Top Leadership Challenges for Female Entrepreneurs & Executive Leaders

Kris Plachy: Hey, hey, hey. Welcome to this week's episode of the podcast. I have a surprise for you. I'm super excited. So let's go ahead and get started. Here we go.

Well, hi. Welcome to this week of a Leadership is Feminine Podcast. This is Kris Plachy. I'm thrilled to have you here. And I have a special, fabulous guest today and that special, fabulous guest is Doctor, but she doesn't let me say very often, but I like to say it. Dr. Michelle, Arant. Hi, Michelle.

Michelle Arant: Hi, how is everybody?

Kris Plachy: Isn't this fun?

Michelle Arant: Yes, I love this part.

Kris Plachy: I know. I think we should do these more. Okay. This can be fun. It's good.

So today we're gonna talk about, so we just had our initial advance release of Lead, which was super, super fun. So we're super excited and we start officially with our new clients what, September 5th-ish? Something like that, right?

Michelle Arant: That's the, that we first week, right? The week

Kris Plachy: After Labor Day. It's still open for registration. Our advanced release has closed, but registration is still open, so you can always just go to thevisionary.ceo/lead. If you haven't taken a look at it yet, go check it out. We would love to work with you.

And what we wanted to do today was talk to you about why we've established the three different groups that we have. We have advisory call set up specifically for clients who are running six figure businesses, clients who are running seven and eight figure businesses, and clients who are executive and senior leaders within an organization. And there's a reason why we did that.

And so we wanted to color that a little bit with this podcast and also give you some hopefully validating insight that will help you just- regardless of which one you are, it will make sense to you. We wanted to sort of speak some truth into what we see in our clients. So that's what we're gonna talk about today, is, what are those unique challenges that six figure business owners, seven and eight figure business owners and executive women working within organizations are facing, and how does the work that we do solve that? And what do we know that you can do even right now to help yourself?

So, sound good, Michelle? Okay, let's go.

So let's talk about our six figure clients. So six figure clients can be anyone from who just hit their first a hundred K, right? Maybe you sell beautiful pictures on Etsy, or you are a knitting person, like, there's so many people who do so many things - I always marvel at what businesses people have - all the way up to the $800,000, $900,000, right? That six figure mark. That's such a big step to move through. And they often say, the first hundred thousand dollars in your own business is the hardest to earn.

So, if that's you, congratulations on where you are so far. But what would you say, Michelle, I know when we first started doing, How to CEO several years ago, right? You worked specifically with our six figure clients as well. So what do you think are some of the key points we should sort of help them?

Michelle Arant: What I see most of all is the shift in your mind that has to happen. Instead of thinking about it as, this is my business, this is my my gig, right? Like, "This is what I've been doing and it's pretty much been me, maybe just me, or me with a couple of contractors helping me post a social media, or get something designed, or whatever it is."

To, "Okay, now this is a thing. Like, it's like a true business. It's no longer my hobby that I get paid for. It's no longer just something that I love and I've been good at doing. It's getting bigger." I notice that women have to separate the business and themself as being the business. I actually love to watch that light bulb come on. And when we focus on that, and the more we talk about that, because it opens up a whole new way of doing things and that's the big thing that I notice the most. And then I think the other thing is all around hiring, just all

Kris Plachy: Do I have to?

Michelle Arant: Like, "Please, somebody, please come help me. I'm drowning over here. I haven't had a vacation where I actually don't work. Even if I've hired a contractor to help me do some graphic design, or post some stuff on my website, I still am checking in all the time and like I need, I need some help here. But where do I even really start? I wanna find the right person. I wanna find-

"What I love is I wanna find the person who's gonna start with me now, and they're gonna be with me for the next 50 years."

Kris Plachy: Well, that's what you're gonna do with me, right?

Michelle Arant: Of course!

Kris Plachy: You’re never going to go away?

Michelle Arant: I’m never going away.

Kris Plachy: Because I can totally relate to that. I'm like, please. Don’t ever leave me. 

Yeah. But yeah. And is it even time to? Like, "Is this when I'm supposed to hire?" Let's say your business is making $150,000 a year, $200,000, $300,000. That's nice money, but you are not earning that, right? The business is generating that, but you're not earning that.

So there's all that fear around, "How much money? Like, what if I can't keep paying them? What if I can't keep making this money?" So I agree with you.

