podcast will hear me talk about this often. And that is the word passion or passionate. And I feel like when you are passionate about what you do, it comes across in any different situation that you're in. You can just tell. So anybody that's listening to this episode, you obviously can't see Kayla. But if you were to close your eyes and hear her speaking about what she does, I'm sure each and every one of you could just imagine that she has a huge smile on her face while she's explaining what she does. And that's important because if you don't have passion for what you do, then it's going to make a very long day and a very long life and a very long career for you. There's a lot of people out there who are not happy in what they're doing or not passionate for what they do. So that I admire about you for being so passionate about and loving exactly what you do and love every part of what you do. So I love that. The other part that I wanted to touch on is you mentioned that you work with companies that don't have any project management or any people in there. So I imagine. I know we're going to get into this a little bit deeper here. But I imagine that there you see sometimes that they are either, they're either they don't know what to do or sometimes they think that they know what they're doing and they start doing something and then you notice, oh my God, there's so much stuff that I need to fix.
[00:13:22] Speaker C: Yeah, yeah, it's true. And you know, yes, often the companies I work with, they don't have dedicated project managers, but sometimes they do. And in those cases it's usually a more junior person who just hasn't been in that situation before. They haven't. Maybe they have the certifications and the education, but that hands on, real world experience, experience just isn't something that they've experienced yet. And they don't have someone to mentor and guide them through those steps because in a smaller team, a startup, the bandwidth is limited. So yeah, those are really the two situations that I see most often with the teams that I work with. And it can, yeah, we'll get into it, but it can manifest in a variety of different ways.
[00:14:08] Speaker B: I'm sure it can. So what I want to know from you is because there's probably a lot of people out there who maybe have an idea of what it is, but they may not have a full scope of it. So what is project management and why? And what is a major cause of projects failing?
[00:14:29] Speaker C: Yeah, those are, those are two great questions. And. Okay, so I'll address the first one first.
So what is project management?
[00:14:39] Speaker B: I.
[00:14:39] Speaker C: This is how I describe project management. I say project management management is the glue that connects people, ideas, resources and time. It's the glue that pulls all of that together so that we can get things done. And not only get things done, get the right things done. Because if you have a fantastic project manager who actually knows what they're doing, they will make sure that you're not only getting things done. A lot of people can get things done, but you're getting the right things done. What is the overall strategy of the organization and are our projects in alignment with that? That's a really, really big question that we often see missed with more junior project managers. But that's what project management is. It's methodology frameworks that help us get things done.
Major cause of projects failing. So we can look at this a few different ways.
We might look at a project and say, oh, it failed because we went over it or because the timeline got extended or because the stakeholders weren't happy with the final product. Right. We might say, oh, that's why the project failed. But if we look deeper, there's going to be deeper reasons that we need to explore and really understand as to why that project failed. And Project Management Institute has done a lot of research around this. And some of those key areas that are what is contributing to the root cause of project failure are things like misalignment within the company.
Things like unclear goals and objectives is another one.
Project sponsors that are disengaged and kind of cause the downfall of the project because you're not getting, you know, feedback or buy in. Those are some of the root causes of project failure that we have to explore in a way where we're not just saying, oh, we're over budget or we're over time, let's fix that. There are things that are deeper that we have to solve, and often those are issues that stem from the very first stage of project management, which is initiation. And I've spoken at length about initiation. If anyone here has watched my YouTube videos or listened to other podcasts that I do, I'm very passionate about a proper initiation phase, because often if we can lay that groundwork properly, then the project is, is set up for success.
Yeah, those are some, some of the core reasons why a project might fail.
[00:17:28] Speaker B: So a few things I want to touch on here. So, first off, you talk about the glue that pulls everything together. I mean, obviously in an organization, we have to have something that pulls everything together because we have to have a plan. And when we have a project that we're doing, we have to have a. Something that pulls everything together, and there's got to be organization. And I would say that probably one of the biggest things in there, which I talk about a lot, is communication. There's probably that communication factor and a lot of community. If there's a lack of communication or not a clear under.
Not a clear understanding of the objectives of the project, then I could see it definitely being something that could kind of help to make it falter.
