31: Lara Williams on Creating a Runway to Freedom

Andrea Liebross |

www.andrealiebross.com |

Episode 31

Speaker1: [00:00:00] Hey, I have an amazing episode for you today. It is my client, Laura Williams and I, talking about how we've created what I love to call, although we really don't refer to it in our conversation. A runway to freedom. So a runway to freedom in any organization can. It can mean a lot of things. But in this case, they were feeling like things were kind of out of control. They were growing and they did not have a framework in place, although they did have a strategic plan, they did not have a framework in place that could handle the growth in terms of people in work and revenue and goals. So we put together this runway to freedom, which is really an operating system to help them bring back the excitement, energy, accountability and growth in their business. So sit down, buckle up and listen into my conversation with Lauren Williams.

Speaker2: [00:01:09] You are listening to the Time to level up podcast, I'm your host business life coach, Andrea Libros. I helped women in business commit to their own growth personally and professionally. Each week I'll bring you strategies to help you think clearly, gain confidence, make your time productive, turn every obstacle into an opportunity, and finally overcome the overwhelmed so that you can make money and manage life. Let's create a plan so you have a profitable business, successful career, and best of all, live with unapologetic ambition. Are you ready to drop the drama and figure out the how in order to reach your goals? You're in the right place. It's time to level up.

[00:01:58] Let's do this.

Speaker3: [00:02:05] Hello, my friends, welcome to the Time to Level Up podcast. I am excited today to have my friend and client Larry Williams with me and we have worked together for a while on lots of different things, lots of different things. And our work is continuing in other ways. Right. It's just going to keep going on in different ways. And I think her story in the role she plays and her organization actually two organizations, two different ones. It's very relatable to a lot of you listening whether or not your organization is two people or twenty or two hundred. The role she plays in that organization and what she had, what she's recognized as challenges and how we've worked together to solve them. These challenges that she has are similar. No matter what size business you have, it honestly doesn't matter. So without further ado, I'm just going to let her introduce herself. Thank you. Yeah. So I am Laura Williams. As Andrea said, I have lived here in Indianapolis for about 12 years. And before that I was out on the East Coast for about 20 years in Rhode Island. I've worked in community mental health for most of my career and sort of came out of that a little bit. But working behind the scenes in health care with the organization into care where I've been now for almost 11 years. So starting out as a quality improvement specialist and now I'm still so pretty excited about that and my journey with them.

Speaker3: [00:03:46] I'm also executive director of another organization called Allies of Indiana, which we started up in twenty twelve going into KERO as part of making that happen, which we do emotional CPR training across the state and actually help out getting it started and other places. We were really integral in starting CPR Canada. I love going up there and training with them. So if you can get across the border, those Canadians. Yeah I know I can't go back right now, so I see my Canadian friends. So so it's been great. A great journey. They've worked mainly in quality improvement for most of my career. But and I still do that here and here. We're a pretty small organization. I think we have. Twenty two employees with some subcontracted, so we're still under 30, but growing every day allies is completely voluntary. And so it's really to me and my board and some trainers that I have contracted. So it's their very different experiences for me. So I'm sure we can talk about that and what we're doing. But we're actually working with Andrea, with both organizations now. So I know. So fun, so funny. I didn't even know, like, I don't know how long we've been working together now more than two years. I had no idea that allies even existed until one month ago.

Speaker3: [00:05:09] Yeah. So you do what you did with intent here with allies now, like, what are you what are you talking about? And I didn't even know until one second ago. I had no idea you were from Rhode Island. So I knew I liked you. I want to. Yeah, I'm originally from California. I'm a California girl, so I can do that. Right. So tell us what you care does, because this is a hard concept, I think, for some people to understand. I think I mean, one of the better ways to describe it is like an administrative support organization, like we do all the behind the scenes kind of work so folks can do the front line work. We take care of all of the messy stuff you don't want to do. So one of the main things we do is called credentialing and enrollment. So the best way to describe it is when you go to the doctor and they take your insurance, we connect your doctors with the insurance company so they can get paid so that the insurance companies all have different forms, different things they want. And so we do that for all a bunch of organizations behind the scenes. So the doctors can do the doctoring or the health care providers to provide for the health care will be complicated every day. So we also, because we are not a not for profit, actually, both organizations are not for profit.

