Tara Newman: Hey, Hey there bold leaders. Welcome to another episode of the Bold Leadership Revolution Podcast, and I’m so excited to have you back with us today because we’re taking you behind the scenes and what it looks like to deliver our experiences and services to our clients. We’re going to be talking about user experience.
I have my right-hand woman Lane with us today. We’re going to kind of get into, why I hired Lane’s specifically, how I knew there would be an ROI when I hired her. What our vision is for customer excellence, and the one thing that you can do to improve your experience connection, and ultimately increase your sales.
So we’re just gonna dive right into it.
Lane Clark-Bonk: Hey Tara.
Tara Newman: Thanks for being here with me.
Lane Clark-Bonk: You’re welcome.
Tara Newman: How are you feeling?
Lane Clark-Bonk: I feel good.
Tara Newman: You feel good about this?
Lane Clark-Bonk: Yes.
Tara Newman: Okay, so I hired Lane in June of 2018
Lane Clark-Bonk: Yes, correct.
Tara Newman: Yeah, so I hired Lane in June of 2018 because I had a massive block around growing my business in a way that didn’t freak me out energetically. So customer service is really important to me. My customer’s experience is really important to me, and we can share a little bit why, but I was afraid that I couldn’t handle more people and I knew that this business was growing in a way that it was going to take me beyond my one-on-one work.
I was already starting to get larger corporate contracts and I was thinking at that time about creating The BRAVE Society. And so I think there was probably one of the first things that I said to you was like, I need someone who can help me hold space and take care of my clients when I’m off delivering service.
Lane Clark-Bonk: Yeah. You actually told me that you were going to launch The BRAVE Society another year after we started working together and it was, in reality, a couple of months, not even quite. And part of that, I think is because once we did start working together, you felt freer to expand parts of your work that you had been putting on hold because you were concerned about the client experience of your one on one clients and the conversation we had initially before we started working together.
While I could hear from you, which I hear from a lot of people, was that you had the support and you had looked for and found support in the past, but didn’t have the right support for you. So that doesn’t always mean me. It means the right support for you, for your work, for your clients, for your personality, and you didn’t have that sort of trust factor that let you release to the level you needed to.
To grow the way you want it to.
Tara Newman: Yeah, so I think at this point I had hired a ton of VA’s, I don’t want to say a ton, but I had had probably like three or four VA’s and they did various things like maybe posting to social. They were very task-driven and they weren’t necessarily in a strategic role.
One, because I hadn’t thought about how I could put them in a strategic role yet. I was still trying to figure out how I was working with people, what my strengths were and how. I was going to grow this business. The one thing that I had known for certain is that I had to figure out how to scale a level of connection and high touch intimacy that comes with when you work with us here at The Bold Leadership Revolution, so, right.
Lane Clark-Bonk: Yeah, and I think part of the initial work we did together too, was the balance between systems and automation and connection. So sometimes I think there’s a lack of nuance in that conversation for people when they hire someone because you know, we’re hearing from the online business space and all the different podcasts there are and courses there are about automating everything. Automate everything, and there are absolutely places to systemize and automate things for everyone’s ease and for consistency. But when you’re running a certain type of business that is truly depending on the connection and relying on high-level conversations to know what the client needs not everything can and should be automated, and that’s okay. It’s just kind of, you know, against the grain of what we’re being sold in the online business space. But there is a happy medium and it’s different for every business. But for yours, it definitely leans away from automation. Relying on systems, but not on, you know, cookie-cutter responses.
Tara Newman: Yeah. I think the takeaway here for people, if they wanted to take something away would be that we are a values driven business and our number one value is that people are important. So we are first and foremost at the top of our mind is how we can make each individual. Feel important when they work with us.
And that doesn’t always happen through automation, but when you have a strong value system, you’re willing to make the investment into the value, even if it costs you money or time or effort or energy. So, you know, we really lean into that value around people are important and connection, and we have that defined, and so that was also how I knew that you are going to work out because you also believe that people are important.
Lane Clark-Bonk: Yeah.
Tara Newman: You’re here for humanity,
Lane Clark-Bonk: Correct.
Tara Newman: Yes. Like I am. And let’s just give an example of how maybe we do something a little differently because our value is, is people are important. We don’t use a calendar scheduler.
Lane Clark-Bonk: No, we absolutely don’t. And that was one of the first things we took away when we started working together.
