6. Workplace Relationships: Managing Your Ex-Colleagues Now That You’re the Boss (Part 2)
Remember the days when you used to complain to your colleagues about your boss’s decisions? Well, now that you’re the boss, your ex-colleagues-turned-employees are talking about your decisions behind your back. So, you’re no longer one of them, now what?
The first issue most new leaders run into is the shift in the nature of their relationships at work. When you get promoted within the same team, your colleagues become employees, and everything changes. Some of these employees may even have been close friends, so how do you navigate those relationships now that you’re the boss?
Tune in this week because we’re taking a deeper dive into navigating relationships with employees who used to be your colleagues. I’m discussing the importance of navigating new friendships and connections now that you’re the boss, how to manage potential favoritism or perception thereof, and your first job in reestablishing connection with your ex-colleagues-turned-employees.
Until January 30th, you can book a one-time 90-minute deep dive with me to uncover what makes you unique as a leader, and give you a personalized roadmap tailored to your strengths and needs, so you can fully focus on your leadership goals. Click here for all the details!
To thank you for being a listener and supporter of The Confident Female Leader, I am sharing a free guided meditation with you! Download your meditation here.
What You’ll Learn From This Episode:
Why the dynamics change when you become the boss and your ex-colleagues-turned-employees might no longer see you as a friend.
How our brains categorize new situations as either threatening or not, and people as either a friend or a foe.
What’s going on chemically in the brains of your employees now that they see you as the boss.
How, in a team, everyone’s emotions have a ripple effect, especially yours as the boss.
The importance of reestablishing friendship and connection with your team on new terms now that you’re the boss.
How you can start to curb perceptions of favoritism if you continue friendships with your ex-colleagues-turned-employees.
Your first job now that you’re the boss to start building the relationship you want to have with your employees.
Listen to the Full Episode:
Featured on the Show:
To thank you for being a listener and supporter of The Confident Female Leader, I am sharing a free guided meditation with you! Download your meditation here.
5. Workplace Relationships: Tips and Strategies for New Leaders
Your Brain at Work by Dr. David Rock
Full Episode Transcript:
Remember when you used to complain to your colleagues about your boss's decisions? Now, you're the boss. And, guess what? Your ex-colleagues-turned-employees are now talking behind your back. Okay, so you're no longer one of them. Now what?
Welcome to The Confident Female Leader podcast. A space for ambitious women stepping into leadership, who are ready to take control of their circumstances and own their magic. If you're ready to start shedding your self-doubt, come into your new identity as a leader, and stop consistently undervaluing yourself so you can feel more confident in your role, this show’s for you. I'm Annie Framand; Psychologist, Certified Feminist Coach and Master Trainer. And I'm on a mission to help women just like you stop overworking, overthinking, and overpleasing, so you can start creating success on your terms. Ready to create your dream life? Let's go.
Hola amigas, how are you this week? As I'm recording this episode, I'm gearing up for Christmas, in about a week. Now that I live in Mexico, to me, Christmas feels like any other day really, because it's actually the same weather; 25 degrees and sunny every day. Now, that's in Celsius guys, you'll need to convert, if you're American, in Fahrenheit. The only reminder that Christmas is coming, are the plastic Christmas trees and the mountains of chocolate at Costco. Not gonna lie, I am tempted.
Alright, so last week, we took a look at how we create unnecessary suffering for ourselves in our relationships, through the operating manuals that we create for other people. We also saw that our perceptions of others are subjective. And that we can't control other people's feelings about us, because they're created by their perceptions of us, which are subjective, and by their manuals about us, not what we actually say or do.
So, in today's episode, we're going to be taking a deeper dive into navigating relationships with your employees who used to be your colleagues. Now, if you're like my clients, the first issue that you're going to run into as a new leader, is the shift in the nature of your relationships at work. Your colleagues become your employees, if you're promoted within the same team, which is often the case.
