Ep #26: The Interview with Eleanor Beaton, founder of Fierce Feminine Leadership

Hey, everyone.

I'm Chris Plackey, and this is how to Lead for Female Entrepreneurs and Founders. Because the best way to grow a business is to grow the person who's running it. Let's go ahead and get started.

Hello, everyone, and welcome to this week's podcast, where I am conducting an interview with the inspiring and insightful Eleanor Beaton. So I don't listen to a ton of podcasts. I am very discriminating with who I let into my brain. I have a lot of ideas, and I like to be very strategic about who I learn from. And I listen a lot to Ally Brown. If you don't listen to Glambition Radio, I recommend it. She's fabulous and all Allie does some incredible, interesting work in the world with her clients. And Eleanor Beaton was on Ali's podcast. And as soon as I listened to Eleanor on Ally's podcast, I was so grateful. I have been a huge fan of Eleanor's ever since then. She has a podcast as well called the Fierce Feminine Podcast, where she has a combination of incredible wisdom for women who run their own business and who lead in the world. And also she does some great interviews. So if you're not familiar with Eleanor, I'm so excited to introduce you to her today as a woman who is also leading a team. Eleanor is a women's leadership expert. She is recognized for her incredible work in the world with women, especially in the space of confidence and really owning your power.

And building a business and a message that really changes the world. And I was absolutely tickled because her podcast producer reached out to me and said that Eleanor was listening to my podcast, which, of course was like, what? So fun. And so of course, I. Because normally I only interview my clients, but in this case, I wanted very much to meet Eleanor and introduce her work to you as well. I think that as a woman who leads her own business, talking to women who lead their own businesses, I believe it takes a powerful tribe of other thought leaders to serve all of us at different points in our development and in our growth. And my hope, as you work with me and know me, is that I introduce you strategically to the women in the world who are involved in leadership for women, who are inclusive, and they want to invite people to the party and they want to engage people at all places in their growth versus what I have experienced a little of. There's this exclusive club, too, where people are left out, and I just want to really introduce you to the women that I believe are really a part of.

A growing momentum around Changing the way we think about leadership for women and the presence that we all carry in our businesses and even in the businesses that we work within. So I could go on and on. Eleanor and I have an incredible conversation to share with you. I'm so excited to bring this to you. So I will stop with my intro and just let us get started.

Okay. Eleanor, I am so glad to have you here. You are such a powerhouse in the space around women and leadership. You've done incredible work and continue to do incredible work, and I find you incredibly inspiring. I listen to your podcast, and I just listen to you, and I feel like you're speaking to me.

It's a mutual fan woman moment. Yes.

I know we're having.

Because I love your show.

Yeah. So anybody who listens to my show totally has to listen to Eleanor's show, because if you like my show, I think you'll like Eleanor's show and vice versa. Right. We're, like, in the same house, just slightly different lanes, which I love. So I'm thrilled and so honored to have you here. In fact, when your podcast producer reached out to me, I was like, what?

Yes, let's do it.

Well, you know, and it's an amazing thing when you find, you know, to be able to find these conversations that are so aligned. And for me, you know, like I was saying, one of the things that I love about the conversations that you're leading and shaping around women's entrepreneurship is really this focus on leadership, you know, and it's. And it's sometimes the sort of conversation around women's entrepreneurship. Entrepreneurship generally can be so tactical, but I think these broader conversations about who we're being is so important.

Oh, my gosh. That's so well said. Right. Because I agree. I think there's a lot of emphasis on how to make more money, how to get more clients, how to sell, how to market, which there is nothing wrong with that. Everybody needs to know how to do that. But then once you generate the revenue, so people kind of fall in my lap. Right. They find me at that 1 to $3 million mark where now they generated the revenue, and they have people on the team, and they don't know what they're doing, and they. And they think they should know what they're doing.

Well, it's so humbling. It's so very humbling to be like, you think you've made it, and then all of a sudden, there are this new set of challenges that can be so thorny. They really get to the heart of who am I. Yeah, I 100% get it.

And I think there's a good truth to tell there with what you just said, which is it always is humbling. Like, you have to be willing to always be, oh, yeah, I need to rethink how I do that.

Right.

Like, I don't think there's ever the landing point of you're done when it comes to developing yourself as a leader. I don't think, because I know I've been at it 25 years, and I'm still like, oh, that's good to know.

