EP390: Slay, Scale, Sustain: A CEO Woman's Epic Journey Through Business Evolution and Personal Growth with Rashae Doyle (SP Enneagram 3)

Okay, I know you may have heard about the Enneagram or someone told you.

You need to know all about it.

So here you are. But what the hell do you do with it?

Great news.

You are in the right place. Lead with the Enneagram is the show where you will actually learn how to use this incredible growth tool and apply it in all areas of your life, personally and professional. Hi, I'm Tracy. And to be honest with you, I was a skeptic of the Enneagram before I started to actually integrate it into my life. In fact, in true enneagram 8 style, I told my therapist to F off when she wanted me to dive into.

It well over a decade ago.

Now that I have more than a decade of experience using the Enneagram and working on myself in my family with those closest to me, building my own bulletproof leadership, sales teams with one on one clients, couples, leading workshops for top Fortune 100 executives, and speaking to large audiences all across the globe about this powerful tool. I've got the proof and deep understanding of how to help you implement this into your life instead of it just.

Being some fun thing you heard about.

The Enneagram can be a complex model. But with me as your guide, I will show you how to first lead yourself in a powerful, effective and compassionate way and then help you lead others that way in your life as well. This podcast will have powerful conversations with guests, live typing sessions, and as well as solo episodes of Breaking down dynamics of the Enneagram and how they impact your life, career and relationships. So now let's dive in.

Hello and welcome back to another episode of Lead with the Enneagram. And I am joined by one of my dear, dear friends, Rache Doyle, who is a CEO founder of Bevel Up, a med spa out in Tampa, Florida. She is the epitome of a powerhouse woman, in my opinion. She has become one of my close friends. We're in a mastermind together. And you know, she's very quiet when you first get to meet her and know her. But my goodness is the power, power behind her, even her silence. Something to marvel and admire. And she has gone from being a nurse practitioner. Right? You're a nurse practitioner, A pa physician associate. Oh, that's right. A PA.

Like injector who does beautiful things out in the world for to keep us all young and beautiful. And two, two and a half years ago, decided to start her own company and went from the superstar person that people would fly in from all over the world honestly to come see her to now the power behind the brand. Bevel up. Rache. I'm so excited you're here to kind of share like with everyone that's listening. It's. It's real easy for you to make shit happen. You've always been wired that way. But the. The mind that kind of comes with that sometimes when you're in charge of other people and not just yourself. Right. At least in business. I know you're a mom also and. And a wife and we can get into that. But I'm excited you're here to chat with all of us.

Thanks, Tracy. I'm so excited that I'm here with you and I can't wait to spill the tea on the Enneagram 3.

Yeah, she's. You guys, she's a self preservation. Enneagram 3 with a 3, 5, 8 tri type, which means she's a boss, gets shit done, makes things happen, is very tactical and methodical and strategic in everything that she does. And also she, when she is pushed, she can definitely fight the good fight, which is awesome.

What would you say was the driving force from you to go from superstar Pennsylvania Injector, who like, you're world renowned, honestly to deciding, you know what? I'm just gonna start like being the CEO, like that's a big move. That's a big move for people to make and it looks glamorous and all the things we know that like the title for three sounds bitchin for sure. But the reality of what CEO means to you, what was the reason why you jumped from one to the next?

I mean, it wasn't an easy jump, honestly. I think I had an. Like many of us probably have had as like you've probably heard the saying, an entrepreneur seizure.

Where you're like, oh, I'm doing this so great. I could probably do this on my own. And.

Going from being the star of the show, doing everything that you do so well and doing it so great, you think that you're capable of doing that in business as well. And I had a rude awakening as I started getting caught up in the minutiae of being a business owner and trying to transition into someone who can lead as well as, you know and lead well and lead with as much precision as I did as an injector. Yeah, I. To be honest with you, that whole transition was scary for me. It's not something as, like you said, a preservation. I have to have safety and security in my life at all times. I'm not gonna. I'm not a big risk taker, although I can take a Risk. If you throw it in front of me and you give me a challenge, I'm definitely going to. I'm gonna kill it no matter what. I will see that goal and I will hit that goal. But to make that decision internally is kind of really hard for an enneagram3, because we want to make sure that when we make a decision that we are actually going to succeed. And I'm not going to make that decision unless I know that.