Some of your employees were your friends, so how do you navigate that relationship now that you're the boss? Do you stay friends? And if so, do you manage? Or, how do you manage the potential favoritism, or the perception of favoritism?
One of my clients was struggling recently, with the fact that she used to be included in discussions that she's no longer included in. And she noticed, that sometimes her employees even stopped talking when she entered the room. And, these were her friends. So, what was going on?
It's because their brains now perceived her as a foe. She was no longer one of them, her policies changed. So, now she needs to reestablish friendly connection with them, in order to activate oxytocin or the relationship hormone. Let's take a closer look at why that is.
Our brains categorize situations and people in a primitive way to protect us from potential danger. Now, this was the case over 2,000 years ago in the caveman and cavewoman times, and it's still the case today. New situations are either perceived as a threat or not, and new people are either seen as a friend or a foe.
Now that my client’s the boss, her employees brains reclassified her in the category of other, or foe. Even though she used to be one of them, or friend. Especially, the ex-colleague-turned-employee who also applied for the promotion, and didn't get it.
One study, reported by David Rock in his excellent book, Your Brain at Work, shows that when we perceive someone as a competitor, we don't feel empathy with him or her. And less empathy equals less oxytocin, which means a less pleasant sensation of collaboration overall. Whereas, oxytocin is released when two people tell jokes to each other, or engage in a collaborative conversation for example.
Basically, oxytocin is the neuro-chemistry of safe connection. Now, deciding someone is a foe means that you can misread intent, you can get easily upset, and you can also discard their good ideas. In the absence of positive social cues, it's easy for people to fall back into the most common mode of human interaction, which is distrusting others, as we've seen earlier.
And when our limbic system or our emotional brain is overly activated, someone makes a joke and that becomes a slight for us. And then, a slight can become an attack. And then, an attack can become a full-on battle or conflict.
Our animal instincts seem to naturally cause us to withdraw and treat others as foes, unless a situation arises that generates oxytocin. So, what you're going to want to do as a leader, is generate as much oxytocin as you can in your teams, by creating connection with them. Because oxytocin permits people to overcome their natural avoidance of proximity, and facilitates behavior.
That's why, for example, as trainers, as a master trainer, I was taught to insist on icebreakers at the start of a workshop, to establish rapport. Also, if you're in customer service or sales, that's also what you're going to be wanting to do first, is to establish rapport with a new client, for example.
If we look at research that's been done by Daniel Kahneman in the positive psychology field, when we look at experiences in life, the ones that increase happiness the most over time, are not money. Of course, over a base survival amount. It's not health, either. It's not even marriage, or having children. The one thing that makes people the happiest, is the quality and the quantity of their social connections.
So basically, as humans, we are social animals. Now, a feeling of relatedness to others is perceived as a primary reward for the brain. And, our brain is always looking for reward. So, increasing rewards or decreasing threats, okay. An absence of relatedness to others, generates a primary threat.
You're going to sense that relatedness to others when you feel that you belong in a group. And when you feel that, you are part of a cohesive team. Which is why it is so important, when you look at team building activities, for example, in organizations.
Now, the way that the brain is best at connecting involves being able to copy other people's emotional states. And that's done through what we call “mirror neurons”, which you might have heard of. When we witness others’ facial expressions, for example, what we do, is that we activate the same in our own motor cortex. And we also transmit this information to our insula, which is involved in our emotions.
So, when I see your facial expression, I get the movement of your face, and that drives the same motor response in my face. For example, if I'm smiling, you're smiling, and vice versa. When there's an abundance of social cues, emotional information travels very quickly between people, in what would be called as “contagion”, for example.
Now, the strongest emotion in a team can ripple out and drive everyone in that team to resonate with the same emotion, without anyone consciously knowing that that's happening. For example, let's say that an employee is anxious about organizational changes that are coming up. So, they might talk to another employee about it, which is going to bring that employee’s attention to everything that's unknown, and that employee is going to start worrying, too.
