Steadying the Ship: Leadership During Times of Uncertainty
Mary Skop: Welcome to Confessions
of a Terrible Leader, where real
leaders share the raw truth about
the lessons they learn the hard way.
So you don't have to join our host,
Layci Nelson, founder of Transcend
Leadership Collective, and former
terrible leader on this podcast.
We invite you to step into the
confessional and get real with
the messy stories and behind the
scenes reality of leadership.
Let's get to it.
Hello friends, and welcome back.
To Confessions of a Terrible Leader.
I am your friendly neighborhood
podcast producer Mary Skop
here today with President CEO.
Layci Nelson.
Layci, welcome back.
Layci Nelson: Hi.
Thank you.
It's a pleasure to be here.
Mary Skop: Excellent.
We are doing something, I mean,
obviously this is one of our.
World famous q and a sessions.
Oh yeah.
But we're gonna do something
a little bit different.
If you are a follower, you may or may
not be aware that we had a webinar last
week and it was very well received.
And I just have a sneaking suspicion
it was because of the topic.
Which was steadying the ship leading
through the uncertainty of tariffs.
This is just a fact.
There is no one side about it.
If you are a business owner, if
you are dealing with any type of
product or anything in that realm,
there is a ton of uncertainty
at this time regarding tariffs.
Layci Nelson: Yes.
And the massive implications
of those, right?
I would say not even just tariffs,
but consumer confidence period.
It's really hard to make projections
when the landscape is just constantly
in flux and everyone is hesitant
about what the right next step is.
Because the topography of the
land is constantly moving, so how
the heck do we build a trail when
the landscape's always changing?
Right?
I mean, that's always the truth to
some regard, but I feel like it's time.
10 x speed right now.
That's true.
So
Mary Skop: it sure feels that way.
Yeah.
Yeah.
So what we want to offer is we have no
insight as to what the future holds.
That's not our not economists purview.
Nope.
We're not economists.
This is not in our purview whatsoever.
But what we can offer to you dear
listeners, is perhaps a bit of a
grounding and a path to lead Well.
Through the uncertainty.
And I also want to just mention
before we go any farther that we
are dropping the replay of the
webinar in our March newsletter.
Mm-hmm.
And we will continue to include it in
quite a few subsequent newsletters.
So
Layci Nelson: yeah, it's gonna
be needed for a while, I think.
Yes,
Mary Skop: I agree.
That sounds right.
So if you would like to see the
replay, which I strongly encourage
you to look into, feel free to sign
up for our newsletter and it'll
land right smack dab in your inbox.
So.
Without further ado, Layci, let's
talk a little bit about this very
particular studying the ship.
Layci Nelson: Yes, yes.
During this
Mary Skop: tariff uncertainty.
Give us a little bit of groundwork there.
How can we start?
Layci Nelson: Wow.
Every question feels like a wow
around this topic, but yeah.
I think the first place to start
is checking in with yourself as.
A leader.
Leader, how are you right now?
And being really honest with recognizing,
am I currently in a dysregulated
state where we think about that?
You know, conscious leadership
group has a great video above
the line, below the line.
Where are you at when it comes to your
central nervous system regulation, and are
you at a place where if you are freaking
out, the symptoms of freaking out are.
Constant distraction.
You're more irritable.
Maybe your sleep isn't as
consistent as it normally is.
It can be things like, the example I
like to give is, how many of us have
had the experience where a piece of our
clothing gets stuck on a door handle?
Yeah.
And when we're in a good place,
it's annoying, but we're not
gonna send us into a rage spiral.
And my clothing gets
hooked on the door handle.
Yeah.
I mean, instant rage spiral.
Right?
Mary Skop: Instant rage.
It's like this is the worst thing ever.
And so mad.
Yeah.
You just about break the door.
Mm-hmm.
That's a sign.
That's diagnostic.
Layci Nelson: That is a useful diagnostic.