[00:18:13] Speaker C: Yeah, yeah. Or even the objectives of the organization. That's another thing too, is often there's. There's like misalignment with what the founder or the leadership team actually wants to get done for this quarter or this year. And there's misalignment with that and the projects that are being worked on. So, yeah, it can go a variety of different ways there with unclear goals and objectives. But like you said, communication is how we figure that out. And opening up those communication channels again at initiation so that we can all get on the same page from the get Go and getting sign off. This is another thing that I'm so passionate about is whatever you do in your initiation phase, however broad you go with it, if it's just a simple document, if it's a full project charter, I don't really care as long as it makes sense for the project. But get, get them to sign it, get your stakeholders and your sponsor to sign it. Because there's something magical that happens when people actually take the time to sign their name to a document and say, yes, I agree to this project and the goals and objectives that are set forth here.
[00:19:27] Speaker B: Yeah, because you're, you're, you know, they say put your name on it. So when you put your name on it, then yeah, you are, you're buying it. So I could definitely see that for sure. And I could see also too, you talked about budget time extended or maybe stakeholders not happy.
You know, like, where does all this stuff come in? Because, like, is it, are they separate or are they, is it just situational? Any of these things? Like, where do those come in?
[00:20:04] Speaker C: They usually stem from lack of clarity with the project in general. So for example, if we're going to go over budget or if we are taking a lot longer than we thought, to me that means there's a problem in the planning phase that someone didn't break this down small enough to understand that this is going to cost more than we thought it would. Or maybe there's a change order or something that happened too. But to me, that would say, okay, let's go back to planning and figure out why did we think it would cost X amount of dollars and it really cost this amount, or why do we think it would take X amount of time, but it really costs this amount of time. There's some sort of a disconnect in there between what we thought and what actually happened. Asking those questions and staying on top of this stuff. Also, I know project managers who don't pay attention to the track of their projects unless they have a meeting coming up or unless they feel like it. You need to be looking at your projects every single day so you can stay on top of them. Figure out ways to make that easy for you. I mean, that's the other thing.
[00:21:18] Speaker B: Yeah. And I would say that probably comes from the leadership team to have some check, regular check inside. And you're not checking in just to crack the whip. You're just checking in to make sure everything is okay. And if you can be of any assistance in any way, shape or form, that's what check ins are, are all about. But I could definitely see two projects kind of having issues or failing. If there is a leader who is a little bit, maybe, I don't know, old school on the ideas of projects or they've said, you know, I've heard, I can't tell you how many times I have a quarter of. Every time I heard somebody say, we did that before and it didn't work.
You know, if I had a quarter every time somebody said that, I would be a millionaire by now. Because there are some people who, who say that. Right. And so just because you did it before doesn't mean it's not going to work.
[00:22:19] Speaker C: Yeah, totally. And so I see this a lot with startups and small teams is founders will, they'll just change their mind. They often just change their mind. Okay, so it might be one day. This is the direction that we want to go. They go off, they've maybe met some new prospective clients or whatever, come back in a couple of weeks later and they say, well, actually, let's go in this direction. And the team gets so confused first and then frustrated because of the lack of clear communication and leadership and guidance that, you know, people often just become disengaged in those scenarios. I've seen it a lot with startups. That's why it's really important to have that project leader who can say, this is why it's important for us to have alignment in our projects and have proper project sequencing and all of these other things and take those, take that information to the leadership team so there can be communication about why it doesn't work. When you walk in the door and tell us to shift gears again, those.
[00:23:34] Speaker B: Clear expectations that you talked about earlier. So, yeah, if they're, if they're put out there, then it should run smoothly for sure. So now that we know what the hell they failed.
So when a project fails, what are some of the best ways to react and adapt?
[00:23:53] Speaker C: Well, okay, so first of all, this is me. I reframe it. I never really think of it as project failure. I just think of it as the project outcome.
So I do like to reframe it because fail is a pretty harsh word. However, you know, let's be honest, there are projects that perform really poorly. So we don't want to just gloss over it and say everything's okay. But the reason why I like to reframe it is because the best thing you can do when a project doesn't go as you expected it to, is to learn from it, is to figure out why it didn't we can gain a lot of knowledge in a short amount of time from situations like that if we really pay attention and really dig into it. So anytime I've had a project that didn't go like I wanted it to, or expected it to or planned, I have to take my ego, set it aside, and then go all the way back through to the beginning and figure out, do a little discovery. Right. That's why we have retrospectives and project management. We ask ourselves what didn't go well and why, but go deeper than that. Right. Like, if you really had a moment where some stuff didn't go right, you got to dig in there and learn from it.