And then, just like that, the worry is going to start spreading like wildfire to the rest of the team; one person creating worry in another person, and so on. Now, in a similar way, your emotions as a leader, can have a ripple effect on other people, because everyone pays so much attention to the boss. For example, if you smile, your employee starts to mimic the smile, and then you smile back. Right?
Mirror neurons explain why leaders need to be extra careful of how they manage their emotions, of their stress levels, because really, it impacts other people. It's like in an airplane when there's a lot of turbulence, without realizing it, as passengers, we look at the flight attendant to see their reaction, right? If the flight attendant is calm, we think there's nothing to worry about, and that the turbulence will pass.
But if the flight attendant is nervous, then we start freaking out, right? You're that flight attendant to your employees; they're basically watching your every move. Now, there's no right way to be in relationship with employees who used to be your colleagues. Personally, I was friendly with my employees, but I was not friends with them. That meant that I didn't invite them over to my place or I didn't go to theirs, unless it was for a team activity with everyone. And for me, it helped curb the perception of favoritism. Right?
It's much easier for an employee to believe that you favor someone over another, to grant permissions for example, if you invite them over to your house for dinner. Now that said, in certain organizational cultures, for example, in smaller organizations, I've seen it be accepted and even sometimes valued to be friends with your employees. So, it really does depend where you work and what you personally, as a leader, are comfortable with.
There's no, one right answer. What you want to do, is ask yourself; if you were to have an honest conversation with someone about their performance, would it be easier or harder for you if that person was a friend? And if you chose to remain friends with some employees in your team but not with others, when you're in a performance conversation or a promotion situation or in a salary decision situation, how would those moves be perceived by others?
Now, I personally choose to be friends with my bosses and employees before I was a leader and after, not during. So, for me, it made things easier, clearer and cleaner, for me and my team. And really, it was because years ago, at the beginning of my career when I was in HR, I was asked to let go of an employee who was a friend, during a restructuring. And it was not a fun experience, not going to lie.
So, I decided that I would never be in that position again. It just makes things much easier, in my opinion, when you don't have those personal relationships. But again, everyone's different. So, in an example, let's say sales are down in your team, in your organization, and profits are dwindling. Now, Bob, in accounting, tells you that you have to cut expenses.
And Sundeep, in marketing, tells you that you need to invest in another ad campaign, to get new potential clients at the top of the funnel. And your employee, Sandra, tells you that your team is overworked and can't possibly do more with less.
So, if you listen to Bob, you might cut your ad budget and ask your team to do direct marketing, but that would overwhelm your team. So, Sandra and Sundeep would not like that decision. But investing in the ad campaign can generate more revenue eventually, which could lead you to hire another team member in your team. But in the short term, it's an expense, so Bob won't like it. And, there's no guarantee it's going to work.
You get to decide what's best for the team, what's best for the organization, and what's best for you, as a leader. And how will your decisions be perceived by Sandra and Sundeep, if you favor Bob's point of view, in this case? Knowing that Bob is your friend outside of work. There's always going to be people who dislike what you do, and others who will criticize your decisions.
You're like the sports coach sending players on the field, and everyone else is in the bleachers. And, everyone has an opinion about what the coach should do. But it's your decision, you call the shots. It's so easy when you're watching the game, but it's a whole other ballgame when you're in the game. So, let them talk.
Now, it's easy to say you're gonna tell me, and hard to do when you're a perfectionist, I get it. And also, when you're a people pleaser, you want to get it right and you want everyone to like you. But here's the thing, if you listen to everyone, the game would never get off the ground.
So, this week's experiment for you, is to have an open and honest conversation with employees in your team, to reestablish friendly connection with them and release oxytocin, that connection hormone. You want to schedule some one-on-one time with everyone in your team, to discuss things like what fears or concerns that they have in general? And, about your relationship with them, in particular.
Do they feel like things have changed since you got promoted? And if so, how? And, how do they see the relationship unfolding in the future with you? What's the best way of communication with each other moving forward?