Tara Newman: Right? So I had never used a calendar scheduler to schedule my clients for a number of reasons, but I thought that, I always felt that it was very high touch, that my VA would schedule people in that if you needed to reschedule, you could actually email a person and find a time on my calendar that was best for you.
It was important to me that you could have some kind of customization in your invites on your Google Calendar because we schedule all of you ahead of time. We schedule all of your sessions with me. We schedule all of the CEO Debriefs. We schedule everything on a Google calendar for you to have at your fingertips so you know exactly when everything’s happening.
It’s one of our, like number one ways to communicate with our clients is through that calendar and we wanted some level of customization to be there that an online scheduler wouldn’t handle. And I did have a time where I was like, Oh, let me right before Lane came on, I was like, let me see if I could get away with saving time, money, ease, whatever, and use an online scheduler.
And I think it took us six months to unfuck that problem.
Lane Clark-Bonk: It wasn’t cute. You had the best intentions when you did that, but what ended up happening, and there are things that like we kept for a while, like for example, like shorter connection calls you were making with people or something that’s easier to schedule and isn’t as high touch as what we were working on scheduling for your one on one clients. The online scheduler didn’t allow for the conversation to be clear between your clients and you about when things were, what order they were in, how they could reschedule if they needed to. There was always like some sort of, you know, they couldn’t find the link in their email or in their calendar or they couldn’t. There were just pieces missing.
And I also say, I think sometimes people rely on online schedulers even in situations when they don’t. Me too, because that feels like a boundary for them. So it feels like, okay, we have a no reschedule within whatever 24-48 hours policy, and this scheduling tool will hold them to it without me having to have the conversation.
I don’t think that’s helpful because it’s just sort of abstract to the client of who they’re canceling on or being accountable to when you’re working with high end one-on-one clients that need that and want that accountability piece. And two, I think it’s important to have someone in charge of your customer experience who in general is fine holding boundaries is fine. Having all kinds of conversations, even if they’re uncomfortable. Understands when boundaries need to be flexed. And that’s just something that you can’t achieve through that sort of automation.
Tara Newman: Yeah, and I think, you know, some of this speaks to our vision in how we want our customer experience to be. And we’re definitely here for, you know, excellence in this area. So for me, I always say I want to be providing a Neiman Marcus experience, for a Macy’s price. And what are the simplest things that we could do to make our clients and customers feel valued and respected?
And that really comes down to communication.
Lane Clark-Bonk: Absolutely.
Tara Newman: Like we want people to feel like we value the money that they’re spending with us and that they are getting the best value for that money. And how can we, in a world where there are business owners or executives and they have a lot on their plates and their minds are going a million miles a minute and they’re suffering from decision fatigue and they’re grappling with big things that they need to be turning around in their minds. How can we remove obstacles, reduce overwhelm, and that’s really, I think, our big goal and vision for our customer experience.
Lane Clark-Bonk: And one of the ways we’re doing that, four. Your one on one client or for people in BRAVE who you’re trying to communicate with is creating trust.
So they know that the email is being received. They know that if it’s something sensitive that they’re working through, I mean, you’re talking about obstacles. Some of those obstacles are really personal. Things are really, you know, sensitive topics that they may. Feel less comfortable sharing to someone who’s on your team other than you.
If they didn’t have that level of trust and connection from the start, starting from when we were doing little things like scheduling their calls and then we’re building trust gradually through that communication, that means that you don’t have to be the person receiving every email. Things don’t have to circumvent me because they have that trust in me.
They know that we’re a team. They know that that communication is happening.
Tara Newman: Yeah, I think that’s a good point. And I think that you know, I want to say that we’re not perfect, that, you know, it’s busy, it’s a, it’s a noisy world and things slip through the cracks at times. However, part of this vision is that anybody who comes into this client experience with us, whether it’s in my mastermind, in the Bold Leadership and Incubator, in The BRAVE Society, in any one of our communities, that they’re treated with empathy and compassion and kindness and respect, so that if something does slip through the cracks that maybe the email glitched or something.
That we come back to them and that they’re heard and they’re respected and that they’re acknowledged for their time or frustration that this might’ve caused.
Lane Clark-Bonk: Absolutely. Yeah. We’re prone to mistakes just like anybody else. I think it’s just a matter of that feeling like a genuine human error that is a rare glitch in our system rather than, you know, a system somewhere far away, automating, making a mistake that we have no idea how it happened.