Michelle Arant: Especially our professionals, like doctors, lawyers, accountants, like the money seems to be pretty good. And when you look at the revenue side, and you look at what's coming in, but then you look at, "Okay, well how much am I really making of that? And how much is the cost to go into this clinic and you know, all of it. So can I really bring on somebody and afford to pay them forever?" Because then it's a whole lot more responsibility. So you have that moment of freak out, right.

Kris Plachy: And I think it's really important. One of the things that we've said to a lot of our clients, is if you go to hire someone, let's say you first hire, which a lot of times our recommendation is your first hire is an assistant. It's someone who can come in and really help you kind of start organizing yourself.

And let's say you pay that person $30 an hour and you need them for 15 hours a week or something like that. I know the fear is like, "Oh my gosh", but that's gonna be like, I don't know, like $40,000 over the course of a year. I don't even know if that's right. I don't

Michelle Arant: I don't even know the math

Kris Plachy: No, I dunno.

Michelle Arant: Don't have to worry.

Kris Plachy: Freaks you out, right?

It freaks people out. "I don't, I can't pay them $40." No, you're gonna pay them for 15 hours this week, and then you're gonna pay them for 15 hours next week, and then you're gonna pay them for- that's the whole point is you're paying them then you can generate more revenue. So we have to remember that part.

Michelle Arant: I think that's key. I think, I think that's the key is because women are so used to really, like you don't know anything else other than, "I do the majority of it myself, and I've been doing the majority of it for however many years that I've been doing it." And you just have to make yourself stop and think for a minute, wait, this is gonna free me up to do other things.

And like you said, you're not paying somebody the $40 grand in salary the

Kris Plachy: Out of the pocket. Yeah. It's not happening. Even though I know in your mind- and then we start to take on the responsibility of, "Well, I can't hire them if I'm not gonna keep them." And like, but listen, that's what it means to hire contractors. We don't promise that people are gonna work with us forever. That's kind of how that works. Like, we have to get through that.

But women are such supporters of one another that they worry if they make that commitment to them. But we're not. We're making a commitment to support the business and the business will grow. I think when you started working with me, I think this business was generating about $350 or $400,000 a year, right?

I wasn't making a ton of money, but I needed support. I needed more and more support. And it was through doing that, then the business then gets to over seven figures. It's hard to see when you're in it, but you have to rely on the support of other people in order to grow the business. There's no way you're gonna get there. And I do think that's, you know, one of the biggest second issues is letting go, is inviting people in to support the business, and you, and realizing they don't always do it exactly like you did, but that's okay.

But a lot of women have a lot of control concerns and so they can't let go. So then they end up paying a person to do stuff and then they go in and they fix it. So now they've paid for somebody twice because you have to pay yourself. And that's a big issue, working through letting go. That's what one of the modules in the new Lead program is letting go so you can grow that. That is a very real issue.

And there's nothing wrong with you if you struggle with that. If you struggle with other people making mistakes, if you struggle with people not understanding, there's a lot of assumptions that get made in our six figure clients because they think people think like they do.

Michelle Arant: Well, newsflash, right?

Kris Plachy: Yeah.

Michelle Arant: Kris and I, because we, you know, we have these conversations so much, just because Kris and I are so different.

Kris Plachy: Yeah.

Michelle Arant: The sides of our brain that we use every day. That just becomes something you have to work through and you have to have support with, is what is that role that I need? And then, who is that person and what characteristics do they have to have? And all of that, so that they bring their expertise in to do the things that you need them to do so you can step out and do your thing.

But we we're giggling with each other because it can be so very different. That's one of the things I love about what we do, is helping business owners understand. And not just, it's not just business owners, it's executive women too, in terms of thinking about, "Okay, this is what I need. This is the position on the team."

And then what is the attitude, or the personality, or the skillsets that someone would come in who could do really well at-

Kris Plachy: To compliment that. Exactly. Exactly. Yeah. 'cause there's a lot of things that I know, when I was doing most of my business by myself, I wasn't actually very good at. Even though I had my own way of doing it, I wasn't very good at it. And so I like that what you said is true. Like, I think this the six figure journey is going from that solopreneur, paid expert, consultant, or really in that product development.

So if that's what you do, you're just beginning your service. You're just beginning your product. That's that first place and there's a lot of insecurity there. There's a lot of feeling guilty there. There's a lot of feeling inadequate here. That's very normal, especially if you didn't lead or manage people in a different job before you started your company.

