Are you Empowering Differences?

Speaker A: This broadcast is brought to you by Integrity Staffing Solutions. At Integrity, we're passionate about connecting great talent with great companies across North America. For more information on how our custom flexible workforce solutions can help solve your biggest challenges, visit us online@integration staffing.com welcome back.

Speaker B: HR Lift offers. It's been a little bit. I'm so glad to have everybody back. I have an exciting guest today, uh, Ashley Brundage. Now, you're going to have to give me a minute to give you your flowers and appreciation for this. So hang on with me, folks. And don't feel bad. By the end of this, um, I mean, I openly did a little bit where I was like, I need to do more things like Ashley, to be honest. But she started her career as a means of survival, which we will get into. Fought discrimination, harassment, even homelessness as a part time associate. And then rose to National Vice President of diversity, um, and Inclusion in less than five years at a major financial services organization. Ashley now runs Empowering Differences, an organization founded on 10 empowering actions used by Ashley to overcome obstacles to advance her career. Um, there are so many accolades to name. Um, but just to name a few, and I even cut these down a little bit. Uh, but she was the Vice Chair of the National Board of Directors for glaad, past president of the Tampa Bay LGBT Chamber of Commerce, consulted for the White House and won an award for her DEI work from the Governor of Florida. So, Ashley, welcome to the show.

Speaker C: Oh, my gosh, I'm so thrilled to be here. Thank you.

Speaker B: I mean, you see White House and you just think, huh, huh, what have I been doing the past five years? You know, so very impressive.

Speaker C: You know, it was kind of a bummer because that happened during COVID so it wasn't like I actually got to go there to do that. So, like, we were on the White House zoom.

Speaker B: Well, you know, adhering to practices, this is safe and social distancing, but no less impressive. I mean, what do you do when you're like, you just. You zoom in. When you're zooming in and you're like, this is a White House zoom, do you get a little nervous or you're

Speaker C: like, no, no, you just come within power of it and you're excited and you're passionate and you have confidence and you think about what you can do to help other people.

Speaker B: I think I would be sitting there like, okay, do I. Okay, uh, do I look okay right now for this? And do I have everything that I need? But I can totally see you mastering this. So um, think folks at this point are like, okay, well, that is impressive. But can you tell us about kind of your beginning? You have such an amazing story.

Speaker C: Ah, thanks. I, um, I, I definitely overcame harassment, discrimination, and about a year and a half of homelessness, I had to figure out, really step one in the empowerment process is to know yourself. Uh, oftentimes we don't take enough time to take stock into who we are and how our existence is shaped in the world. And this all boils up to having emotional intelligence and how you connect with other people and other, you know, and people and organizations and, and thing and things that are happening in your community. All of these things are all connected to kind of really getting to know yourself and, and, and I say knowing yourself, but, uh, a lot of people think that, oh, well, yeah, I know who I am. That's pretty simple. I mean, I understand maybe you don't know who you are, Ashley. Uh, because I, of course, am a proud out woman of transgender experience. And while that's one of the differences I have, it's not the one that actually needed the most empowerment in my journey. It was my three hidden disabilities, it was my social, economic, class status, it was my navigating three different religion process. It was all of those things that were really, really impacting me much more than my gender empowerment. So this is why it's so important. And then sometimes on the same scale as you're navigating through what you're going through in life, we're all going through things that are, are, aren't, are difficult. I mean, if it was so easy, right, Everyone would, everyone would do it. Um, and when you're navigating these kinds of things, you may also realize that you already have a lot of empowerment for some of your differences as well. And those ones that have empowerment as an opportunity to drive empowerment for other people as well. So this is kind of like why I started down this path. It's how I got a job as a part time bank teller. And then it's also why at the same time I grew my career to being the DEI person in such a short period of time. It was because I was focusing on all the steps for driving empowerment, but also focusing on doing certain actions for certain differences that we have as humans.

Speaker B: Yeah. And folks, we're going to get into it more in a little bit. But I will say, after the first couple of conversations with Ashley and her explanations about intersectionality and different things that you can empower, and I even myself took an assessment and was like, what no, uh, I'm like, don't focus on the score, focus on the positives for this. But we are going to get into that a little bit more because her and I could probably talk about that for another hour and a half minimum. Um, but along the way, so from beginning to kind of current, do you think that you had the support that you needed? Did you have those that helped you, like good allies?

