Leadership Development

“The design that I've preferred is to actually identify key executive leaders, key leaders who are leading the organization to also become faculty within the corporate university and to build that stronger tie between the...”

“If you can link the training you do to the organization's strategic priorities and mission, it'll just magnify the effectiveness of that corporate university.”

“We need to build managers and leaders for today and tomorrow. We need to build systems and infrastructures that support the masses and not the few.”

“Knowing and understanding how you're perceived, it's called knowing what your buzz is, I think is really important. It's a concept that not a lot of people think about, but when you read about it in the book, it's the on...”

“We had our executives play a really big role in the rollout of this program, meaning They shared the invitation, they shared the messaging, and instead of this being another HR training you have to complete, this was a u...”

“The peer-to-peer learning and connection was so cool to see... It made them feel less isolated and alone, and really created this cool community that we did not plan or intend for, but was a big driver of engagement.”

“Poor managers are the biggest problem across any company.”

“I think about the role of a modern leader, a lot like what it was like to be a lifeguard and how you spot people who are engaging in maybe a behavior that could pose a risk, how you keep a watch over people in a way that...”

“NASA, we had really leveraged the 70-20-10 model for leadership development. And that says 70% of your development is on the job, 20% you get through contacts, through mentors and coaches, and then 10% comes from leaders...”

“Even though the branding was fun, it was getting in the way of this notion of mentoring being a two-way relationship or even the possibility of reverse mentoring.”

“In the government context in NASA, you've got to be real careful that you're not pre-selecting people for positions. So, what we did there is we did what we called succession development.”

“at GitHub, it really showed me how much trust and momentum could be built when your leaders felt prepared for their own difficult conversations, so not necessarily just me having them directly anymore with employees, but...”

“I started out as a passionate but often underestimated HR pro navigating like bureaucracy, bias, burnout in these complex corporate systems.”

“So then I created POISE to fill the gap, which stands for precision, optimization, influence, strategy, and endurance.”

“I don't think that strong leadership is accidental. I think it's developed with intention.”

“When you see someone actually being successful right in front of your eyes and knowing you played some part in it, I think that is certainly something that's so rewarding.”

“One of the major components that we used to do that was we built a consistent shared leadership language, so a common leadership language that we could really anchor conversations around change across the organization.”

“If you build your learning initiatives on a strong listening strategy, you're going to have a measurable impact on your overall learning culture.”

“Building and strengthening teams is some of the best work you can ever do. It can be challenging while you're going through it.”

“He took the time to learn the business from the bottom up. He took the time to see exactly what these employees were doing on a day-to-day basis, the challenges that they faced, the, you know, learning from them and list...”

“I think the critical piece is remembering that these kind of fundamental back-to-the-basic values maybe the lost art of leadership is so critical to role model.”

“before you're a leader, success is all about growing yourself. But then when you become a leader, success is all about growing others.”

“So my career has really been shaped by a deep belief in the power of lifelong learning. It's not only been a personal value, but it's really been a strategic imperative for HR leaders.”

“Most of the people, as the saying goes, people don't leave jobs, they leave managers.”

“We focused on 4 key traits. And so those are empathy, curiosity, courage, and humility. And when you look at those attributes, they really drive what we think of as inclusive culture, but they're honestly also just good...”

“one of the things that's been really impactful for us so far has been the suggestion of implementing a formal learning and development team under the HR structure... give us that competitive advantage in the security spa...”

“you're a mentor every day, whether you realize it or not, whether they're in your department or an employee that you're helping or a manager that you're, you know, sitting across from on the, on the floor.”

“what we decided to do was take each leadership lesson, whether it was a soft skill or whether it was a technical skill in the organization, and we assigned that subject matter to one of the leaders to not only do the tec...”

“what I learned is while titles change, people are still people. And so my journey has been definitely not linear and not normal, but it's been an opportunity to connect with and to love and to build up people into differ...”

“I realized that what my leader told me, it wasn't that he was wrong, it was just he didn't have the full picture and the full story. And so what I learned from that very early on experience was that I needed to do some i...”

“Our philosophy was that you're leaders in every chair, whether you lead people or not, you're leading projects. So if you're an individual contributor, you still have to lead and influence people, including yourself.”

“Wicked technical with almost no leadership experience. And so when I joined the organization, quickly identified we had this kind of middle manager group, like many organizations do, that just didn't have a ton of traini...”