For example, if this employee was a friend before you were promoted, and you texted each other all the time, are they still texting you about personal stuff? And, what about work issues? Do others text you, as well? Or, will they see that as a special privilege that you're granting this one individual? Is that something that you're comfortable with moving forward?
And if not, you're gonna want to have an honest conversation about it. You might want to say that you value their friendship. And then, at the moment, the best thing for everyone involved is only to communicate via Slack, like you do with the rest of the team. In order to avoid any potential conflict of interest or perception of conflict of interest.
Now, with an employee who wanted to get the promotion but didn't get it, because you did, you're going to want to be open about that, as well. So, in some cases, the employee might have applied for the job to send the message that they're ready for more, even though they know they didn't really want or were ready for the promotion itself.
And other times, the person might be really disappointed that they didn't get it. So, either way you're going to want to explore their feelings. Also, discuss some of their strengths and gaps. And then, build a plan with them to help them bridge some of the gaps, so that they're ready next time for a promotion that comes up. Maybe, they're going to be the one replacing you, when you're ready to move on to your next promotion.
Now, the more open and honest you are in these conversations, the more they will be, and also, the more connection you will build. You'll also want to think about things like some team building activities. What I would do with my employees, it was really simple, is we would have the joke of the day or the joke of the week. We would have funny storytelling time, you know, things that just build rapport and connection.
You know what's best for you and your team. Oftentimes, these are people you used to be friends with. You might want to ask them what they think could be fun for you to do as a team, as well.
So, if you'd like some help to apply any of the skills that you've been learning on the podcast, I have a special offer to help you kickstart your year and create some traction towards your goals. Now normally, the only way to work with me is in my three-month coaching container. But until January 30, you can book a one-time 90-minute deep dive with me.
At the end of the 90 minutes, you'll have uncovered what makes you unique as a leader. And you'll have a personalized roadmap, tailored to your strengths and your needs, so that you can focus on the goals that you want to achieve. Let's say you have a fitness goal for 2023, and you decide to start going to the gym. So, trainer’s going to assess your current fitness level, and depending on your goals, is going to write a fitness plan for you to use on your own, to help you meet those goals.
It's like having a personal trainer for your brain; that's what I do with my clients. So, you want to book your free consult on my website to learn more, and also to see if we're a good fit. I would love to hear from you. Let me know what you're loving about the podcast, and what you'd like me to talk about next.
I will see you next week, for the last episode of the year. Have a great week, everyone.
To celebrate the launch of the show, I'm going to be giving away a free five-minute meditation to everyone who subscribes, rates, and reviews the show, before December 31, 2022, to thank you for your feedback. This meditation will help you chill out, in real time, when your brain goes in overdrive.
I want your honest feedback on the podcast, so I can create an awesome show that resonates with you and provides tons of value. Visit annieframand.com/podcastlaunch to learn more about the giveaway and how to enter. And if you found this episode useful, I'd love for you to spread the word and share it with a woman you know who's also a new leader.
Thanks for listening to The Confident Female Leader podcast. Ready to dismantle the patriarchy with me? Come say “Hi” at annieframand.com to learn more about how you can take this work deeper and apply what you're learning.
Welcome to The Confident Female Leader podcast. A space for ambitious women stepping into leadership, who are ready to take control of their circumstances and own their magic. If you're ready to start shedding your self-doubt, come into your new identity as a leader, and stop consistently undervaluing yourself so you can feel more confident in your role, this show’s for you. I'm Annie Framand; Psychologist, Certified Feminist Coach and Master Trainer. And I'm on a mission to help women just like you stop overworking, overthinking, and overpleasing, so you can start creating success on your terms. Ready to create your dream life? Let's go.
Hola amigas, how are you this week? As I'm recording this episode, I'm gearing up for Christmas, in about a week. Now that I live in Mexico, to me, Christmas feels like any other day really, because it's actually the same weather; 25 degrees and sunny every day. Now, that's in Celsius guys, you'll need to convert, if you're American, in Fahrenheit. The only reminder that Christmas is coming, are the plastic Christmas trees and the mountains of chocolate at Costco. Not gonna lie, I am tempted.
