Being a Disruptor: Empowering Advisors Through Authenticity

Joanna Ehresman [00:00:10]:

Hi there. Thanks for joining us. I'm Joanna Ehresman. And I'm Leah Alter. And this is WomenShare, a marketing guide for women in financial services.

Leah Alter [00:00:19]:

We are so thrilled to have Lisa Gilbert joining us on Women's Share today. Lisa has built a decades-long career exclusively In the financial services industry, she's really done it all. She spent over a third of her time working directly in Successful wealth management practices, leading client service, and relationship management efforts. This experience sparked her passion for helping advisors best serve their clients and achieve their goals. She then spent the next 13 years in the home office of an independent Broker dealer and RIA, serving in roles in compliance, operations and learning development. Her comprehensive combination of experience working in advisory businesses and understanding the BD RIA ecosystem Uniquely positioned her for a leadership role in their consulting and practice management division, where she leveraged Sespro platform to codify and standardize the consulting process. After leaving that role, Lisa once, Again, returned to the wealth management side of the world, serving as an operation and investment expert in the four zero one k space. Like I said, she's done it all.

Leah Alter [00:01:33]:

However, it wasn't long before her path once again crossed with Actify, And she now is the strategic consultant helping many of the biggest firms in the financial services industry best drive Advisor engagement, retention, and growth. Lisa lives in Orlando, Florida with her husband, Trent, and her 2 adorable kids, Eleanor and Isaac. She is a talented and published makeup artist, although she says she's retired.

Lisa Gilbert [00:02:01]:

I am. A pot

Leah Alter [00:02:02]:

a potter head and a dis nerd. And I've had the pleasure of knowing and working with Lisa for the last 13 years. And if you remember my advice from episode 1, Not Your is not your monkeys. It was Lisa who said this to me. Our relationship has been many things. Many many things. Colleagues, She was my supervisor. And our relationship has changed and the dynamic has changed so many times over the years.

Leah Alter [00:02:30]:

But what hasn't changed is A love and a friendship and a respect, and I just appreciate her so so much. I'm so excited that you all are gonna get to meet her too. Thank you so much for being here.

Lisa Gilbert [00:02:45]:

Thank you. Make me sound old with all those years of experience.

Leah Alter [00:02:49]:

Well, I'm older than her too, so that makes you feel any better.

Joanna Ehresman [00:02:54]:

Well, Lisa, I like, your background fascinates me, And I'm so excited to hear from you because you you as Leah said, you've seen so many sides of the industry. So just Lay the groundwork for us. Like, what brought you to the industry, and what has kept you here? Tell us about your career in financial services.

Lisa Gilbert [00:03:12]:

What brought me was total accident, my brother. So when I started out, I was, when I started working back in my teen years and through, Almost 20 years old. I was in the skateboarding industry. So I could build you a complete deck, I could help you pick your trucks, deck, I was the best at doing grip tape and taking it off, I was fantastic at that, and I thought that I would go up through the business Side of skateboarding. Contrary to popular belief, it's not very lucrative in the skateboarding industry, and I was in junior college and my brother, This was in the late nineties, so my brother was finishing up his finance degree at SMU in Dallas, and so he was doing his college internship, And he was doing it for 3, a team of 3 brokers, and I intentionally used the word broker because back then advisory hadn't really taken off yet. So, it's still very much transactional business, and so my brother was cold calling and they were 3, you know, they weren't rookies in the bullpen and they weren't established advisors, so they're like just starting out, so they were sharing, an assistant or about to, and he knew I was, you know, kind of stalled in the Skate industry, shocking, and, so he suggested that my semester was nearing an end when I was going to during the day and suggested I just interview for this assistant position. I was like, what the heck, I'll do it. So I interviewed for the position, I ended up getting it.

Lisa Gilbert [00:04:42]:

Shocking, I had really no office experience, but I did get the job, but I had to wait to finish school. So, between the time I finished my semester and the time I actually started, there was an assistant from another branch. It was a big Big national warehouse, lots of branches everywhere. She had left her advisor and come over to the team that I was supposed to work with, And so I didn't really have a job, but they had already hired me. And so I showed up and I didn't really have that much to do, but there was an assistant that worked for the largest producing team in the Branch and she was pregnant and going on maternity leave in 2 months and so they're like, Well, I guess you can work here and then, you know, sit in for when she's on maternity leave and I was like, well, I guess I have to. So, I was sitting there 1st day or 2 of work And the lead advisor, the patriarchy of the the patriarch of the team, comes up to my desk barely introduces his name and says You will be registered by September, and it was July. So this was that old school mentality and and I'm not going to say his name because he's actually Truly a lovely man, but he scared the crap out of me at that moment. So, of course, I hit the books, started studying, I was licensed By September, and so that was 2 months, I did get my 7, and I started working for them and ended up staying even when she came back from maternity.