Speaker C: Oh, gosh, yeah. I mean, for me, I, I, I needed really just my two allies, Bryce and Blake. Um, they're my two teenagers, my two young men. Um, and, um, and you know, they're so, they're like growing up now. It's so neat. Seeing the fact that they're there and watching them gives me all the fuel to do all the stuff that I you, it's 100%. They're the whole reason that I'm alive. Like, it's that serious. And I know that sometimes we, you know, we say things like this and you know, and we kind of think, oh, you know, I'm there because of this person, but I'm for real here because of those two guys.

Speaker B: Uh, that's amazing. I can understand that completely. As much as I, you know, I have a teenage son, which I think a lot of our listeners know, and they usually hear stories about him as well, which I won't share a story about him today. I love him dearly, you know, but we're going through a, uh, you know, senior year itis so, But I still can't imagine not taking him into account. And he's still my biggest cheerleader.

Speaker C: Yeah, that's so awesome. I mean, I just, I, I love my, my two guys so much and would literally do anything for them.

Speaker B: So for going from, you know, vice president, banking institution, and then you've worked your way up clearly from a bank teller, which I love that. You know, I think a lot of folks listening just im imagine that even with your current journey, like working all

Speaker C: the way up, uh, part time.

Speaker B: Yeah, part time.

Speaker C: I had to first try to get full time hours. Right.

Speaker B: Well, that's the thing where I think, I mean, and folks, and we have listeners that clearly they um, you know, obviously have started in an hourly position. They might be currently working in an hourly position. And a lot of times life just, I think gets to you. So you think you can't figure out. You can't see the forest through the trees. Right? Like, what's the next step here? Um, so you start there and then vp, you know, I'm obviously summarizing, but Then what makes you think, like, I'm going to start this, I'm going to start empowering differences, the organization?

Speaker C: Yeah. So it was kind of interesting for me because I was kind of already doing the research that I needed to do to make my platform evidence based. Um, you know, it's not just what Ashley did. Right. It's what lots of people do. I sold 25,000 copies of my book in like 13 months. Um, and I had been building out resources to help people along the way. Um, so if you're listening today and you want to have a resource to help you, you can go right to empowering differences.com and you can click the self assessment tab and you can literally, um, download our 21 question empowerment self assessment questionnaire. Um, three of these 21 questions is what we leverage to create a global study, uh, across, uh, 28 countries in 17 languages of more than a thousand people. The thought was, was that if we could actually have some evidence based research on empowerment and why it's so important and then what people do to drive empowerment faster and how their differences are impacted, this would help this process. So I was kind of doing that behind the scenes as like, uh, a side hustle, because I know that we have some side hustle people right. Listening. And if you're doing a side hustle, you're thinking about publishing a book, you're thinking about publishing research, um, definitely you should reach out to me. I'm glad to give you best practices and share, uh, how to do that. But that was really the big part for me was navigating that because, uh, I want it so much more. I wanted to be the CEO and to be the CEO of PNC bank. That's a different career arc, not necessarily the career arc that I was on. Uh, so I needed to be the CEO of my own company and I needed to figure out a way to get there and be able to make it sustainable for me and my family.

Speaker B: Well, and I will say this, um, folks, and all of Ashley's information, including her book, including website organization, will be in the podcast notes too. Uh, but like I mentioned earlier, I was able to take an assessment. Um, and the first thing she said was, it will not take long. And I was like, okay, all right, great, you got me. Let's just try it.

Speaker C: 90, um, seconds.

Speaker B: 90 seconds. And when you, you can clearly see the qualitative aspect of how you're asking the question, like how you got to the questions, which I think a lot of folks, when they hear dei think like, are there Good studies. Like, is there good information out there? Like, how do you track this? How do you find out about it? I think it's the most concise assessment that I've seen to pinpoint, like, okay, what are future actions that you can take? Uh, which I think is exactly your point. With the empowerment steps, you know, and I was like, okay, you know, and with the empowerment steps and I mean, feel free to get into it a little bit if you want. It just, I literally went through and thought, okay, let me, let me try, and this is me, let me try and see if I can guess what this output might be. I wonder what this is going to say. And then when I got the results, I was like, not.

Speaker C: You're like, oh, crap. Yeah.

Speaker B: And I was like, crap. But I was like, well. And then I, you know, my initial inclination was like, should I try and argue these? And then I was like, but they're right, because I'm trying to argue these.