You know, I can remember somebody saying that for a leader, you know, one of the most important sort of factors is your embarrassability factor. So how much are you willing to tolerate that feeling of being embarrassed because you stepped in it Again, you made this mistake. You overlooked this basic thing, you know, And I think that's the challenge with leadership, where trying to make decisions in the face of ongoing uncertainty. And we're constantly, you know, making mistakes, things that we should have known better. Being surrounded by people who might know better than us in that particular situation. And you still have to lead through it.

Yes. Yeah. We can't just decide, I'm just going to sell it.

Exactly.

How do I get out? What do I do? Exactly. That's such a great point. Right. And people can be so willing to take risk when it comes to spending money or.

Trying a new market that there's this real.

Palette for it. Like, we can tolerate that. But those more intimate risks.

Right.

In relationships and conversations that we have with people who work for us, that's where people oftentimes shut down. They don't know how to do that and experience the vulnerability and the ability to be embarrassed. That's really well said. Embarrassability.

I have a lot of that, so that's good to know. Okay, so I want to talk to you about your business because it's gorgeous and you're doing amazing things in it.

And it's funny, before you and I started recording, you said to me, I have an amazing. I think you said, I have a great team. Right. And it's allowing you to do so many great things for your business at a much higher level. So I think I want to just start with you there. What makes a great team?

Ooh, I love this question, you know, because to me, the single thing that makes a great team over anything else is trust.

So, you know, it's this. I think there's a lot of things that we can teach. You know, I think there's a lot of things that we can coach around. But for me, the thing that sort of threads a team together is this sense of trust in one another. And what that looks like is, you know, can I trust you with sensitive information? Can I trust you to do the things that you say you're going to do? Can I trust you to let me know if I'm overloading you? You know, and so it becomes. The trust becomes both a sort of a factor of the relationship that I have individually with everybody on the team and the also the environment that I am creating. And, and together, I guess we're sort of co creating around honest conversations and authentic conversations. So to me, a great team, you know, the bedrock is trust. And it's where we can have sort of inspiring conversations, tactical discussions and hard talks about things like accountability.

Absolutely. That's really well said. And I don't know what your experience has been, but.

That, because that is not common, I guess, is the way I want to say that. Right. Like the willingness that a leader would have to be really honest and open and have that kind of conversation to be sort of direct. I think you have a resource. It's called radical. It's about your confidence. Right.

Radical conviction.

Right. Radical conviction. I love the word radical. Right. So it's like, can you show up and be all you? I feel like a lot of times when you go to hire people, they're not used to that. Right. The game outside of, in so many other companies is not to be that way. So I'm kind of curious as you bring people into your business, how you orient them to the way that you want to approach the relationships that you have and the way that you guys get your work done.

Ooh, that's such a great question. So for me, you know, one of the first things that I'll do personally is we will have a heart to heart kickoff conversation where I share with them. So by this point, remember, I've, you know, a lot of the. A lot of the conversation has been me learning about them. And me, you know, they're taking the Colby, you know, they're telling me about their experiences, they're doing assignments. So I really believe in hiring slow and being as thorough as I can. Right. In terms of really getting a sense of who they are and how are they going to fit into this team. And then in a sense, the tables are turned. They will know, you know, from listening to the podcast and listening to the interview process, they're going to have a sense of who I am. But until we Start working together, they're not really going to have the full picture of who I am. So for instance, you know, I really believe, I believe that as women in particular, we're so conditioned to please others, to be nice, to put others needs before our own, to rescue, to nurture, to save, that sometimes it can actually that undercuts our ability in business, you know, in this constantly dynamic, changing, quick environment to have direct conversation. And so what I say to them, we start out with a conversation. This is how I'm going to show up sometimes. And this is what I want you to take from this. So, you know, I favor being direct over holding back because I'm concerned I'm going to hurt your feelings. So I'm going to be fair, I'm going to try treat you with respect and kindness, but I'm always going to say things in the most direct way and I hope you do the same. Right. And so it's like we educate and it just kind of gives everybody permission to name the things, say the thing and be super direct and clear.

So good. And then I think once you've done that and then you've modeled, like I can be direct and then that's it. There's no drama after. There's no passive aggressive weirdness. Like people don't get weird.

