Coaching for Leaders - Talent Management | Leaders
699: How to Respond When You Don’t Have Resources, with Laura West
What do you do when you get a request from a stakeholder, but you don't have the resources to fulfill it? That's a reality almost every leader faces. In this episode, the mindset and tactics that will help you respond well. This is Coaching for Leaders, Episode 699. Produced by Innovate Learning, Maximizing Human Potential. Leading to you from Orange County, California. This is Coaching for Leaders, and I'm your host, Dave Stahofiak. Leaders aren't born. They're made. And this weekly show helps you discover leadership wisdom through insightful conversations. This is one of our Saturday casts. A few times a year, I air an episode here on a Saturday with one of our members. The next regular episode is still coming on Monday, so this is a bit of a bonus. The Saturday casts are sponsored and brought to you by the Coaching for Leaders Academy. You can discover more about the Academy and get an invitation for when we next open up applications by going over to Coachingforleaders.com/academy. One of the conversations that comes up often in our Academy sessions, and by the way with many listeners over the years, is how do I respond to requests from other stakeholders when I don't have the resources to be able to support the request? Whatever the request is, it is a reality of leadership that we all need to handle and navigate and sometimes struggle with. And that's why I'm so glad today that we have one of our members with us who has really become a leader in doing this well, and not only for herself, but for her team and helping us to navigate this effectively. So please to introduce Laura West to you. She is a seasoned leader and researcher with 14 years experience executing and training others in data analysis and strategy. She's led large teams across several organizations, has a PhD in linguistics and is an alum of our Academy. Earlier this year, Laura was selected as one of our new Coachingforleaders Fellows and has taken on a leadership role in supporting some of our current Academy members inside of our community. Laura, what a pleasure to have you on the show. I'm so excited, Dave, obviously long time listener and fan, so thanks for having me. It is a pleasure. You and I talk all the time, you have been such a wonderful leader in our community of helping us all to get better and you and I started talking a few months ago just about this reality that a lot of us need to handle these uncomfortable situations, which they often feel like is somebody asks for something. It's a client. It's a senior leader. It's a peer. And the very first initial thought that comes up in our minds is I don't have the resources to be able to do that, whatever it is, and you've really done some wonderful thinking on this and have helped your team get really good at responding to this. And I thought we'd walk through just how you think about this because I think it's a really helpful process. And I just think that'd be useful for people to think through because this is just a reality in so many organizations, isn't it? Yeah, it's definitely been a reality and most of the organizations I've worked in and I think, especially in the recent past couple of years, a lot of people have experienced cost cutting at their organizations or another kind of tactic is to as people leave and naturally that happens, maybe your leadership doesn't backfill their role. I think that's a pretty common thing we see now and in the academy we talk about a lot of leaders experience. So I think we're all very much operating in an environment where the teams are lean and there is that effort to keep as few people as possible. And yet it seems like the requests are nonstop for a lot of teams. So I have experimented over the years with how to lead in that type of environment. And I think this crosses team organization industry, I hear about this all the time from all different kinds of leaders and all different kinds of organizations. So I think that if you're not running into pressures on resources, probably something else is up because all of us do need to manage to a budget, right? Like if we're not thinking about this, even if we're not getting pressure externally, being a good steward of our time and resources for our team actually is so helpful to do as a practice anyway. So even if you don't feel like you're constrained on resources, I think this is just a really smart practice to have. So let's jump in. You've highlighted five key things, five steps to take in order to do this well. And it starts with the response or maybe taking a bit of a delay with the initial response and you say 30 minutes to an hour before you reply to the email or reply to the request. What does that do to help and what are you doing during that 30 minutes to 60 minutes while you're doing? Yeah, great question. So I think in short, you are checking in with yourself and checking in with others. So again, my point on checking in with myself is, oh, how is this request making me feel? And why do I think that is? And then always making sure to check with others. So when I said before, one way you can respond is no way my team doesn't have capacity. Even if you're 99% sure that's true, I think a good first step is to always double check. Double check with your team. And if your team sits within a larger team, you check with the larger team and you say, hey, I know we're all busy, but I just want to double check this request came in. I think it would be about this amount of time next week. Can anyone confirm if they're available? And then you've kind of checked that box and done some due diligence. That's the first way that you can not just say no and take a step. And the second thing I do because that often ends in, you know, no response. No one has time. Again, if you're operating on a lean team, my second step would be to throw together a quick 15 minutes with some colleagues