Speaker C: Yeah, that's what you answered. I mean, come on now. So basically for those that are listening, um, what we, what we're talking about is the, so there are the four empowerment steps. And as I mentioned, step one is all about knowing yourself. And the assessment for that is just open ended questions to get you thinking about the dialogue. So you can freaking know yourself. I mean, you can move on to help other people. Unless you've made sure that you know where you exist in this world and how empowerment is impacting your differences. Step two. Yes. What are you gonna say?

Speaker B: I was gonna say, I mean, and for those, and please, I encourage folks to take it. And when you see and you think that's not me, and then if you think the, the minute, the next second you're like, yeah, that's totally me.

Speaker C: So step two then is to know others. This is where you learn about the differences. And so our company actually helps to train around the 10 differences that are part of our research and also the 10 actions that people can do to impact the differences. Um, and then step three is to develop your strategy. And so in developing your strategy, this is of course where you need to know exactly which differences to empower in which setting and which actions to do for each of the differences. So that's our 92nd assessment. So there are technically two assessments. The 92nd one is of course the one that you're just going to basically pick a number and who doesn't like to pick a number, Right?

Speaker B: Very true, very true.

Speaker C: So you pick a number and on our rating scale for empowerment or disempowerment because those are two very real constructs that live in relation to your differences that you have as a human. And then once you do that, our algorithm will kick in and will provide you with a report that will help you to decipher exactly which differences and actions you should focus on for both yourself and for other people. Because empowerment is always moving. This is exactly why I try to stress this for organizations. If you really want to focus on dei, uh, and you really want, or you really want to focus on leadership development, or you really want to focus on transformational change, programming and culture building program for your people, well, you better start helping them foundationally understand empowerment as a construct. Because if you don't, then they're not going to really understand. If they're empowered already, then that means they should be giving that authority and power to other people. And if they're disempowered, this means that they need to be focusing more on self empowerment. And that's probably the biggest thing that our platform will teach people that foundational understanding of empowerment through actions. And of course that's the fourth and final step is the empowering actions. And so everybody gets top actions for self and they get top actions for other people.

Speaker B: So, and I want to say this, and you've answered a bunch of questions, I think, I mean already that I had, uh, which. And even in my own experience do you, I find that some organizations that we speak with are like, yes, we are diverse, diversity focused. Yes, we have a DEI program. You know, there's a head of dei and then it gets to okay, well what's the, what's the program? You know, and, and I mean this in the best way. There's not a lot of, I uh, would say nuts and bolts to the program where it's exactly what you're describing. And I'm sure that's what you're helping organizations with where it's like you said, check. I mean I've got the head of dei, uh, and check. We might be doing some surveys maybe, you know, um, check. Here's the hottest topic I would say, you know, in a DEI world. But then do you find that it kind of stops at that point and it's not intentional inertia? I just sometimes think it's just what it, what do you do next?

Speaker C: Yeah, well, I mean, I think the next always really depends on, on, you know, what, what your ultimate goal was in creating a program or, or asking people to volunteer for the program, which is usually much more common. Um, and, and when you've done that and you've gotten that champion. That's the, you know, that you're, you're LGBTQ person, you got your person of color, your black person, you have your women group and you. And you're doing all this and you're thinking, yeah, you know, we're gonna create programming and we're gonna have, and we're just gonna have them do it. Um, ultimately, what you're, you know, what. What is the goal, though? Why are you doing this? And I'm assuming that you're probably doing it to, you know, boost retention and lower, uh, turnover and increase profitability and, and those are all the great things that you're doing it for, then, you know, make a real investment. And if you're going to make a real investment and you're going to create a figurehead, now, you've also got some things to overcome as well, because not any one person can be all the things to all people in relation to dei. Uh, okay, because I hate to break it to you might have some people who are racist that work in your organization. Let me rephrase it. You probably have some people that are racist that work in your organization. I hate to break it to you, you also might have some people who are sexist. You might actually even have some women who practice misundry. I, uh, mean, I'm just telling you that at some point, on any end of any spectrum, you could have people who maybe aren't the best at creating an inclusive environment. And if you don't have a way of making your organizational culture acceptable to all people, then you're going to have to figure out a way to make it work for everyone. And this is very difficult work. This is why DEI will never go away.

Speaker B: Well, and so I think that's a relatively hot topic right, over the past couple of months, where it's like, what, you know, DEI in some organizations, which I will not name, uh, but are like, well, you know, I don't know if we do need to focus on dei and maybe it was just like something that, you know, it's understood. Uh, where. I think that's an interesting take, because it's not. No, we understand. But I think that's where it stops a lot.

