For joining me today. I'm really excited to share with you the the five mindsets I found to be the most powerful in shaping high performing teams.I'll be sharing stories about the teams that I've led as well as what I've observed and others, and I'll also be giving you some strategies you can use to develop these in mind yourself and other people. So we'll have a little and then we'll have a little time at the end for q and a and for you to put together a personalized action plan. So I'm Lisa Mazzoni. I'm gonna do a little bit of more of introduction as we get into a couple of slides, but let's let's get started. So as we get settled in, get comfortable, get what you need, pull out something to write on and write with. And have your calendar handy because I'm gonna give you some practices and suggest that you put time on your calendar to work on them.

But I'm gonna give you time during during the the talk today to have you write down some of your your questions and and observations and, you know, get ready for putting together your action plan. So as we get started, I have a question for you. What is important to you about this topic? So you chose to be here. I know you had a choice of a different sessions to go to. I've been attending several as well. So you must have had something in mind. Take a moment to reflect. And this is just for you, but if you wanna put it in the chat to maybe inspire someone else, feel free to do so. Might spark something for for someone. So give it a let me give you about thirty seconds or so to jot down an answer. What is important about this topic? It's nice to see some familiar faces in the crowd. Oh, thanks, Janine. I'll provide my tenured team. Thank you for sharing. Okay. About ten more seconds.

You're if you're just joining, jotting down, what is important about this topic? Why did you choose to be here today? What do you wanna get out of this? Finding ways to engage new teams. Excellent. Awesome. Let's jump in. So my presentation is divided into four sections. I'll tell you a little bit about my story, then I'm gonna dive into the five mindsets in-depth. We'll have a break for q and a, and then we'll, spend the last five minutes or so on action planning because I always like people to take something away, something real away from, any of any of my talks. Alright. So my story, long career in, pharma and biotech. I became a people manager at a fairly early age. I was pretty much focused on myself and my career at that time.

I had a pretty strong connection to the mission and vision of the company that I work for at the moment, but not necessarily like my own, my own passion, my own purpose. I have natural curiosity to understand how things, people, and information are connected. I actually started my career in supply chain, so that kinda makes sense. And I was a logical analytical problem solver. I developed lots of skills in in that area. So I was leading people, leading people who led people, etcetera. Relatively successful, but then kinda stalled around the associate director level. And then two things happened. First is I stepped out of people leadership for a while. I took an expat assignment in Switzerland, where I learned a lot of things. So I learned humility. I'm in a country that's not my native language, so I had to kinda struggle to communicate sometimes.

I had to let go of my perfectionism, so I used to, you know, point out people's grammatical errors or spelling errors on their presentation slides. I might have let go of that because, you know, these peep not everybody we're we're operating in English, but not everyone speaks English as their native language. So just focus on the intent and what they're trying to communicate. So I developed a lot of listening and understanding skills. The second thing that happened was, I was introduced to the Enneagram personality framework. I'm not gonna talk about that today. That's a different talk that I do. But it helped me understand my what was going on for me, understand myself, my motivations, and understand why certain behaviors that I had weren't as effective as I wanted them to be. And, you know, kinda kinda help me appreciate other people's perspectives. So those two things combined, really transformed my leadership.

So when I went back into people leadership, I built a team, from me, one other person, and a contractor to, like, over 20 people over, you know, two continents. And, we were super, high high performing team. People were constantly asking for our services and support. We cocreated a culture where everyone had a say in how things were done. People could try ideas as long as, they would learn from mistakes and share insights with others. And that and all these things enabled our one on ones to be more about, like, 80% about their development and not, like, checking in on projects and and things like that. So because of the high trust and distributed decision making, I was actually able to take a six month assignment where I was temporarily, an interim leader of another team while I was still kind of doing my main job.