Like we just addressed it, right.

It's actually the highest form of kindness, I think, to just tell someone what needs to be said. And my mantra has always been I will say it when I have love and grace in my heart, right? Like that's when I'm going to communicate with you. If I'm upset, if I'm mad, if I'm irritated, if I'm annoyed, then that will show up anyway. And especially as women, like you said, we're very perceptive and we pick up on that. That's part of why we struggle with the feedback because we're busy reading everybody all the time and wanting the kind, nurturing ones. So yeah, being direct and then modeling, like I could be direct. And then the next conversation is, let's go.

Exactly. And you know, and I think what you've just shared is something that I aspire to. So in general I am going to be, I'm going to have that love and grace in my heart before I share something. Sometimes in the moment, you know, if I'm moving fast, there's times when it's more, I have some sharpness.

A little bit of edge, little bit of edge.

And so with those. Right. And so in those moments, what I'll try to do is catch myself, acknowledge it, you know, brief apology, let's move on. And I'm just sharing that because it's like what we were talking about is this humbling nature of leadership that I have my vision of myself as a leader, and sometimes I make it there, and sometimes I fall short. And again, it's like that whole thing, we still have to lead through it, you know?

Yeah, you can just go, I'm done for the day.

That's right.

They're all waiting on you for the direct. Yeah, that's great perspective. And I think the. The truth is there's never a day when we're just not affected by what we do. And it's okay. It's okay to get annoyed, but let's just not lead from being annoyed. Right? That's. Yeah, that's when we do the things.

And, you know, it's this idea, too, and I. And it just came to mind, you know, this other. This other thing of what makes a great team. And for me, you know, I was. I was thinking through this as we were having this conversation. I think there's this other aspect, which is that for me, a great team is going to be a group of men and women who also challenge me as the leader or you as a listener. Our sense of who we are and causes that to expand. You know, like, I have found again and again for me, as I've brought people into my team, and they have their own sort of zones of genius. And that allows me to continue to withdraw from certain areas and focus on a smaller and smaller area that has broader and broader impact, but that has challenged my sense of who I am. And if you're not aware of it and you're not sort of processing these thoughts and beliefs on an ongoing basis, it can actually keep your business small.

Right. And so for me, it's really been, do these people challenge me to elevate, you know, as much as my clients do? And that, to me, is a sense of a great team also.

I love that it makes me think about a client I have who has been working with me for about a year and a half, and she really did all the work. Right. She set up her team, she hired really well. She was at the time running three practices, and then she expanded and she started doing some franchising of her business, and she hired somebody who really was overseeing all the operations of that. And she came to one of our coaching calls, and she was like.

So.

I don't really know what I'm supposed to do.

And she had a little bit of an identity crisis. Right. And I think that really stems off of what you said, that her willingness to allow herself to evolve based on the team she had designed. Right. She was learning from them and then also kind of hitting these moments in her business of my business does not need me to be her anymore. My business needs me to be her. And what does she do every day? Because I have to rewrite my job description. Right. And it's awful. It's a total. It's very uncomfortable if you don't just allow yourself to notice how you're thinking, notice what you're thinking about yourself. Because otherwise she was very, very close.

Which is.

I've seen other clients do this where they will swoop back in because that's where they're comfortable. Right. They don't allow.

Yeah, no, it's huge. You know, I have a. I have a friend actually who went through a period of, you know, intense growth, like unicorn growth and smart thing of hiring well, bringing in, you know, amazing leadership. And it's funny because then she realized she was bored and she said she was basically getting in, getting involved in creating sort of mini crises out of this sense of, you know, rather than having those conversations about who am I now? Where's my highest value? What do I, you know, it's that redefinition of self that's so critical. That's like, that's.

You earned it.

We've earned it. It's a seven figure problem, you know, and it's a problem we're not used to having or not used to talking about.

Yes. We have to like, make our little brain blow up a little bit.

That's right.

How do I approach this totally differently? Such great information. Good insight. Thank you. Okay, so let's talk about you and your fabulous business. I want to know, first of all, for people who don't know who you are, let's just talk a little bit about what you do. And I want to know what your vision is.

I love that. I love that question. So my business really is totally devoted to helping women entrepreneurs grow and scale past the million dollar mark and really doing it through equipping them with really excellent leadership skills. I love your sort of message, really around the podcast, which is that the best way to grow the business is to grow the.