“We've always thought of succession planning as an approach that comes from wanting to grow everybody.”

“I often say that I'm really a facilitator. Adults learn best from one another. So although I might be sharing concepts with them and helping them learn new things, I'm actually also helping them learn from one another at...”

“We also have a responsibility to develop others regardless of whether we have permission to start a formal program or not. So again, no excuses. You mentor others, you coach your own employees, you create discussion, you...”

“Encouraging first-time managers and even long-term managers to set goals, set the guardrails, but then give people time and get out of their way and see what they can do when you give that give some of that trust and aut...”

“In my experience, a lot of first-time managers, when they start to feel stressed or maybe their team isn't performing in a way that they want them to, their response typically is micromanagement, doubling down, trying to...”

“I think I see managers as one of the key fulcrum points for anything we want to do with our employees as a company. They are a strong predictor of success and potentially happiness for employees.”

“I feel like that's the basic unit of leadership is good, healthy conversations with employees.”

“Not only did I like it, I didn't really know what I was doing at that point, but it hit me so hard. It was, I have to do this. This is my thing.”

“If you don't trust people, you don't delegate to them effectively. And if you're fearful of somebody not doing it right because you are the founder or you're the one that designed it, They aren't gonna do it the way I di...”

“If we're in a place of developing vision and purpose and providing teamwork, caring for other people, being unselfish. And then of course we have to be full of integrity and we have to be bold. We have to be authentic ab...”

“If you really want to move the needle, in my opinion, on leadership training, it needs to come down to more of that individual-specific small group. Real one-on-one coaching, those types of things that really move the ne...”

“As AI takes more mundane, repetitive, analytical tasks, where can we double down is making us uniquely human.”

“I went back to get my doctorate because it was really important for me to have credibility when I sit in the room.”

“you can have a reaction, but you need to think about what that reaction is going to be before you do it.”

“Your growth is going to come from the hard places. Your growth is going to come from those things that are difficult.”

“Your employee success is how— is contributing— is going to be a reflection of how successful are you as a leader.”

“Self-insight Being foundational for leading one's life is a teaching point of view.”

“Be who you are and be that perfectly well.”

“Organizations that are led by servant leaders, are they able to sustain it? Are they able to thrive? And how does that really influence the leadership in, within that ecosystem?”

“Being able to have self-awareness, which I think is very key. Problem solving, the ability to make decision-making, change management, I think is key as well. I mentioned emotional intelligence and the ability to coach a...”

“I said, hey, I said, there's an older gentleman behind you trying to get your attention. And she takes her AirPods, she goes, grandpa, I'm on with my boss's boss's boss. Like, and so I am like, let's talk to Grandpa.”

“I look back on it, like 30 years later, I'm like, basically they were teaching me how to be an imposter and how to hide things from my team. Well, that's just bullshit because like we're all human.”

“And the thing that really drove me was I was seeing more and more of what really made people tick, what made people really operate at high level and to hit their ceiling. And it necessarily wasn't always the most educate...”

“IQ is not enough anymore. It's the ability to bring people out, be in unison, working together.”

“you're managing 5 generations. Do you understand all 5? The training you received before you became plant VP to run the plant might not really work with a good portion of your workforce.”

“our managers and our leaders are so critical and key, right? They're the tip of the spear. And so the best way that we can support them is really ensuring that they have the tools to be successful.”

“But rather, we talked about what is your overall full-picture ideal self? And we spent the first year working with folks not on how they would necessarily be a better leader at Staples, even though that was a bit of a, o...”

“I tell people all the time, I don't think people kind of grow up saying, I want to be in HR one day. They just kind of fall into it.”

“I do like to impress upon people, though, to really take your career into your own hands. Don't wait for somebody to hand something to you and don't worry about what other people are doing.”

“One of the most specific competencies, to answer your question around what's different, is emotional resilience.”

“We have carved out this management curriculum into 3 tiers. First-time managers, right? Because first-time managers need to understand those basic manager things. How do you give feedback? You know, you're going from bei...”

“We're grounded in the foundations of— we all subscribe to the leadership philosophies found in Extreme Ownership, the book. And so everybody gets trained on that. You come to work for us, you get a copy of it. We do a 12...”

“I think getting rid of that unlocks everything. And I think as a senior leader myself now, I love so much when my teams and the folks that I work with speak up, value their voice, feel confident in their opinion, and act...”

