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Being in a position of leadership comes with its own unique challenges and demands. You strive to be better and do better, but to do that you must first look within *as well as* around you.

Tune into my chat with Tomasha Suber @tomashasuber, Leadership Development Coach, as we talk about how we as leaders can effectively request, receive, & understand the feedback of those around us & leverage it on our path to continued growth & success!

⚡️ Distinguishing between feedback & criticism

⚡️ Developing personal awareness around your own weaknesses

⚡️ How to seamlessly incorporate feedback loops into your process

⚡️ How to support your clients in providing feedback that can help you grow & improve

Watch the full interview below 👇🏽


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Read the transcript below:
Disclaimer: This transcript has been auto-generated – please excuse any typos or grammatical errors. 

0:06

Hello everyone and welcome back to another episode of 21 days of business. If this is the first time you’re catching this video series Welcome my name is gets me in Salem Hamden. I’m the founder of coaches and company.com. We are your go to digital destination for all things legal in your entrepreneurial journey. And all through the month of November, we’re going to be sharing incredible interviews with guest experts each day answering your questions as they relate to your business. And today, we are focusing on leadership and how we as leaders, both in our lives and in our businesses can effectively request receive and utilize feedback from those around us in order to ultimately fuel our growth and propel us forward and empower us to show up for our people better than before. And joining me for this conversation is leadership development coach to Marsha Zuber. Hey, Tamasha Hi. How are you? I’m doing great. Now that you’re here. How are you? I am I’m really excited. I feel really good today. Like I came in ready to hear that. Love to hear that. Yes, that is the energy I’m trying to come with every single day on plays. I love it. Thank you for bringing that today. I’m so happy that you’re here so honored to have you join us as a guest. And for those that are not familiar with you if you would please provide us with an introduction. Hi, if you are not familiar with me, you literally are in for a treat. My name is Masha Suber, I am a leadership development coach and strategic partner to CEOs. And I help women who desire to have a transformation beyond money, learn how to maximize their expertise, elevate their personal lifestyle and shift into leaders of their own legacy.

1:42 

Beyond money, there’s so much more than that. There’s so much more than that, we have to delve deeper. Right. And that’s, I’m really excited to get into that. And thank you for sharing that Tamasha. Let’s kick things off by touching on this topic of feedback and how we as leaders can use that to fuel our growth to enhance our leadership skills and the way we’re showing up as leader. And so maybe it would be a great a great starting point would be for us to start by sharing what is feedback? And and what how is that different from criticism? Oh, so that’s a really good question. I don’t know if anyone’s ever asked me to determine the two. But so criticism for me focuses a lot on like, what you don’t want, it focuses so much on the problem, right. But feedback actually focuses on us recognizing or identifying what a problem is, and then working to figure out what we can do to resolve it. Right? Like, how can we correct it? How can we move forward? And it’s really about focusing on what you want. So criticism focuses on what you don’t want all the negative, all the bad, like, you know, this is a problem. And feedback actually allows us to recognize it, determine what we do want and then come up with plans and ways to correct resolve and or move forward.

2:58  

Okay, excellent, because I think that as leaders, especially for those of us that are newer to the so let me say this, I’ve heard you say before, that we’re all actually leaders, right? Could you elaborate on that before I go into my little spiel? Oh, man, no, you know what this is? It’s really good, though. Because all of us are leaders, you don’t have to be leading someone else to be a leader, from the very moment that you decide that you have influence, to be able to move people in their decision making and are thinking, right, and actions to that means that you’re leading. And I think when we look at leadership, we immediately think of other people, leadership actually starts within you. That’s why we see so many people having difficulties leading other people, because most of the time, they haven’t even figured out how to lead themselves.

3:52 

That’s why your feedback, that’s why you have a hard time with criticism. That’s why you have a hard time guiding and leading other people and people questioning you, it’s because you really have anyone to determine as to how you are best LED.