Lisa Gilbert [00:06:04]:

So I worked for 7 years with these advisers, but after 2 years working with them at the broker dealer, they transitioned to another broker dealer. And so it was in that role That I had experience picking up and taking advisers business from 1 custodian to another and all the stress on both the clients and the advisors and the staff, and had gone through that experience which will have Proven to be helpful for me in my later career in training and development. So I worked with them for a a total 7 years, and that was in Dallas, and I decided it was time to move to Austin. Why not? You're in Texas. Everyone moves to Austin. I did it a little bit before. All the Californians did it, so I'm gonna pull my hipster card on that one, but moved to, Austin and at that point I kind of I hit a fork in the road and I was like well maybe I'll leave the industry, maybe I'll do something else or, but Mark Dubey, who's, A good friend of mine from Dallas and he'd he'd been working at NFP, now Kestra, and I posted on Myspace at the time a bulletin that I was looking for a job. I was moving.

Lisa Gilbert [00:07:11]:

This is I'm aging myself and, he said come work at NFP and I applied there. The role that was open was a compliance role And, I it was pretty much fear that made me stay in the industry, and so I applied, I I need a paycheck, I didn't know to do. So I was, like, well, I'll apply there. And when I got in that role, again, this was still advisory was In in its adolescence, maybe not its infancy anymore, but NFP needed help with what what were they doing on their advisory Client side and having worked in one of those big broker dealers before and helping my advisor start that advisory process, the conversion from transactional to advisory, I was getting these exception reports that I would have to answer to in operations. So c shares and advisory accounts, concentrated cash positions, inactivity, Things like that, so I got that knowledge, brought it to NFP and was like, well, we could start monitoring these things, it's a place. And I had, so I built Excel spreadsheets, and I will say I, I called my dad almost every day on the phone, Dad, how do you write this formula? And my dad would literally be sitting on the TV, like, sitting on a couch watching TV and I could picture him, he closes his eyes and he can write formulas in his head, like, that's how smart he is. So I would just type in what he said and the point was work, so it created a very manual exception reporting process. So Worked in in compliance and that's where I started to really get a passion for it because At the time

Joanna Ehresman [00:08:44]:

Wait, wait, wait. Passion from compliance? Wait, wait. Okay.

Lisa Gilbert [00:08:47]:

Okay. That sounds weird. Sounds weird. No. But no. No. I love it though. And the reason is is I I really did like helping advisers and and many most of the advisers have all their clients best interests at heart and they just want to do what's right.

Lisa Gilbert [00:09:02]:

It's just the industry is constantly changing, regular regulatory industry is Constantly changing and they don't know what to do. An NFP does and still, and I will say, you know, Mike Pedlow, the Chief Compliance Officer over there, is So amazing at working with the business and compliance that, I mean, there's no more popular chief compliance officer, but he wasn't there yet. But we were starting that, that compliance mindset of being, not I wanna say too business friendly, but Being business understanding and, like, hey. Help us resolve this with you. We're not here to give you the hammer. We'll help help you resolve. And so I said Mike wasn't there yet. A position opened up because my boss, at the time, had left and so I really was trying to, get over my skis there and apply for this this VP position that I was in no way, prepared for yet.

Lisa Gilbert [00:09:53]:

So didn't get the job, went to Mike Pedlow, and rightly so. But in that interviewing process, I got to interview with a lot of the leadership at NFP, and I was essentially cherry picked out of my role in compliance and moved to training and development. And the reason for that is how do we correct the behavior? How do we move and not necessarily correct the behavior, but how do we teach best practices? And who better to do it than someone who has sat in those seats and done those roles? Because it's one thing to preach from the ivory tower, But it's another thing to lead from the front and actually have done it. So, built out their training and development group, that naturally spun into adviser education and practice consultant and practice management. Those 2, I think, go hand in hand, and we also partnered with the onboarding team to do advisor and staff onboarding education. Having gone through the onboarding experience, I did help them build That, again, that it that timeline of taking into consideration what actually happens in a transition and you can't force information in someone's brain when their hair is on fire during a transition for the 1st couple of weeks, especially if they're protocol. That's, spent 13 years, that's kind of a long 13 years at NFP and then Kestra went through that rebrand, had the utmost pleasure of working with Leah, who surprised me, you know, more than I think any colleague has surprised me in their career of what she was able to do and how she evolved, so you're amazing, but then left I left Kestra and went to work for one of their advisors in the 401k space Who I I love dearly, a fantastic person, but my path crossed with Aktify again and they asked me to come join them to help them Help the other broker dealers, the other people in, maybe consulting leadership roles build out their strategy and leverage the platform the best way they can, and Now I'm here. So, long winded.