Which I would say is the majority of our clients. Majority of our clients have never managed anyone. They had an idea, they decided to do it, and now they're here doing it. And so it's very, very understandable that if you're running a six figure business and you're feeling all of those feelings, you're right on time.

And that's honestly why we host the calls specifically for you, because we want you to be on a call getting advisory support from us, listening to the questions that other women are asking that you're gonna totally relate to, because it's so much more meaningful.

If you came to a call and you're running a $400,000 business and you're on a call with a woman running a $3 million business, sure there's similarity, but the $3 million problems aren't better or worse, they're just different. And it'll feel like for the $400,000 running business, like, well, that's good to know. But that's, like, you got a ways to go to get there. So that's really such an important reason why we've made this decision to do it this way.

So alright, let's talk about our seven and eight figure clients. And I know, when you and I were debriefing on this, I said that I see, and this is where I spend the majority of my clients, 'cause all of my Sage clients are multiple million dollar business runners leaders. So I see two segments even within this segment. So there's the clients who have just crossed over a million and they're simultaneously elated and also completely deflated because.

Michelle Arant: That's a good way to put it.

Kris Plachy: Right. There's no parade. Like it's like you've wanted to achieve this goal for so long and then you achieve it and you're like, wait, it's, I don't feel any different. Right.

Michelle Arant: You're, you're so exhausted.

Kris Plachy: Exhausted.

Michelle Arant: You're just so exhausted. You don't wanna put any energy into celebrating because it.

Kris Plachy: Well, and I don't wanna do that again. I don't wanna have to work that hard to make what I made, to do that again. Right. And so there's either this parallel belief system of, "Was that just luck? Or is that only because I hustled to the point of exhaustion? Either one."

It's not sustainable. So what we have to do is look at what really worked. And nobody generates a million dollar business by accident.

Michelle Arant: Well, of course, no.

Kris Plachy: No, there's magic in there and we have to find it. Whatever your special magic was. So my clients who are just at about a million looks like, okay, what worked? Where were the gaps? And all of the key relationships - you guys, for those of you who are longtime listeners, know I talk about that.

You have five key relationships as a leader who runs a business. You have a relationship with your money, your time, yourself, your business, and your team. And when we start getting into seven figures and more, if any of those relationships don't have a lot of good foundation, they start to show up. Issues with money will start to show up. If you haven't clarified, just like Michelle said, that the difference between me and my business, there's my business' money, and then there's my money.

If those two things aren't separated, then we get to this point where the business is generating a lot of revenue. It can get very messy if you haven't learned how to take care of yourself and running a business. If you haven't learned how to develop people and have a great team, it shows up in your business.

If you haven't built the systems and practices, the business can run without you. It shows up in your business, right? And if you haven't figured out really how to leverage time, including your own.

So I see that first million as a real test. And then for the women who move through that and get to the three to 5 million, now we're doing big- like, do I have the right team? So to Michelle's point, the $600,000 is like: should I hire? The $3 to $5 million are like: wait, do I have the right people?

Michelle Arant: I did hire and what am I- like, wait. Yeah. And, and what we talk about is, it's hard to hear, but I think we have to keep saying it. Is there are people who are going to get you through your scaling and through your growth, to up to the 7 figures. And you know, a lot of people can hold their own $7, $8, $9 million. But at some point you, you are going to need someone different than the people who started with you when you were making $300,000.

Of course, there's all these relationships that you have, and you know everything about them, and they know everything about you and the business, and they've been so loyal to you. And now all of a sudden you see that there needs to be more strategy, as an example. Like, this person needs to come up with the ideas and present them to you and all of it, and they have not been used to doing that.

They haven't had to use that muscle as much as you would like for them to now. And then, it's like, "Oh my gosh, do I have the right people? And am I gonna have to let these people go?" And then we start seeing people, "Okay, well I'll keep them and then I'll just hire more." And then their team just gets so big and unmanageable.

Kris Plachy: We don't know who many of them are. Yeah.

Michelle Arant: Yeah. Just, ugh.

Kris Plachy: It's such a great point because when we're used to the first part of our business, or in a small business, even if you're at an executive level, we hire people to do work. We hire people to do productivity work, and then as the business grows, we need more strategic thinkers.

But that is a whole other skillset. And the other gap. And so that's why, with the clients that we have that are at $3, $4, $5 plus million, they've been really leveraging the manager formula that Michelle teaches. Because now they have to develop their managers.

The questions that those women are asking isn't "Who maybe I need to hire at a tactical level". It's, "I need to add managers into my company. "How do I even know who to- should I promote this person? Is this the right person? What kind of management roles do I need?"