4:05

Right? Clarity. Yeah, where we, where we start, where we start as leaders, so good. So in, in our role within because we’re business women, right, and a majority of those listening to this or watching this, share that share that experience with us as business women and I would say you know, it’s nobody is born knowing how to lead a business nobody is born with, like you either have it or you don’t. It’s it’s a learned skill and it is a skill that we can acquire and that we can develop. And for us it’s you know, a new territory for me, I would say it’s new territory, you know, stepping into this role of okay, I’m leading my team, towards our mission, keeping our vision in sight and maintaining clarity around that. And there are a lot of people involved in this process.

5:00 

Right, Whoo, yeah,

5:03 

more than we want.

5:05

And so how can we make sure that we are doing right by those individuals doing right by ourselves doing right by our company and our business, and effectively requesting feedback from those around us? Ooh, yeah. So I would say when it comes down to it, the very first thing we can do to make sure that we’re effectively doing it is to sit down with ourselves and really start thinking about, I always say, dig into the things that you know, are probably going to be a part of criticism that you’re going to have a hard time handling. I always love to start there. Because like, what are some of the things that you’ve heard before that you’ve taken personally? And what are some of the areas that you know, are like a weak spot for you in your mind? And go ahead and start preparing yourself for that, right. Like, if you like, there was a point in my career where people would always tell me that they said, What Tamasha I just feel like you’re mean. And I couldn’t understand what people would mean, like, You’re mean, when in reality, what it was, they were used to someone actually being as direct as I was, before a long time, I took that stuff personally. Yeah, so I had to start taking, like, I literally took time, and I started really investing time into me understanding how I felt about certain things that I felt like I would either constantly hear or even sometimes I just heard once, and let’s start working through some of those things. Maybe first, before you start trying to like, wave the flag and be like, hey, I want all this feedback. And it’s like, hold on, let’s try to address a feedback that has really caused us maybe to shrink back, that has caused us maybe to question our validity, or rather not like our relevance, and our ability to lead other people. And then let’s also dig into those areas that we know for sure, can cause us a little bit of like, at least. And once you identify what those things are, it’s not to say that we’re going to solve them. But you’re just already aware, that’s the first step is like being aware of what could potentially trigger you or what you know, is an area of weakness, and you’re probably not that great. And you’ve heard it before. And so you just need to know that it’s a potential, always a potential for someone to call those things out. And you determine how you’re going to best utilize your skills to deal with them. The second thing is to make feedback. So a part of your process, and so frequent, that it becomes normal and doesn’t even look like feedback. I think this is probably the number one piece of guidance or directive that I give people that I work with is like feedback isn’t something that you just shouldn’t be doing at the stationary parts of our process. Like, oh, yeah, someone’s onboarding that you get on board. Well, are we at the middle of the service? How did this go within the service? How did this go? Let’s do this in a different way. It feedback should be done in different modalities. It should be done at different times, but it should be frequent. We want feedback to be so frequent, that it’s not something that we get nervous about.

8:02

Because honestly, we’re the only people nervous about getting feedback, the asker is always more nervous than the person giving it.

8:10 

Right? The person receiving it.

8:14 

He said, Then the person receiving the feedback, yeah, no, the person that’s receiving it is normally more nervous than the person that’s going to give it

8:22 

because we’re basically reaching our handout and saying, judge me, please, right. That’s more nerve wracking. Like, yeah, tell me what you think. I think I’m great. But I’m sure you probably don’t, or like, I think I’m great. And you potentially might say, I’m trash. And we’re literally just opening up the door to your judgments, your assumptions, you know, your feelings, your thoughts that we might not agree with.

8:48

So I’m thinking now, because as you’re sharing this with me, as far as the example that you gave, so back in the day, somebody would tell you, like Tamasha I feel like you’re being mean.