Speaker3: [00:06:32] And a lot of the organizations we serve our community mental health centers who are not for profits or federally qualified health centers where they take, you know, a lot of Medicaid and Medicare and those types of things. So we specialize in doing all that with those organizations. And then we have France, we hold grants and then subcontract out services. So the direct care. So case management for a veterans program. So homeless veterans and those at risk of homelessness, we have a grant with the VA for that answer. Four hundred veteran families every year either helping them get off the street or maintain their housing. And that's a pretty exciting grant that we have. And then we do like a federal mental health funds recovery program, which is a lot of words. But really for those doctors and health care organizations that are helping people get on Medicaid, we help all the time they spend doing that. They can't bail for us. So there's a program through the federal government that we work with the state on to reclaim dollars back to those organizations. So it really helps them with their operating costs and keeping being able to see all those kinds of patients. So, yeah, so into care has their hands and a lot of different things is what I've learned over the last few years.

Speaker3: [00:07:53] It's that it's not always clean cut and well, it seems like you want to stay in your wheelhouse, right. You want to status. These are all that we have, I guess, a few little spokes on our wheel that we specialize in. 18 wheeler has that about an 18 wheeler. So when I walked into that boardroom a few years ago. Tell me what what did Kim what in your brain, what it can bring me in to do, and now what have I now what do we do about it? I think just trying to help us figure out how to be better at who we are and what we do and giving us some tools to better this situation we're in. We were Kim came on board as our CEO five years ago and she walked into a mess. I'll just say that maybe we should added that. I don't know. I don't know. But she really started turning the organization around and we really started looking at who we were. Our focus was she really started marketing and growing that credentialing and enrollment business hugely. We were growing like by 50 percent every year. So, yeah, I think what I remember is that you're kind of growing out of your the container you were in. It was too small. Right. And so you kind of had to grow and that when you were kind of growing faster than you could keep up.

Speaker3: [00:09:18] Absolutely. Right. Right. Yeah. And then you did have you still do. But now it's an organization with kind of some young talent in it, we'll call it. Right. So helping. People become leaders. I think that was actually one of the things that Kim had in her brain helping people become leaders, but we quickly realized that who were they leading and how are they supposed to lead and manage was part of the issue. Like we couldn't even create the leaders until we cleaned up what was underneath them? Yeah, and I think it was creating some cohesiveness and trust within the team itself. Yes, because when we talk about those different books of business that we have, like folks are interacting daily, you know, that we're all working toward the same goal in the same mission and organization. So helping people just be a more cohesive team and sharing and learning how to share management woes that we all experience. Yeah, yeah. It's great because because even though that organization has 18 wheels, if we want to like everybody was experiencing the same type of growing pains right. On their wheel. Right. Right. So it was the same. They were kind of the same things. And you and Kim and Sam, who's does all of this, he officially the CFO, not really the CFO, but he's our main finance column. Like the finance.

Speaker3: [00:10:45] You guys are trying to keep it all together, like all of those pieces together. And it was really I mean, and with the credit enrollment, it's like go start marketing. And it's like, oh, my gosh, we just the onslaught of new customers, new customers, new customers and really trying. We didn't quite understand, like not that we we knew how to do it, but the business, but how to bring on new staff, find new talent in that field like we had a really good person who is paying a small portion of business. But then you've got to grow and bring other people on. And how to do that best where we we we stumbled for quite a while. OK, so then we were stumbling around and then what happened then what did we decide to do. Somehow I don't remember the conversation. All I remember, as you said, read this book traction and I said, OK. And I went in and ordered it for everyone and started handing them out. And of course I read it in like two days or something. It was like, oh my gosh, this is exactly what we've been looking for, some framework to help us because we kept we didn't we didn't really feel like we had a clear path to to get to where we wanted to go. We knew where we wanted to go, but it was like there was a big canyon between us and yes, dump that 18 wheeler over there, anything.

Speaker3: [00:12:05] Right. And the framework was missing. Right. And it took us a little bit to identify that there was no framework because on paper it kind of looked like things were organized in a way. Right. But really, when it came down to making decisions, OK, that was something that was happening. Like the decisions were getting stuck. There was bottlenecks of decisions. There was a bottleneck in terms of how to keep up with growth. There was a bottleneck in managing people. So even though on paper it might look like everything was together, it really wasn't. So for my listeners out there, if you're not familiar with this book called Traction by Wickman, I suggest that you gather up your own personal copy or listen to it or both. And one has a theory and a kind of a framework which he's developed called the entrepreneurial operating system r e. S and I have become super familiar with it. And I thought, hey, this is a tool that into care could use. And after I read the book, like she said, she was like, yes, so we got to work putting it into place. And that was the process. It was. And we stumbled there to a little I think we were we were like, oh, we read the book. And like, OK, well.