and it works best too if you can grab a couple of colleagues who don't sit on your team and are even cross functional. So maybe somebody from the product team and somebody from, we have a part of our org called implementation and optimization. And they're technically minded people who are in high demand, but they're creative and their technical skills are really high. And then maybe one person from your team who is a good on their feet thinker. And you spend 15 minutes, tell them what the request is and say, any ideas, how we might respond to this request in a helpful way that would not require any of us to work over time. And I can't tell you the number of times I've been saved by somebody in that meeting saying, actually, someone on my team got a similar request and this is what we did or somebody from, you know, maybe product saying, we actually wrote a script that automates part of that. And not everybody knows about it because we did it for this other client. And now you have some options. So that's kind of what I tend to do with that 30 minutes to an hour is just some quick checking in and problem solving. I think it's interesting, like when coming to this conversation, the spirit of this I very much hear, it's like, OK, we're not just looking at the polar opposites of like, yes, and all of a sudden I have to work tons of hours or no. And I disappoint whoever and seem inflexible. What's how do we get creative on this? And at least let's cover the basis. And sometimes even something comes out of that that didn't even think about initially. Yeah. Maybe there's this perfect, miraculous solve, like, you know, sometimes happens. Someone has a way to automate it. Somebody actually does have time on your team and you just didn't know because something got canceled. That happened to me recently. And I was very surprised when I just was trying to check that box that actually the answer was, yes, I do have time. And maybe nothing comes out of those meetings. But regardless, now for step two, which is, you know, now you respond and you do what I call show your work. Now you can respond and say, you know what, I checked with my team and I checked with the larger department and confirmed we're at full capacity. I also met with, and you know, list some of the people you met with, so there's that visibility to leadership that you've kind of taken a lead role and got some people together to think about solutions and say, you know, here are a couple of things we discussed. Maybe they're not a perfect fit, but you've come back and you've shown whoever was making this request, I cared enough to take 30 minutes to an hour to come up with a few ideas and to make an effort. And to your point from a moment ago, that even if in step one of like that 30 to 60 minute initial pause, get a few ideas, even if nothing emerges, that that's a helpful process to go through to be able to really respond with credibility to the request or whoever they are. Even if it is still a no. Hey, here's the due diligence I did and the process we went through and the visibility around this and the care we took with this request, even if we're not able to say us in this case. Absolutely. Yeah, it goes a really long way. Which leads very quickly into step three, which is presenting options. And I'm wondering how you frame these and particularly when it is something that's leaning more toward a no or there's really not an obvious way we can do this without a lot of other interventions or resources. How do you frame those and think about it? Yeah, I have found that there's two or three like go to things that you almost always can offer. One thing is to say as strapped as your team might be, I have found that almost any team can find somebody with 30 minutes, right? So one thing you can offer is so-and-so could take 30 minutes to train a person on your team, stakeholder, who's making the request, to execute this at a higher level by the timeline you said you needed it by. And that's like a good faith effort to empower the person who's actually asking to do the work themselves or have their team do the work themselves. So that's a good go to offer and throw into the mix. Another thing is play with the different elements of the request. So inevitably there's a deadline. If the deadline is just not doable for that size of the project and the resources you have, you could say, "My team can't do it this week. Somebody on my team is available next week." Is the deadline flexible? So that's another option, right? Give the deadline and offer somebody from your team later on. Another idea that sometimes works that I use often is we can't actually execute this full project, but I do have somebody on my team who could knock out part one in the next few days and parts two and three, we'd have to ask your team to take on or someone else to take on. So maybe you don't have to say no to the entire project. Maybe you could find a little slice that is more digestible for your team. And then the final option, which is also to my point before about 30 minutes, is always possible is for you to, depending on who the stakeholder is, if they're your manager or a leader, you could say, or even a client stakeholder, here are the things my team currently has that is putting us at capacity and what I understand the priorities to be. If we were to shift project Y that we're working on to next week, we could take on this new request now. Just know that would move that timeline back a week for the other project. So play around with priorities. That's another one that works really well and is always an option for any team, right? Any leader could tell you, "Yes, I want you to focus the team here now." So those are some go-tos. When you share options like that and those three or four different ways of framing it, how do you find people tend to respond? I like that doing this a lot because it makes you seem like a really good partner. And what I've found in response is very few people are