The little things like where's
our capacity to handle the stuff
that normally doesn't shake us?
So extreme.
When those little things start to
feel like really big things, that is
a good thing to notice in ourselves
to go, oh, maybe I'm not doing
as hot as I thought I was doing.
Yeah, short term memory is
also another key indicator.
Mary Skop: Mm-hmm.
Layci Nelson: Those are, I
mean, I'm showing all my cards,
like those are my two big ones.
Do I get angry faster than normal
at things that normally I can.
Not really worry about and is my
short-term memory and even just capacity
to form sentences, like my feeling
like I'm walking through concrete.
Mm-hmm.
Those are signs for me that, oh, I'm more
dysregulated than maybe I thought I was.
Mm-hmm.
Or, hey, pay attention.
Right?
Yep.
So that's the first thing.
The second thing is to acknowledge what's
going on, acknowledge your emotions around
what's happening and where you're at.
Yeah.
And do not assign a moral, good or
bad to what you're experiencing.
Mary Skop: Mm-hmm.
Layci Nelson: One of the things
we like to do, we like to should
all over ourselves, right?
Oh yeah.
Mary Skop: Oh yeah.
I
Layci Nelson: should be
handling this better.
I shouldn't be so upset.
I should know how to handle this by now.
I've been at this for 10
years, or 15 years, or 20.
I shouldn't feel this way.
Right?
So we keep these.
Value laden veneers over our emotions
instead of just acknowledging
no, our emotions, they're not
good or bad, they just are right.
And not allow that to send
us into a shame spiral.
Yeah.
I got a rage spiral.
And a shame spiral happening today.
Just where we're at, folks, so Right.
Right.
Not sending us into that shame spiral of,
uh, and then what happens is we either
just say, well, I don't like this, so
I'm gonna shut it off and just ignore it
completely and compartmentalize, right?
If that's the way you go or you go
the way of, I'm gonna sink so far
into it that I become paralyzed.
By the overwhelm of all of this anger and
bad feelings and fighting that I shouldn't
even be feeling the bad feelings.
Mary Skop: Yeah.
Layci Nelson: Most of us
go one way or the other.
Mary Skop: Mm-hmm.
Layci Nelson: When we stop
moralizing it, stop saying it's
good or bad to have the emotion.
Mary Skop: Mm-hmm.
Layci Nelson: And can just
sit and go, you know what?
I am feeling overwhelmed right now.
I am feeling unsteady right now.
I am feeling really apprehensive
and I have some fear around
where things might be.
Mm-hmm.
And instead of fighting
it, just acknowledging it.
Mary Skop: Yeah.
Layci Nelson: That's when you can
start the process of then regulating
and not letting it drive the bus.
Mary Skop: Mm-hmm.
Layci Nelson: Because even if you're
trying to run away from it, it's still
deciding which direction you're going.
Right?
Yes.
It's still driving the bus, so it's
how do we not let it drive the bus?
First step is just be brave.
Sit with the feeling and stop
telling yourself you're good or
bad for having these feelings.
Just recognize them.
Yeah, that's like step one.
It's a big step.
It's a big one.
It, it's a hard practice
'cause it doesn't feel good.
It typically doesn't feel good.
Although, I will say people who do
this, the flip side where you're
like, I don't think I do that.
If you're someone who has a
hard time celebrating your wins.
That's the other side of doing this.
If you're like, I don't need praise, I
don't need to celebrate wins, I have a
hard time celebrating the small wins.
That's a good indicator that you probably
don't sit with emotion very well.
Sure.
On either side.
Right.
Right.
That makes sense.
Yeah, so like, well, damn it, that's me.
You know?
Like I see myself, what now?
What do I do with it?
Right.
And if we're gonna be honest, I have
not yet encountered a leader who is
tapped into themselves that isn't
dealing with all of this right now.
Mm-hmm.
The ups and downs, the rollercoaster.
Yep.
How do we learn how to ride this
rollercoaster, which now has 14
more loop to loops than average.