Leah Alter [00:11:54]:

No, but I think it's, I think it's really A a great also story in terms of, like, you know, following a path that maybe you didn't know you were gonna follow. You know, I joke all the time with you about being such a natural leader, and I've had the opportunity to have you be a leader Of me and my career, and it it comes very naturally to you. So I am interested, About what you've learned in your career about being a good leader or a bad leader. Either way. I know you've had both 2. And specifically as a woman in the industry, has your approach to leadership evolved over the years?

Lisa Gilbert [00:12:39]:

Okay, well, thank you, you're too kind to me, but, I think like with with my leadership style and what I think that Is the underpinning of all great leaders and the lack of it is really the hallmark of bad leaders is trust. It is the foundation of everything and it differentiates you between a great leader and a bad one and I always Strive to be very high trust, and I think that starts with authenticity. I don't know how to pretend to be anything other than I am. I am a lot of things. I'm rough Around the edges, I am not someone that you want in earshot of your HR department. I am colorful. I have a lot of Four letter words in my vernacular and I'm trying to get better at that, but I am who I am and I think that I think that authenticity shows through. I think people can can, you know, sense fraud or someone pretending to be something they're not, so I think that serves me both well and it also has been a disservice to me at times, but it is what it is, And I think I'm very transparent and sometimes to a fault, but people know what I'm thinking, I'm direct, I will soften when I need to, but I don't try to sugarcoat anything.

Lisa Gilbert [00:13:57]:

I think also trust and I think it It shows through in some of my career path is I roll up my sleeves and I do the thing, right? I do the work and I don't feel like I can be an authentic or trustworthy leader if I'm not willing to do the work myself, and I lead from the front, And if I if I'm gonna ask you to do it, I'm gonna get in there and do it with you, especially if things go like, we're a small organization in Actifie. And there are absolutely, within my role, I have full authority to delegate, you know, configure this dashboard or do this, and I don't. I do it when I have the time because I just that's just what I think, that's what I do and I want to step in and do it myself. Has my style evolved, especially as a woman? Absolutely. I think I was much more in my younger years a bull in a china shop and I have I find that women are better listeners And I always ask Eleanor, when she's talking and talking and talking or having a problem or whatever, I always ask her, like, how many ears do you have? And she says 2, and I said how many mouths do you have? And she says 1. I said which one should you be using more? And, I think that applies to adults too and if you if you ever sit in a meeting, whether it's with a client or a prospective client or, you know, someone at a home office or, you know, executives or whoever, I always find that a lot of times, I'm not gonna say it's, along gender lines, but I feel like there's a lot of times people are fighting for airspace in the room, and they're trying to talk, And I felt like, when I was younger especially, that I had to speak up, and I had to, you know, have my go out on a high note Constanza moment or whatever. And I've found That most people give positive feedback on a meeting if they do the most talking and if they do the most speaking. So if you do more listening, and I feel like I try do that now.

Lisa Gilbert [00:15:50]:

Obviously, this podcast is not a great example. But if I am doing more listening, I can take in I can hear facts. I can get information that I might not have heard if I was speaking, they leave with the feeling that I've given good meaning and I have a lot more to take back and say, okay, next time I speak to them these are what I'm going to tell them their ideas inspired me to do or these are some things I think we could do to make your life easier And I think it's become a lot more effective and it gets people behind me a lot easier than if I'm just talking at them.

Leah Alter [00:16:21]:

Especially I'll just add this in too. Lisa's always the one that's gonna ask you the question that no one else is gonna ask in a meeting, and she gets that information because she's paying attention. I've been in many, many meetings with you over the years where I think everyone walked into a meeting thinking it was about one thing. And then the the question that no one thought of comes, and it takes us in a different direction. It's always super powerful And something I've I've learned from you over the years of how to apply in my my own career.