Right.

For many years I decided that, you know, or I thought about, like, let's do this on your own. But I never had the guts or the gumption to really get after just it took me a long time to get there.

Was it that. That part of the enneagram3 in you that is like, I know I could do this, but if I can't be great, great, like high level, then it's not worth, like, putting my ass on the line for the world to see kind of thing, or was there something else going on for you?

100%. I didn't want to do this unless I knew that I could succeed.

So when did you realize, because you started this, like, right in the midst of, like, the world kind of changing and Covid, like, who opens a brick and mortar place where you're any in people's faces, for crying out. Granted, you live in Florida, so, like, you know, there's that.

We had it.

Yeah. And same here in Arizona. It wasn't as like, locked down, but, like, what was it that you're like, first of all, yes, I can do this, and yes, I can do it great and. And greater than most people could do it. What was happening or what made you believe finally, you know, that 3, 5, 8 meant you had to do a lot of research. Right. Like, you needed to know, like, details, not just that part of you that can make shit happen, but having the research to back that. Back, back that up. What was it that allowed you to make that decision and go all in?

I feel like at that point in my life, it was do or die. I had over 16 years of experience. I had experienced different situations in different offices that just weren't good for me. Whether it was the culture, whether it was just the whole way the business was running. There was always something that I was like, I can do this better. This is just not satisfying enough for me. And I had kind of hit a wall with the business partner, I guess, so to speak, at the time, the doctor that I was working with. And it wasn't the right place, the right time, the right situation. And I knew I had to change. And I also knew that this was kind of. I was at the point to where I couldn't go any higher. And the enneagram type 3 in me is like, okay, I've already went so far. What's next?

Right, right.

And so I had to do a lot of soul searching and talking to myself, talking myself into, you can do this. And yes, there was a lot of research. There was a lot of me reaching out to people who had already done this in other states, not near me because I didn't want anybody to know that I was going to do this. And then I backed out and chickened out and didn't do it right. But yeah, there was a lot of research that I did and I wanted to make sure that all my T's were crossed, all my I's were dotted. And, you know, I had some support behind that with my family, my husband and some close friends. And they all kind of pushed me to go that route.

What was the do or die, like, deal breaker that, like the culture? What was it that felt like, God, I can't do this anymore? Because I think a lot of us have been in that, and you're right, a lot of us are like, yeah, I could do it better. And then the reality of the, you know, the CEO hangover, the CEO seizure happens. What was so do or die in the cultures and the businesses that you were partnering with and the doctors you were partnering with that you're like, I can't do this another day with somebody else. I'm gonna create this.

Yeah. I feel like for me, I really created community or crave. Not created, but that's what I created. I crave community.

And I did not have that at any of the practices I was at. It was whether it was between myself and another injector or myself and the team. It just felt like people weren't there to uplift and empower each other. They were there to compete with each other or to one up each other and not really support each other. That was the biggest deal breaker for me because I craved that. I mean, I think growing up too. And it probably stems back if you go backwards in time from growing up. Like, I never really felt like I belonged in a certain group. I wasn't the most popular, I wasn't the least popular, but I just never really felt like I was part of a certain team, that I wanted to be surrounded, I guess is what I'm saying, by people who wanted to uplift me and empower me. As much as I wanted that for them.

Well, the industry that you're in gets a really shitty rap for being so superficial and all about, like, you know, this. It only goes skin deep, right? And you've been a part of that. You've seen it firsthand. How hard was it to break that in an industry that is pretty surface level and more on image and the skin deep stuff, to create not just a culture and a community, but bring new light and love into an industry that has gotten a bad rap?

I mean, I think that's just my nature. I'm very nurturing in my nature and I really, really care for the people that I surround myself with.