And I'm gonna talk more about that towards the end and wrap it up with kinda how I integrated all these five mindsets into that role. So here's what I learned about successful leadership. Five mindsets that great leaders continually strive to master. And when they're supported by the right people in the right roles and the right, robust business processes, it can take them to the next level of performance, job satisfaction, and reward. So this is what I'm working on today with my clients in my business, which I started three years ago, coaching and, team workshops for for leaders and, high performing teams. So the five mindsets. Here we are. Always be present, lead with purpose, stay humble and curious, connect the dots, and solve the right problems. And I'm gonna talk about each of these. They may sound like familiar concepts. Maybe you've already got them nailed.

But I'm gonna kind of move beyond abstract concepts and talk a little bit about tips and tools and practices that you can do to further build them, no matter where you are in your career, whether you're early in your career or a seasoned people leader. So always be present. So our thoughts can be in the past or in the future, but our bodies can only be in the present moment. We are where we are right now. So the kind of presence I'm talking about here is when we sync our minds to our bodies. So our our mind is more in the present moment. It's a mindset that wherever here is, here is the most important place to be in this moment. And the person I'm talking with is the most important person I could be talking with at this moment. So why is this important? So presence builds trust. Genuinely engaging with other people makes them feel seen and heard. And And when people feel seen and heard, they bring their a game. They get things done. They're successful.

They bring team success. So I added a little caveat here. This kind of presence has, you know, has this has a other side to it. Right? If it's not the most important place I need to be right now, but I need to think about whether or not I really need to be there. And I'm gonna talk a little bit about that because I'm sure we all get invited. You all get invited to a bunch of meetings that you sit in that meeting and you're like, why am I here? Right? So what I'm gonna ask you or suggest you ask yourself and feel free to take pictures of these slides. Some of them are kinda wordy. They're meant for you to take take with you and digest later. So when you get invited to that meeting, ask yourself some of these questions.

Do I need to be in that meeting? What value do I bring? If I'm going to a meeting where five other people have the same information that I do, do I really need to be there, or is there something I could be spending my time on that's gonna have more value? And then if I decide I do need to be there, how do I prepare for that? Do the prereads. Prepare your questions. So when you go to that meeting, you can be an active participant. And what is my emotional connection to the topic or the person that I'm gonna be meeting with? That's important in your preparation. Right? So it's like if I know that, this person that I'm meeting with is always going to disagree with me on things, it's probably making me uncomfortable to be in the room with them.

So how do I prepare myself? Maybe it's as simple as taking five minutes before the meeting to go outside and get some fresh air, or do a deep breathing exercise or something for just just a minute, to set yourself up for success. And if you really are in a situation where I can I know I cannot be present in this meeting because of all these other things I'm doing, see if you can reschedule it? We don't always have that luxury to do that, but sometimes we can. And sometimes that's the best act answer is to actually just postpone till you're actually in the right frame of mind. So what does it look like when we are present? We show up on time. We give, our attention to the discussion. We stay focused. We listen deeply.

What I mean by that is not just active listening. You know, we're all taught to nod and and affirm and things like that, but it's more about what is being said, what is not being said, what is the body language of the person saying it, does it match what the words are. If it doesn't, what does that mean? What and get curious about that and kinda think about how you want to, explore what that might mean. It means listening to the other person and listening to yourself. What is coming up in you as people are talking, as discussions get heated, or or whatever? And listening to to yourself. What is what is your body telling you? Right? And then asking powerful questions. I'm gonna talk more about that in another section. Sticking with difficult topics.

So if you are sensing that this this topic is creating some kind of anxiety, maybe you feel a heat in your body or you feel tension creeping up into your neck, notice that, be aware of it, and take a pause. A lot of times when we there was a presentation earlier today. It was awesome. It was on emotional intelligence. This is exactly what the speaker was talking about. It's this idea of noticing what's going on for you, pausing, and then choosing your response. But you have to notice first before you can pause, and then you have to pause before you can choose. So stay with the topic till the end, reflect afterwards, what went well, what didn't go well, what might you do different next time, so you can continuously improve. Okay. Here are some questions, you can ask yourself, and then you can use them, you know, to set the example for yourself, and then you can use them with the people that you work with on your team, etcetera.