going to say, "Nope, unacceptable. I told you what I wanted. I'm insisting that you take this on in addition to all the priorities you just listed your team has. Nobody wants to be that person." I don't think I've ever had somebody respond saying unacceptable take on the full project anyway. So it really gets them in that problem solver mode as well. And sometimes just feeling like they have an option takes off that they're probably since emergency and sometimes fear that they have a project that has to get done and they don't know how they're going to do it if they don't get help. And just having somebody take the time to lay out some options can really deescalate that all those emotions we can sometimes feel at work when we feel overwhelmed. You also invite us fourth to be the data person. You say this is like one of your favorite parts. You're a data person by training. So what do you mean by being a data person? Yeah, so I am data is my background, I'm a very big fan of data, especially as someone who has a lot of strong emotions as we've already talked about. It's a nice way to like kind of all sit down with the same set of facts and to have everybody operating off the same information. And a lot of organizations don't do a great job of collecting this type of data. It's like kind of metadata about what's going on day to day in between the teams and the company. And maybe, you know, you have your super built out sales data system where you know every single person that you cold called and what they said and all of that. But very few organizations say, okay, so and so internally made this request of this other team internally, and here's the impact it had or here's how we solved it. And so just keeping a it can be a really simple excel sheet or Google sheet where you're documenting for yourself. You know, here is a request my team got here was the date here, were we able to fully execute the project? Yes or no? Here's who we talked to to problem solving here was kind of the end solution. I think this does a few things one that data is really useful for later when things are slower or you are having a conversation about operations or process and you can come to leadership and say, you know, for example, my team has received about 20 requests in the past two weeks. We have the capacity to deliver on eight of them fully and maybe on five of them we came up with a creative solution and for the remaining, you know, here's kind of some typical options and the ones that worked the best. You just kind of can keep it very objective, even though again, teams being stressed under capacity, this can be a very emotional topic. I think everybody can appreciate and leaders can appreciate. It's not just someone saying they're stressed out or their teams under capacity. I have like some pretty good data that I can look at and make some decisions for myself around does that team seem overutilized or under capacity. You can also it can help make your case to push people towards certain solutions. So if you are laying out some options and have a preference that the stakeholder take one of the options you're laying out, you can say, you know, we've had similar requests in the past month and about for about 70% of them we took this approach and it was the best performing like typically it allowed us to execute the project on time with only slightly less accuracy or something like that and you've kind of have your own data set that you can go to and that you can bring data points to the forefront and really help influence people and it makes a big difference like somebody who does some generalizations, you know, like we're always getting requests and we never have the resources versus somebody who's saying, you know, in the past month we've had about 20, I mean, you just sound night and day there's a difference between like professional maturity. I think there and the reason I noticed that is because I fell into the generalization camp very heavily and I had a mentor one time point that out to me and say whenever you make a generalization, I'd like you to kind of double check whether that's actually true and I found that when I would actually go back to the data and I would say, you know, we get these requests all the time, well, then I would sit down and look back and we, you know, maybe have gotten that request three times in the past year and it just felt again like the feeling aspect, it felt like it was all the time. So it also just helps me to check, do I have a right kind of clear assessment of what is happening and at which frequency and what is working well and what isn't. And again, keep that objectivity on something that might feel because of the stress that surrounds it like it's a more common problem than it actually is. So fourth step be the data person, even if you don't tend to do that by default of like doing a little bit of that can help as a starting point. And then fifth, you say prioritize, but tell, don't ask. Tell me about that distinction. Yeah. So this is kind of a newer one that I've had a lot of success with because I find, and I'm curious, Dave, if you have found the same, stakeholders aren't typically great at prioritizing like if you were to ask them directly, what is the priority? I think a lot of us here, well, it's all important or this is important or they just have a hard time. I need to talk to some people before I would know how to put them in order or because it's a more involved question that really requires some deep thinking, even if only for 20 minutes or so that email kind of just gets pushed aside that chat kind of like they don't come back to it and you're sitting waiting for that direction on what to prioritize. So what I like to do instead is do a little of the deep thinking first for 15 minutes. What I know about the business priority is what I know about that stakeholder and say based on your priorities or your KPIs are KPIs as a business, this quarter, here's what I'm going to