Speaker C: Well, I think DEI currently, right now has a branding process problems.

Speaker B: You know what? That's a great point.

Speaker C: Yes, Branding and a marketing problem. And, and, you know, it's like, you know, the last line of my introduction, I won an award, one award for my DEI work from the current governor of Florida, MHM. Let's just, you know, you unpack that for a second. That. Do you know why I did that? Because I branded it and marketed a lot differently.

Speaker B: We could. If you want to bring up that, you're more than welcome.

Speaker C: I brand it and market DEI differently. Right. I mean, to where the point is that, uh, it's more focused on leadership because that's how leaders excel. They become better leaders. And if an opportunity to learn about the differences or an opportunity to impact other people, or an opportunity to mentor other people, or an opportunity. Wow. Opportunity is exactly what, how we actually create equity in organizations. So literally, you're doing DEI work all the time. You may just not be calling it dei. And I, I'm telling you right now, don't call it dei. Call it leadership. Literally call it leadership. And make sure you're intentional about who gets the opportunity for leadership. Make sure it's as many different people as possible. And then you've done that automatically without even having a DEI figurehead.

Speaker B: See? Solved. Check. You're not. They're not going to be able to do it without you. I'm going to tell you that right now. A lot of organizations, um, so. And I want to get to this and I want to make sure I do, because we had a conversation the last time about intersectionality. And I was like, I know what this means. And I was like. And then you started speaking and I was like, again, not what I thought it was going to be at all, but I was riveted and just kind of the idea and the approach that you take to that. Can you talk about that a little bit?

Speaker C: Yeah, well, I mean, I think that, um, all of things that we have, like I was saying earlier, I was mentioning that while most people are going to think, oh, yeah, she's, she's a trans woman, she probably has to overcome so much barriers in relation to her gender, but really, I'm the most freaking empowered person in relation to my gender. That's not an issue. Okay. Okay. This woman, she is all woman. She's very passionate about her senses of belonging as being a woman. Uh, and none of the other.

Speaker B: You've got it. That's. That's not the one.

Speaker C: Yeah, that's not the one. Right. So really, when people think about intersectionality, we don't always dive so deeply into our differences. And, and so the reason that, uh, our research states that the top 10 empowering differences is because these were the things that the thousand people we interviewed around the world were all telling us were really impacting their lived Experiences, their work experiences, um, and their relationships. I mean, literally all the things that we do as people where we interconnect our. Our. Our being in the world, all of those things are sometimes impacting by our differences. And we tend to go ahead of the curve and don't even. I mean, we just assume what we already know to be the issue potentially. But it could be something we're not even seeing. And this is why intersectionality really matters, is because I'm always going to have all the 10 differences. So I'm gonna walk on this street with the intersection of the two streets coming together. And every day it's, you know, I'm gonna get interaction from somebody else in the world, right? I'm gonna get a whistle or I'm gonna get a, uh, horn hawking, Right? And I have to wonder, okay, well, is this, you know, female? Is this, you know, is this my gender identity? Is this, uh, my sexual orientation being honked at? Right. I mean, all of these things, I always have to wonder which item it is. That is the item that's garnering a response from someone. You know, and this is that. This is the thing that when we're in intersection, we're all intersectional. That's the thing. But just like, we all have diversity, we all have dei, uh, we all have all of the ten differences. So when we start framing, it is. This is an everybody thing. This is, uh, the way of bringing in the fact that everybody realizes they have intersectionality. But oftentimes we don't always think about that. We think, oh, but that's just, you know, a person of color or minority group or somebody who has a disability. But it's way deeper than that. Yeah.

Speaker B: And I think folks are thinking like, no, in a very linear way. Like, I know myself. I know what's happening. So. But I. I will tell you if you read more, and I encourage folks to get, uh, your book as well. It's. And just read or listen. And the difference part, where if you and I consciously, I will tell you, after we spoke last about some of this, I was like, all right. Like, even going to the supermarket. And I'm like, oh, um, well, I assume that lady's cranky because she's, you know, of age or whichever. Like, you could see, like. Or they have a cat with them or something. You're like, oh, I've got that down. But I was like, m. Hold on. And I'm like, let me think about it the opposite way for a second. You know, and truthfully, where you're like, well, we're both shopping by ourselves. Like, we both have the list where I was like, all right. And so I had a weird internal narrative where I'm like, differences. And same. Where I wouldn't think that, you know, kind of in between. But we're all just kind of trying to do the same thing, you know, like, uh. Like that's where it is. Like, we're all just part of a bigger group. When you say. I think it's perfect. When you say, like, okay, everyone knows dei because it's. You're right. It's leadership, you know, and are you empowering people in their differences? Which is exactly your point. So let's talk about a little bit about recognition programs, because they're. Yeah. They're also one of my favorites. Uh, and I like, there's some good old standards, you know, so it's like an standard 50s or 60s ballad where I'm like, well, we could do a raffle, but that's not really.