So things like what distractions can you set aside to focus fully right now? So right now, I have, muted my phone, and I've, like, put it face it opposite, so I can't see the face of the screen when anything pops up. I've got my desk cleared, so I'm you know, I can focus on this presentation. Questions like this can nurture self awareness and focus. They're critical for sustaining presence, in team interactions and individual work. So lead by example and then share them with others. Second one, lead with purpose. So when I was a young people manager, as I said, I thought it was all about me. Yes, I will admit it. I was like the idea of being higher on the org chart.

And that works to a point, but people will do people will do what you say when you're their boss, but that's doesn't necessarily make you a true leader. A true leader is the kind of person that people want to follow whether they have to or not, whether you have the power, whether you have the authority. And that's what I'm talking about here. So the most successful leaders that I've seen work from a place of purpose. They're motivated by something bigger than themselves. Some have a strong internal compass. They've asked themselves the why am I here question, and they have a clear answer. Others, I'm probably more in the second camp. Others align themselves with the company mission and use that to engage people. The mindset here is that successful leadership is bigger than me, though it's really taking yourself putting yourself in a position where I am here for something else, not just for my own, you know, financial bank account, for example.

And I wanna add a quick comment about the difference between purpose and mission. I chose the word purpose here because to me, it conveys something deeper and more permanent than mission. And And I think about the words for mission impossible. Right? So this your mission, should you choose to accept it? So your mission today could be different than your mission tomorrow, but the reason that you're doing it is usually consistent. So I've added throughout the presentation a few of these, what I'm calling, like, inspiration moments. These are people that I used to work with, on high performing teams. And Derek here is talking about, you know, how having a clear purpose gives us a north star. I like that word north star.

It's a great visual too for for people to understand. This is where we're striving. This is what our our our, you know, this is our guide. Right? Guides our decision making, helps us set our goals, helps us communicate in a way that brings everyone along with us. Our teams know how they contribute. They can prioritize without escalating every decision, and they know that their contribution adds value. And when they feel valued, they are going to more likely show up fully at work. So, again, some coaching questions for you, things that you can do. Personal vision and values, I'm gonna give you a homework exercise on the next slide to to do this on your own. The other things here, you know, like, the idea of the organizational purpose, how you communicate that, how you use it every day.

I'll give you an example at the end when I talk about that that team that I was the interim leader of. Those are all questions you need to ask yourself. How are we actually living this purpose every day? How are we using it? And does the team understand how they impact the success of the organization? Alright. So, we're not gonna do this homework. We're not gonna do this exercise here because I don't have enough time today, but, go ahead and get out your calendar and block about an hour for this. It may not take you the full hour, actually, because I'm gonna ask you to kinda go through it kinda quickly. Take a picture of the slide too. The instructions should be fairly self explanatory. When I work with my clients, in one on one coaching, we usually start with this kind of an exercise. Right?

So, having a personal leadership vision, again, wherever you are in your career, helps you make decisions on what jobs are you gonna go for, who are you gonna hire on your team, When to know when you need to make a change in your career or in the organization? I had a client who was a first time founder. He he was hiring people with great resumes. He thought this would be great for the business, but they weren't working out like he helped. And we did this exercise, and he put words to his values and the culture he wanted to have in his company. He was he then had to make some make some changes on his leadership team, but he was able to use these kinds of words, these phrases, these values to help him when he was interviewing job candidates, looking beyond the resume to the people that were actually gonna help him build the culture that he wanted to to have in his organization.

Again, so take a screenshot here. And, I would say, you know, when you do this, go through the first couple things, the the initial brainstormings pretty quickly. Then as you narrow it down, you're gonna spend more time to try to get that that personal, leadership vision. Okay. Third mindset. Humble confidence or confident humility. Sometimes I say it one way, sometimes I say it another. It really means prioritizing curiosity over certainty. And it the mindset is I know what I know, and I know I don't know everything. And then I put this last part in small letters, but it's probably the most important part. It is okay to ask for help. Everyone needs help no matter where you are in levels level in the organization, in your life, whatever. We all need help sometimes.