prioritize based on this recent request coming in, you know, I'm going to keep going with projects A, B and C that I told you are in flight, I'm going to go ahead and take 30 minutes, somebody on my team to train someone on your team and we'll make sure we hit all our existing deadlines and keep going unless I hear otherwise or making it so that you have permission in writing, even if it's just permission you've given yourself to make progress and keep going has made a big difference. And again, I found that one with the feelings again, like I kept feeling resentful when I was sitting around waiting to get, we call them steers a lot at our company, like the client hasn't given me steers and I've been sitting a week waiting with resources pulled aside to get the final steers on what to do. And so I really coach my teams now, do you know with 80% certainty or clarity what you think the client is going to say to your, what should I prioritize question? And almost every time we have a very good sense of what we think they're going to say. And so I say, you know, write them back and say, you know, in order to continue moving on the project here is the plan going forward and we'll deliver it on this day and confirming that in writing and they can always write you back that same afternoon and say, wait, stop the presses, we actually do want you to switch priorities, but it kind of takes control back for you and allows you to continue working and do some of that prioritization yourself. And honestly, a lot of times, if it's up between options one and two, and I'm not sure what the client or stakeholder would choose, I choose whichever of those is going to be easier on my team. And I just say that is going to be our approach and I make sure in the email that it's clear, you know, they can respond and give us alternative direction, but that we're giving ourselves permission to take this approach until we hear otherwise. When David Marquet came on the show, former US Navy captain and talking about leadership, one of the distinctions he made is exactly what you just said, Laura's, rather than having his people use the language request permission to, which is often used in the Navy of saying, I intend to. And I hear that distinction so clearly in what you've just said is most of the time you kind of know where you're probably going to hear from anyway. So like taking the lead of saying, here's what we're going to do, unless we hear otherwise, we're moving forward on this and you're prioritizing and to your point from earlier, like you asking me, like, do you, do I see this too? Yeah. And the most common reason is, is like people just don't have a clue, like they don't know, like no one knows our team better than us, right? And what the resources are and the stakeholder, the senior leader, the person that maybe we talk to only every few weeks just doesn't have any idea what else is going on with us with the organization and shouldn't like that's not their job to know that. And so it's actually our, it's on us from a leadership standpoint to say, Hey, I intend to and to your point, they could always say, okay, no, like you've clearly laid this out and no, that's not correct. But my guess is when you do that, you actually get someone having changing direction on you entirely pretty infrequently. Yeah. And I think some people who are earlier in their career that are on my team or have been on my team in the past have a lot of reluctance because they think someone's going to get angry at them for kind of taking that stance or they're going to get it wrong. And what I've actually found is the opposite. I've found that stakeholders, managers have often thanked me for going ahead because, you know, their emails were backed up two days and by the time they got to my email, they were so glad to hear that we had gone ahead and actioned instead of sitting around waiting and then having to tell them we haven't even started. I've had many, many more positive reactions to taking that initiative than I've ever had. Why did you do that? Or that's wrong? You've alluded to this a couple of times, but I'd love to highlight it because I think it's key is it's you're not just doing this yourself. You're also teaching your team how to do this too and how they respond to request as a way of professional development and helping utilize resources across the organization. Yes. And I think one key thing I do in order to do that coaching is I make sure to CC my team, we have like an alias for our team on almost any client communications because the way I learned the most the fastest earlier my career was I was in a cubicle and my boss was in the one directly next to me and I would listen to him all day long field client calls, stakeholder calls, sometimes he'd bring me in the meetings with him. And I just remember taking notes and being like, Oh, that's the way you dodged that kind of question or that's the way you smoothly and clearly articulate this other thing that I would have not known how to address. And it was by like observing somebody do it well and that's still the best way I learn. So I like to just make sure they have visibility into how we can communicate around requests like this. And CC for professional development, you know, oftentimes like we're always thinking about how do we reduce email and remove the CC's and yes, to all of that, of course. And it's also like I hadn't really thought about that from the standpoint of like, who do I copy on this that maybe is on my team that reports to me that I want them to see what I'm saying for the purpose of professional development and helping them to get better at this like what a what a great invitation for people. Yeah. Yeah. And you know what, not everybody in your team is going to read every email because they know that's a bunch of CC's, but I've found there are many high performing people who read every single one and will bring it up in our one on ones and say like, Oh, I noticed the way you