9:02

But that, to me, that sounds like criticism, I feel like the feedback, if it truly is a feedback is letting the other person know what it is that you need in order to have had a better better experience in order for this stuff in a more positive. Yeah, experience throughout instead of might be well, you know, I would have appreciated. Maybe that information be relayed to me in XYZ manner, or I would have so maybe the feedback is instead of when I request feedback from others, instead of tell me what you feel like I’ve been doing wrong. Tell me what you feel like you didn’t like about the process of working together, maybe flipping it into I am, I want to create space for you. Not just at the beginning of us working together and at the end of us working together but throughout let me know and communicate to me and have that open communication of what is it that you need that you uniquely need in order to have a positive experience.

10:00

You’re right. And so maybe those people that shared like, hey, Tamasha, you’re kind of mean in our work together. Other people might have been like, that’s exactly I needed that I needed the direct. Yep. Where others are like, I need a little bit more gentle of an approach. And that’s not because of anything that has to do with Tamasha. That has everything to do with that person and their experiences in the past. Right? Yeah. And it’s helping people. It’s nurturing people to communicate in a way that is based on feedback. So that sentence of my show, I feel like you’re being mean, that’s actually more criticism, feedback would have been Hey, so much, I think sometimes you can come off me. And so I was wondering, like, that’s something that I recognize doesn’t really work? Well, for me, it’s like, for me, it kind of appears that way. And so I was thinking that, do you think potentially, like, maybe you could smile more when you talk? Or like, maybe you could like, talk to me privately and not in front of everyone? Because it makes me uncomfortable? Or whatever some of the situations might be? Yeah, that is a feed based back feedback based conversation versus like, I just think you’re mean, or like, I just think you’re loud. Or I just think like, You think you’re better than me, or like any anything like where do I What do I do with that? As well?

11:11 

Yeah, so how so feed a part of feedback is to guiding your clients to think in a feed back based way. Because normally, we just open up the floodgates for them to criticize every single part of the business, we ask these questions that aren’t really helping to guide them, we’re just giving them yes or no answers, right. And it’s like, we have to guide them in a way that we can actually do something with the feedback. Sometimes you can’t do anything, let’s just be quite honest. For those of you like, if you got an employee that’s giving you feedback, like I don’t get paid enough, I want $100 Extra. Now, there’s nothing we can do with that. But you know, a lot of times, we’re not asking for in a way that we can do something with it.

11:50

So let’s talk about how we can use that with our clients and in enhancing our client experience, because that’s something that I want to see more of in our industry is enhancing the client experience and really creating a

12:04 

I want to say customize, that I know in some containers are in some spaces, maybe customization, the ability to customize the experience is limited, but providing different options within your offer within your service within your container in order to better serve the different people because we talked about this before we begin before the interview went live is like we can’t be out here having cookie cutter offers and services and relationships or partnerships with our clients. And so how can we use that to further enhance that partnership with our clients? Yeah, so I think one way that you can increase, that you can enhance the way you have that relationship. It’s like I think I think I would speak to say 70 to 80% of people here are asking for feedback in some form, whether they’re like sendings onboarding, form, whatever. But doing a better job with like I was just talking about with the way that we asked the questions. So when I think about overall, like, especially at the end of a relationship, or in the middle of a relationship, I love to like view feedback, as you should be asking questions that feel like a report card. Right? So a lot of times it’s like, oh, did you enjoy the experience? Did you get what you came for? Give us some feedback on like, give us a testimonial, or like, is there anything that we would change? But allowing yourself to maybe go from like, not just a yes or no, but maybe like from a one to five? If you could grade me from an A to an F? What would it be? Right? Like giving, like more room for feedback, I think is important, and giving more of a variety of options so that people can feel like they’re actually able to give you specific feedback and not just like the general well, like, if I was not really okay, I guess I was okay, so I’m just gonna put Yes, yeah, right. Yeah. Like when you think about when we fill out those surveys that kind of get on our nerves. But then we’re also happy when we finished filling out because it’s like, oh, well, like I was kind of okay, what I wasn’t okay.

14:06 

Right. And then that allows us to be able to get a better understanding of where people actually stand. And we can act on that. If you’ve got five people’s like out of 10 saying like, yes, everything was great. And I would rate you as an A, and then you have three people rating you as a B and two people rating you as a C, well, then that means that we got some stuff kind of going on here. Right? Versus like, well, those B and C’s probably we just want to put yes on the yes or no answer.