I don't think I could have it any other way. I mean, I wouldn't say that my culture is perfect now. I'm constantly evolving the culture that we have because, I mean, like you said, it is an industry where everyone is competing against one another and they're trying to make their way better than the next person. But I think all in all, as long as I represent that culture, that emotion that I'm wanting to express, you know, to my team, but also to the people that we serve, I think that kind of becomes what our brand encircles. And then everybody either jumps on board or if they don't, then maybe they need to move on.

Move on. What was the first thing that gave you a CEO seizure? When you went from employee to CEO, what was the very first thing? They're like, oh, shit, what have I done?

Well, I mean, I was used to coming in and doing my job and doing it well and being able to be successful in the room with my patients. And then when I started my business, instead of being just a doer, I was now a manager of every single person in that building. I was responsible for every single person. And every problem that happens as a owner of a business is yours. Yeah, and it should be. And I was getting overwhelmed having that role and being able to continue doing what I do best.

And.

And that's when I was like, oh, my gosh, I've got to decide what role I'm playing. And that's where being in the mastermind group that we are in together, you know, Chris Harder is amazing. And he coached me into realizing that I cannot be in the business and scale it. I could grow it on my own, but I'm not going to be able to scale it and grow everybody within it. So I needed to get myself out of the business and now become more of that visionary for the business. And get people surrounded around me that can take that vision and integrate it.

So I will say, even though I'm an eight and you're a three, this is my biggest.

Challenge as well, for different reasons. Obviously, we're motivated differently as a 3 and an 8, but we are the bottleneck in scalability because as a three, yes, you do care deeply. You care about yourself, you care about your people, you care about the brand, you care about your customers, you care about your clients. You care about a lot. And there's this fine line for you and for every three I've ever met, like, this fine line of caring versus crushing it. Right. And yes, you can. You can grow your business if you're doing it and you're in the thick of it, you know, and doing what you do best, which is client and patient care. I mean, like you said, you've been doing it a long time. Where is the biggest struggle? I have this hard time too. Like, I care deeply about clients, about everything. And I also want to deliver transformation, you know, in my industry versus yours. Like, and nobody can do it like me. I know that a lot of that's my own ego. So where do you get out of your. Oh, I know the answer to this. But how many times do you need to talk yourself off the ledge with that fine line of caring versus crushing it? Especially as a self preservation three where safety, security is the utmost important.

Every single day. Yeah. Every single hour, every single second. I have to say, well, wait, wait a minute. Somebody else has to shine here. You cannot do it all. And maybe they don't do it as well as I do, but they do it good enough or maybe even better, but you have to give them the chance. But every single day I'm like, oh, I've got this. I'll just do it myself. And then I'm like, whoa, whoa, whoa, whoa. You cannot do this. Because, number one, it's, you know, talk about self preservation. I'm not going to preserve myself if I'm doing it all.

No, no.

And that's the thing that I sometimes don't realize is I'll just do it all because I know I can do it right and I know I do it the best. Yeah. But then I get overwhelmed and that's when I start not feeling well. Maybe getting overly tired and fatigued, just not being my best. So every single day I struggle with that.

Me too. Me too. And I think it's really important for everybody listening to hear this. Like, I think sometimes we settle for. We get so fixated on the short game, right? Like yeah, short game for sure you can do it better than anyone, no question about it. But the long game, like you just said, there's no self preserving if you're burnt out. Your bodies are, your body is like hold my beer. Your relationships are struggling, you know, you can't be fully present for the very people that you love. Right.

So when you say every day, how does that look? Because we can hear, oh, you know, I'm doing the work. Right. Or every day I'm facing this. What is, give us an example of something that might happen that your first instinct is it, I'm doing it, let's go. And you pause for a moment like give me a situation.

Oh my gosh.

There'S so many. Where do I even think.

Okay, let.

Me go for like somebody that works for you, who's phenomenal and I've met everybody that works for you. I've done workshops with her entire team, which is amazing, and spent a few days with them. But let's say somebody who is motivated differently, fears a little differently than you still can do it. Well, but maybe not at the pace you can. Like what's something.

That you kind of, how do you navigate pausing and not like making that person feel like shit, that they can't do it as fast as you or like what, what is the whole process for you?

See now you're going to get me in trouble. So we can't let any of my team know.