When we do that, we then set ourselves up to offer more value in the future through the information that we've learned. Maybe we want to change some of the processes. Maybe we need to train people a little bit differently. Maybe now we understand the importance of an initiation phase. And we're always going to get a signature because we see how valuable that is. Whatever it is, if the project is still ongoing and, you know, it's off track, it's off course, this thing is not going very well. You could always put in place a recovery plan and see how you could kind of fix it. So that is another thing I like to throw out, too. When we're talking about project failure, if it's not 100% failed yet, or if you're still in it, you can always. You can always do some things that will help it.
It's not over till it's over.
[00:26:05] Speaker B: I love the reframe idea. It is a different way to look at it. You are right. I mean, I.
We say the word fail, but it's not, you know, I put it in there, but it's not a. It's not the best word. You're absolutely right. So I do like that reframe idea because it's kind of like, okay, well, we need to. We need to read and react and we need to figure out, like you said, what worked or what's working, what's not working. I imagine that you're going to be putting a little bit of process mapping in there or doing lower process mapping as well. Because you're gonna have to look at everything.
[00:26:39] Speaker C: Right.
[00:26:39] Speaker B: It's not just one thing or it's. Or it's never one reason why it didn't work. There's several reasons why it could. So you have to kind of look at everything, process everything, and like you said, reframe it.
[00:26:57] Speaker C: Yeah, yeah. And realize that this is another thing that is important. When we're coaching more junior project managers, we need to be flexible. Okay. A lot of times we think, oh, we put together a plan. Like, this whole thing is set in stone. It's not. Your project's never going to go as you have planned. Never. Like, never. There's always going to be stuff. So we have to be flexible, pay attention to it, respond appropriately, expect some things to not go as planned, be flexible.
That's how the great project managers do it.
[00:27:35] Speaker B: What can we learn when a project doesn't go the way that we plan for it to go?
[00:27:44] Speaker C: Yeah, I mean, it depends on the project. But I would say there are a few key things that we could learn from really any project. And the first one is with our teams.
How can we work better together?
Holding that retrospective and asking the question, what didn't go well? And really digging into that, and how can we do that better? Are there different, like, do we need to communicate in a different way, with a different cadence? Do we need to ask different questions?
There's all sorts of, does this software work for us? What are the things we wish could be different that would have helped us? I really like opening up the imagination in those conversations because often if you're just like, oh, what didn't go well?
People may say one or two things and then the conversation is over. But it's like, if we could have run this project and in a different way, or any way you wanted, if you could have any tool that you wanted to run this project or whatever it is, how would you do that? Like, what would be the most useful thing to you with your role in this project? I think having conversations like that are really important. So how can we work better together? How can we communicate better with our team, with our internal stakeholders, External stakeholders. If we have clients, sponsors, right? Leadership team, are we delivering our updates in a way that is useful to the leadership team?
Do we think there are different data points that might have been better to deliver to them or in a different way to have given us a different outcome? There's all kinds of ways we can look at this. And then the last thing I would say that we can learn is just how to. How to do project management better. How could we have a better initiation phase? Are there different questions we need to ask? Do we need to make modifications to our project charter? How could we have a better planning phase? Do we have the right project management tool that works for us? Do we need to rework things on the board? How could we have a better execution? How could we have a better retrospective? These are all things that we can learn from field projects and projects that are successes too.
[00:29:59] Speaker B: So you talk about the initiation phase.
When I'm thinking about this question, I'm kind of looking, thinking about it when we. So let's just say you're the hiring manager of the, of the team and you are looking for a new member of the team. You're looking for somebody that's going to fit into that team dynamic because they may be able to do the job, but, you know, we might be looking at some of their soft skills because, you know, a lot of the soft or, you know, all the soft skills of the team that you have there now. You might be looking for somebody that fits into that mold of that team. Because we could run into a situation where a project didn't work out and it could be one of the things could be that we discover is the team dynamic and the T dynamic is just not working. We're not getting along. We talked about earlier the communication factor and the. Well, you didn't tell me that. Yes, I did. And you know, that type of thing. So it's kind of like, you know, we get into that argumentative stage as well because, you know, it's just everyone's not getting along. So I, I think it's got to go way back to the, the preparation of the team and making sure that you have a cohesive unit to make sure that, you know, not everything is going to go perfect. We know that, but majority of the, the projects run smoothly.
[00:31:35] Speaker C: Yeah, yeah. Having that team that, especially when we're, you know, any team is important to have that. But, you know, I'm thinking with my work with small teams with startups, that's often all you have is like five or six people sometimes. So if those people are not speaking a shared language, you know, that's why it's really important for us to have education around.