Alright, so last week, we took a look at how we create unnecessary suffering for ourselves in our relationships, through the operating manuals that we create for other people. We also saw that our perceptions of others are subjective. And that we can't control other people's feelings about us, because they're created by their perceptions of us, which are subjective, and by their manuals about us, not what we actually say or do.
So, in today's episode, we're going to be taking a deeper dive into navigating relationships with your employees who used to be your colleagues. Now, if you're like my clients, the first issue that you're going to run into as a new leader, is the shift in the nature of your relationships at work. Your colleagues become your employees, if you're promoted within the same team, which is often the case.
Some of your employees were your friends, so how do you navigate that relationship now that you're the boss? Do you stay friends? And if so, do you manage? Or, how do you manage the potential favoritism, or the perception of favoritism?
One of my clients was struggling recently, with the fact that she used to be included in discussions that she's no longer included in. And she noticed, that sometimes her employees even stopped talking when she entered the room. And, these were her friends. So, what was going on?
It's because their brains now perceived her as a foe. She was no longer one of them, her policies changed. So, now she needs to reestablish friendly connection with them, in order to activate oxytocin or the relationship hormone. Let's take a closer look at why that is.
Our brains categorize situations and people in a primitive way to protect us from potential danger. Now, this was the case over 2,000 years ago in the caveman and cavewoman times, and it's still the case today. New situations are either perceived as a threat or not, and new people are either seen as a friend or a foe.
Now that my client’s the boss, her employees brains reclassified her in the category of other, or foe. Even though she used to be one of them, or friend. Especially, the ex-colleague-turned-employee who also applied for the promotion, and didn't get it.
One study, reported by David Rock in his excellent book, Your Brain at Work, shows that when we perceive someone as a competitor, we don't feel empathy with him or her. And less empathy equals less oxytocin, which means a less pleasant sensation of collaboration overall. Whereas, oxytocin is released when two people tell jokes to each other, or engage in a collaborative conversation for example.
Basically, oxytocin is the neuro-chemistry of safe connection. Now, deciding someone is a foe means that you can misread intent, you can get easily upset, and you can also discard their good ideas. In the absence of positive social cues, it's easy for people to fall back into the most common mode of human interaction, which is distrusting others, as we've seen earlier.
And when our limbic system or our emotional brain is overly activated, someone makes a joke and that becomes a slight for us. And then, a slight can become an attack. And then, an attack can become a full-on battle or conflict.
Our animal instincts seem to naturally cause us to withdraw and treat others as foes, unless a situation arises that generates oxytocin. So, what you're going to want to do as a leader, is generate as much oxytocin as you can in your teams, by creating connection with them. Because oxytocin permits people to overcome their natural avoidance of proximity, and facilitates behavior.
That's why, for example, as trainers, as a master trainer, I was taught to insist on icebreakers at the start of a workshop, to establish rapport. Also, if you're in customer service or sales, that's also what you're going to be wanting to do first, is to establish rapport with a new client, for example.
If we look at research that's been done by Daniel Kahneman in the positive psychology field, when we look at experiences in life, the ones that increase happiness the most over time, are not money. Of course, over a base survival amount. It's not health, either. It's not even marriage, or having children. The one thing that makes people the happiest, is the quality and the quantity of their social connections.
So basically, as humans, we are social animals. Now, a feeling of relatedness to others is perceived as a primary reward for the brain. And, our brain is always looking for reward. So, increasing rewards or decreasing threats, okay. An absence of relatedness to others, generates a primary threat.
You're going to sense that relatedness to others when you feel that you belong in a group. And when you feel that, you are part of a cohesive team. Which is why it is so important, when you look at team building activities, for example, in organizations.