They love you.

No, I think what I'm really working on with my team for sure, that really does is a big frustrator for me and I have to step back a little bit because everybody does reach a goal maybe very differently from me, but they do reach that goal and I have to understand that. But for instance, building your brand, building your own personal brand within my brand.

Yeah.

Being able to go out and attract your own network of people who are constantly sending you referrals and I'll get frustrated about that and I'll just go and find a referral or I'll go do more networking myself or I'll call my marketing agency or my social media girl and I say, hey, do more marketing, do this, do that. Instead of allowing that person to do something, sometimes I'll stand in their way and prevent them from actually shining.

So you have a pretty diverse team, which is amazing. Right. You've got, which is awesome. But until you understand what to do with that diversity and polarity, it can create a lot of conflict and.

Constant struggle.

Right, right. Like what's great about that? It's like you have a diverse team of all different kinds of personality and motives and fears. So when you're thinking about your client or customer base, like, it's good that they're all not wired like you.

Exactly.

Now, the reality of us accepting that, knowing how to manage those people, when for two decades, you've been just worried about how Rache does it and does it well.

When did you realize or how far into CEO life did you realize? Oh, like, I have a very wide range of people, and I know they're good. Like, from the neck up, I know they're really good. But from the neck down, they're giving me panic attacks because I don't know how to lead them, and they're not doing it the way that I would do it. Where. Where did you figure that out? How soon?

Fairly quickly. I'd probably say six months.

And what kind of things were you seeing happen? Like. Like what. What did you see happening for yourself, and what did you see happening for your team?

I think any entrepreneur journey is a journey of personal growth.

Yeah.

So in order to help my team, I had to help me first.

And what.

And so for me, that looks like. That picture looks like meditation.

I love Dr. Joe Dispenza. I really do a lot of his meditations. Just trying to visualize where my future is, who the person is I want to be, who I want to be for my team. But also just reading, joining this mastermind, getting girlfriends who can support me that are in kind of the same boat with me. Like, all of those things are super important in order to be successful entrepreneur and to be a good leader. And that's something that I have really, really adopted. A daily, daily kind of routine is to reach out to my network.

Make sure I'm participating. I mastermind well and meditating and reading as much as I can.

Ironically, like, the very thing that you struggled with as the employee is the very thing that your employees also at times have struggled with. Like, they don't necessarily understand what's required of you as the CEO because many of them saw you as just the superstar. Right. And they see you maybe because they don't understand because they haven't done that role or, you know, whether or not it's that or they feel like you're going to outgrow them. Right. I think there's sometimes that part of us as employees and also as a CEO, it's like you do want to grow, and because you care deeply, you're worried that the Culture will be disrupted if you grow your personal brand and they don't understand. How do you reconcile that and communicate that with your team today? I know we've worked a lot on it.

Yes. I think being vulnerable is like a superpower.

Yeah, it is.

I think letting my team know that I'm not always right and I don't always make the best decisions. Letting them know that it's okay to fail and not be their best every single day, just as myself, I can't be my best every single day. But stopping and letting them know kind of where we're headed. Being very transparent about our targets, even our books, like our accounting, everything. I'm very transparent because I want them to feel like they're part of it. I'm always trying to come up with ways to keep them motivated and whether it's like bringing somebody like yourself in to help them as much as you've helped me. But you're right. I. I'm one to.

Get to a certain point to where I see my goal, and I'm going to head towards that goal. And I do fear and I do worry that I'm going to leave them behind, and I don't want them to feel that way. So I actually communicated. Hey, guys, I. Let me know if you don't feel the communication from me that you expect. And I'm pretty open about it. Like, I'm an open book like this. I'll be open. And if you have a concern, you have an issue, just come talk to me.

So because you have a diverse team, like when somebody says, like, I need you to communicate more with me, how do you figure out? Well, I know how, because you've got me to help you with that, But.

I was just gonna say I'm not great at it.

Where was the biggest Aha. Even in not just communication, but also motivation, like figuring out and executing how you communicate. Cause how you communicate with one person in your organization, like your marketing person, is very different than one of your customer service people. Right.