It's okay to ask for help because we can't possibly know everything. So there are four components in this section that I wanna talk about, and I'll talk about asking for help here, and then I'll have slides for the other ones. So when I'm talking about asking for help, early in our careers, we're more likely to ask for help because we there's so much we don't know. Right? And every we know that everyone knows we don't know it because we're new. Right? As we advance and especially when we become people leaders, we tend to think we know a lot more, and we start to believe that we know enough or we know everything. But as you grow in your career, at some point, you're gonna be responsible for people that are, more of an expert in areas than you.

By the time you reach a CEO, you can't possibly know every single job in your organization. So you have to hire people, bring people in with that expertise. So at any level, acknowledging that others are experts and that you're relying on their knowledge to help make decisions also helps to build trust and build high performing teams. So how can you do this? You know, find people who know what you don't know. Maybe it's hiring people, but if it's not, it could mean building a group of trusted, advisors or getting a mentor or something like that. Like, pull that knowledge from other people. You may have heard the term personal board of directors. These are people you trust enough to be vulnerable and ask questions. It may not be in your organization, so it's less risky and things like that.

So as a people leader, you can hire people that know what you don't know, and have different skills than you. And then when you and your team are solving problems, you can pull on all of that that knowledge to get a better solution. Alright. So the difference between telling and exploring, people will always come to you with questions if you're a people leader or, even if you are a leader that does you know, it's a maybe a project leader or something like that. People are coming to you with questions. You may know the answer, and sometimes you have to tell them the answer. Sometimes that's the best best course of action. But if you're continually telling them the answer and not letting them figure it out themselves, then you're just kind of creating this culture where people are gonna always come to you for answers even if they could find it out on their own. Right? And that, you know, that takes a lot it's gonna take up a lot of your time. So in telling, you're giving them a direct answer.

Maybe you're sharing how you solve the problem yourself. When you're more in exploring, you might ask them, what have they tried already? What what else might they try? Maybe you're talking maybe you're brainstorming. Maybe you're talking about, you know, the possible outcomes of different approaches and kind of role playing with them, those kinds of things. When you're telling, you're reaffirming your role as the expert and decision maker, and you're curtailing their learning process, and also creating this expectation that people always have to come to you. In exploring, you're encouraging creativity, curiosity, analytical thinking. This encourages resourcefulness, and then people know can kinda find the answers themselves before they before they come to you. And all of this kind of, this approach builds a little bit more psychological safety because you're kind of normalizing questions and challenges and things like that. Alright. Powerful questions, and I threw in the seeking feedback here too. So, don't assume you know what's behind someone's opinion or statement.

You want to challenge the idea, not the person, so avoid using why questions. So when we ask why, that can put people on the defensive. So you wanna change your question to a what or how. So when someone says something like, we can't do that, it doesn't work, that won't work, instead of asking, you know, why not? Change the question to what would prevent us from doing that? Or even better, what would have to be true for it to work? So kinda nice way to kinda flip the question around and get people curious. Beware of confirmation bias. This is what happens when we hear something that sounds a lot like what we already believe to be true. So we're using it to shore up our position.

This can happen a lot. I found when working with people, a lot of my work has been, in the global, arena. So working with people with a lot of different cultures and different languages. And we hear a sentence and we put our cultural understanding on it, and then we assume we know what the person is talking about. Not always true. So better to repeat the statement back in different language, in different words, asking for confirmation. Is this really what I'm understanding? And then the feedback piece. A lot of us shy away from asking for feedback, either because we're afraid of negative feedback or we just think that we're gonna get only good feedback and it's not gonna be very useful. So with a true mindset of curiosity and humility or humble confidence, we really do wanna know what we can do better.