Right.
There's always a rollercoaster
happening, but Right.
It's even more dramatic right now.
Yep.
How do we learn how to ride it without
succumbing to the motion sickness?
Mary Skop: Mm-hmm.
Layci Nelson: And what happens
next after the recognition?
You're like, great, so now what?
You know, I'm still motion sick.
It's reverse engineering and going,
alright, now that I know I'm feeling
this, let me back up a step and
go, what thoughts am I having that
are contributing to this emotion?
So how emotion happens in our bodies.
The first thing is the
outward stimulus, right?
For us right now, all the
uncertainty and the unknown,
not a thing we can do about it.
We're all swimming in the waters.
That's the external stimulus.
That external stimulus then, and all of
this happens in seconds in our brain.
Right?
Even that long.
Oh, exactly.
Breaking it down in these steps, I
mean, it's like a millisecond because
our brains are super computers.
Yes.
Then the next thing that happens is
we start to have a thought around
this external stimulus, and that
thought can be, this is terrible.
We're all doomed.
There's so much uncertainty.
No one really knows
what's going to happen.
I can't make any decisions right
now because I don't even know
what's gonna happen in five minutes.
When we recognize those are thoughts
that going through our brains,
most of the time those thoughts
happen unchecked and automatically.
And from there, that then creates
our feelings we're experiencing.
Mary Skop: Mm-hmm.
Layci Nelson: And we just go
straight from stimulus to feeling
without examining the thoughts.
And so if we can go, all right.
First of all, yeah, totally.
Feeling uncertain and shaky.
I'm not gonna say I shouldn't, I just am.
What do I do with that?
Right.
Alright, let me back up.
What thoughts am I having?
I can't make any decisions right now.
Well, let's examine that.
Is that true?
That's not true.
Mary Skop: It's not true.
Right?
Layci Nelson: It feels true.
It feels
Mary Skop: true, but it is not true.
Right.
Feelings are tricky.
Layci Nelson: Yes.
Yes.
It's like, yes, we need to trust
ourselves, trust our bodies,
trust our feelings, and mm-hmm.
At the same time, learn
how to have discernment.
Yeah.
In examining.
The feeling is there.
'cause it's telling you something.
Tap into what it's telling you and
then evaluate what's the evidence.
Is that true or untrue
or am I misinterpreting?
Yeah.
The feeling, right?
Mm-hmm.
All that to say, you go, okay,
well what's the evidence for what
I'm saying or what I'm thinking?
Yeah.
Right.
Two things can be true at once.
The evidence can be, I can't
make any plans right now.
Well, maybe in one area or three areas or
10 areas, you can't make any decisions.
Mm-hmm.
But I bet you could find some areas
you could make decisions in Yeah.
That are going to be impactful.
Yes.
And so it's reframing the thought too.
I have a limited scope mm-hmm.
Of ability to make decisions right now.
What decisions can I make?
Right?
And so then simply by opening
up that pathway, your feelings
are going to respond with
less panic and more curiosity.
Mm, yeah.
And then what happens is your brain,
instead of just reinforcing why you
can't make decisions, 'cause I'm
telling you, you can't make decisions.
So our supercomputer brain,
the programming that runs in
the background is dead end.
Nope, this won't work.
And it just reinforces the
reality that we've decided exists.
But if we talk to ourselves in a
way and go, let me reframe this.
Mary Skop: Mm.
Layci Nelson: It is difficult.
I'm not gonna Pollyanna this away, right?
It's not wave a magic wand
and the circumstances go away.
Absolutely not.
But if we can reframe what we're
thinking about and how we're
posing the challenge to ourselves.
It gives our brain a different software
that can run in the background so that
we then have thoughts that come into
our mind that are producing the kinds
of feelings that are hopeful and aren't
just having us feel absolutely frozen or
angry or, or, or all the different ways
our bodies respond to being in crisis.