So the questions become different. And then your role as the leader of your business changes so much because it's less about triggering the activities that are gonna happen every day, and more about looking at the strategy to develop the people who are gonna make those activities happen every day. And that's so different, right?

I know in the Lead program, we redesigned org charts and we teach an org chart completely differently.

Michelle Arant: That's correct. Mm-hmm.

Kris Plachy: Then I think any of you will have ever seen it, because org charts and traditional environments are set up, top down. And we have designed it to be lateral and it's hard to explain without the visual. But the reason we did that is that your leadership, once you're at that $5 million and you've got a manager, or two or three. It's that group of people that have to pull the tactics into the front line, not you. But as a leader who's used to doing all that, it's very hard to know what even your role is.

So we spend a lot of time with our seven and eight figure clients designing your job description. What's your position gonna be?

Michelle Arant: I also think that what you said about the key relationships that you have with yourself in terms of your relationship with money, and team, and like all of those things, whatever you find when you're a six figure business owner, keeps rearing its ugly head and challenging you in terms of control or-

Kris Plachy: Perfection.

Michelle Arant: Yeah. Yes. And, you know, get mad at everybody because they don't do it exactly the way that you thought it should be done, or, you know, impatience with the pace. All of those little things that keep nagging at you. Those things scale bigger, just like your business scales. So it really is a great opportunity for you to start as soon as you can, working through those types of things, so that when you do hit the seven figure, eight figure mark, then they're not as multiplied. You've got some of those things handled. I think they're always gonna be there.

I love to joke with Kris and she'll say, you know, beware of- you swoop you know,

Kris Plachy: Yes, I swoop. I’m a swooper.

Michelle Arant: Like you, yeah, you're a swooper. Like you're always gonna have a tendency to do that, I think. But the more you work on yourself and to help you trust more and not become the swooper then, or the, I guess the more you swoop less, then the easier it is to elevate yourself, the more revenue you make.

Kris Plachy: Well, and this, it's funny you should say that. Because this summer we've had a few of our clients who've now are in multiple millions, who we've worked with for several years, right? And this year, one of them took the whole month of June off. Another one, took three weeks off in July and went to Rome and the Maldives.

Another one I just heard from, she lives in Europe. She just took two, two week back to back vacations with one day in the office in between. And that's exactly what we're talking about, right? That I know- there's a reason why at some point you thought, "I'm must start a business so I can have more freedom."

Michelle Arant: Isn't that what we like? What we all want is more freedom.

Kris Plachy: Yes. But that it doesn't start off that way. And even after you hire a couple people and you first try and abdicate to them and you think, "Oh, they know what to do better than I do." So you just let them run your launch, or you let them figure out your customer service policies and then you realize, "Oh, that doesn't work either because they're not doing it the way that I want."

So what's that middle ground, right? That middle ground is what's called leadership, and it's okay if you don't know how. But the reason we do what we do is so that you can learn it. Because it creates- the long tail of this, is a more of voluminously successful business, more revenue, if that's what you want. More profit if that's what you want. More time off, if that's what you want.

There's gotta be a reason that you decided to do this, and I wanna make sure- that's our goal, always. Your goal is what matters. It's not about everybody else. We just know that you're gonna trip on these few speed bumps and we are very clear 'cause we've watched them happen over and over and over again in all of these different segments of our clients.

So let's finish and talk about executive clients.

Michelle Arant: Yes, because that's my background. So of course I love, I love them. I know

Kris Plachy: Back to our roots.

Michelle Arant: Yes.

Kris Plachy: Tennessee, although you guys don't say roots, do

Michelle Arant: Are you kidding? We say roots

Kris Plachy: We say roots. Roots, I think. I think Roots is Where's Roots? Is that Texas? I don't, there's somewhere

Michelle Arant: Don't, I-

Kris Plachy: Might be Texas... Anyway,

Michelle Arant: I don't, they say it wrong, so I'm not sure.

Kris Plachy: So, yes, you and I are intimately aware of the challenges of the executive woman because we both have been one at the senior executive level. And so there's this dance that we all are very adept at, and also quite exhausted with. So what are some of those elements that you know are true for you, Michelle, in the way that you've heard? 'cause we actually do have quite a few women in our program now who are executive leaders, and a lot of them come to Hawaii with me.

So anyway, what have you, what have you noticed? Love.