Now, the way that the brain is best at connecting involves being able to copy other people's emotional states. And that's done through what we call “mirror neurons”, which you might have heard of. When we witness others’ facial expressions, for example, what we do, is that we activate the same in our own motor cortex. And we also transmit this information to our insula, which is involved in our emotions.
So, when I see your facial expression, I get the movement of your face, and that drives the same motor response in my face. For example, if I'm smiling, you're smiling, and vice versa. When there's an abundance of social cues, emotional information travels very quickly between people, in what would be called as “contagion”, for example.
Now, the strongest emotion in a team can ripple out and drive everyone in that team to resonate with the same emotion, without anyone consciously knowing that that's happening. For example, let's say that an employee is anxious about organizational changes that are coming up. So, they might talk to another employee about it, which is going to bring that employee’s attention to everything that's unknown, and that employee is going to start worrying, too.
And then, just like that, the worry is going to start spreading like wildfire to the rest of the team; one person creating worry in another person, and so on. Now, in a similar way, your emotions as a leader, can have a ripple effect on other people, because everyone pays so much attention to the boss. For example, if you smile, your employee starts to mimic the smile, and then you smile back. Right?
Mirror neurons explain why leaders need to be extra careful of how they manage their emotions, of their stress levels, because really, it impacts other people. It's like in an airplane when there's a lot of turbulence, without realizing it, as passengers, we look at the flight attendant to see their reaction, right? If the flight attendant is calm, we think there's nothing to worry about, and that the turbulence will pass.
But if the flight attendant is nervous, then we start freaking out, right? You're that flight attendant to your employees; they're basically watching your every move. Now, there's no right way to be in relationship with employees who used to be your colleagues. Personally, I was friendly with my employees, but I was not friends with them. That meant that I didn't invite them over to my place or I didn't go to theirs, unless it was for a team activity with everyone. And for me, it helped curb the perception of favoritism. Right?
It's much easier for an employee to believe that you favor someone over another, to grant permissions for example, if you invite them over to your house for dinner. Now that said, in certain organizational cultures, for example, in smaller organizations, I've seen it be accepted and even sometimes valued to be friends with your employees. So, it really does depend where you work and what you personally, as a leader, are comfortable with.
There's no, one right answer. What you want to do, is ask yourself; if you were to have an honest conversation with someone about their performance, would it be easier or harder for you if that person was a friend? And if you chose to remain friends with some employees in your team but not with others, when you're in a performance conversation or a promotion situation or in a salary decision situation, how would those moves be perceived by others?
Now, I personally choose to be friends with my bosses and employees before I was a leader and after, not during. So, for me, it made things easier, clearer and cleaner, for me and my team. And really, it was because years ago, at the beginning of my career when I was in HR, I was asked to let go of an employee who was a friend, during a restructuring. And it was not a fun experience, not going to lie.
So, I decided that I would never be in that position again. It just makes things much easier, in my opinion, when you don't have those personal relationships. But again, everyone's different. So, in an example, let's say sales are down in your team, in your organization, and profits are dwindling. Now, Bob, in accounting, tells you that you have to cut expenses.
And Sundeep, in marketing, tells you that you need to invest in another ad campaign, to get new potential clients at the top of the funnel. And your employee, Sandra, tells you that your team is overworked and can't possibly do more with less.
So, if you listen to Bob, you might cut your ad budget and ask your team to do direct marketing, but that would overwhelm your team. So, Sandra and Sundeep would not like that decision. But investing in the ad campaign can generate more revenue eventually, which could lead you to hire another team member in your team. But in the short term, it's an expense, so Bob won't like it. And, there's no guarantee it's going to work.
You get to decide what's best for the team, what's best for the organization, and what's best for you, as a leader. And how will your decisions be perceived by Sandra and Sundeep, if you favor Bob's point of view, in this case? Knowing that Bob is your friend outside of work. There's always going to be people who dislike what you do, and others who will criticize your decisions.
You're like the sports coach sending players on the field, and everyone else is in the bleachers. And, everyone has an opinion about what the coach should do. But it's your decision, you call the shots. It's so easy when you're watching the game, but it's a whole other ballgame when you're in the game. So, let them talk.