It's okay, let's get curious.
What are the possibilities right now?
What are the things
that we can be deciding?
And if you go into that replay, I
actually provided three different
scripts of taking yourself through it
and then also taking your team through
the exercise of really practical, down
to earth ways that you can start to
unpack and implement the areas and the
places that you do have power right now.
Mm-hmm.
And that you can get curious.
Yeah.
That you can also at the same time
acknowledge the reality of the situation.
What an exercise in both end.
Right.
It's not black or white.
It's not either or.
It's not sink or swim.
Mary Skop: Mm-hmm.
Layci Nelson: We are living in, if
there ever was both and times right now.
Right.
It is hard and.
There are also things we
can do to navigate right now
Mary Skop: as you're going through this.
It occurs to me how incredibly
important and valuable it is to
recognize, okay, one of the worst
feelings I think you can experience.
This is the case for me.
So here I am showing my cards.
One of the worst feelings ever for
me is the feeling of being trapped.
Layci Nelson: Yes,
Mary Skop: I am trapped.
I have no options.
I am stuck.
I'm trapped.
That is the worst.
But to be able, especially I can
see as a leader, to develop the
skillset, to develop the capacity,
to take a moment and realize that
I am not as paralyzed as I feel.
Mm-hmm.
There are certainly times where this
is going to be easier or more difficult
depending on the situation, right?
Sometimes it really can feel like,
wow, I am looking all around me and
I really feel like I'm truly stuck.
Mm-hmm.
I'm truly trapped, but I really
think that that is the vast majority
of the time, unless you aren't some
horrendously traumatic experience.
We're not ever really
paralyzed or trapped.
Right.
To be able to develop the ability,
the skillset, to see that and
to impart that to your team.
Mm-hmm.
Because what you're reflecting towards
them, they pick up on that and if you're
freaking out all over the place Yep.
They have no reason to not
freak out all over the place.
Layci Nelson: That's exactly right.
I mean, that leads so naturally to the
next thing is get yourself in order.
Yeah.
You can be transparent and honest.
You don't have to lie, right?
Don't lie.
Not do you not have to.
Don't do it.
Yes, and don't make promises
you can't keep and don't pretend
to know more than you do.
But if you are able to study the ship
by being that anchor of calm, your
central nervous system is regulated.
Your team, especially in a position
of leadership, your teammates brains.
Are 10 times more likely
to Bluetooth link Yes.
To your calm, right?
If you are steady, yeah.
They're gonna feel a lot safer.
It's kind of like if you're on an airplane
and the flight attendants are freaking
out, you know you're probably gonna die.
Oh yeah.
Yes.
Right?
Mary Skop: Yeah.
Oh, for sure.
I love the Bluetooth analogy.
It's so true.
And as you were referring earlier, this
all happens in the brain in milliseconds.
Yep.
And if you're face to face with your
boss, this goes back and forth between
the eyes in a matter of hundreds
of times and just milliseconds.
So it's being communicated.
Whatever it is, it's being communicated.
Layci Nelson: Yeah.
So choose how you communicate.
Yes.
Because you're gonna communicate
whether you want to or not.
It's happening, right?
Yeah.
I wanna turn the tables a little bit,
Mary, speaking from a perspective
of we've had times in growth of our
company where I've had to definitely
practice what I'm preaching right
now, or maybe didn't do it so well.
Just really honestly.
What are things that made you feel
safe and secure, and what are things
on the flip side that were like,
Ooh, from an employee perspective?
Sure.
Please speak to either candidly.
Yeah.
I have no secrets.
Yes.
This is
Mary Skop: confessions of a
terrible leader, so here I am.
Yes, it is Confessions of a
terrible leader after all.
Yes.
Mm-hmm.
When I think of times where contracts were
moving at, shall we say a glacial pace.
Yeah.
Yep.
And there's been plenty of that
for a multitude of reasons.
Not one particular flaw or anything.