said that and that that was cool that the client responded that way. So I think there is a lot of interest in people having that visibility and speaking of visibility and email, you have also done a practice of a weekly recap, especially to some of the key stakeholders. And that's helped with this too. It sounds like. Yeah. And you know, I've managed bigger teams lately. I was managing a department of like 40 people. Now my team is more focused on a very strategic account. There's 10 people I oversee. And so often what can happen in those situations is your stakeholders can think, man, the team is so big. You have so many resources. Why does it always seem like you're always quote unquote a capacity? And I think I started doing this a few weeks ago in some ways and desperation to like, why is there that disconnect between like them thinking that maybe the team isn't being fully utilized and not, I assumed good intentions, right, that it was, there was a disconnect and there was a gap and that that was part of my job to close that. And so I just started ending the week with an email to, in this case, the client saying, here, I just wanted to review and summarize for you all of the things the team worked on this week and the progress we made on certain initiatives. And that list always is just a bunch of bullet points in just phrases, right? I don't spend an hour crafting the email. And it always tends to be pretty long and even surprise me. All the stuff that was moved forward or going on in the background. I even bring up if a stakeholder had contacted us because they were having issues with the platform or us taking time to onboard somebody from the client side and maybe our main stakeholder didn't even know that all of that was going on. So having it recapped at the end of the week and all at once makes it look like, oh, yes, that makes a lot of sense that your team was busy. Look at all the things you did. And I've had a really good response where the client said, wow, you guys did a lot or even on occasion now will say, I don't want you to take on that other request that came in because I know you're at capacity because they know exactly what we're working on. And it was a pretty simple thing to add to my weekly tasks and, you know, it might not work in every case, but it has worked really well in this one. I appreciate you sharing what you're currently trying to. So much of this is ongoing learning for all of us being adaptable, getting feedback. And it is also interesting whenever I am talking with a leader, one of our members who says, I have someone who's micromanaging me, either it's a client or it's a senior leader. One of the first things we always suggest people try is start maybe with a weekly update, like an email, just like letting the other party know whoever they are, like here's what my team's doing proactively, like before they ask for it. And it is interesting how often it either helps that person who's micromanaging to back off pretty substantially or at the very least to reduce the intensity of it. It's because it's like a lot of times that person wants control. And if you all of a sudden they have the insight and the information and they know what's being worked on, the intensity of that dials down quite a bit. And it's really, it's just a helpful thing for us to all do anyway, you know, even outside of a context of resources. So so glad you're doing that. Yeah, thanks. Yeah, I think that sometimes for me when I would say somebody was micromanaging or again, a client was just not getting it. I think when I really did some digging, I realized, well, I can actually see why they never quite knew what was going on with the project or I think that it is kind of part of the role to keep your leader informed regularly because they have so much going on that what seems obvious to you just isn't going to be so obvious. And then they have to play catch up when they do all of a sudden need to report what's going on with that project or those resources. Now they need to catch up over what's been going on the past three weeks. And it just, it makes their life a lot easier if they feel like they're getting regular updates without having to ask in the moment when they need them. You've been working on getting better at this for a while, as I mentioned, we're all working on getting better at this skill and you know, I ask people all the time what they've changed their minds on. As you've gotten better at this, you've been teaching your team how to do it, what have you changed your mind on it? Yeah, I think it's happened in the past five years or so as I've just hopefully gotten more professionally mature and seen again, I have someone I report to who's very good at this. And I used to think he, when I was being not generous and really wasn't doing deep thinking around it, well, he doesn't have any boundaries, right? Because he never says no, I never heard him say no, whereas we were all under resourced and all I wanted to do was say no and say, tell him, please say no, we can't do that. But then I started paying closer attention and realized he wasn't saying yes either. And it wasn't that he let people throw anything at us and asked us to work overtime. He, in fact, is very good about not working overtime unless you want to and about logging off at five. So I knew there was something there wasn't that he was saying yes either. And so a lot of these tactics I've gotten just by watching him, like how do you not say no and not say yes? And I find that he has a lot of very good relationships across the company. And when he needs something, he has a lot bigger rolodex of people to call because he's been this partner to everybody else and said, well, I can't say yes, but let's figure out what we can do. And I just, I think that's such a cool evolution of the idea of having quote unquote boundaries. And again, to that idea that like you can have boundaries and they can be flexible and you can take a minute and check