Tara Newman: Yeah. I think that a lot of people, when they go to hire somebody on for, any position, they start to really question how they know they’re going to get a return on investment. And so I really thought about this a lot because when I onboarded Lane, I also onboarded Stacey Harris from Uncommonly More, and at the time I had no cashflow. So there was not a worse time in my business to onboard team right at all. Like it was May, I sat with my mastermind that I was in and I was like, I have cash coming in, I had revenue coming in because payment plans and things like that, but in terms of cash flow, the money in the bank, it wasn’t there.
And I was like, I sat there and I’m like, yeah I have $100 in my bank account. Like I wasn’t even sure how I was going to pay for the hotel room for the retreat. And it was a real low point. And I’ll have to say that it was probably the last time in May of 2018 in that my cash flow was that poor.
So it was a real leap for me to hire you and Stacey, especially both around the same time. And I just want to acknowledge that because I think that’s where a lot of people are. Even if it’s your first team member, you might feel like, I can’t afford to have this person on my team. And in the beginning, you know, in the first five, or six years of your business you don’t have a lot of data to go by, like you’re still in a lot of ways, figuring it out. We have way more data today and we’ve intentionally collected more data to help us make these decisions. But there’s, this was a big risk, but I knew that I needed people who were going to help me hold my vision.
That was a huge motivator for me. And so return on the investment comes in when you look at it like this, the most profitable way for you to receive revenue is from clients who either are so satisfied with your service and are getting such an amazing result, they continue to buy from you or they re-enroll in another program that you have, or they make a referral, or you had a client who worked with you and they were so happy with your service that even though they didn’t need you in that time, they decided to come back and you were able to reactivate them. So by putting money into my customer experience I was strengthening those chances that my retention rate would be good, that my referrals would be good, that people who had worked with me in the past would maybe be reactivated and want to work with me again because they’ve had such a great experience with me and maybe they decided to go someplace else and they didn’t have as good of experience.
So there is definitely an ROI when you make an investment into your customer experience, and that’s where it comes from. The level of profit that you have is so much greater. And there’s research on this. And so that’s how I think of Lane. She’s actually an incredibly critical component of this business.
Customer service and community management for The BRAVE Society is critical.
Lane Clark-Bonk: Yeah. I think it’s important to visualize where you want to go with a team member when you’re taking them on, but I also would say it’s not just the value that I’m giving to you or to other clients I work with is not just in the emails I’m writing or the communications we’re having. It’s also in the overall system we’ve built that aligns with your company values that we’ve been very clear about and have revisited multiple times and is repeatable. So it’s easily repeatable by me because I’ve created it, but it’s also documented. It’s written down. We’ve created language in emails that’s aligned with, yes, my personal style, but also your brand and all of this is now an asset to your business and to your customers. That’s part of your company as a result of our work together.
And I think I would also add that it gave you the experience you want to just share with your customers, which is the number one goal and possibly a little bit later once we’d been working together for a little while, has freed up time for you on your actual schedule for you to use your brain space on creating things. Creating content, creating experiences, creating anything you need to upgrade the experience of your community and your clients. So that energy that you were using previously to support people to engage with them is now being used for what, for you, is a higher skill.
Tara Newman: Yeah. I think a good example of this is how you are running community management and customer service for The BRAVE Society.
So I can honestly say that if I didn’t have a team behind me, it would be very difficult to have this program because currently we have about 40 women in there, which is a lot of women who we care about. You know? That’s the other thing. Like I want to say like I care very deeply about the people who come into my space.
We care about them, and it’s hard to care about 40 people. By yourself.
Lane Clark-Bonk: Yeah. You got to share. We’re sharing the caring.
Tara Newman: We’re sharing the caring. So, you know, it’s so important to me that these women are really looked after and loved up upon. And you know, there’s no way I could have done this without having you as a community manager, specifically you, because you have the best skill set to be working with me.
I mean, you have your Master’s in social work. You have worked in a previous life as a social worker. So you have great communication. You have great counseling ability, coaching ability, a tremendous amount of empathy. Just overall kindness, and you’re a good human being, which really, that’s all.
It’s not that hard. Just be a good human being, people.
Lane Clark-Bonk: It shouldn’t be. It turns out for some people it is.
Tara Newman: So let’s talk about how we do our best to look after the women in The BRAVE Society. So first things first, in my opinion, and this is something that you can take away as an action for yourself.