Sometimes
Layci Nelson: cashflow is rough.
Yes.
And you gotta be smart and figure out
Mary Skop: how to make it work.
Right.
Yeah.
There were many things that
studied the ship for me.
Sorry.
That was terrible.
Layci Nelson: I loved it.
Mary Skop: One, you were always
telling us the truth about
where we were, and I trust that.
I trusted that then I trust it now.
Mm-hmm.
And like you were saying, you
weren't, you know, it's fine.
It's fine.
Everything's fine.
Right.
There's no problems whatsoever.
The little dog with the
fire everywhere, right?
It's like, it's fine.
This is fine.
I trusted you because.
You were telling us the full truth.
This is slow.
This is coming in.
Like I said, it's not
one particular reason.
It was just kind of the
way the year unfolded.
Layci Nelson: Right?
It was a transition year for us.
Yes,
Mary Skop: yes.
And a growth year.
Yeah.
Right.
And so there were many
different factors at play.
Just the balance of a cash flow versus.
The team is getting paid
and that kind of thing.
Yep.
You were very transparent
about, these are the steps I'm
taking to get through this time.
Mm-hmm.
Mm-hmm.
Because you all deserve to know
this is exactly how things stand
and these are the steps that are
being taken to get through this.
We were all aware of lots of big,
amazing things looming on the horizon.
Right.
Right.
But it was getting to that point.
Mm-hmm.
I trusted in your honesty and your
transparency, and even though it felt
a bit wobbly and there was so much
growth, and you don't necessarily get
to choose how the growth happens, right.
And, and what the reality
of that looks like.
Right.
We don't get to choose
the pace of these things.
Right.
You frequently have to re
react is a tricky word.
Recalibrate.
Yeah.
Recalibrate, respond in the moment and
try to avoid those knee-jerk reactions.
Right.
I feel like it was weathered as well
as it could have been and mm-hmm.
Even with the growth and some inevitable
wobbliness, I still felt grounded.
Mm.
I We will always look
back on that year as well.
It was very interesting.
Right, right.
Say the least.
Right.
And also you have to trust things.
Certainly in a negative sense this
could happen, but also in an amazing
sense, things can turn on a dime.
Yep.
Things can literally change overnight.
One
Layci Nelson: email, one
phone call, one email.
Mary Skop: Mm-hmm.
One phone call.
Mm-hmm.
So don't freak out.
There is so much truth to just continue
to show up, do your due diligence.
Right.
Ride the wave.
But things can change in moments.
Mm-hmm.
It's like, don't focus on, well, it
could catastrophically change and yeah,
we all know that, okay, we're here.
Right.
We have a negative bias.
Everyone's
Layci Nelson: running the catastrophic
worst case scenario already.
Mary Skop: There is no shortage of
that being communicated to us, and
we're all born with a negative bias
anyway, which, you know, it does help us
survive, but at the same time, it's like
amazing things can happen in moments.
Yeah.
So stay the course.
Yeah.
Yeah.
I think, well, no one
missed a paycheck, just.
If you're wondering, Nope, nobody missed
Layci Nelson: a paycheck.
Yes.
Sorry, that was a little
No, no, no, no, no.
But what I wanted to say to that, I was
so transparent and I felt that you guys
were trusted enough to ask the question
of how much notice can you give us?
If there does come a time where the
gap is just too big, are we gonna
know with like 10 seconds notice?
I liked that you felt safe
enough to ask those questions.
Yeah.
And boy, are listeners getting
a behind the curtain peak of the
realities of running a startup, right?
Running a new company.
Mary Skop: Yeah.
This was
Layci Nelson: not planned.
Mary Skop: We just kind of went with it,
Layci Nelson: asking those.
Questions, and I had thankfully banked the
relationship and the trust that mm-hmm.
I gave you honest answers and
only made promises I could keep.
Yeah.
During times like this, only
make promises that you can keep.
Yeah.
And the promises I could keep
was honesty, transparency,
giving you consistent updates.