“You should never be comfortable. You should always push yourself to be a little uncomfortable in what you're doing... I think sometimes the greatest learning in your career comes from when you have failures...”

“I think first and foremost, and I've done that wrong, you know, at the beginning of my, my career is you have to be very adaptable and you have to embrace change... The second thing that comes to my mind is be courageous...”

“it's actually like knowing your customer and knowing your, your audience in a way that they'll decode.”

“It's hardly ever the content, the topic of the conversation. It's almost always the context.”

“My purpose now and for the past few years is to help other HR leaders grow their career, build more confidence, strengthen their confidence.”

“A lot of that burnout I think is directly controllable, or a big portion of it, by leadership.”

“Going through high school and college, I was definitely an introvert. I didn't say yes to opportunities. I held myself back and I would experience fear and intimidation when it came to saying yes to things, even joining...”

“I think my biggest thing that I had to teach myself was to speak up. I had to put my foot out there and just take the opportunity to say something, do something.”

“Growth is always one step outside of our comfort zone. And like I said, it's making that one step, that one connection in order to say, I'm going to step out of this comfort zone and I'm going to reach out and speak up o...”

“My belief around mentoring and the role that I play is I'm there to listen, I'm there to give honest feedback, and I'm there to help people find what they're responsible for so that they can reach their potential and be...”

“And then really for the more veteran HR leaders that are listening to the podcast is share your stories, the good, bad, and the ugly, because it's going to help you to reach down and be able to help those HR professional...”

“Middle managers are not on their way to somewhere. They are, they've already arrived. Somewhere very important for the company.”

“Honesty unblocks understanding.”

“I think the thing that I see that's lacking in many managers is self-awareness.”

“When you're in the HR field, being scrappy and being creative and being practical makes a lot of sense.”

“Sometimes you're the blocker of that role. So I've been in a couple situations, particularly in my career, where it was time for me to exit stage left to give somebody the opportunity to do the a bigger job.”

“It's not all about what you know, it's how you present it and yourself to your business leaders, because As an HR, it takes us a lot to build up credibility, and it only takes one bad, oh, you forgot to dot an I, to lose...”

“When you start aligning yourself with an— on the other HR community, when you're aligning yourself with the local chapter, what you're doing is you're expanding that view, right? So if in my instance, I saw leadership at...”

“The success of the program hinges on the mentor's engagement and commitment to the program.”

“The Army is still to this day one of the most benchmarked training or learning organizations in the world. So I really learned a lot and got a strong foundation there.”

“Instead, it's really about understanding the day in the life of a manager and what his and her pain points are and what they need to really advance their business objectives. And then figuring out how do you bring all th...”

“You do not lead the same way in Germany or in Nigeria or Hong Kong or New York, right? So you need to adapt to your environment in the workforce, and more importantly, adopt different tools to lead.”

“Once you put your foot as an HR leader, you need to be mindful that you have a voice, but that voice can only actually amplify if you first listen.”

“I think coaching as a mindset and a framework, not necessarily a tool, really helps individuals with the critical thinking skills necessary to address complex issues, especially when they see them for the first time or t...”

“we expect our leaders, so myself included, to be able to really set a strategy, and to be able to do the work of somebody on their team at the same time.”

“If you're anxious [about upward reviews], then you're not doing something right.”

“If I hold you to my standard for me that works for Damara Phillips, that's not being fair to you.”

“Listen to learn, not listen to respond. Listen to hear, not listen to be able to provide someone with some feedback.”

“I find them refreshingly honest. They're not scared of a healthy debate. They're confident to speak up when they see misalignment... I think that's probably their biggest asset.”

“HR pros, you have to understand how your company makes money. I mean, really understand it.”

“I think the big key, big opportunity we have from HR comes after somebody has been put into that management role and really making sure that we are there and we are helping them and their managers and others, helping the...”

“Teams can be well-rounded and individuals are not. And I really believe that. And I, I think as a people leader, I try to operate that way.”

“You feel like the stupidest person in the room, but that's a good thing. You need to feel that way in order to evolve.”

“Remember at the end end of the day, people won't remember what you asked them to do or what you did with, you know, for them, but they will always carry with them and remember how you made them feel.”

“I think people have a misconception of how you can impact women in industries, thinking there has to be some monumental shift or change in what you're doing. But really, at the end of the day, you know, finding a few peo...”