And for somebody like a three who loves to just move very fast and be very efficient. Yeah. Threes love to, like, be able to have a blanket statement. They all kind of get it so we can all move on and move forward. This slowing down part, to communicate more effectively and lead more effectively is one of the biggest challenges of the three. Right?

Yep.

When you get somebody that works with you, say, I need to communicate. I need you to communicate more, or I need you to slow down to explain something to me.

What is your process in saying okay, do you go into your own shame first or do you go. Because part of the shame that a 3 carries because you do care is like, God, I don't want to leave them behind. I do care what these people think.

Versus how do I more effectively lead this person? A So I empower them, but also so they can speed the hell up.

I would say it's. It's the former. I start feeling guilty about how fast I'm going and my expectations for the team, and I have to kind of dig within myself to kind of bring myself back to a place to where I can actually communicate. And that shame sometimes shows up as almost resentment and anger towards the person that comes to me.

Yeah.

As if, what's the problem? Right. Of course we're going this way. Get on board. What? Let's go. But then I also come back and realize that that wasn't the way I should have communicated. And like I said, being vulnerable, I go back and say, hey, you know, this isn't what I actually meant, and I apologize. I'm sorry. This is what it. What I'm trying to say. Again, I think that's super important in order to communicate, especially for a three, because like you said, we're down the road. Whether you're coming with us or not, we'll drag you behind us. And if you give up, then we're walking on without you. And I have to keep that in mind because not everybody can run as fast as I can run. In order to have a successful business, I'm going to have to have them there and come along with me because they are part of the brand.

When do you realize that? And yes, all those things are true. And, you know, one of the things is that I've talked to you and many other people about, like, we can in integrity and with the most beautiful intent and understand even the enneagram and how this person operates. And if they are unwilling to do their part in. Doesn't matter how well intended and how beautifully you execute this. This communication, if they're not on board, they're not going to be on board. How have you.

Kind of dealt with feeling bad? Right. Even if it's inside. Because threes don't typically show that they feel bad about much. No way. But they do little. This was my biggest learning lesson about threes because I was like. I was like, you guys don't give a. About anything, but, like, crushing goals. Right? But that's not true. They actually do care very deeply. But the minute they feel that. That feeling and they Think it'll slow them down. They just move forward. How have you worked through the process of knowing? I've handled this as honorable for them and myself as I possibly could. And they're not coming along.

Yeah. I. I mean, I think that's something I'm definitely working through.

Yeah.

Currently. And I don't think that I've been successful completely, but I am definitely working hard to kind of.

Go backwards and not just give up.

Yeah.

But for the most part, sometimes I'm just exhausted and I'm like, this is not how I wanted it to be. And get very frustrated with myself. Get frustrated with my team. Yeah. And I have to kind of just go inward again. Like I. I do it quite often. I'll either get in the car and cry all the way home or whatever it may be to kind of get my feelings and get past it. But I. I don't think that I'm perfect at communicating. None of us are whatsoever. And honestly, I think what I'm working on now is getting people surrounded around me who can communicate what I'm trying to do. Better than me.

Yeah.

Where I can step back and be the visionary, the one innovating and helping the business to grow, but have someone who understands me, like can read my mind almost and they can go and is a better communicator at what I'm trying to get across. Honestly, I think for a three, I don't. For me, I don't know if I'm ever going to get to the point where I can communicate. Communicate perfectly with people in the sense that I'm going to be patient enough because patience is not one of my. Well, I do have patience, but like patience as far as, like get on the program. It's very hard for me. So I do think. And you can tell me if I'm wrong. Maybe we're having a session right now.

I feel like getting somebody on board, which I have found that person I believe that can communicate with the team what my visions are more effectively. I think that's going to be super key to help us kind of scale and grow a lot more.

Yes, it will. Because you trying to speak more wide my language and have everybody kind of get on board. Like you aren't going to be. That isn't your sweet spot either. Yes. Could you be patient enough? Of course. Will it slow down the entire process and frustrate you? Absolutely. So like let's leverage what you are good at. You're good at moving very fast and being very strategic. And so having somebody that can move at your pace, but also then compartmentalize all of it and then kind of delegate effectively to each different person within the organization. Yeah, that's actually smart. Right. But finding that person has been the challenge. Right. But here we are.