Agree with you more. And I also have this very firm belief when we look at the conversation around entrepreneurship and what it takes to build and grow and scale companies and what does success look like? So much of the conversation around Entrepreneurship and business generally has really been shaped under a male gaze. Male hands and a male gaze. Right. And I have those books like I've read Scaling Up, I've read good to great, great resources, amazing books. But I think we so badly need women's voices because we're starting businesses five times faster than the national average. And in my view, we need voices like mine and yours and some of our listeners really shaping the conversation about what makes a great business, how do you lead it effectively. And I think some of that tactical sort of approach is a very male centered view. Whereas I think this idea of tying the growth of our businesses to our development as leaders, as women is so key. And so that's what my business is all about. That's what my business is all about. And I, you know, my vision is really like I have while we kind of monetize through coaching and learning programs, to me we're a media and learning company. And so my vision is really to build sort of one of the world's premier media companies for women entrepreneurs.

Brilliant.

I always am surprised and then so validated by the synergy of thought that happens.

Spontaneously. So I actually have goosebumps all over my body because this weekend I was reading a new book by recommendation from my coach and fabulous girlfriend, Brooke Castillo. She told me to read this book. It's called Do Scale by Les McEwin.

The roadmap to Growing a Remarkable Company. It's really good. And one of the things that Brooke taught me that I work to do regularly is something called super thinking. And super thinking is when you take any resource, you can read anything, any book, and you give yourself a half an hour and you just let yourself read it while you have a question that you want to answer in your brain that doesn't have to have anything to do with the book. Right. And so I was thinking about my business and what do I really, I'm going to run a new, I'm starting a new group and I'm just like, what do I want to say about this? Just was letting myself kind of have some quiet time in my backyard with the book. And so as I was reading this, I wrote down.

Are you tired of being the only woman in the room? And then I wrote down, so for those of you listening, Eleanor and I can see each other. You can't see us. Then I wrote down all of the names.

Of the leadership thought leaders that I could think of that are recognizable, like John Maxwell Covey, Tony Robbins, Dan Sullivan, Blanchard, Carnegie. What do they all have in Common dang, girl. They're all men. Then I was like, but I love the men, right? So this is not like a feminist march towards no more men. I have nothing. I love the men. I coach men. I love the men. But women lead differently. And every single one of my clients who's at that same. Right. That high level, they'll always tell me, yeah, I was one of two people. There was one of two women there. I was one of. I was the only woman in the room. I was throwing them three women in the room. And it's. So there isn't a place that just.

Right.

So that's. I think you and I both are on the same space. Like, I just want to make sure that every woman who has a team knows how to lead her. Lead that team from hiring to firing, but with their own perspective as a woman versus what we've been taught to think about how to do that. So that's just kind of. Woo, woo, weird to me that you just.

Yeah, that's. No, you know what that is. I mean, I love that. And you know what's so interesting? So you're gonna really think this is. This is crazy. So.

I was looking for something, and so I did this quick Google search, and I was looking for inspirational business quotes. So inspirational business quotes I put in quotes, and then I did the plus sign, and then women. And so there were a number of articles all about inspirational business quotes. And the first. We looked at the first. I looked at the first five, and I barely could find any inspirational business quotes from one. So we're going to be doing an infographic about it because it's actually quite hilarious. There were more quotes from cartoon characters, like, you know, than there actually were from women, but. Right. And it's like, I think just having this diversity of thought and diversity of voices is so important because when I think about, you know, the challenges that I've experienced as a woman entrepreneur, it's hard for me to take away the gender lens. You know, it's hard for me to say. And I want to hear from women like you and like Brooke, you know, and I want to hear their experiences because to me, it's so much more powerful to know that somebody else who's, you know, with whom I can relate has gone through these experiences. And I want to hear what she has to say.

Oh, gosh. So we're on a tipping point here, right. We're really into. Because I'm in a group, right. That Brooke leads with other millionaire entrepreneurs, and it's. That.

Are all women.

Yep. And it is, you know, the safety and the vulnerability that we can create for one another. Watch. And the shine, like, the willingness to allow people to shine and acknowledge their success. It's so empowering. I just. Yeah, I think we're both onto it. And it's interesting, the quotes piece that you're mentioning, because.