Communication is so, so important. And don’t ever think that you’re communicating well enough. Always question how you can be communicating better, and it’s because there are so many different styles of communication. There’s so many different personalities, so many different people, so many different learning types.
Lane Clark-Bonk: Absolutely. Yeah. You need to take a look at your community specifically who’s in it, what they need, what challenges have come up previously in communicating where things had been missed and then, you know, flip it around and look at yourself. What parts of that were your tone, your frequency, or your method?
I mean, not everybody’s opening their email or not everybody’s on Facebook. You need to look specifically at the needs of who you’re working with, and we continually are reassessing this in your various programs. Where will they, respond best, where will we have the most connection possible? And that’s not the same for every community. It’s not the same for every offer. So it’s not something you can just make a template and repeat a million times. It’s something you need to critically think about for each thing you offer and continually reevaluate, whether it’s quarterly or yearly, depending on the size of your community and the turnover.
So these are things that we consistently reassess and don’t always change, but just ask the question.
Tara Newman: Yeah. Sometimes it’s not even always overt that we’re doing these things like we will reach out to a member personally. If we haven’t seen them in a while, if we haven’t heard from them in a while, if we know something’s going on with them, if we know something, if they’re celebrating something, you know, we will reach out behind the scenes and not always do it publicly. That is really important to us. And I know some people are like, how is that scalable? You know, it’s sometimes you just have to do shit that doesn’t scale.
Lane Clark-Bonk: Absolutely. And I think that the term is overused and overplayed. I mean, do you want things to be scalable. In theory, sure. But if people aren’t connecting with your work, if people aren’t feeling heard and seen, they’re not going to share. They’re not going to re up. They’re not going to, I mean, we’re not all selling like a $10 ebook here. Yeah.
Tara Newman: You have started doing, I’m so excited, started doing coffee chats inside The BRAVE Society. We haven’t talk about that.
Lane Clark-Bonk: Yes. We decided we needed a slightly more casual space in The BRAVE Society to join together. Not that any of the other spaces are particularly stuffy, but they were a little more business focused. There’s always a topic or in our panels or your debrief, everyone’s kind of looking back at their week and really in their business brain.
But what we’ve heard and learned from the women in BRAVE and from the women in your mastermind is that a lot of them feel in their real life, whether they’re businesses in person or online, their non-business life lacks connection to women who understand what they’re going through. So we’ve created coffee chats as a way to get together to get to know each other personally.
Also, place for me to showcase all my jokes
Tara Newman: Because you are funny. Lane is very funny. People work with me just so they can hang out with Lane.
Lane Clark-Bonk: Yeah. So we’re using it as a place for women to get to know each other. Find the connections that they have told us explicitly they are lacking, and also maybe look at a roof, a zoom room full of women and say, hey, that’s someone I would like to connect with personally, one-on-one.
Their work might be something that speaks to me. They’ve gone through something that I could maybe learn from whatever that need might be. They’re having a simpler way to figure out in a, no pressure, no sales, no agenda setting. What everybody’s up to, who might be a cool connection for them, and also just genuinely relaxing for an hour, having a coffee or whatever.
In the middle of the schedules, we’re all keeping, which are really busy and overworked.
Tara Newman: I think that this is us taking a stand for connection calls, being true connection calls and right, and not a bait and switch to a sales call.
Lane Clark-Bonk: Absolutely. Yes.
Tara Newman: And this is truly about taking your relationships deeper and not necessarily wider. I think that there’s a lot of value in helping people leverage their time when they connect with other people because sometimes one on one connection calls gets really heavy on your calendar and then you might meet somebody who you like and now you have to take on their responsibility of staying, having a system for staying connected with them, and we’re basically giving you a system.
We’ve scheduled the calls, they’re on your calendar. If you want to continually meet with these people. Just, you know, for lots of different reasons, just show up to the calls that we’ve scheduled. I love this because it doesn’t involve me, and that doesn’t mean, and that doesn’t mean like it doesn’t involve me.
It doesn’t involve my time. First of all, you’re paid to do this, so I want to be clear that, you know, we pay our women.
Lane Clark-Bonk: Yup.
Tara Newman: This is not Lane volunteering her time. When we have guest experts come into any of our programs, these are paid experts they show up differently when they are paid and there is a different energy.
I don’t expect them to then try and get some business out of my group. They are truly just showing up in their power as the expert that they are as a paid individual, respected and paid an individual. But The BRAVE Society was never meant to be about me, so I love that we’re cultivating credible, reliable, amazing human beings for other people to meet and come and connect with.