Yeah, here we are, for sure. 100%.

So I came in, God, it was about six months ago now with the team and spent time with you guys. What was the biggest shift that you recognized right away? Positively. You know, a lot of times I'll say, sometimes shit has to get worse before it gets better, too. So we'll touch on. You know, I'm not just this person that comes in waves, a magic wand and kumbaya. Everybody's communicating effectively, right? In some ways, yeah. And some people probably were pissed about it. Right. What. What was the biggest shift you saw happen with, first of all, your willingness to be super vulnerable, which you did by bringing me in and exposing yourself. It wasn't like, hey, Tracy's here to fix all of you guys, so you can move at my pace. Right.

And what kind of things do you walk away with daily from that that help you motivate and lead these people more effectively?

I think seeing the team realize that each other are very different human beings and the way they tick and the things that make them tick and the things that make them be motivated or unhappy, it helps them kind of be able to be better communicators and be more patient.

I feel like, at first, for sure, everyone was very cognizant of each other's tri types, their enneagram numbers, and they were all trying to be very knowledgeable about it and trying to. Oh, you're a four. Oh, you're a seven. Oh, yeah. Okay. You're the one that does this, and you're the one that does that. Oh, she's a little upset today. She's showing her stress number, and I could see them, like, calculating that and being able to communicate better with each other. So I think that's the biggest thing I saw was patience.

Acceptance, and communication. That was the biggest change that I saw in my team. What was the other question? I lost it.

And how do you use that information when you're dealing with them, too? I'm sure it's a lot of the same. And patience, communication, acceptance, those are some of the most important things when you're building a brand and a culture. Like, people. People stay for the culture, for sure. And the growth. The growth opportunities that are available to them. So how have you used what we talked about and dove in and we've continued to, over the last few months, moving forward to be a more effective leader.

I mean, I think knowing each Enneagram type helps me to kind of understand what makes that person more motivated, what makes them unmotivated. It really gives me a good picture of how to lead them and guide them and to know when they're stressed and to be able to kind of recognize that even with them and say, okay, I understand you're feeling a little stressed today, so I'm not going to bother you with, you know, xyz, but let's do this instead, or how can I support you? It just help me support them. I mean, in every way. I don't think I'm an expert at it, but I definitely utilize you to kind of help me with any situations that I may have. But I think that it really pulled us together as a group.

And the culture was much stronger after that whole, you know, event that we had. I call it an event, but it was just a very good bonding experience because I feel like we had more compassion for each other.

Yeah, for sure.

And. And I wouldn't say that it's. It's lasting. There's moments when we kind of revert back, and I. And it's a good reminder for me to say, hey, remember, guys, we know about this. This Enneagram, and we know what's happening here. We need to be a little bit more patient.

Yep.

And have a little bit more compassion today. So it's a good. Kind of like, not a dangler, but, like, reminder, you know, like, hey, guys, a minute. Don't. Don't get upset here, because this is. There's something going on.

Right.

Or this is a good day. Look how amazing they're. They are today.

Right. And here's the deal with that. Like, I teach this day in and day out. I'm an expert in it. And I even caught myself the other day. I was like, God, I apologize. I was being an. And this not making an excuse for it, but this is what was going on. And, you know, instead of having, you know, underlying resentment in a relationship, it's like, I'm taking ownership and accountability, and I'm not making an excuse for it. This is what was going on. I will be more aware moving forward.

So, yeah, I think the Enneagram for us, you know, we all know that we're all human, but I think it really humanized us all. Like, we are really, truly human, and we all really make mistakes. We all really have good days, we all really have bad days, and we all Struggle. And we all need to. To be supportive of each other. And I think that's what the beauty of the Enneagram and what it does for teams, I think is phenomenal. And I'm so like, guys, listening, if you've not done your Enneagram and you've not had Tracy come out to for your team, I'm telling you 100%, it will improve your culture.