Speaker C: Yeah. I have a really cool recognition program.

Speaker B: Recognition. I know. And then I was like, wait a second, what's Ashley doing? And I'm not expecting to give away this, you know, church and state and everything in between.

Speaker C: Ashley hosts the Voyage of Empowerment.

Speaker B: I did see that.

Speaker C: That's the recognition program of all recognition programs around the entire world. That. Uh. Because it connects countries or your employees.

Speaker B: Yeah. Not that I didn't feel little enough, but then I was like, my gosh. And I was like, I know.

Speaker C: Ship. Maybe there's someone we know at, ah, your company that. That can get you a ticket on the Voyage of Empowerment.

Speaker B: Hear me now, Alicia. Please feel free to elongate this part and just pause.

Speaker C: Yes.

Speaker B: And then we can.

Speaker C: But no, for real. I. I asked a few years ago, um, because this year we'll be celebrating the third anniversary of the Voyage of Empowerment. I decided to host an intersectionality based leadership conference on a cruise ship. Uh, because I haven't. I actually did a fam. On the cruise ship, which is like a familiarizing tour. And during COVID Ah. Or at the tail end of COVID And right when the cruise ship started sailing again. And because they were like, hey, we really would love you to book. Book a conference. And I was like, okay. Well, really, a conference on a cruise ship? I mean, it sounds kind of interesting, but, uh. All right, let's. Let's take a peek at what that would be like. And I admit the people on the cruise ship. And if you think you're passionate about dei, come and meet the people on a cruise ship who all come from different, uh, countries that maybe you've never even experienced their culture. So it's literally like a floating, operational cultural hotbed of different people from around the world, speaking different languages, teaching you different languages. Um, and then I curate specific attendees across leadership positions, across homelessness, across. You name it. It's so that way you can actually experience people's perspective from across the entire spectrum of the world. And if you thought you went to a leadership conference that was really powerful, try going to one where you don't know if someone is the executive or if they have zero money or if they have a lot of money. And literally, it's that. It is that powerful that you actually end up learning so much more from all the people, because you're literally kind of just watching on the. On the steps, wondering, okay, who's the next really powerful piece of person I'm going to meet? Because the attendees are curated that specifically for this event.

Speaker B: How in the world did you get the idea?

Speaker C: Well, actually, my. My meeting planner, Holly, she was like a little birdie on my shoulder, and she's like, like, you have got to have the empowering differences event. And I was like, okay. And she said, yeah, I know exactly where you should have it. And I was like, really? And so then that's when she invited me on the fam to go and see the cruise ship, and I went. And, um, and I was like, oh,

Speaker B: my gosh, I love everything about this.

Speaker C: I love everything about this. Well, because, you know, oftentimes we send our employees to a leadership conference and San Diego, and, you know, we put them in a hotel, we pay for the airfare, put them in the hotel, then we feed them, and it's like, you know, and then it's, like, out of control. All the different, you know, meals that they have to expense and whatnot. And, you know, for. For two grand, you can send someone on the voyage of empowerment. You only have to just fly them to Miami this year. And I'm giving you a little teaser just to tell you that you're not gonna have to go very far this year, because I can tell you it's

Speaker B: going to be in December.

Speaker C: It's not going to interfere with the holidays. Um, and, uh, for the.

Speaker B: Yeah, who doesn't love Miami in December?

Speaker C: I mean, it's going to be amazing. And, um, and your. Your people are going to be transformed. Like, just watch. Go to our YouTube page for empowering differences. Watch some of the testimonials, and you'll see how Powerful. Not only the attendees are, but their stories. That's how you actually create a record. You can create your own recognition program. Obviously you can do the same thing. Um, but you need to know how to drive empowerment for people. You need to be able to track it, you need to be able to measure it. These are all things that we do a part of the conference. So everybody gets keepsakes, they get takeaways, they get resources. Um, and we're measuring their empowerment at the beginning and at the end. So now we'll be able to provide the attendees, uh, are change impact report. So when your people come back to the office after being on a cruise, and I know that that's always the thing, it's like, oh, I can't send my employees on a cruise. Um, but really, if you think about it, you're just sending them on to a leadership conference that's all inclusive. So it literally is saving.