And not waiting for you to
ask what was going on, right?
'cause by the time you were gonna
ask me for a follow up, I knew
if I waited that long, there'd
already be how many conversations
happening that I had no idea about.
Because that's natural, normal.
Nothing wrong with that.
That's employees talking to each other.
That's gonna happen.
That's.
Part of being a team, right?
Yeah.
And I'm not gonna be purview to some
of those conversations, nor do I
expect to, but I know making sure
that I am getting ahead of it in
that, hey, I can't just lean on, Hey
guys, no news is good news, trust me.
Right?
Like that's not gonna cut it right.
Even though the trust was there.
Yeah.
The trust is gonna erode in silence.
Mary Skop: Yes.
Layci Nelson: So it's like,
all right, here's the update.
This is where it's at, right?
This is the plan.
This is what we have coming.
This is when this contract's gonna
kick, the first payment's gonna
land, blah, blah, blah, blah.
Giving you guys those updates.
Even sometimes when the information was.
There isn't any new information,
but do you have new questions?
Right.
But keeping that open.
Yeah.
And I think so often in times
of uncertainty we think, oh,
we don't wanna bring it up.
Mm-hmm.
As leaders, we're like, we
don't wanna bring it up.
We don't wanna rock the boat.
Yeah.
And hence steady the ship.
We don't wanna rock the boat,
we don't wanna make this worse.
They're already talking about it.
Oh yeah.
And thinking about it, it's
happening Like you, not talking
about it is not helping you.
Right.
And it's not helping them.
So even if the update is nothing new,
but do you guys have new questions?
Right.
And just keeping the line of communication
open, right, goes a really long way.
And helping them to feel more secure.
But you have to be in a place.
Like we said back at the beginning
of this conversation, you can be
in a place where you can hold that
conversation and hold yourself in
a space that you are regulated.
Yeah, because if I would've
went in and dysregulated,
Mary Skop: yeah, I would've
lost some of you for sure.
I.
It would've been scary.
Yeah.
Establishing that is the very
first before anything else.
Yeah.
Study yourself and learn what you
need to learn to be able to do that.
Thinking again about that time, I never
felt like I couldn't ask a question.
That was also something
that just felt grounding.
Just like I knew I could
raise any question.
Layci Nelson: Yeah.
Mary Skop: And that was okay.
Layci Nelson: And I was
gonna give you the truth.
Oh yeah.
Not like a weird, I think a
politicians who don't ever answer
the question directly, they
non, they just talk around it.
Yeah.
Yes.
Yeah.
There we go.
Gimme a word salad.
Exactly.
No nonw.
Yeah.
And sometimes I just honestly had to
say, I can answer 10% of that question.
Right.
It's like I don't, the
other 90%, I dunno yet.
But here's what I can tell you, right?
Mary Skop: This is what I do know.
Mm-hmm.
And really, honestly, most
of the time, that's enough.
Yeah.
That is enough to be like, okay,
I'm receiving this knowledge and
I trust that this is everything
there is to know at this point.
Layci Nelson: This is leaders where
you have to be really good at not
getting defensive because boy, if
you have a tendency to drop back on
your heels and get defensive when
questioned, it is not gonna go away.
It's gonna amplify during this time.
We always need to be practicing.
I.
Recognizing what tips us into feeling like
we need to protect our ego and times like
this that does not serve, it typically
doesn't serve us well, but it really
doesn't serve us well or our teams well.
So a lot of times questioning will start
and then immediately the leader gets.
Defensive.
Mm-hmm.
Because they feel like they
should have the answer.
They're start shooting
all over themselves.
Right?
Right.
And really it's coming from a place
of insecurity, but what's projected,
the intention and impact, right?
What's projected is usually
anger or how dare you're asking
that, or I'm annoyed at you.
It does nothing but push your team
further or your members of your team
further into the what's going on.
This just feels like chaos.
I hate it here.