Michelle Arant: Probably the biggest one, what I lived, and also what I hear from other people is the pressure of, and the differences in, the CEO, the boss, however you want to refer to that position, as they have their own ways that they want things done. They have the- they've already set the vision for the company. Good ones will have established the values of the people they really want working there in their company.

And then you have to align with and adopt those same visions, or same, the vision and then the values. And sometimes those can get out of alignment. And when they do, there's some questioning and some pressure on, it feels like, on you to keep going, to keep pushing, to keep everybody rowing in the same direction.

Because the women that we'll be working with are those who, they're not new managers, but they're people who manage managers. So your C-suites and executive levels and VPs, because titles are sometimes kind of hard 'cause you never, sometimes you

Kris Plachy: Yeah, they're very different.

Michelle Arant: But it just, it's just this sense of pressure. That's all. That's all I can, like, you can't see me, but I immediately like, hunker down, like I'm in a vice grip. Where it just feels like from the top it's coming. And then you're having to adjust a lot of times, you, yourself and your own beliefs a lot of times, to make sure that things that everybody else under you is doing what needs to be done, and it's.

Kris Plachy: It's, it's legit. It's like a real legit obstacle and ongoing issue. I can speak for myself. It's why I became an entrepreneur, because I was done doing that. And the reason that the company, that we changed the name of the company to The Visionary CEO is because we work with visionary women, but we recognize that visionary women work all over.

And I call myself a visionary woman, but I would've called myself that when I was 30, when I was leading a team inside a big company. So visionary is, I think, a woman who is a visionary who works in an executive role has her own unique challenge. Because you can see what you wanna create. You can see how this could be better, different, more unique, more interesting, more successful. But you have to work through the layers. The bureaucracy of your business in order to achieve that.

And I do believe you can, but I also think those are, that's a very different road because you don't have the authority and the autonomy that an entrepreneur will have.

Now, you also don't have the same risk that an entrepreneur will have. So there's this dance, right? Because that's why so many senior leaders stay in the mire, is because of the money. The "security". (I put in air quotes.) The benefits, the pieces, right. All the parts that you love. You stay and you tolerate.

But I've had clients very recently, you and I actually didn't talk about this in our pre-discussion, Michelle, but this is the other big one for me. I think that executive women, and the reason this program is rooted in the Leadership is Feminine model, which is what we teach in the very first module, is that regardless of whether you run your own business or whether you work within an organization, if you are a woman, you are still working with through, against, next to, antiquated leadership models that have a derogative or a negative impact on you as a woman that are pre-programmed to challenge you to be more silent, to be less aggressive, to be less yourself in lots of different ways.

And then the other element is if you work in a corporate environment, most people who work in leadership roles don't know what the hell they're doing. And so if you take the initiative to be informed and become a better leader, you could be working for someone who's a nincompoop. Let's just be honest. And you have to figure out how to negotiate relationships.

It's political acumen, it's influence, not authority. There's so many other parts of leading in as an executive woman, and I think it can be done. I've watched people do it masterfully, but I think it's a very conscious choice, and if you keep yourself in a position of being helpless, "I go, oh, I can't ever leave. I have to make the money." That's where you stay trapped and you tolerate some serious stuff that you should not be tolerating.

Michelle Arant: Yes. And that's one thing that I think was so valuable, for those of you who don't know my and Kris's history. Kris was my executive coach when I was promoted to Chief Operating Officer. And I did not align with my boss in terms of how I wanted to do it, how I wanted to lead my team. And that was one of the things, I could not see outside, and I couldn't see any other way to do it, other than what he was telling me that I had to do. And Kris was so masterful at helping me understand, "No, no, no, you, this is your team. You get to decide how you wanna show up every day, and how you want to lead these people."

You may not always like the policies or the things that you have to say, but you get to decide who you are, and who you wanna be in that. And you get to choose the people who manage under you, and you do have control over who you promote. If they don't have the values that align with the team that you want, and if they're not really encouraging and helping foster the culture that you want, then you do have control over that.

First of all, it helps to be in a room, whether it's a zoom room or a physical room, with other people who are going through the same thing that you're going through. But to hear that those struggles are the same, and to finally find your people who understand what that pressure is like

Kris Plachy: Who wanna do something about it?

Michelle Arant: And who don't wanna feel helpless.

Kris Plachy: Yes. That's really critical. And I wanna emphasize to those of you listening, 'cause I think there's a lot of environments out there that people get involved in, and then all they're doing is listening to other people complain. That isn't what we do.