14:34

Deeper, we need to explore this some deeper so we do a better job of the way that we structure some of those questions in the way that we structure even the conversations and stop always having it to be like this yes or no experience, then it really turns into a tool.

14:53  

Absolutely. I mean, the way I look at it is yes, our team is here as the CEO

15:00  

as the business owner, your team is there to support you. But you’re also there to support your team, your team cannot do what they need to do without your support. And if you don’t have clarity on what it is that they need, and if they’ve been working with you for some time, and you have not revisited, like, what is it that you need? Or what is it that I can do or that we can do to make it easier for you make it better for you make it

15:25

more enjoyable for you to do this work to fill your role and be a part of this? And so the support goes both ways. And, you know, with with the clients, I feel like when you say when you say there’s, you know, three that said a two that’s and b two that said C? I feel like that’s the classic illustration of that everybody’s needs are different, right? So there’s no cookie cutter situation here. Yeah, when everyone’s needs are going to be different, especially if you start thinking about from like, your team perspective, when people are on your team. So like shifting away from clients for a second and even going to your team. I think that like, it’s also one of those situations where I recommend people to when it comes to feedback, I think so often where we’re so focused on trying to like fix and resolve that will ask for feedback, and they give feedback to the feedback. And that’s not necessary. It’s actually it actually can cause people to not want to give feedback, right? So it’s almost like, as a leader, you got to be willing and open and know that you are going to receive more feedback than you ever give.

16:35 

And I think a lot of times, we want to always give feedback to the feedback and it’s really not necessary, take that utilize it. You don’t need to object it. You don’t need to prove it or clarify it. You just need to use it. Understand. And it can cause us to really get ourselves into, like a leadership pickle, if you will. And it’s going to happen only up here for you. Like the team members and the clients. They move on so fast. Yeah. Yeah.

17:05  

That makes sense. That makes complete sense. So So we’re at we’ve requested it, we’ve received it, how do we truly receive it and implement it and, and use that to better ourselves, but our organization create a more pleasurable experience for everyone in our in our sphere? Yeah. So when you get it back, I know I saw you say receive it, here’s the thing I want everyone to understand is that feedback is to be used not to be owned, personally, it is to be utilized in the business and to be utilized in this situation, the scenario, but we don’t get to own that. And I think that we put too much weight on ourselves trying to own every person’s, you know, like, what they think and how they feel. Our job is just specifically to understand it, I don’t have to agree. I just need to understand what you’re saying. And the first place that I start there, it’s like, based on where they get the feedback, what does that connect to? Normally there’s a root cause of where it came from, right? It’s connected to some part of your own body here, onboarding or off boarding, or it’s connected with some part of the conversation during the sales process, or it’s connected to, you know, somewhere, like when they have deliverables that they need to give us and they forgot to give them to us or there’s a deadline, it’s connected somewhere. And so start paying attention to those overlapping responses that are constant where it’s connected to the same place. And then start asking yourself based on some of the details, if you are able to get details inside that feedback, well, how can we potentially resolve this? Is it something that we can correct because sometimes you can only resolve something, meaning you can only figure out something specifically for that scenario. And it’s not something that you can correct across the board, because it wouldn’t serve you or wouldn’t serve the rest of the clients. Right. So can I resolve this? Can I correct this? Or do we just need to figure out what’s the best thing to do for this right here, we might just need to table this and move forward. Because that’s another piece to all feedback can’t be acted on right away?