And it’s not about necessarily me.
Lane Clark-Bonk: Absolutely. And in fact, I think it’s a completely different call than the type of call that you’re hosting. There isn’t, it’s not that you wouldn’t be welcomed there because you do love my jokes, but it’s just gonna be…
Tara Newman: I’m not welcome in my own community’s coffee chat?
Lane Clark-Bonk: You’re totally welcome.
Tara Newman: What are you saying, Lane?
Lane Clark-Bonk: You’re totally welcome. Just let me have the mic, but it’s just a place that’s less focus than the energy. When they are coming to the calls for you, they’re coming with a different energy than that. They’re coming to the connection call with and having a different face on the call is clearly delineating that change.
It’s just like a visual boundary. That’s all it is, and it’s in alignment with the values that we’re sharing in our panels and the values that you’re sharing in the debrief and everything is in alignment with what we want. People to take away from The BRAVE Society is just a different delivery method that lets them exercise a different muscle.
Tara Newman: Yeah. I want to start taking us out of here with some takeaways and actions for people. I think one takeaway that I want people to understand is the intentionality that we bring to our customer experience.
Lane Clark-Bonk: Absolutely. Nothing is an accident. Nothing is off the cuff.
Tara Newman: We’re not winging it if something is happening, if something is being scheduled, if we are implementing, it has been through research and intentional discussion as to why we’re doing it. I see so many times service providers throw everything in the kitchen sink into a program. Because that’s how they think that they can charge more for the program.
And that’s actually not true at all. This is one of those places where less is more. Absolutely. So whatever we have going on in The BRAVE Society is very specific, and it’s designed for you to get value from multiple ways if you can’t participate in one thing or the other. So maybe you can always come to a panel discussion, but you can have a conversation in the Facebook group and you can attend coffee chats where you’re meeting people and connecting on a different level.
And that’s, you know, a value to your life in your business in that way. So what is your intention for your customer experience is a question you can ask. What do you say Lane?
Lane Clark-Bonk: You know, this answer is going to vary a ton, but I think what I find most people that I work with would say is that their intention is for the experience.
Their customers have to feel personal and absolutely the opposite of a big box experience or of a huge course experience with thousands of people. The people that I work with are generally either high touch one on one service providers or creative individuals who want the support and experience they’re providing to reflect their work clearly.
And so it is crucial for them to have every piece of the puzzle be thought through. And that may mean things are not as fast or things are not, like we mentioned as automated. So, you know, we tell people that, you know, we have a 24 hour turnaround on our email reply. And for some people. That might feel slow, they might feel panicked. People are in their inbox every 10 minutes. If you are creating an expectation of a high level service, you can put parameters around that. And also, you know, you’ve mentioned that we don’t make anything up on the fly. Sometimes if something comes to us that we haven’t dealt with before and someone has a question or concern, we say, well, we’ll get back to you.
We’re not just making up an answer right then. We’re not just. Answering, wait.
Tara Newman: And we had that in The BRAVE Society. Someone absolutely brought something to our attention and it did take us probably a good 24 hours to respond. We let them know absolutely that we were going to take 24 you know, time to respond because we were going to go speak to each other as a team and come up with the best decision for us and for the community.
But yeah, things are really well thought out and it takes time. So there’s a level of patients that you need to have when you’re executing on intention.
Lane Clark-Bonk: This is the way you’re going to create an experience that feels boutique and exclusive and loving. Truely geneunly trying to love on people takes a bit more time.
Tara Newman: So the second thing that I wanted to share because we’re kind of naturally gravitating that way, is to build a customer experience around your values as a company. So, you know, people are important, is at the forefront of our customer experience. We also have a value around transparency. So how can you be operationalizing your values through your customer experience, and that requires you to actually know what your values are. Suspense.
Lane Clark-Bonk: It’s a great exercise for someone to actually have to either initially lay those out or go back through them and clarify like, what are the values, what priority are they in, and how will that manifest in the way we communicate with our customers.
Tara Newman: Also, you know, when you’re looking to hire somebody, you know, like I was hiring Lane, find somebody who has your shared values. I mean, Lane and I both have a huge value around minimalism and simplicity and doing less. So, you know, the two of us can really create a system and a process that while not automated is simple.