I.

Tried to like Patty McCord's book Powerful is exceptional. Right. From Netflix. I love her book and I loved. I do the audio and then yet, like, at the end of each chapter. Have you listened to her book?

No, I haven't.

So at the end of each chapter, we listen to the chapter. It's all her. End of the chapter, it's a guy explaining to us what we should remember from the chapter. And I'm like, what's happening? Like, I never noticed stuff like that. And I'm like, why is this. Why is there a guy telling me what I need to remember? Why isn't she telling me what I need something? Well, maybe they added that later.

Yeah, I know. Like, you know what was exceptional?

She has some really good quotes. So I'm gonna go check it out. Go check her out. Because she's wicked smart. I like her lot. I think she has a lot of good stuff to say. Okay, so, so good. Love everything. So let's talk about a little nitty gritty. I have a couple nitty gritty, gritty questions.

Oh, I love those.

When you bring somebody into the team, how do you communicate to them what your expectations are?

Oh, this is such a great. This is so great. So generally, this is interesting. So my approach.

Is that I. So I'll create a job description and the job description. And I. Actually, I'm going to tell you how in some ways, I kind of feel a little anti job descriptions. I'll get there in a moment. But I create sort of a broad job description, and then I get people started, typically on a couple of key projects. And the reason is I want to see what they can do. Because so often, you know, in the hiring process, even though I like to hire slow, very often, I find that even in that process, you can't uncover the genius that a person has. So classic example is I hired this woman for our team, and she was coming in because she had a strong journalistic background. I see us as a media company. So she was a core content producer. Right. Then it turns out that she is this incredible graphic designer, has an incredible eye, is amazing at sort of editing. Like, she has all these incredible sort of technical skills, skill sets, and so we actually morphed her role to fit her. So typically that's what's happening first, you know, so I've got kind of some core projects. This is what success looks like. This is what I'd like you to do. And then as far as communicating expectations, in the beginning, what I'm typically communicating is my expectations around a cadence of accountability. So here's how we report in, you know, and here's how once I have a grasp of how they're doing and what their capabilities are, that's when I start to put a little bit more together in terms of firm metrics. And so typically at that point, that's where the metrics often in a small company are going to. Everybody's going to have metrics that are related to revenue growth.

Right. Because I think about hunters and farmers. And so even the farmers are going to have like metrics around revenue growth. And so that's often how I'm painting expectations. Expectations. The place where I sometimes fail as a leader is that I will, because we work in a project basis and because.

My sort of inclination is to sit back in a very coachy way and see what people are capable of and be willing to be surprised. You know, what happens is what my tendency has been is that sometimes I won't be as good clear as I need to be with people around you. This is your explicit responsibility. You are explicitly responsible for this project. And so if we don't get the results that I want, I realize it's typically because I haven't made that clarity of roles. So that's where my approach, you know, this sort of let's take a creative, broad based look at this in the beginning. That's where that approach can kind of fail sometimes if I'm not coming in quickly enough when we, when we are loading those projects to say you're explicitly responsible for that.

This.

Yep. The language I use around that is having one belly button to push, which people think is.

That's amazing.

Rows are very specific. Right. Like this is my belly. You are my belly button.

Right.

It's because if you have all these other things going on, you can't be chasing like who's doing what. Like you're, you're it.

Yeah.

You're the person holding accountable to get this done by this day. Here are the benchmarks we're going to evaluate. Absolutely. And I love that you kind of the way that you approach that because it's holistic. Right. You're really tapping the talent and the strength of the team. But Also back ending it with the piece that everything we do should be contributing to the success of the business. Right. There has to be a tie. Back to that. I just said this again on the podcast I was recording this week that we don't just hire people to be employers, which.