Speaker3: [00:13:24] Let's try and implement this ourselves, and I try to lead a couple of meetings, and I was just it was so uncomfortable and so like to try to lead and then also elicit responses from people and having people be open and honest. And because you need that discourse, you need to talk about it or else you're you don't want people either. Just saying, OK, go ahead, do what you in agreeing you want that dialog. So when we brought Andrea and to leave those meetings and it made all the difference and starting from reevaluating what our core focus is or some people would have it as a mission statement, we've also in the past called it our noble purpose. So but we use our focus now and some core values. We really evaluated those. And I'm really glad we spent the time doing that, because that's really defining how we hire people now, how we look at the staff. It's like you can teach skills, but you can't teach values. So so I think I've noticed now that I've gone into, I don't know, a dozen organizations now and implemented this. And everybody always says to me, we already have a court, we already have a mission statement. We already have a vision like where you got that, which is true like ninety nine point nine percent of organizations have it. But I always say, hey, wait, let's go relook at that, because when you really look at that, that those values are what are guiding, like you said, the hiring.

Speaker3: [00:14:51] Right. And you've got to get mail that so that in a different way, you've got to really think about it in a different way as values that are not just for the external world, but values for your internal world as well. And I mean, it creates your your culture is based on that, too. And that's always I'm working on culture, culture, culture, especially what's happened over the last year with the pandemic. And, yeah, really defining our culture and keeping people connected is really hard, remote. It is really hard. It is really hard. And I think that kind of that corporate culture phrase is rampant for rightly so, because it is super important. And I going back to facilitating the discussions, it is hard for organizations to have honest and open discussions about things that are about anything, honestly, but it is hard to have those discussions. And I think what I've noticed is that when everybody on the leadership team or the management team, whoever is involved in this process, can just be a participant. Versus the facilitator or the scribe, it changes the whole dynamic. It really does, because it levels the field for everyone. And I mean, it's also bringing your your CEO really role modeling like that. We're all on the same level, like I want to hear from you really.

Speaker3: [00:16:25] And that having someone else be that versus calling people out when you're in a more a higher position like, hey, what do you think with Andrea doing the the questioning where we're all on the same level? Yeah, yeah. And I'm calling the people out and but everybody has actually it gives everybody an equal voice. It does. Everybody is so different to. Right. Yeah I, I feel that. I feel so OK. So we went through this process, we created the operating system and just to our listeners, what that really entailed, the way we did it and then we have been really doing the most organizations is there are I think, nine sections of this operating system. And so we had nine ninety minute ish meetings. We did all resume because it was all done covid where we just tackled one section of a meeting and then that allowed for there to be clear thinking about each individual section and really give them equal importance and equal time. And it also allowed then everybody to reflect a little bit before we went on to the next section. Now, one of the keys was not having too much time in between meetings in between sections. Right. Creating the section. But that was the process. So that was kind of our initial process. And that went all the way from four or five core focus and vision down to what one calls rocks.

Speaker3: [00:17:59] And that terms used a lot in the business. World rocks are kind of like quarterly goals and issues. We have the same issues list. We also even created what they call a score card, which are kind of like the key numbers that you could look at. The analogy is if you are on a desert island and wanted to have a quick look at your business and figure out the health of the business, you could look at the scorecard and quickly figure that out. But actually, that's a really good discussion. No, we did the scorecard and then we had to do it again. Yes, we very good. Because you want to check it out, like, are these the key things we need to look at? And they're going to change as your business change, as you grow and you get things under your belt, maybe you don't need to work on that so much and know what that number is anymore. So you figure out like what's valuable and what's not and then implementing even teams within the organization. So we're working on that right now and and getting those right, although a lot that's challenging, too. So tell me about the like in terms of setting the five. And we did a five year goal in a three year goal, one year goal, and then we did the quarterly rocks.

Speaker3: [00:19:06] How has that impacted the flow of work that's going on? Actually, this is kind of high level work, too. This is more about the high level thinking than the day to day stuff. Has that impacted or is it made things easier? What have you noticed? I guess? Yeah, I would say it makes things easier. Like you like, you know, there's a plan like there's a to what's going on, you know, where you're going especially I mean, I say the most important piece are the rocks because you know what you're doing for the next 90 days and where your focus is and what's the most important thing to do right now so you don't get distracted by a bunch of other things. I think we've made the mistake of having too many rocks because then everything only gets partially done instead of we do a couple of things and do them right and do them well. Right. So we're learning these lessons. You think you have super powers that other people don't, which isn't necessarily true. So really interesting. I mean, it's it's it's rewarding to be able to put like done on those rocks. Yes. Even I mean, most even during the last year or so, we said our one year goals around this time. So June of last year and we've met most of them, even despite what was going on in the world and artwork.