What words are we going to use when we talk about project management? What does initiation mean? Like, does it mean the same thing to me as it does to you? So that's what, you know, we're talking about a shared language. Making sure that team is starting out at that same baseline.
That's super important. And then exactly what you said too. I mean, we need to have the right balance of individuals as well. It usually doesn't work if you just have one personality type. It just doesn't. You need to have that balance.
[00:32:35] Speaker B: I'm going to throw a question at you, just I want to get your thoughts. What do you think project management is going to look like we're in 2024 as we're taping this? What is it going to look like in 2025?
[00:32:47] Speaker C: Yeah, I see the technology only improving, which for project managers who are really focused on communication and human centered sort of management, that's fantastic for them. We all know that that's where it's at anyway. PMI has reported that up to 90% of project management is about.
It is no longer carrying around a clipboard and checking off lists and you know, that is becoming more and more automated and it's only going to continue to be that way. So project managers need to lean into the soft skills heavily because that's where it's going to be. They need to develop leadership skills, communication skills.
You know, all, all of those sort of things are going to help them excel in the future.
[00:33:41] Speaker B: And you mentioned clipboards too. I imagine you'll see more and more what we call shared files, whereas a shared file and everybody on the team can go in and see what's going on and all the different things are happening and the messages and whatever. That's kind of the hub of where you can check to see where everything is or Howarding is developing.
[00:34:06] Speaker C: Exactly. Yeah. It's gonna, data is going to become more easily shared, it's going to become more real time. All of that's going to help us in project management. But we are still going to have the challenge of working together as human beings.
And if project managers can master those soft skills, then they'll be successful.
[00:34:32] Speaker B: I am all for collaborating, working together. I think that, I think we, we need to and I think we don't do enough of it. So if, if I had a wish for 2025 it would be that everybody works together a little bit more and collaborates a little bit more. And I think that a lot of people will see that things will go a lot smoother if, if we all were okay with doing it and, and felt comfortable doing that. That's, that's just my, that's just my.
[00:35:02] Speaker C: Thoughts, you know, I'm with you on that.
[00:35:04] Speaker B: Yes, absolutely. I know you are.
So if you had one takeaway from this episode, what would you want our audience to get from it?
[00:35:16] Speaker C: If I had one takeaway, I would say if you're a project manager or anyone in life, things are never going to go as planned. Okay.
Project management helps us get the right things done, but it doesn't guarantee that everything is going to happen according to our plan. So just remember that as you're in your work, it's not going to go as planned. Do you want to think of that as a failure or do you want to shift your mindset and become adaptable and flexible and figure out how to make things work for you instead? That would be my biggest takeaway.
[00:35:56] Speaker B: Yes. I love that we talked about that for sure that, you know, it's never going to go as planned. And I think we just have to be okay to understand that and not get flustered and just be willing to, like you said, I love that word. Reframe. Reframe the situation, look at the situation, do an overview of it and then just kind of work together to try. It's like a puzzle. Just try to put that puzzle back together again and, and make, you know, until the puzzle is complete and then we know that the job is, the job is done.
[00:36:25] Speaker C: So I love it. I always love a puzzle analogy. That's great.
[00:36:31] Speaker B: So any final thoughts today?
What you mentioned?
[00:36:38] Speaker C: No, I, yeah, I think we covered it. I think this was fantastic.
[00:36:42] Speaker B: It was, it was a great conversation. I want to take the time to thank you for coming on today. As we talked before we started taping that, we had been looking at this episode and we both have been kind of were excited about it a few months back. So it was really nice to, to, to have you on today.
I am a huge fan of yours. I admire your work. I admire everything that you do and I just admire everything that you, you stand for and all the good things that you're putting out there in, in the universe and, and to everybody that connects with you, I just think that you are just such a phenomenal, hard working individual and I could just see why so many people just gravitate to you and just want to talk with you or work with you. I just, I, I, I could just see that. So that's what made me gravitate to you is just, just your hard work, your, and your, your, your grit and your commitment to collaborating and, and being compassionate. So I appreciate everything and I appreciate you and appreciate you taking the time for me today.
[00:37:56] Speaker C: Thank you so much, Andrew. I love everything that you're doing here and your words just mean the world to me. It's a great way to end the day. Thank you so much.
[00:38:06] Speaker B: I appreciate you. So on behalf of myself and my guest Kayla, 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.
[00:38:22] Speaker A: Have been listening to. Let's be diverse with Andrew stout to stay up to date with future content. Hit subscribe RA.