in with yourself and check in with other people. Just thinking about my own career and how many times someone that I've initially come across and sort of my first response to them in the workplace has been getting irritated at them for whatever reason, and then like how much I've ended up learning from so many of those people over the years, in some cases, like building great relationships with them in some cases, not. But there's almost always something behind that irritation and usually it's not about them. Usually it's about me and it's interesting like because they do something really differently than me or they point out something in myself that I don't like, right? And it's helped me to get better and what a great nudge from you for all of us to just remind us like when we sense that irritation, that's a place for learning and growth for us a lot of the time. Absolutely. And not just saying yes or not just saying no is harder. It's more work. It takes a lot more thinking. And I think that's what my negative emotion was, right? Is that I was learning how to grow in this area and I didn't really want to because it was more work than kind of my very straightforward, just say no or just say yes and work late. I really had to do the thinking around these, each request and it's been hard and it has been so great and I'm glad that I've been able to kind of dig in after resisting for the first few years. Laura, thank you so much for serving as one of our Coaching for Leaders Fellows and thank you so much for walking us through your thinking on this to help us get better. I so appreciate it. Thank you, Dave. It's been really fun. If this conversation was helpful to you three related episodes, I'd recommend one of them is Episode 241, the way to turn followers into leaders. David Marquet was my guest on that episode former US Navy captain and author of Turn the Ship Around. He tells the story of taking command of the USS Santa Fe. And at the time, one of the worst performing ships in our Navy and at the end of his command, one of the best performing ships in the Navy. He talks about what did him and his crew learn about each other and the language they use. And one of the phrases they learned is I intend to rather than having to request permission for everything. He talked about empowering sailors to be able to move forward and communicate well. And most importantly, have ownership. Episode 241, a great framework for how to really provide ownership to the people inside of an organization. Another recommended Episode 433, how to start managing up. Tom Henschel was my guest on that episode, host of the Look and Sound of Leadership podcast, by the way, a great compliment to your listening. If you're not listening to Tom's show, I highly recommend it in that conversation. Tom and I talked about the principle that he said, your boss is your biggest customer. You heard elements of that in this conversation as well. A great compliment to what Lauren and I discussed today. Again, that's Episode 433. And then I'd also recommend Episode 450, the way to influence executives. Nancy Duarte was my guest on that episode. We talked about what do executives care about. And Nancy answers that question very clearly in that conversation. The frameworks that executives care about the levers and most importantly, how do you frame your communications in a way that are likely to be able to influence them, given the reality of all the things that they're dealing with, facing and thinking about. Episode 450 for a framework for that. All of those episodes you can find on the coachingforleaders.com website. I'm inviting you today to set up your free membership at coachingforleaders.com. When you do, it's going to give you access to a whole suite of benefits, the weekly leadership guide that comes to you on email each week with resources, links, all the recommendations that I just mentioned each week to you along with things that I'm finding that I think will be helpful to you. But a whole bunch more, the audio courses inside of the free membership, my own personal library and normally the interview notes for every episode. I say normally because I'm actually not including those today, Laura wrote up several pages of documentation on everything we talked about in this conversation. It is way better than anything I could have taken notes on. And so I'm including her notes inside of the episode notes for your access. It's listed under responding to stakeholder requests on the episode notes. Be sure to download that. It'll also be in the weekly leadership guide. Thank you so much, Laura, for continuing to provide your expertise to us. And maybe you're looking for a bit more. The reality is that leadership gets harder at inflection points, whether it is a promotion, a different organization, a new team, a big initiative. These are the inflection points that we all run into in our careers. And it often brings up the reality. What worked yesterday doesn't work today. It's no accident that Marshall Goldsmith's best-selling book is called What Got You Here won't Get You There. And it's one of the reasons that we get together in community to support each other. It's doable to get through those inflection points alone, but it's way more successful with support. The Coaching for Leaders Academy provides the community and structure to accelerate your movement on the behaviors that are most critical right now. If you'd like to find out more about when applications are next open for our academy, go over to coachingforleaders.com/academy and see an opportunity there to be reminded when our applications next open. Coaching for Leaders is edited by Andrew Kroger. Production support is provided by Sierra Priest. On Monday, I'm glad to be back with you and welcoming Andrew Cooper to the show. We're going to be talking about the three people who will help you grow. Join me for that conversation on Monday, and I hope you have a great weekend. [MUSIC] (upbeat music)