19:09 

Right. Can you give us an example, please? Oh, yeah. So again, like so we I’ve had times where I may have been like doing feedback from people that work with me. And you know, they’re looking for sometimes when you have people working with you that might not be full time or part time. This is a great example, maybe their 1099 employee, and their feedback is like I really love working with you. I enjoy my job. But honestly, right now I need to make more money and I’m looking for something more full time. And I also think that I’m not getting paid what I’m worth, okay, so I’m sitting in the MIT like, I’m sitting at, you know, like, you’ve only been here maybe less than six months or so and like, like we’re in the middle of like one of the hardest maybe you’re in the middle one of the hardest quarters of your you know of the year and you’re trying to figure things out. Right now, I 100% can understand where you’re coming from. But I can’t agree that this is something that I can resolve right this second because

20:00 

Number one, if I’m going to give you a raise, I want to make sure I can keep you around when I give it to you. Number two, like right now, organizationally, it just doesn’t make sense based on like maybe the other people that we’ve hired and other people that deserve to have raises or be promoted, or whatever it might be. That’s some feedback that I literally cannot act on. Right now I can recognize it. It’s a challenge. It’s something I definitely want to talk with you about at some point. But right now, we’re gonna table this and I’m gonna move forward because I can’t resolve or correct that.

20:29

Can’t get sidetracked with with all the feedback. Yeah. We think that, especially with our team members, we think that every single piece of feedback that they give us is something that’s an emergency, and it has to be acted on, it needs to be acknowledged. Yes. And understood, yes. And understood, but it does not have to be acted on. So discernment is key here. Discernment is definitely key and focus. You know, this, like, part of your job as a leader is like, you do want to make people happy, right? We want to have that culture where people feel seen, and they, they feel like you hear them, you know what I mean? But at the same time, too, you also have responsibility, keeping the doors open, you know, make sure they get there, make sure your payroll runs. Yeah, though. They feel safe. So. Yeah, absolutely. Absolutely. So what has what have you how have you found success for your clients on success in tracking of this feedback? So do you have a system that you recommend as far as like,

21:33  

organizing the feedback that you receive? Like, what do you thoughts on that?

21:39  

Yeah, I mean, I have thoughts. I think that feedback, depending on the type of business and what you do, there’s different ways to organize it. I would say always, like, I definitely give recommendation. But I 100% do believe that there are definitely different ways to organize feedback, based on what you’re doing your structure, I do work with some people who have a very simple business model, then I also work with some agencies, and then, you know, so the feedback process for that is like way different. So many people involved, and you got so many different consumers at different levels of service, all that stuff. So my biggest thing is making sure that you have a, that you make sure that the feedback that you’re that you are requesting, on the back end, the questions connect to something that you know, that you’re able to clearly identify

22:27 

that you know, the process of which you would have to act on it, and or acknowledge it.

22:34

And then also you have timeframes associated with those actions or acknowledging, right? So like, what happens if you get a piece of bad feedback? Is it just gonna sit there for two weeks until you muster up the emotional courage to type up this email to say, like, oh, my gosh, I know, we messed up, here’s what we can do, or are you going to sit down one day and think through, like, Hey, these are kind of the canned responses that we’re gonna have to this, or, Hey, this is what we would do in this scenario based on this, and then it can make into me, or this is what we can’t do like, really start thinking ahead of the game about some of your most common pieces of feedback, and creating systems around them so that it doesn’t turn into this emotional roller coaster. Like literally, feedback can become one of the worst the parks you’ve ever been to, or can be Disneyland.

23:27

Literally, like feedback literally can be Disneyland, or like the worst things you ever do. It’s like, and you know what they always say, like the people there’s like underground at Disney. And so like, when they’re underground, they can do whatever they want. And then like when they’re like, when we see them, they’re like on stage. That’s how I consider like feedback to be like, you know, when it comes to clients, or when it comes to responding and what people see and what they experienced, like you’re on the stage. But when you’re not on stage on the ground, you’re preparing yourself to be on stage, though. Have your meltdowns cry, do whatever you need to do. But the better we are at preparing ourselves underground, the better we’ll perform when it’s time to put on the show.