“The thing that got me to one point in my career is not the thing that's gonna take me to the next. And so there was a moment in my growing up where what took me to a portion of my career was, uh, I mean, I was driven and...”

“Stop baking the effing cake. You don't get it. You need to understand this does not help you.”

“Anything you, you want your team to do, you have to model yourself.”

“model being human, authentic, and transparent with your workforce. Your organization will run through a wall if they know they care about you as a person.”

“I think a big turning point is the ability to take a risk. And it's, and I do not say that lightly.”

“If anybody were to ask me today, what are the two skills that you think are the most important in corporate America, all other things being equal, I would tell you EQ, emotional quotient, emotional intelligence, and infl...”

“To be successful in an organization today, it's 60% soft skills, 40% technical skills.”

“It boils down to focusing on the journey and the learning that you're going to have along the way and not being stuck to what the destination is, right? There's a vision. You may get to a destination. How you get there m...”

“This idea of sort of continuous learning is just paramount to giving our people the experience they need to be successful.”

“And really, our role as managers is to facilitate the learning and growth of our employees. And what we see is there's a lot of opportunity to create complex systems in place when really the actions of managerial coachin...”

“just building leaders and doing the best you can to really just cut through the noise of data and trying to figure out things in this world of ever-changing AI and regulations and as much as you can as things are evolvin...”

“I would say relationships are more important than accomplishments.”

“lean into your human skills, right? The ability to do that very, very empathetic coaching, the ability to, you know, look for those interpersonal signals”

“I no longer seek to influence. I don't think that influence is actually a useful skill when you are in the C-suite, because what you're doing is talking people into things that you should be getting alignment on. So inst...”

“growth happens when we're trusted to rise to the occasion, not when we feel ready. And that leadership is about not having all the answers, but rather developing the empathy, the listening skills, and creating an environ...”

“what I've learned is that what is most important is the ability to unlearn, to evolve, to stay open, and to relearn. And I think that is something we need today more than ever before.”

“I learned a heck of a lot from that to say, you know what, you've got a team, you've hired a team, you put a team in place, make sure that you use them. They want to add as much value as you do. So allow them to do that.”

“You're never going to starve because you're really bright... The world is a great place if you just go after it and have confidence in yourself and your abilities.”

“I am definitely, I think what I really had to kind of relearn is, of course, I'm the CPO of my company, but I am also the CEO of myself.”

“Quickly I learned how some of my best growth happened when I was put outside my comfort zone, right?”

“Most organizations have senior leaders mentoring young talent. We flipped it and we were like, hey, there's an opportunity for our senior executives to go through this reverse mentoring experience and learn from them.”

“we were able to reduce turnover by just 10% and save the business about $1 million annually.”

“organizations need to invest in supporting supporting middle managers because of the unique role that they have in setting direction and guidance of the larger workforce.”

“I've learned and become more comfortable with giving my team true ownership of their areas of responsibility and tasks. They continue to impress me as they rise to every challenge and contribute new ways of doing things...”

“I am creating a career so that I can be the grass. I'm the bottom. I am the foundation at which my team grows and has stability and has a healthy foundation.”

“When you delegate to your team members, delegate wisely, delegate for their strengths, and delegate with time and resources. Giving someone something that's impossible to do in the amount of time that you have or with th...”

“You cannot go wrong when you lead with kindness.”

“I think that it's strong to, to lead, but know that you don't have to have all the answers and ask really good questions.”

“It's my ongoing mission to get HR people to be business people first.”

“The more an HR professional understands what the drivers of the business are, the better they are at impacting the business.”

“Don't be afraid to show your vulnerabilities and keep asking questions until you understand.”

“Lead with humility and curiosity. The worst thing you can do is just assume you are right and other people are wrong, and if they disagreed with you, it's 'cause they didn't understand you or they're just not with it and...”

“The coach is, I don't think we need to describe what a coach is. It's really being able to go out there and work with the teams to be able to help them develop the skills that they're looking for. And the catalyst is rea...”

“The manager is the hub and the linchpin of what holds teams together.”

“Well, I would say self-doubt is part of self-awareness, so I recognize the benefit of it and I have been most focused on trying to dial it down within myself to being in a reasonable range... as opposed to necessarily tr...”

“The importance of humanity and leading with humanity, particularly during troubling times.”