Speaker B: It's a floating conference.

Speaker C: Yeah, it's a floating conference. Yeah. But then they come back with tools, kits, measurements, the ability to say, hey, this is exactly how much we boosted our empowerment. These are the differences that we drove the most empowerment for. And I have to tell you, every year, we boost the empowering differences of social economic class the most, which is so powerful because it's actually, um, the second lowest empowering difference score from my research. And all the corporations, corporations and organizations that I work with, you know, because we're constantly measuring how empowered people are and social economic classes. This is, this is the second lowest, uh, of all the differences that we have as a human. And this is because, right. You know, a lot of organizations do a pay equity analysis. And if you are an HR leader and you do a pay equity analysis, that's fantastic. But at the end of the day, your people, and then you say, oh, by the way, we did a pay equity analysis and we. Oh, we fixed the glitch. Right? We fixed the glitch. We don't got to tell anybody else. We're good, you know, uh, buttoned up. But your people are saying, wait a minute, you did a pay equity analysis? No one, um, called me. No one interviewed me for this pay equity analysis. You didn't ask how many kids I have. Uh, you didn't ask, ask how many, how much generational wealth I come from. You didn't ask if I own my house, if I rent my house, how much, what zip code I live in, how far I have to transport, do I have a car, am I mass transiting? You didn't ask any of These questions for your pay equity analysis. And I have to tell you, at the end of the day, how can you actually know if your people will have an equitable pay if you don't know their circumstances?

Speaker B: Right. So you can't separate the pay equity from the life.

Speaker C: Right. And you. And to have true, real understanding of social economic class empowerment, you have to really get to the core of how people feel about their social economic class, which is exactly what our company does. We measure that for your people in 90 seconds in conjunction with the other nine empowering differences.

Speaker B: I mean, Ashley, I could talk to you for another four hours, honestly. All right, here's my last question.

Speaker C: Oh, snap. This is the last question.

Speaker B: This is the last question. I know. This is the last question. I ask everybody. This is the last question. Uh, what is the best piece of advice that you've ever received?

Speaker C: Oh, uh, wow. Uh, you know, I. I've received a lot of advice from a lot of people, and I feel like that you want me to narrow it down to one. This is so. Not a couple.

Speaker B: A couple. Two or three. Okay. Two or three. Okay.

Speaker C: Well, um, my first manager, if you're early, you're on time, you're on time. You're late, you're late, you're unacceptable. That was. That was really great, uh, for my first ever manager. Um, but I'd have to say, um, honestly, really, it was, um, just. It's a collection of a lot of different people who, you know, told me to just be me, me and to not really worry about what other people think or say. And I, um. I know we're trying to keep a really good rating on this, and sometimes I. I call it my. My give a crap O meter. Um, but you know what I really call it, for those of you that are listening right now? Um, it sometimes just has to break. It has to break because there are so many things that people can get emotionally enthralled with or upset about or. Or angry. Um, if you could just for a moment, just not care about the BS that exists in this world, you're going to be in a much different situation where you. You have so much more control of your passion, and that's where I want you to live every day is in that space.

Speaker B: That's wonderful advice. Yeah, that's beautiful.

Speaker C: There you go.

Speaker B: Oh, yeah. Well, and that's not, for me, that's heartfelt. That's the best advice anyway, so, Um,

Speaker C: I didn't pre script that advice.

Speaker B: You did not? You did not? No, it's. That's beautiful and you can tell that you live by that and that you're very passionate about what you do. Um, well, I can't thank you enough for being on here. And all of your information is going to be in the show notes, everything about your book, your bio, Empowering Differences where folks can get in touch with you if they would like to go on a floating conference for a great benefit, that will also be included too. Um, but we're going to have to have you back on because there's so much more to say. But I thank you for today.

Speaker C: Yeah, my pleasure. Thank you so much.

Speaker A: At, uh, Integrity, we believe opportunity is everything. We take an associate first approach because when our associates succeed, our clients succeed. Whatever your need, we're ready to support. We partner with clients large and small to deliver custom staffing solutions that provide the cost, service and scalability efficiencies you need to stay competitive. Learn more at integritystaffing. Com.