Now, it's easy to say you're gonna tell me, and hard to do when you're a perfectionist, I get it. And also, when you're a people pleaser, you want to get it right and you want everyone to like you. But here's the thing, if you listen to everyone, the game would never get off the ground.
So, this week's experiment for you, is to have an open and honest conversation with employees in your team, to reestablish friendly connection with them and release oxytocin, that connection hormone. You want to schedule some one-on-one time with everyone in your team, to discuss things like what fears or concerns that they have in general? And, about your relationship with them, in particular.
Do they feel like things have changed since you got promoted? And if so, how? And, how do they see the relationship unfolding in the future with you? What's the best way of communication with each other moving forward?
For example, if this employee was a friend before you were promoted, and you texted each other all the time, are they still texting you about personal stuff? And, what about work issues? Do others text you, as well? Or, will they see that as a special privilege that you're granting this one individual? Is that something that you're comfortable with moving forward?
And if not, you're gonna want to have an honest conversation about it. You might want to say that you value their friendship. And then, at the moment, the best thing for everyone involved is only to communicate via Slack, like you do with the rest of the team. In order to avoid any potential conflict of interest or perception of conflict of interest.
Now, with an employee who wanted to get the promotion but didn't get it, because you did, you're going to want to be open about that, as well. So, in some cases, the employee might have applied for the job to send the message that they're ready for more, even though they know they didn't really want or were ready for the promotion itself.
And other times, the person might be really disappointed that they didn't get it. So, either way you're going to want to explore their feelings. Also, discuss some of their strengths and gaps. And then, build a plan with them to help them bridge some of the gaps, so that they're ready next time for a promotion that comes up. Maybe, they're going to be the one replacing you, when you're ready to move on to your next promotion.
Now, the more open and honest you are in these conversations, the more they will be, and also, the more connection you will build. You'll also want to think about things like some team building activities. What I would do with my employees, it was really simple, is we would have the joke of the day or the joke of the week. We would have funny storytelling time, you know, things that just build rapport and connection.
You know what's best for you and your team. Oftentimes, these are people you used to be friends with. You might want to ask them what they think could be fun for you to do as a team, as well.
So, if you'd like some help to apply any of the skills that you've been learning on the podcast, I have a special offer to help you kickstart your year and create some traction towards your goals. Now normally, the only way to work with me is in my three-month coaching container. But until January 30, you can book a one-time 90-minute deep dive with me.
At the end of the 90 minutes, you'll have uncovered what makes you unique as a leader. And you'll have a personalized roadmap, tailored to your strengths and your needs, so that you can focus on the goals that you want to achieve. Let's say you have a fitness goal for 2023, and you decide to start going to the gym. So, trainer’s going to assess your current fitness level, and depending on your goals, is going to write a fitness plan for you to use on your own, to help you meet those goals.
It's like having a personal trainer for your brain; that's what I do with my clients. So, you want to book your free consult on my website to learn more, and also to see if we're a good fit. I would love to hear from you. Let me know what you're loving about the podcast, and what you'd like me to talk about next.
I will see you next week, for the last episode of the year. Have a great week, everyone.
To celebrate the launch of the show, I'm going to be giving away a free five-minute meditation to everyone who subscribes, rates, and reviews the show, before December 31, 2022, to thank you for your feedback. This meditation will help you chill out, in real time, when your brain goes in overdrive.
I want your honest feedback on the podcast, so I can create an awesome show that resonates with you and provides tons of value. Visit annieframand.com/podcastlaunch to learn more about the giveaway and how to enter. And if you found this episode useful, I'd love for you to spread the word and share it with a woman you know who's also a new leader.
Thanks for listening to The Confident Female Leader podcast. Ready to dismantle the patriarchy with me? Come say “Hi” at annieframand.com to learn more about how you can take this work deeper and apply what you're learning.
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