“I didn't have experience in all those areas, and I came to lead a team of experts. But what was amazing about leading those experts is I learned a tremendous amount from them. And sometimes I was asking questions that I...”

“This isn't about shame. This is actually about giving those leaders almost like an exec coaching read-up. This is not the performance review.”

“I used to take that personally, but I've learned to stop doing that and really instead look at resistance as a data point because usually it comes from one of three things. It's fear, it's misalignment about goals or out...”

“If you need to be down here for an hour and a half, I know you get the work done. You're true to your word. I see you. You're always engaged in your work. I want you to make this time for you. I know how important this i...”

“Everybody will come together with their thoughts and ideas. They'll debate them and come to agreement without losing respect for each other or succumbing to power plays.”

“If you focus that, if I were focusing that same energy on my top 5, the things that come naturally to me, my gifts and talents, I would have seen such different results.”

“If you haven't already, I would really encourage people to take the Gallup StrengthFinders. You learn a lot about yourself, but you can also learn a lot about the people that you work with and know how to lean into them,...”

“We spend a lot of time investing in our people leaders because we believe that people leaders are truly the catalyst for creating an environment where people can be successful.”

“We know employees will often leave managers, not jobs. So we do everything we can to support managers and provide training to them so that their managing style will work well with their staff.”

“Teach me about what you do every day and how it drives the business so that I can partner with you better and support you better.”

“But to pause the conversation and really listen to what problem the leader is trying to solve is going to help you understand and maybe think through different options to solve a problem than just jumping to, no, you can...”

“I'm a big proponent of healthy risk-taking. We need to be given space to take healthy risks to try new things, but it's likely that there's going to be a, some kind of failure on some level, and we need to know that the...”

“there's nothing more complex than an organization's trying to tackle than how to unlock and drive peak performance of its people.”

“People saying, take my tool, here's my playbook, here's the mistake that I made. I wish we hadn't done it this way. So I just see us all being so much smarter and sharper and more vulnerable, and we're all just getting m...”

“the more that I have found my own vulnerabilities and talked about them openly with my peers and the people on my team, the minute I started doing that, I found that I was able to be so much more effective.”

“I always believe that everyone in HR should know what the mission is and how we are going to define success. And if you can do those things, people can rally behind those ideas and that concept of, I know what I'm, I'm s...”

“My charge and mandate is about influencing leaders to make better business choices, help them with talent, help them understand, know, the decisions that they make and the second and third order effects of that as well.”

“How can HR professionals build that needed credibility with business leaders?”

“The key difference is that while employees may not see this shirt, they should still feel its presence in the actions and behaviors of their leaders.”

“If we can reframe failure as that constant lesson that I'm learning about how to be better, I'll have a higher likelihood of success in anything that I do because I won't be overcome by a negative outcome initially.”

“Too often people think you have to come at it always from a business perspective, but just listening to start is huge because what does that build? That builds, oh wow, you're actively listening to what I'm talking about...”

“leaders need to again, set aside and set the tone that it's okay to make this trade by being involved.”

“Sometimes English might be the second language. So managers really should meet that staff at the midpoint. Take it and take a couple of language courses, learn a couple of keywords.”

“Be eager to learn, be inquisitive, ask those questions, because at the end of the day, there's so much you're going to learn by just the day-in-and-day-out interaction.”

“I think authentic and vulnerable really sort of starts with being who you are, you know, as a, as a person.”

“What I have found though is that when you are vulnerable people give you a lot of grace, and that actually encourages you to be vulnerable again.”

“I do see myself as a leader and not a boss. And I do feel like it's my responsibility to inspire my team so that they're choosing to work together rather than reluctantly complying because I told them to.”

“every day is going to be new and there's changes at every corner that you go. And so understanding and listening... I've realized that understanding different perspectives and really being intentional about listening to...”

“you don't have to have a formal title to be a leader. Anybody can be a leader. And typically our best leaders probably don't have that formal leadership title.”

“if you're a manager, part of your job is owning your employees' compensation.”

“I would say let go of the hustle culture. Not everything is an emergency. Like spend time on what matters in life and do the work that's needed to get done, but also think about how you can delegate and automate and frac...”

“Failure is the greatest teacher if you're willing to actually learn from it and be humbled by it.”

“I helped to empower or help guide people to empower for their own specific careers, but also generally just in terms of how they work in their professional roles.”