24:08  

So you got to have a thick skin. It sounds like as a 100%. Yeah, have people working for you that have a thick skin? Yeah, I mean, it sounds like regardless, you’ve got to have I mean, I think it probably helps to have people working for you that have a thick skin. But it sounds like the one of the main takeaways here is when you receive like one, allowing for and creating space for those around you to provide feedback in a safe manner in a way that they feel heard. They feel acknowledge, that allows for you to understand the feedback they’re providing. But then also do not take it personally. Do not take it personally do not take ownership of it. Accept it, understand it, acknowledge it, address it, but do not take it to heart. Absolutely, absolutely not. Don’t take it

25:00  

to hire, take it to mind.

25:02 

Yes, yeah, for sure. So you have been in this industry for years, and you’ve watched as I have things, transform and the landscape just mature and develop, and it’s a really exciting time to be in business. Is there anything that piques your interest about the industry? Is there anything that you want to see more of you want to see less of that you’re, you’re excited to watch evolve? Yeah, you know, I think one thing for me, I’m excited, I’m excited to watch the evolution of you no responsibility, I think we are in a very encouraging and challenging time for our industry, specifically, with people really taking on a level of responsibility for what they sell here, and what they promise. And so I’m really looking forward to watching that evolution. And, you know, I’m hoping that everyone gets to stick around. But I do know that that’s not the reality. And so that’s kind of what I’m I’m looking forward to watching is that that level of responsibility be increased by the consumers here, because that’s what’s happening is consumers are increasing the responsibility. That’s why we see sales, sales do happen. But it has been harder for a lot of people, especially those of us that sell work and not feelings, right? Like we’re not in the spiritual realm, when you sell strategy, or things that are considered to be work will require a lot of brain power.

26:38

I’m really looking forward to see what this new wave of responsibility leads to for us here. Yes, responsibility and accountability. And I’d love to see more transparency to I feel like it’s a lot of what is it smoke and mirrors? Yeah, literally. That one, you know, I used to have hope for that. But I’m just not quite sure.

27:03  

I’m just not quite sure. Because everyone wants to. I think everyone wants to seem perfect. Everyone wants to seem like they have it all together. And that’s not true. Yeah. You know, everyone wants to seem like they are just the creme de la creme. And that’s not always the picture every single day. You know, like, we’re not perfect. And so I’m not sure if that’s gonna, I hope so. But I think I kind of gave him a year ago. You want to see you want to see more realness out here. Yeah, yeah. I definitely don’t want people just crying on live stream for hours. Yeah, but I

27:49 

want to real? Yeah, yeah, let’s just like be let’s just, like be more real, you know, like, let’s, let’s be honest, and say that that launch failed. Let’s be honest, and say that, you know, half the people in that mastermind dropped out, let’s be honest, and say that, like, maybe you thought you could teach something, and you shouldn’t have been, you know, like, that’s hard to admit, it’s hard. It’s so hard, I get it like, but if more people would be transparent, I think it’s not even a level of transparency. At this point. I believe that people have been lying so much on the internet, that they’ve started to believe it and they have no idea.

28:27  

They don’t know the difference between the truth and a lie. scary.

28:31 

That’s scary. We see it so much. That’s that’s what a lot of people are taught. So I say this, you got to do this in order to be like, you know, be a leader in the industry. Yeah. Yeah. I mean, I think it’s, I think, certainly, we need some accountability. I think certainly, we need to

28:51 

take this mask off, right of like, I’m perfect. I know everything. I’m like the, the guru or like the go to or whatever, you know, persona or authority people want to step into, and remember that we’re human. And remember that we serve humans. You know, nobody is perfect, but I think it’s I mean, it’s an interesting discussion, and I was having a conversation with another one of our guests zayley I don’t know if he knows zayley Barclay. So she he said, you’ve heard of her. She’s amazing. Yeah, she’s amazing. And she

29:26  

she’s a video content coach, and we were talking about

29:31 

the expectation of showing up is perfect, you know, and so it’s like, I’m, I recognize I’m not perfect, I recognize that I will never be perfect. You know, I strive to improve, I strive to grow I start to do all these things. I’m never gonna be perfect, but maybe we as consumers or as when we’re part of it because we’re all consumers right? We’re all we are all business owners, but we’re still consumers. We have we can we can flip the flip our perspective too.