So we instead of doing a general ask, like, what can I do differently, or do you have any feedback for me? Ask a question something like, what's one thing? One thing I can do more or less or different? Now you're asking for a specific answer, so they kinda have to answer that, with something you might not always get really good, you know, honest, clear, constructive feedback, but at least you're gonna get something, if you ask the question that way. Moving on to connecting the dots. So I'm gonna be talking about a variety of different interpretations of this, conducting the dots in this section. But the core mindset here is that everything is interconnected and that understanding and leveraging those connections can have powerful results. So it's the idea that everything's connecting connected. And if I don't see the connection yet, then I just haven't made it yet.

And this section builds on the previous sections because it relies on the curiosity and can help with connecting people to purpose as well. So you'll see the the interplay there. So when I talk about connecting the dots, I'm talking about how seeing how things and ideas and people are connected or could be connected to create something new. So why is this important? When you're an individual contributor, it's about following the work. So I always you know, people come to me a lot for mentoring and things like that. I'm always happy to do that. So, yes, do the task that your boss asks you to do. Let's say it's like running a report. So then find out who does the report go to?

Talk to those people. What do they do with it? What could you do differently to make their life easier for their part of the process? So now you're building your connections, you're building your network, and you're learning as you go along. You're learning about the process. Okay. Well, then what happens next after that? And you just keep kind of, like, building the web. So it builds your network, and then you're bringing that knowledge back to your colleagues too and say, hey. You know what? If we did this report this way, this other team would have an easier time of it. So you're helping and contributing to the overall team. Once you start leading people, it's about providing the information your staff need to do the work that they need to do. So not too much, not too little. And put it in context, to enable them to make decisions again without asking you for help every time.

And I've mentioned this time savings before, and it's not because I'm, like, saying you wanna get out of meeting with your employees. It's about, like, how how the value of those conversations, you know, you want them to be more about coaching than directing and telling them what to do. And then lastly, like, when you're in a c suite position, understanding how things, people, and information are connected helps you see broader and further into the future to anticipate consequences and build strategies to rapidly respond to changing business environments. So that's kinda how, you know, the connecting the dots works throughout your career. So here's some things you can do to build the skill set. So very practical tools. I have a a a Lean Six Sigma background, so SIPOCs, value chain mapping, those kinds of things all the time. Understand the process. Encourage cross department communication through maybe physical office setup or a lot of us work virtually these days.

So it's maybe how work gets done, how we collaborate, using races to understand roles and responsibilities and how we impact one another. Another point is, people close to the work or on the shop floor, see details that senior leaders miss. Right? So when you're, the more senior you are, I mentioned, you know, your view is broader. It's further out. You're looking across the organization. You're looking into the future, etcetera. But you need that that day to day close in view, periodically. So how do you kind of pull those, two views together during your strategic planning process, so that you can prevent blind spots? And then one of the key differentiators I've seen between average leavers leaders and great leaders is their ability to channel the right information to the right people at the right time and in the right way.

So as leaders get information and we get information from meetings, from reading things, from going to conferences, etcetera, I've seen some people hoard that information. They don't share it at all. I've seen other people share everything, but they don't put any commentary on it. So their their staff don't know what to do with all this information. So where what where the sweet spot is is, say you go to a governance meeting and some decision is made, and you get the notes of that meeting. And you so you cascade it to your team, and you say something like, team decided to pull the schedule up by three months in our next staff meeting. Bring ideas on how we can support that. So you're giving them a reason to look at that email and and that note, and it's something productive.

And then don't be stingy. Create a culture where people, want to collaborate. They find answers on their own. Again, another little moment of inspiration. Here, Mike is talking about understanding how we fit in the process and how our contribution matters. Okay. Last but not least, solve the right problems. I've used the word problems a couple times before, and I'll define it more in the next slide, a little bit. But the mindset here is that problems are opportunities. We want to find them. We don't want to avoid them. They give us and the and other people opportunities to shine. So what is the problem? It's simply the gap between the desired outcome and the current reality. So when we think about it like that, that's not a bad thing. Right? If we're satisfied with mediocrity, we're never gonna have any problems. We'll also never grow and find out how successful we can really become.