“it's never The challenge is truly about how do I react to it? Do I react with a rational mind or do I react with an emotional mind?”

“We need to help resolve the perceived trade-offs that Gen Zs have with leadership roles versus personal fulfillment and understand that we can't have them both. You can attain leadership roles and still have a work-life...”

“a lot of this stuff isn't really complicated. It's just shining a light to know who needs help and what do they need help with.”

“The other thing we really could do is we wanted people leaders to take ownership of the results they had at their local levels.”

“job's not finished is one of my favorite of our values, and the context behind it, because it's a little bit funky, is after a playoff game, Kobe Bryant was asked... And he basically said, job's not finished.”

“You have to think about allowing people to make the right decision as close to people as possible.”

“It is so much more about learning what has been done, what is going on, so you can create the best solutions you can create faster and then just like constantly iterate them.”

“the folks that tend to do worse are the ones who are most worried about it and therefore the most risk-averse.”

“They're more likely to own something if you let them come up with the concept, give them the problem, let them come up with the concept, and support them in getting things over the threshold.”

“First and foremost, we're business people. We work in a corporation. We happen to, our craft or our trade or our contribution happens to be learning development and training, but you are a businessman or woman. You're wo...”

“You have to evolve with it. And as a leader, your team needs to see you being able to evolve because the expectation is that they're changing and they're moving the organization forward.”

“The people function participants lack a bit of courage. We are one of the few functions that has a horizontal view of the organization structure and talent, a diagonal view of the organizational structure and talent, and...”

“I'm gonna say that you definitely have to identify their working style. That was probably the biggest shock and difference for me. Someone looks different, right? They come in and they sound different, they use different...”

“This idea of transmission of skill, again, is really rooted into the DNA of how we think about development. It doesn't just apply to the creative roles that we have within the group, but it's the same philosophy that we...”

“I wish someone told me this early in my career. There's so much success to go around, like so much success. So how do you lift others up in a way that allows you to win, right?”

“Stay curious just a little longer. Ask one more question, ask one more kind of deeper belief question. Try to figure out exactly what it is that people are trying to do.”

“I've found sharing that you deal with this stuff as well actually makes a stronger connection because everybody's dealing with these things.”

“Frankly, ask questions. Seek to understand, especially from an HR perspective, what are the key deliverables of being in business? What is the future state of that business? How do we learn from one another? I genuinely...”

“We give all of our people leaders training, constant training on— we do a monthly series that our people leaders tap into, but it's how to have crucial conversation.”

“The further up you ascend in an organization, the larger your remit is. The less you can do on your own. So it's really key to surround yourself with people who are stronger than you, especially in the area that you've t...”

“If the managers are giving the right kind of engagement, the team and listening and talking and not just talking about personal, like the professional stuff, but also knowing the employees personally. So we provide a lot...”

“our role as leaders is to really look at and support the people that are in our care.”

“be verbal, be visible, don't hesitate.”

“I think authenticity is a superpower. Empathy is a superpower.”

“Our humanity has to come out. It has to come out in everything that we do.”

“I would say that, or my advice would be, always look inside. Yes, we use the term values, but what do you personally value? What kind of impact that you want to have? Who do you want to be inside and outside of the workp...”

“Kindness is not a weakness. For me, it's a real leadership strength, and one that builds trust, it fuels collaboration, and overall it just drives long-term business success.”

“When people or employees ask for feedback, most of the time, in most cases, they're asking to be validated.”

“I just encourage any supervisor, anyone that is in human resources to just really become a master of your craft because I was able to rise from a GS-4 to a GS-14 where I was making over 6 figures in 7 years, and that is...”

“I call 'em, they were traditionally called soft skills and I call 'em power skills 'cause I think they again are going to be more and more powerful for individuals to own where I think the technical skills... are going t...”

“I don't know, let me get back to you, and then follow through on that. And I think when you can show that you don't know everything, But you're going to make sure that you follow up and then you follow through on that. T...”

“our processes around teammate development, most of our development opportunities are by invitation only. And so what we do is we invite people based on your performance to date and based on your commitment and how you're...”

“You never want to go to a client and say no, right? Sometimes you have to, but it's rare. You have to be strong in your skill sets and influence and negotiation...”

“So if you are working with a business and they're doing something wrong, help them grow. Don't look at it through the lens of punishment or correction. Help them learn to look at it through the lens of growth and develop...”