Exactly. You know, and it's. And it's exactly. And I mean, I think this is the other, you know, the other part that I've seen is that sometimes, you know, I see a tendency to not build the team quickly enough. So it's like the indicators are there, the, you know, the lead generation, the marketing is effective and it's working. And that becomes a point where I think it's really important for, for us as women entrepreneurs to start building on our team, because business is a team sport. And if it doesn't happen quickly enough, the typical excuse is, I don't think I can afford to hire this team member to pay for this team member. And on the one hand, I get it. But a couple of years ago, I started doing very informal research. So basically I was going to every single successful woman entrepreneur I knew. So she ran a profitable multimillion dollar company. I said, listen, I've got one question for you. As you've been growing your business, did you 100% know with perfect certainty that you could afford to hire every hire? And time and again they said no. And that's where this idea of an ROI plan comes into play. Like, you know, when you've got those accountabilities and you are holding people accountable or you have tasks that help to generate revenue, that's how you pay for them, you know. But yeah, it's, it's, it's interesting. The flip side, you know, of holding people accountable or communicating expectations that I think I off. I also saw that maybe, you know, some, maybe you can relate to or others, is that one of the things that could. All that would also happen if I wasn't holding people explicitly responsible is that I was doing the, I was doing sort of the rescue thing. So what would happen is if I didn't hold them explicitly responsible and the results weren't, and then I would like put, I would take off my business suit, put on my superwoman cloak.

Which hadn't gathered as much dust as it.

Should have, sort of complemented by the fact that, well, I wasn't clear very much.

That's right.

So I'll just.

Yeah, exactly. So I'm just gonna do it.

I don't want to make them feel bad.

Right. You've heard this before.

It's a very super special cloak.

Right. It just feels so good and comfortable.

It's amazing. It's midnight and you're cursing yourself because why the hell am I doing this?

I know. Someone asks you what's new and you've got no answer for them.

I couldn't tell you.

That's cute. I love that you said that. And I love that you said that.

Right.

Like you, all of you listening, like, this is what all of us do this. And there's just no upside. But what it requires, right, is on the front end, the heavy lifting, the working through and really thinking about the project and what you want it to look like and what you want for each person to own. And that's the heavy lifting. Because what we really want is somebody, like in a perfect world, is somebody just coming in and take care of it for us, please. Oh, yeah.

And I think it's because it's this myth around delegation that delegation.

Gives you all this additional time. And the thing is, it does eventually. But I think that the space.

I think we need to see it, the sort of space and time that we free up from delegation, I think we need to see that as a return on investment versus an immediate past. Because in the beginning there's things like if you're doing the job, you have this between your ears, you know, as you start to delegate the projects. You're so right. It's that heavy lifting of visioning.

Yeah. It's a lot of work to read your own brain, right?

Totally.

Yeah. I love that you said it that way because it's such a put off, you know, I've started putting all of my processes in my business in sweet process.

Love. Sweet process, right. I wish I invented it.

I know it. But you know what? I don't love putting it in.

Yeah.

I love when I open it and they're all there and I'm like, I love myself. But you know what? I don't love myself when I'm putting it in there.

Awful. Well, also enter like my most entitled, like, you know, take, take, you know, a two year old, an entitled two year old and like amplify it. And that's me creating.

I shouldn't be happy to do this.

I shouldn't have to do this. But yeah, it's so. It's so important, isn't it?

Common sense.

Exactly.

No, sister, not at all. Not at all. Anybody who's listening. No, if you say that out loud to anyone, you have to hear my voice and Eleanor's voice. No, it's not making sense. Which means you have to write it down. Create a loom, put it on paper.

Yeah.

Loom actually is, for me, the savior.

Right.

If I can just make a loom instead of having to write something.

I'm in heaven. That's when I. I don't know how. I kind of. I just discovered loom about a year ago, like, I think.

I don't know.

For those of you who don't know what loom is. Everybody needs loom.

Go check it out. Go check out loom and sweet process. Yeah.

I actually have one person that I know who only communicates. Oh. It's Brooke. That's why I was like, where is this? In my head. You can only communicate through loom. Oh, love it.

That's smart.

Forces you to document what you're explaining instead of talking. And then people only remember 20% of what you said.

Well, and, you know, and that's that sort of. That's that kind of like dis. Discipline, you know, that discipline of leadership, which is, you know, at the end of the day, like, accountability is so. Is such a huge part of it. And that's the gift of leadership. To me, the gift of entrepreneurial leadership is just this continuous, healthy challenge of.

Can you truly, you know, can you rise to the occasion of your vision and can you back it up with the things that you do and the woman that you are? And to me, that's why, you know, I love harvesting money from my business, but I also love harvesting personal growth from my business, you know, and from the person that it makes me become if I want to be successful and if I want to create, you know, make this vision real.