Lisa Gilbert [00:16:58]:

I think that's when the 1st time I was called a disruptor and that was when that wasn't really, like, the industry buzz term Yet, so I was kind of offended when the executive called me a disruptor, meetings it was just that, like, I can't and this serves me well sometimes and also probably causes anxiety other times is I can't think about just the step in front of me. My brain goes, well, what's the next one and the next one and the next one? And doing that critical thinking several steps down the line, again, sometimes that does Probably create anxiety, but other times that helps you think, you ask those questions that other people don't think of because you're not just thinking of the immediate answer. And so I think being quiet and having that time to think is also you're able to do that when you're not speaking.

Joanna Ehresman [00:17:50]:

You know, it's interesting. This is making me think because I would say, typically, women are encouraged, like, speak more, speak up. You know? Like, when We tend to take and so I love that you bring this perspective of someone who has had the opposite paradigm. And I also wonder, like, I wonder how often men are thinking about how much they're speaking or listening or not.

Leah Alter [00:18:11]:

Like, how, like, how you know, we

Lisa Gilbert [00:18:13]:

I don't wanna get in trouble. Okay. Yeah. I don't wanna get in trouble. I don't think that probably crosses their mind as as much and, you know, I'm I'm not telling any women don't speak up because I absolutely don't wanna be accused of saying that. It's, like, But when you speak up, mean it, speak up with assertiveness and don't just talk to talk. And and I would have I would do that in the past. And I sometimes just have to slow myself down by listening and frame up what I'm gonna say so that it is impactful or it is insightful or it does inspire the conversation to go in a different way instead of just, like I said, fighting for airspace.

Joanna Ehresman [00:18:50]:

Leah and I are both marketers. Right? So we spend a a good part of our careers helping advisers grow. Would love to hear, In your experience at Actify, like, what are you seeing? How are you helping institutions who are working with advisors who are seeking to grow?

Lisa Gilbert [00:19:06]:

Yeah. So from the if you're looking at the coach or an or a consultant or relationship Manager capacity where you're doing that 1 on 1 with an advisor. One of our tactics is work with the willing. Right? We have a concept of readiness, which is will, skill, capacity. So a lot of people are gonna say, if you said, you know, hey, who wants to grow in a room at a conference? Like, everyone's gonna raise their hand. I wanna grow. But if you ask the right questions and really get under the hood of the car, you're probably going to find out that some people just want to be on their boat on the weekends, or on the golf course at 3 o'clock, or, you know, helping out with kids school or whatever and they want to run a lifestyle practice, or they say they want to grow but they can't even open an account or an onboard and a client efficiently, and the last thing you want to do is fill that pipeline with a bunch of people that are going to have a negative client experience. So, I think helping them, and then, you know, from the From the institution side, they have limited headcount and resources.

Lisa Gilbert [00:20:05]:

You can't go hand to hand combat, 1 to 1, with every advisor, So you might have a team of 8, 10, you know, 20 people servicing anywhere from 200 to 16,000 advisors, And so you need to work with the people that are actually willing and ready to grow, and so we help with our assessments and our tools To, 1, uncover who those folks that are really ready to grow and have the will, skill, capacity to do so, and then once you find out Who's ready? It's what matters to them. Because you could go preaching your best practices and, okay, I've seen this a lot at every organization, not just the ones I've been at is, Okay, we're launching this technology, we've got to push this, and this is our initiative, and they wonder why at the end of the day it's not getting Adopted at the rate that they wanted to. Well, maybe it is within the circles of people that really need it, but maybe you're trying to push it on everybody and it's square peg round Pull or maybe they do need it, but they're not thinking that right now. So, helping them prioritize and meet the advisor where they're at by the advisor literally raising their hand and telling you, in writing, this is what's important to me, this is what I'm willing to do. Your conversations, Maybe it's a reach out, I see a lot of them they have to reach out proactively to advisors, your conversation is going to land a lot better if it's focused on what they want to talk about. So many advisors think, oh, the home office visit is just gonna come tell me what they their initiatives. Make it about them. The other play that we do is is that scale play.