Yeah, right.
Mary Skop: I hate it here.
Yeah.
Yes.
Right.
Exactly.
And there's no better time to practice
these things when times are good.
Correct.
It's steady.
Correct.
It's kind of like how it's good
practice to go to therapy when
things are kind of boring and normal.
Yes.
And good.
Yes.
So you could practice your skills, right?
Yes.
And then when things do inevitably at some
point, you know, because life is life.
Mm-hmm.
Inevitably there's going to
be a point where, oh, we are
in crisis mode once again.
Yep.
Then you're not starting from scratch.
The capacity isn't there when you have to
start from scratch and you have not had
the time and the collaboration to Yes.
Practice those skills,
Layci Nelson: get your
reps in when you feel good.
Right.
So that when you're sick,
you can still do the reps.
And your muscle memory kicks in.
Right.
You gotta build the muscle memory.
The best time to build
it is before you need it.
Exactly.
Wow, that was an adventure.
Oh, it was.
I, I always love these because I never
really know where we're gonna go.
And it's always,
Mary Skop: it's always
so interesting, right?
I mean, we're very intentional
about that in like, I don't
wanna police this too much.
Yeah.
Let's just kind of, we have a
general topic, but you know, we
never know where it's gonna go.
Yeah, I was just thinking
about the lemon bar epiphany.
A few Q and As.
Back.
Yeah.
Sorry, listener.
You're gonna have to go find the
q and a with the lemon bars again.
You just never know what's gonna pop up.
You
Layci Nelson: never know.
Yes, you never know.
So,
Mary Skop: Layci, do you have
Layci Nelson: any closing thoughts?
I do.
Go download that thing, sign up
for the newsletter because that's
gonna send you the Zoom link.
And when you get that link,
you're gonna get that.
You're gonna get a PDF of the slide deck.
Mary Skop: Yes.
Well you get goodies.
Yes.
Yeah.
Layci Nelson: And that slide
deck has tons of actual scripts.
Right now we talked a lot in
generalizations, partly 'cause I
have my short term memory right now.
I'm like, what did I write in that thing?
So go pull it up.
That's gonna give you some really
solid specific examples to how
do I host these conversations?
What questions do I need
to be asking myself?
It's the solid tools stuff.
Yep.
That webinar, it's not a infomercial
for something bigger later.
Right.
The purpose was, we just wanna give you
something right now 'cause it's hard.
Value packed.
There's so much in there that
we teach to all of our clients
that we're just giving away,
Mary Skop: so go get it.
Yeah.
Like Layci said, it doesn't
scaffold into anything else.
It's a standalone.
Mm-hmm.
Completely free access to the slide deck
itself with prompts and all of that is I.
Invaluable because it's very possible that
if you're a leader, you're like, I don't
even know what to say and where to start.
This gives you the, where do I even start?
All right.
That's amazing.
Yeah.
Sign up for the newsletter so you get all
of the access to the free webinar and all
of the resources that come along with it.
It really is just invaluable,
especially during these.
Unprecedented.
Dented, dented, dented times.
So it's like, right, right.
Oh, just saw this.
Saw this unprecedented business.
I'm like, well, so
Layci Nelson: much and so much
noise and distraction right now.
Like, ah.
Right.
Mary Skop: Exactly.
Well, Layci, thank you so much for your
time for going over this incredibly
important topic presented in the
webinar, kind of breaking it down for us.
Listeners.
Until next time, go manage like a leader.
Thanks for listening to
Confessions of a Terrible Leader.
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Confessions of a Terrible Leader is
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edited by Fixation Point Productions.
Music is by Leif Olsen and
Mary Skop from the band.
The number of months.
Confessions of a Terrible Leader is
a free leadership resource offered
by Transcend Leadership Collective.
If you are ready to refuse the
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transcend leadership collective.com
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Thank you so much for listening.
Don't forget to like, subscribe,
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next time, go manage like a leader.