Okay, we've talked about culture. Let's talk about, like, sales growth and revenue because, like, that's really exciting too, at a time where so much is uncertain about the economy and the world. You've been in business a little over two years now, right. And location number two is already in process. And you're crushing goals that you have put out for your team. Obviously, you know, you understanding how to motivate your people a little bit more effectively is helping drive that line. How has understanding this helped you grow sales and revenue at a time when the rest of the world or the media is saying, we're in recession, everything's in a crisis. Like, how have you not only shunned out that noise, but you're proving that that may not be true?

Well, I think in true Enneagram type, being a leader, you have to kind of shine the light and you have to kind of focus on things that are more positive. You know, if you. Whatever you focus on, you're going to see. You know, if you focus on a red car or you want a new Tesla and you see all of a sudden start seeing Teslas everywhere. I forget what that law is called, but I feel like for us, and what I've noticed is knowing their motivators and knowing how to communicate to each individual based on their Enneagram type, but bringing it together as a group and focusing on specific targets and getting everybody in on that goal together. I feel like, again, communication, people love communication.

I don't think there's such thing as over communicating, especially more effectively over communicating. Right.

I feel like the more you communicate, the better people feel. It's just like a. Almost like a security blanket. If you don't know what you don't know, then you can't. And as an enneagram Type 3, I like to kind of keep everything in my head. I have to remember to kind of spill it out so everybody knows what I'm talking about and not have the expectation of they should know what I'm thinking. I have to tell them what I'm thinking. And that's one of the ways the Enneagram has helped Me to be a better leader and communicator for my team and has really kind of helped motivate them. Because when I look back at the first year and yes, we crushed goals, but we didn't crush what I had expected to do. That's when I started asking Chris, the mastermind and everyone in my mastermind, what do I need to do to motivate these people and how do I set these goals and set these targets and how to make them monthly, weekly, daily, per person. All these things that I didn't know as a. As a clinician. This is not in my wheelhouse. I had to learn all this business acumen that I didn't have. And knowing how to set a target really kind of helped guide my team to where we needed to go. So they had kind of like the lighthouse to kind of head towards, you know.

So what I love about the Enneagram is it kind of brings us back to who we were always designed to be before the world kind of came and was really hard on us in a lot of ways. And you and I have talked at length and you know, I love the aspect of the Enneagram. It's nature and nurture. Right. Our nature is to be divinely wired. Like you are like a three and then you're dropped into families and situations that can change the expression of it. And you know, like most people that do amazing things in the world, you've experienced hard trials in your life. How has you understanding you as a self preservation 3 help you heal some of the stuff, the trials that you had experienced so that that necess that isn't necessarily like the driver anymore. You can have compassion for the girl that lived it and the people that were part of that. How has you understanding yourself as the Self Preservation 3 also helped you not just crush business and your family life and thriving as a beautiful, beautiful 40 something year old woman. Right. But also healed parts of the past as well.

Well, I mean I. You're referring to my family situation and my upbringing and my money mindset and being without. Yeah, yeah. So.

I feel like.

Growing up and not having much actually became the determination and the grit that I needed to become who I am today.

Right.

And.

I don't think.

If my situation was different. I don't know that I. I mean I am enneagram type 3. But being able to.

Know that there's something more and dig deep.

Yeah. And go after it and like, yes, you're 100. Right. Like that was like resilience and grit and like tenacious and all the things. And like now it coming from a healthier place because you're not always fearing that that's going to happen to you constantly. Right. Like it's always there and you're grateful for it and same. Right. But it isn't like I have to because I don't want that to happen. It's like that helped mold me into who I am today. And I'm so grateful and I wouldn't change it for anything. And I can do it from this place of gratitude and.

Excellence rather than fear and insecurity.

I think being able to, as an enneagram3, see a goal. Hit a goal. Yeah. And do that so many times. Time after time has given me more determination and helped me to understand that life is different. And then I can do this.

Yeah. So as a three, you're motivated by significance, which is amazing because you guys show us all what's possible. Where the three gets tripped up is believing that they're only significant if they do, if they achieve or how they may appear in the world. How have you gotten to the point to know like, yes, that is important to me and that's not going to change. However, my entire.