Lisa Gilbert [00:21:37]:

Right? Everyone's talking about the scale play, what about those people that don't get our coverage model and we need to service all these other people from an advisor led So giving them the same tools that are maybe just advisor, like, could be consumed from SSO, from their their portal, Where the adviser could diagnose what they need to work on in their practice, or maybe if it's an, discipline specific Assessment or, you know, intake form or whatever it is, so that they can, Figure out what is important to the advisers and either match their resources, because that's another huge problem, is they have our firms are you know, all the firms in the industry have very Rich platform and resources that the advisers either don't know about or aren't utilizing. Mhmm. So, how can we match the problem with the solution and get it into the hands of the advisers when they need it. You can do that through our technology, either from a self serve or a, you know, employee to adviser experience. So, In a nutshell, that's how we're helping them and then, of course, we have a lot of custom bespoke solutions that That's a lot of part, part of my job is to talk to our clients and be like, okay, what you're paying and how can we solve it? Because we are very nimble, we're very Small, we can move very quickly. Our ultimate goal is to partner with their technology and become integrated and and feed them data to their native software, but, in the meantime, We can work a lot faster.

Leah Alter [00:23:02]:

So So if I'm an advisor listening to this, I'm like, oh, she gets to see all this behavior of advisers. Right? So I'm curious. Are there, commonalities or habits among advisors who are growing their business Yep. At a higher rate?

Lisa Gilbert [00:23:18]:

Yes. And I will say there's probably 3 things that jump out at me really quickly. The first one is how to plan. So I I I'm not going to Try to pronounce the name of the author, but he's the French, French guy that that wrote The Little Prince, and he was quoted saying a goal without a plan is just a wish. And to me that's something that I always think about because it's true, like, if you have a goal but you don't write it down, everyone heard about SMART goals, but then, okay, you've got your SMART goal, what are the underlying tasks to achieve the goal? What is the tactic? What are the strategies? How am I going to know if I'm on or off track? So have a plan and it be very specific on what your milestones are. It's not only for understanding whether you're on or off track, but it's for taking the wins. It works also for, you know, the home office, The institutions to take those wins and be that accountability partner for the advisor. And to that end, like, democratize and involve your team.

Lisa Gilbert [00:24:18]:

If you have a team of people that are rowing the boat with you, get them involved. So many advisors I see just kind of hold everything like, well, this is the the running the business, I've gotta do all of this. No. You don't. And, in fact, it's probably better if you don't because there are certain aspects of the business, of anybody running the business, that Somebody's just not gonna want to do and not gonna like, and there's someone else probably working with you or around you that would really enjoy doing that type of work. And also people get a huge sense of satisfaction from contributing to a goal and being part of the the bigger story. So involve your team and don't think that you have to you know, of course, where it's appropriate, but don't think that you have to do everything on your own and assign some of those tracks, those tasks out because people, like I said, they wanna help and they wanna be part of the success. And the third thing is look at your numbers, look at your data, And do it regularly.

Lisa Gilbert [00:25:14]:

I know I I the the the the toddlers kids have no shoes. The dentist kids have bad teeth. They're fantastic at telling their clients, you need to be looking at your your financials, you need to be sticking to your plan, you need to be doing all this stuff, but they're not doing it for themselves and their businesses. And their business and their practice is their number one asset in life. And, so, monitor your key metrics, at least quarterly. Know your client profitability. Know what your average client rates and if there are clients that are not profitable to you figure out how to off board them or have a junior producer or, You know, promote a staff person to an Associate Advisor or, you know, to another trusted advisor, you know, whatever the case may be and a lot of firms have small account solutions, Maybe that. So look at your data and know if you need to make pivot to make decisions.

Lisa Gilbert [00:26:05]:

So, you know, those are kind of my 3 things, is have a plan, involve your team, and look at your numbers, look at your data regularly. And if you don't know how how to to find your data, Like, reach out to your institution because they probably have financial metrics, and there's benchmarking, and There's guidance from investment news to really date or whatever that you can see where you're stacking up.

Joanna Ehresman [00:26:27]:

Mhmm. Yeah. Well, and your point of Just having like, baking that into your process. Like, what would you say of some of the top performing advisers, like, in a in a typical week? How much time are they spending on kind of that part of the business of analyzing their their data and looking at their growth and reviewing the plan? Like, I I believe, like, once you get into it, it it doesn't have to be this huge

Lisa Gilbert [00:26:52]:

It doesn't have to be that much. No. It's probably a couple hours a week if you've If you've done it for a while and that's, you know, a couple hours out of one day or 30 minutes A day or, you know, an hour a day, whatever, that's not that much time in the grand scheme of things to make sure that you're, you know, you're tracking and you're Performing the plan, but the beginning it could it could be quite an effort to stand it up, but then again, like a lot of these have the resources to help advisors do that and it's not that big of a lift. So raise your hand, like ask the question Mhmm. And see if they have those resources. But, I mean, I think it could probably only be, like, an an maybe couple hours a week.