Lane Clark-Bonk: Absolutely. And I think that that’s like high on the list of notes to make yourself when you’re hiring some of, of course you need like a list of whatever technical skills you may need them to have and what kind of experiences you would want them to have had or businesses they would work with. But you also need to have some checkboxes around. Shared values around chemistry, which is sort of intangible until you meet and talk to someone, but can’t be underestimated.
Tara Newman: I mean, you and I are traveling together and sleeping in the same room at some points. So there has to be some level of chemistry. And then the third takeaway that I would want people to have from this conversation is or action that they can go and do is go from entry to exit in your business, and this can take some time, but look at how you’re communicating. You don’t want there to be surprises. You want to tell people, tell them at every step of the way, what’s happening next, where you want to lead them through your process.
How can they make the best of this? You know, the best use of your time with them. How can they get the best experience? Like what are the things that they need to do to thrive in your service or in your community or through your experience? Like tell them don’t be shy.
Lane Clark-Bonk: Tell them and ask them. So tell them the processes you have and be very clear about the steps.
And again, the minimalism part, finding the easiest way to communicate that, not the most cumbersome, not a hundred emails, but clearly and succinctly. And then ask them. At certain intervals of what’s working and what isn’t, because things that were working last year may not be working this year.
Tara Newman: What could we do to support you better? Yes, what questions do you have for us? Yes.
Lane Clark-Bonk: And then the trick of, of asking is actually responding. So responding through changes. That makes sense. You know, again, still aligned with the values of your business, but that makes sense for your clients.
Will then make them more likely to answer every time you ask.
Tara Newman: This used to piss me off so much in corporate around when we would do like employees, so I was responsible for like employee reviews, but also employee engagement surveys. There was such a reluctance among leadership to ask these questions because they were afraid that they would have to take action on every single one.
And they’re like, what if they tell us they, I mean, we used to have the employees tell us that they wanted basketball hoops in the parking lot. I’m sure of the company, and were like, Oh my God, like we have to put in basketball hoops now. I’m like, no, actually you don’t have to put in basketball hoops, but you can have a conversation around what made them ask for basketball hoops.
What was so important. About the basketball hoops and how can we find a different solution that might not cause damage to people’s cars from Renegade balls and liability insurance issues if someone were to slip and fall, you know, like how can we look at that differently?
Lane Clark-Bonk: Reflecting back to someone that you’re listening to them is not the same as giving them exactly what they asked for.
Tara Newman: Correct.
Lane Clark-Bonk: And. Of course. Sometimes it may mean giving someone directly what they asked for. That’s a possibility, but you can make someone feel heard, seen. You can evaluate again, like you said, about the basketball hoops where the request is coming from without being at the whim of every piece of feedback you get.
Tara Newman: Yeah, for sure. Yeah. All right, Lane. I think this is probably helpful. I hope so. If you want to hang out with lean, come join us in The BRAVE Society. You can listen to her sense of humor on monthly coffee chats and we hope to see you in there and we’ll catch on to see you in there for the merrier.
The more the merrier, the more the merrier, and we will catch you in the next episode. Bye.
Now, if this conversation was interesting to you and felt unique and a little different, I want you to do me a favor. I want you to take me up on my invitation to join The BRAVE Society. If you are a female, small business owner, this is likely your community. If you are resonating with this podcast and the things we are talking about over here because they are very much the essence of how we talk about things in The BRAVE Society.
The BRAVE Society was founded on three basic principles.
How can we come together and become a marketplace of business owners where we can do business together, where we can open doors for each other, where we can collaborate with like-minded, credible business owners.
2. Nobody should ever short change their leadership development.
I see too many times women spread thin making investments in their businesses as they grow and shortchanging their leadership development and I’m here to solve that problem. You can make the investments that you need to make and say your marketing or your branding or your website and develop yourself as a leader.
3. Stand at the pinnacle of our leadership.
John Maxwell talks a lot about in his work. He says that we’re the pinnacle of our leadership when we are a leader who develops leaders who develop leaders. And what I asked the women of The BRAVE Society to do is to take what they learn in The BRAVE Society and bring it into the world, into their communities, into their families, to their clients and their customers. And to really continue to develop more leaders on this planet.
If this sounds interesting to you, I want you to apply to join us today. Or you can come to find me on Instagram @thetaranewman and ask me any questions you need to about joining The BRAVE Society.
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Be sure to tune into the next episode to help you embrace your ambition and leave the grind behind.
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