So successful leaders set ambitious goals and then measure the heck out of them. Right? This is where we find things that are holding us back, and then we can do something to solve them. But if we don't even know that there are things holding us back, we can't ever solve them. But we have to be careful not to try to solve everything at the same time or by ourselves. Right? So some problems will resolve themselves over time. I work with my clients on what I call ruthless prioritization. What is the very most important thing? So what if we can figure that out, we get success on that. It tends to then have a trickle down effect and solve a bunch of other little problems.

And then delegation, a word on delegation. So when I worked at Kite Pharma, our CEO at the time was Christy Shaw. She was a model of this. She would say she has to spend her time on the things that only a CEO can do. Everything else is delegated. So when she delegated big problems to her staff, they delegated them to us. So everybody got to work on really big important things. And when we solve them, it was a huge for job satisfaction and engagement in the organization. So, again, a couple little things, here, leveraging data. What are you measuring and what are you not measuring? That could be just as important. We wanna include diverse perspectives when we're solving problems. We need to prioritize. We need to also think about, you know, again, who has to solve the problem. Does it have to be you? Does it could it be somebody else?

And then maybe you truly don't have any problems today. Where do you want to go in the future, and what problems might you encounter two, five, ten years from now? Those are things you can start preparing for today. So I'm gonna talk a little bit about this story about the inter interim assignment. So it was a team, packaging engineers, and they had just had a big shakeup where the leader of the team was, put back into an individual contributor role, and we're hiring a new leader for the team. Stakeholders were not happy with the performance. So it's kind of you know, people were not happy on the team. Nobody was happy. So I went in, and I, showed up with presence. Right? So the team was in Switzerland. I was in San Francisco at the time.

So I had to fly to Switzerland, and then I made time to meet with people one on one and really say, you know, how can I help you? How can I help you? And really listen to what they had to say. Where did they wanna go in their development, etcetera. Then on the purpose side, I was working for Roche at the time, and we had a slide like a lot of corporations do. We have a, you know, standard slide deck. There's a slide at the end that said, doing now what patients need next in the the Roche hexagon. And, it's always at the end of the presentation. So when you're doing a presentation and it kinda gets left out, nobody talks about it. So what I did with this team is I pulled that slide up to the beginning. Every time we met, I said, this is why we're here.

This is why this this is how this topic that we're talking about right now, how the work that you do connects to this. And that helped kinda get the team engaged. Then, the curiosity, there I was not subject matter expert in their work. Absolutely not. So when, they came to me with a problem, I knew I had a lot of questions. So I would, often engage people over coffee chats, which is like, okay. Let's go take our coffee now. Switzerland has big coffee culture. Right? So let's go take our coffee break, and then just ask them casual questions, about, like, this and ask you know, to understand the technical issue here and try to help them solve the problem. Connect the dots. So, again, I said the stakeholders weren't happy.

I created opportunities for, the team to go meet with the stakeholders in their offices, in their place of business, understand their their cons their, issues, their concerns, really helped, again, connect people to people. And then, solving problems. So we created a one of the things was every time there's a new product, we needed a new packaging solution, and it was like creating it from scratch every time. And I said, guys, you have a whole bunch of knowledge about what the solutions are. Let's put it all in a catalog so that when a new product comes in, we can just look at the catalog and see if there's something close at least to start with. So it engaged everybody in the process, of solving this problem, to, for our stakeholders and then working together.

So last moment of inspiration before we move to q and a, because I really wanna see what questions or observations or comments you have. So here, Severin is kind of alluding to the presence and purpose part that that we've been talking about as well. Okay. So we're gonna have a few minutes for q and a before we get into the action planning and something for you all to take away, from that. So so, please, I've been seeing some activity in the chat. I haven't seen any questions so far, but please share, at this time, what what do you what's what's standing out for you? Okay. Everyone's really excited about getting into action planning. We will jump into that right now. Thank you. Thanks, Anay. Good. Some great takeaways. Thank you for putting those in there.