Joanna Ehresman [00:27:35]:

Right. Right. And some of the top performing practices that I worked with, it's, like, they have it's their it's their Monday meeting. And to your point of bringing in your your team, right, Sharing the data broadly within your practice, being like, here's how we're doing, we're tracking, we're not in like Exactly. Doesn't all have to fall on the leader's shoulders. Right? It can be a collaborative effort, Which increases engagement and buy in and anyway. Yes.

Lisa Gilbert [00:27:57]:

Right. Exactly.

Joanna Ehresman [00:27:59]:

Yeah. Okay. So shifting gears a little bit. One of the questions we love to ask every guest is what is the best career advice you've ever received?

Lisa Gilbert [00:28:10]:

Okay, so, I'm gonna do it by decade I guess because I've had a lot. So the first one

Joanna Ehresman [00:28:16]:

By decade.

Lisa Gilbert [00:28:18]:

I'll do my 2nd. My 1st decade into my career, well this is actually pre this is pre financial services, so it was in the skate industry which is probably not Where you would think, like, nuggets of career wisdom would come from, but my manager at the time, Mike Beadle, said If you're early, you're on time. If you're on time, you're late. If you're late, you're history. And he said this to me, now maybe that was because I was a teenager working in retail and, like, teenagers notoriously late, I wasn't ever, but I think with that, and I still say it, I quote it, I quote it still in my job here at Actify, 30 years later, I think it shows respect of other people's time. My time is not more important than anybody else's time, So I don't care if it's meeting with people that are have titles higher than mine or lower than mine mine is not important than anybody else's and I try my best To be early, a minute or 2 early to every Zoom, sometimes I'm not and I get it, things happen, but I try to be on time if not early. Decade 2. So don't come with solution don't come with problems, come with solutions.

Lisa Gilbert [00:29:21]:

And I think this was right around that disruptor time. I think about this one all the time before I give my feedback or my opinions because I have a lot of them. I have a lot of opinions, But nobody wants someone to just come in and tell them that their baby's ugly. Come in with Okay, if this doesn't work for you and this doesn't make sense, what would? And even if your solution doesn't get chosen or it's not viable, That doesn't mean, you know, you still came with an idea and you didn't just lob crap over the fence and say, you know, here, this sucks, get over it. The third1, this is gonna sound a little bit harsh, but it's true. Nobody gives a shit about your career more than you. It's true, nor should they. And when the 1st person said this to me and I think, Leah, I probably said this you in 1 on 1 that we have many times and it's true.

Lisa Gilbert [00:30:14]:

I should not care more than Leah should about her career Or Joanna, you should you you have to care about it more than anyone else. I am not your mom and I'm not going to tell you what to do and pull you along, so Take ownership and care about it. Don't expect other people to hand you things or that you deserve the promotion because you've worked there 13 years. Right? Nobody's going to care like you do. And then finally, this is the one that I think is the most recent in this last, last couple years actually, Is define your values and live in alignment, live and work in alignment with those. And this is something That I've done, we actually do here at Actify, we work with the think to perform and we all have to do the values cards exercise. And even if you know pretty much what your values are maybe you don't have them boiled down to succinct one word responses, or maybe you can't articulate them very, easily, so this is a great way to write down, you know, your top 5 from a one word perspective, what are your top five values, and post those on a piece of paper. Post those where you can see them.

Lisa Gilbert [00:31:19]:

We have we have them in our, Success Pro for our own personal, development on our dashboards But, you know, number 1 is my number one value is family. Now, it wasn't that way 6 years ago before I had my children, So now my time is protected. Previously, I would be pretty much available 247 if you text me, if you email me, I would jump in my computer and and answer that email. But my organization now knows respectfully, like, of course if there's an issue I will do that, but, You know, 6 o'clock, I gotta feed my kids, bathe them. That's my time, my time with my kids. And so if you get out of alignment with your values, it's not gonna a good place. You're not gonna be performing your best and you're not gonna wanna stay there.

Leah Alter [00:32:05]:

Okay. I love all of those. I don't think I have a favorite. So thank you for sharing so many of this. This has been such an amazing conversation, Lisa, as I knew It would be thank you so much for being here. That is our show for today. If ours is a mission that you want to share in, please subscribe at whatever platform you get your podcast. And with that, I'm Leah Alter.

Joanna Ehresman [00:32:31]:

And I'm Joanna