29:57 

But do we expect others to be perfect

30:01 

Yeah, no. You know, I don’t know, like, I think maybe some of us do.

30:09

And I think it depends on what we’re talking about too. I think situationally, you can expect perfection from people. And I wouldn’t even say that I’m not that way. Like, for the most part, I don’t expect perfection. But there are some things. I think I probably expect more common sense. And I do perfection.

30:26 

Every morning, there’s a difference. Yeah, like for missing the common sense. Common sense. Yeah. So sometimes I’m just like, I mean, this is like common sense. And so. But no, I think I do think that sometimes we have an unrealistic or unrealistic expectation of people to be perfect. And that’s a lot of ways, right? Like, we got to give ourselves room for error, which, which also means that we have to give people room for improvement. And that’s the part where people don’t want to give, people don’t want to give folks a chance in like, I’ve had people come to me and say, like, all kinds of things about like the previous coach, or like, sometimes we’ll just be talking into DMS or like something like sparked a thought from them. And, and I encourage people like, Well, are you sure that’s what it is? And maybe they just don’t know. Have you given them that feedback? Like I’ll tell them to say, Did you communicate it? Like, literally, you can ask any of my clients like, they’ll come talk to me about something or like, read this with their spouse or team member did with it. You give them the feedback, because they need us? They need it? It’s a tool.

31:24  

So yeah, I think sometimes we find ourselves like we’re not willing to give the grace that we expect to be extended to us.

31:32 

Yes, absolutely. Tell us about SEO weekend live. Ah, SEO weekend, literally, if you see me, you see me jump. I literally tell me yes. Tell me Oh, NASA sia weekend literally is the only three and a half day retreat minds like this is specifically for female leaders. And I have been like plotting this for well over a year before I actually put it out.

31:56  

I call it plotting, because that’s kind of how my brain works. Yeah, I’m always thinking like, I always end up coming up with really different cool, unique things. And so I wanted to fuse together a retreat in a mastermind, because I always feel like the things that we see there, either one or the other, they might call it that, but it’s only one of them. And I really wanted to infuse it. And it really is actually the epitome of what I teach and how I drive women through what I want them to get to experience and become and just be at the end of working with me like in a one to one partnership, you don’t always have to choose between being an incredible leader in a business that like runs an empire that’s like absolutely phenomenal. And also being a very phenomenal just woman in general, you get to lead in both areas. However, we don’t always allow ourselves to experience the fruits of our labor. And so it is a huge combination of education, coaching, teaching, and development, in addition to sitting in the fruits of your labor being served, during a time where you need to be when you’re on vacation, we spend so much time serving other people. And so this is my opportunity to 100%

33:09  

purely serve them at every almost beck and call almost almost.

33:16 

Service and Support. I love the what what is your bit? Well, first of all, when is the next one? The next one is April, May, I literally am in the middle of like reviewing proposals today. Like I was looking at them before I got on with you.

33:31 

So it’s two times a year. And yeah, just two times a year. Next ones in April, man. Love it. All right, we’re gonna have the link for that in the description of this video as audio wherever you’re watching, you’re listening to this. And our final question for you tomorrow, what is your big message you’d like to leave us with?

33:47 

Oh, my big message is that, you know,

32:16

Okay, now, let’s just hold this moment,

33:52

you don’t have to be perfect. You just have to be willing and willing meaning willing to change, willing to have a different perspective and willing to serve others, even in the midst of you learning. And that’s what I want people to know is that as a leader, you’re constantly learning, you’re constantly gonna be faced with change. And you’re constantly going to be faced with people that you don’t necessarily agree with. And so you don’t need to be perfect. You just need to be open.

34:24  

I love it. Thank you so much to Marsha for being here and for joining me. It’s been such a pleasure. Yes. All right. We will talk soon. And if you are wanting to connect with modular and more about SEO we can live and about her work with women leaders as a leadership development coach. You can visit the link in the description and all the goodies will be there. Thanks again to Masha. Thank you for having me. Thank you talk to you soon.


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