So here's the, like, if you were to come to me as this executive client, or even as a seven and eight figure business, whoever you are, you running this business, this team. And you've got an issue, the first thing we have to be clear about is you chose it. You decided, you decided to run and start a company. You decided to make this company bigger, and you decided to walk through the door of that company that you are still reporting to every day. So those are still things you have authority and control over. So now let's tell that truth. Okay?

You still may not like it. That's not what we're here to talk about. What we're here to decide is, do you wanna do something about it? And if the answer is yes, then you're our people. If the answer is no, I just want someone to complain with me and vent with me about how horrible this all is. No, nobody wants to listen to that,

Michelle Arant: We will not be the best home for you.

Kris Plachy: This isn't what do.

But you're like, listen, I don't, I've tried everything. I feel like I've tried everything. Now let's explore what else is available to you. But mostly, at the end of the day, there are too many women on this planet who are so talented, and so successful, and so capable, and so smart, and so resilient, and have so much to offer the world who are not believing enough in themselves.

Regardless of what seat you're sitting in, you are the person we wanna help because we have the tools to help you negotiate all of these challenges. That's not even- like you'll be with us for a few weeks and you're gonna feel like rebirth. That's the best news. There's so many ways to solve the challenges that you're facing, to approach the new goals that you have, to dig into the aspiration and the inspiration that you have. All of that is really doable.

I know that we need to teach women how to think differently about how they lead and stop thinking about leading like women who are trying to think like men, leading. Does that make sense? That's most of what we have. Most leadership examples and training and content was all created by men for men.

So Lead is created by women for women. Makes sense.

Michelle Arant: And what really does work? I mean, there's all kinds of empirical evidence, right, that what works is a more feminine approach in terms of collaboration. And I love this, all of the stuff that- the training you all will see when you get the content is that, like she said, co-creating together and everybody - I love to think about it like, get in this boat with me and let's row to the same place.

Like, we all wanna be going the same place and we all wanna be feeling like we matter and we're contributing and we're doing something about it. And whatever problem it is out in the world that you're trying to make better. And those types of things have been shown to actually work.

So if you're in an organization, or if you've been to trainings and all you see are, and here are people telling you that that's not the way it works, that power and control and, you know, all of those things are the only way, it's not true.

And that's why it feels so, I think it just feels so counterintuitive, and women burn out so quickly, because they're going against what feels so real and authentic to them.

And so if that's,

Kris Plachy: Well said,

Michelle Arant: That's you, then you found your people because this is the kind of stuff that we do and talk about, and help you do more of.

Kris Plachy: I love it. Yeah. Lead as you are. It's just a good thing. And we know that you can.

I hope that what you have heard through this podcast is we really do recognize the unique challenges in the spaces that you're in, and they are different and that's okay. Like, it isn't a one-stop shop. We have to dig into the uniqueness of you and where you are.

So that's what we aim to do. So hopefully we've laid out some additional insight for you, and this is gonna drop on Monday, Tuesday, August 29th at 11:30 Pacific. I'm gonna lead a workshop called How to Get Your Spark Back, or Have You Lost Your Spark? We haven't nailed out the title yet, but what we want you to do is just go to thevisionary.ceo/spark and all the details will be there.

So go to thevisionary.ceo/spark and you can register for the webinar. It's gonna be about an hour long, and it'll be a great opportunity for you, if you haven't worked with us in the past to just get some exposure to Michelle and I and also feed your spirit. Find a way to put yourself back in a position of being excited about what you do, not just sort of begrudgingly committed.

And I think that's true for a lot of parts of our lives, not just our businesses, but maybe our personal lives or maybe our relationships with friends. There's just a lot of movement. People are making a lot of change. And that might be my circle, but I think I'm hearing it from a lot of people. So we thought this might be a nice give back webinar to all of you.

So tthevisionary.ceo/spark Tuesday, August 29th at 11:30 Pacific. But you have to register to get the link. Thank you, love. Bye.

Lead for Women is now open for registration. If you're a woman and you are also a visionary, somebody who sees the world differently than it is, and you are eager to achieve that through your work and by leveraging the hearts and minds of others, then I invite you to go to thevisionary.CEO/lead and learn everything you can about our Lead program.

While it's not for everyone, it really is for you if you are a woman who is ready to learn how to think better, so you can lead better, and you can live better. You have a legacy to leave here and I wanna help you leave it by enhancing and improving how you show up as a woman who leads. Join us there.