Reason for being here is not reliant on that.

Yeah. I mean, I think I'm always going to be driven.

You are.

And I'm always gonna have to seek another goal. I mean, I'm always looking for the next best thing. But I think also I feel being able to bring someone else to a place where they can be has really been eye opening for me and is actually very good feeling. And for an enneagram3, to not be focused just on your goals and yourself, I think is hard, but I think very, very important in order to kind of help round the person that I'm becoming.

And how much more fulfilling is it to not just cross the finish line by yourself and look around and it's like, great, like I just did something else. Do you find it's so much more fulfilling now, even if it means slowing down a little bit to bring more along for the journey? Because this is the work that will constantly be for the enneagram 3 is like slowing down maybe not crossing the finish line first or at the pace or the way that you wanted it to look, but how much more fulfilling is it to cross the finish line with the community that you've built?

Way, way more fulfilling.

Yeah.

Yeah. Because I. I feel like some of our team don't realize what they can do. And I. And like you had mentioned earlier, enneagrams 3. We do tend to show others what can be done, because we're gonna do it no matter freaking what.

God, I wish it was a three. I wish I was a three. So many days.

Like, seriously.

But it's. It's awesome to see my team kind of grow into their own and to see them accomplish something. And it's. You know, I mean, being an owner, you're almost like their mom.

Yeah.

You know, so it's almost like, very fulfilling. Like it is your own child to see them reach a goal or do something that they thought they couldn't. Right. It's very, very fulfilling for an enneagram 3. It's something that's outside of our normal way of being, but it is definitely something that really does fill my cup a little bit more.

What do you think is the number one thing for somebody listening that is either a three loves a three or leads a three that they need to know and to remember?

Definitely give them all the support and encourage them, because if they're going alone, it's scary for them, even though it looks like it's not. Yeah. So definitely just be there for them and listen and encourage them. And don't slow them. Don't. Please don't try to stop or slow them down, because they will go the opposite direction. Let them go, but just try to stay at least a couple of feet behind them.

Yeah.

You're never going to be as fast as us, but at least try to stay with us.

Yeah.

Keep up with us. Come up beside us and say, hey, I see you. I'm coming.

I'll be back. Right. I was gonna say, like, the number one thing to never say to an enneagram3 is like, you should relax. You should slow down. You should take a break. Because seriously, they'll be like, oh, my God. Peace out. I'm out.

Oh, my husband used to say that to me all the time. Relax. I'm like, you cannot tell me to relax. You've got to stop.

Yeah, it's like. It's like the big Heck, no. It's like telling an enneagram 6 not, don't worry about it. They're going to worry about it.

It like, oh, we are. Yeah.

Yeah. They're gonna get. Yeah.

I mean, even when I'm at home, like, I'll find something to do. I'm constantly doing something. Even my kids are like, can you sit down? No, I can't. I can't do it. Like, literally, I cannot do it.

I love it. Oh, my gosh. Rache. I just love you so much. You guys listening right now? If you are wanting somebody like this beautiful thought leader and you know, woman CEO founder to come speak for a group.

Not just in the beauty industry but any industry, we need more women like Rache out there spreading the word of what women empowerment really looks like. Not just with the bottom line but like personal integrity and culture building. She is the epitome of that. Rache, I love you so much. I appreciate you.

Sentiment is the same. Tracy, you're a doll. I love you.

Where can people find you if they want to follow the personal brand as and as well as the brand of the business?

At Bevel Up, Underscore Boss babe. So at Bevel Up, Underscore Boss B or at Buffalo.

I love it, you guys. She has the most beautiful, beautiful place and brand. I'm obsessed with it and I'm excited to see where Bevel up goes in the future. I love you girl.

Love you too.

I'm so happy you enjoyed the Leadership Formula podcast.

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This show by sharing it with a friend and leaving a written Apple podcast review. If you have any follow up questions to this episode, you can DM me directly on Instagram at traceyomalley. You can also find additional resources on my website@tracy o'malley.com I'm excited to lead you into the next level of your life.