That's so good. That question. Can you rise to the occasion of your vision? Are you kidding me? Going in my journal. That's brilliant. I'm going to write that one out when I'm on vacation. You know, while we were talking about you looking for inspirational quotes.

Yes.

Here's what we need. We need somebody to go back and listen to this book.

Exactly.

And put them all on Goodreads.

That's right. You're gonna find a lot. You're gonna find a lot. Make sure you tag us.

You are in the world. You like to make beautiful quote y memes.

Exactly.

The other one that I wrote down is delegation does give you time eventually. Yeah, right.

And that's so huge because it's like, you know, there's nothing I have seen so many times. And I'm sure you've seen this, too, the look of betrayal, you know, Sheer betrayal. When someone comes to you, they're like, I hired this person, and I still don't have the time. And I'm like, yeah, you know, it's gonna take time. You don't invest money in the market and double it tomorrow. You know, it takes time, and it is so worth it because of what they. You know, once they get the process and get your expectations, what they can contribute, you know, it's just such a. It's a marvel of creation, really.

Yeah. Because it's amplified and right. As soon as you have the right team, everything is exponentially better. It's the process. And, you know, the elements I focus on is, you know, the human capital part. But we have to have. Understand the relationship we have with our money, our time, our business, our team, and our brain. And so, so much of what we're talking about here is understanding that at every level of your business, you will be challenged to think differently. And if you don't accept that challenge and you just insist on how hard it is and difficult it is and overwhelming it is, and you feed that, you won't move through it. Right. We have to be willing to do the really hard things to grow and scale the business that we want to have in the world, whatever that vision is that you want to achieve. And so these invitations show up, right, with that employee who doesn't quite do what you wanted. That's an opportunity to shut it down or think, how can I think about this differently to get a different result?

I couldn't agree more. You know, and it is. It is that continuous invitation. It's that humbling, you know, exercise. And the thing that I always think about is, you know, back when I used to practice yoga for a hot.

Minute, really hot yoga for a minute.

Oh, my gosh. So I did. And I remember, you know, when I first learned how to do downward dog, and the instructor was like, this is a resting position. And I was like. And meanwhile, like, sweat is dripping off my body. I cannot hold the position at all. I'm like, what are you talking about? There is no rest in this. But over time, you know, I learned that became a resting position. Like, I learned how to rest in place. And I think for us as leaders, that ability to cultivate that sense of being able to rest while you're doing those hard things, I mean, that, to me, is what creates that resilience and that ability to be in business for the long haul. Because I think today there's so much emphasis on immediate return, on this sense that you can create this immense success overnight, when in reality, most things that are worthwhile, particularly in business, are the result of consistent effort over time. And so to do consistent effort over time, we have to be able to rest and catch our breath through the hard things. I just preach, Chris.

Preach, preach.

What you said, too, is so powerful because there's a lot of women who are entrepreneurs who have had a lot of fast success, especially from a revenue perspective. You know, I'm watching. I've been in business seven years, and I'm watching people now who, you know, within two years are just having skyrocketed success, which is exceptional. But I think I did a podcast not long ago, like, you can't rush human capital. And this is the part where it's like. But they're not getting it. And I can't pull a trigger and make it be like I did with a Facebook funnel. Right. You can't. And that's okay. And I want to share another quote with you that I got from a yoga instructor that's spot on to what you just said. And I think that's a great place for us to leave this conversation. Even though, honestly, I could talk to you for another hour.

So maybe we could brainstorm success quotes for 24 hours.

We'll have to do a part two.

I know exactly. On my show. On my show.

Okay, I'm all in. She said we were doing something hard. Some hard. Cause I feel like they all are. But some hard pose. And she said, don't worry if your body shakes. It's just weakness leaving your body. Oh, that is so fun. Who is she? I know she's, like, here in Folsom, where I live. I have goosebumps all over my body just saying that. But that's the get, right? Like, if you can really get.

Conversations. These tough decisions, these tough moments as a woman who's leading her business. Okay. It's gonna be okay. You can do it. We all do. You're amazing. I'm so honored to have had you on the show. Thank you for joining me. And I'm hoping and excited to when we'll see each other in person.

Oh, absolutely. I can't wait. I can't wait. It was such a privilege. Thank you so much, Chris.

My pleasure. My very big pleasure. Thank.

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