Awesome. Okay. Okay. Good. And I hope you really do do the homework and and and we'll get into the do the actions there. You know, I don't know how the slides are gonna be available. I don't know how the conference is making the slides available. So I'll try to find that out. Oh, no. There's some questions coming in. Okay. What? Yeah. AI. It's a question about AI. So I think that, you know, AI I was talking to somebody earlier that I met in the networking about AI can help us make better decisions. And as we make and and as as leaders, when our people have access to things that can help them make better decisions, it helps them grow as well. Right? So how can we help, as leaders, help connect people to technologies as well that can help them, build connections?

That's maybe kinda how I would answer that question at this point. I don't have any, workbooks to offer. I that's why I kinda suggested. I can flip back to that slide that has the the exercise for the personal, leadership vision. I'm happy to do that. But let's go ahead and jump into the this action planning, and we'll see what I can offer you all at the end. Okay. So, imagine what would happen if you're able to master all of these mindsets. So by the activity in the chat, lot of good takeaways, lots of people definitely engaged in in the topic. What would you be able to accomplish? Think back to what you wrote down at the beginning of the session, why you chose to be here. Maybe you're imagining your team is fully aligned with your vision.

They know what they need to do, and they do it. They work together well. They enjoy it. You meet your goals. You celebrate. You get rewarded. Imagine what could that could look like for you. So now let's take these concepts and put them into action. They have three questions for you, and I want you to write down one action you're going to take leaving here today. Could be something big, could be something small. However ambitious you feel. One action you're gonna take leaving here today. And then three obstacles that might hold you back. Again, could just be you don't have right full sentences, could just be words, could be names, maybe there's a person. But three obstacles that might hold you back from developing these mindsets and using them to enhance your leadership style? K? One action, three obstacles.

And then the last thing is what three specific things are you going to do to overcome those obstacles? That's probably the trickier question. K. One action, three obstacles, and three specific things you're gonna do to overcome those obstacles. And this might be hard. That's pretty normal. Oh, love it. Yes. Put it in the chat. Commit to it. Right? Sometimes writing it down actually helps you stick with it. Alright. So maybe you're struggling a little bit with this, can be kinda difficult, but I'm gonna tell you, kinda give you some suggestions on how you can get some help. Alright. Okay. So I hope you got something out of the presentation today. I hope it inspires you to further develop the mindsets in yourself and the people that you work with.

I hope you have a good start of an action plan if it's not complete. And then here are three suggestions. If you're one of those people that's like, I commit to this. I'm definitely gonna do it. I'm gonna hold myself accountable to the planning, the reflecting, the revising. I'm gonna I'm gonna do it. I can self guide. Great. Some of us are like that. Awesome. If you, but some other people might benefit from having a partner. Right? I like this approach a lot. Right? Finding someone else. I've met so many amazing people so far in this conference. Connect with somebody in this session, connect with somebody else, and then, you know, share what you're working on together. Meet periodically, to see how you're progressing. That can be really, really useful to have somebody else to talk through these things with. And then third, happy to connect as well.

I'd love to continue the conversation with those of you who, like, are serious. Like, I really wanna do this. I will, I will pop my calendar link in the chat, actually, if you want to, I'm gonna make a couple of, tell you what. I am going to make a couple of these. I think this will work. I don't know. Yep. A couple of action planning calls available to you. If you want when you go into if you wanna book a meeting using this link, just say in there that you came from the women tech, conference. And then, yeah, I'll be happy to kinda talk through your action plan and help you sort it out a little bit. So with that, thank you so much. Here's also another way to link to my calendar if you're interested in doing that. No obligation. Absolutely.

I truly appreciate your participation today, and I look forward to seeing you throughout the conference and then connecting outside of the conference as well.