Speaker3: [00:20:28] That's still true because it has been a year. Right. And you have one year goals, are there? I think what did we get like nine out of ten were completed high. We didn't we didn't grow. But I don't think a lot where we're not in e commerce business now. Right. Despite what was happening in the world. And if you think back like in June of twenty twenty when we were doing that, I mean, we didn't know anything. We were and we have to be fully back in the summer. Everything's going to be great. So we just kept moving forward. We did great last year. And I think part of that is really putting the plan in place. Feeling comfortable with it? I think it takes a good year to start to get comfortable with it and you get excited about it. We used to do a strategic plan the old way that I tell people like what was what's different about your old strategic plan? And this how did it feel different over the course of a year? Because really these things are usually your long things. I think you're really I like that you're looking out where do you want to be in five years and then and stepping it back and bringing these more attainable one year goals into play and then breaking them down versus like we used to what is our goals and setting all these objectives? And I mean, it was just huge and insurmountable.

Speaker3: [00:21:48] And we never met any of it because we didn't want to look at it, you know, and and now we look at it all the time because we meet weekly. We've changed our meeting structure even I mean, our meetings are so much more meaningful now, one because of that. But you also had me read death by meeting to so much being those meetings, watching them together, write together. I mean, we felt like we just had to I keep telling myself I don't have to keep doing it the old way. And I find myself doing things and I'm like, oh, my gosh, I can't get rid of all this paper. Like, don't need to keep things in triplicate anymore. Is it something now? So it's really it frees you up because it gives you a real focused plan that, you know, like is not overwhelming. You don't mind looking at it, you don't mind keeping on track with it. I think one of the things we check in weekly on our leadership team is like, if you don't have an update that this week I have, I feel like I keep reminding them it's OK because, yes, it's not a weekly challenge. It's just it's a 90 day sort of plan. So if you don't have anything this week, that's fine. That's fine.

Speaker2: [00:23:02] Hey, do you find yourself telling yourself to just focus, to make a decision and stop spinning, to not do what other people want you to do, do what you want to do? And do you wonder why that little voice in the back of your head is so loud? So what if you could wake up every morning and have clean and crystal clear thoughts to be focused, to do and to accomplish what you want to do? Join us for the five days of clear and clean thinking challenge. We start June twenty first. Each day that week you'll receive both an emailed guide and a live coaching on exactly how to create clear and clean thinking and start your day with an intentional direction. We'll put tools in your toolbox that can carry you beyond the five days and the best part, it's free. So head to Andrea Libros Backslash Challenge to enroll now that's an r e a l i e b our O.S.S. dot com backslash challenge to be part of the five days of clear and clean thinking system.

Speaker3: [00:24:16] So you are doing your day to day, right? You're doing day to day. But what it does is it does keep those higher level kind of issues that are really going to move, that we go down the road like it keeps them on the dashboard. Absolutely. Yeah. There's a lot more accountability by using this sort of system, I guess, because needing structure, it's like there's two dos for everyone every week and everyone's coming back and reviewing them. So we implemented those at all different levels even are one to one meetings with our our staff, so our managers. So we're having them do that. OK, so let's switch gears a little bit. Tell me about the staff, because we have spent many meetings discussing so so it's an indicator there's this there's a leadership team. There's kind of like been a management team, in a sense. Right. Which we did in creating out of doing this and realizing we all met with their managers all together. And then we broke out the leadership because we were the only ones talking, doing these tasks and like, OK, we don't need to meet with everyone, everyone in those meetings. So. Right. So now they've got the leadership team and now they have a management team, which used to be all one thing together, which wasn't very efficient and efficient use of time, ignore the management team, necessarily have the decision making power that you had. But let's talk about that management team. And then there are people that they're managing because herein lies something that is completely your I know you specifically because you also wear your human resources hat you use.

Speaker3: [00:25:55] You have really changed the way you're looking at that. Yeah, I think I mean, one of the things we're putting together and this is what like what they call the accountability chart, which really defines like what is each role doing more specifically and at different levels. So you've got your leadership, your management and then what, like all of the staff are doing below those and what roles they play and what are the four or five key things that position is doing for the organization and how it fits in. So working with the team to really help them like each person to define that, I think really teaching the managers how to manage, you know, and work with folks and how to do that. It's important to check in and do meetings. And I mean, we met some real resistance with some folks and like, oh, they can just call me any time. Well, anyone working virtually knows if you're working, virtually can't. You're not just popping into someone's office to ask a quick question. I always I always feel like I'm bugging someone. So you not having that key time for staff to spend and be able to know that you care, that you want to help them grow, that you want to help them do about do a good job and give them praise, give them feedback. All those things we all need was kind of missing, you know, and helping people to really figure out how to structure those meetings and work with staff.

Speaker3: [00:27:24] You know, we started using our values really to look at our hiring process and assessing them on the values when we're doing the interviews. And for the most part, it's worked great. And I think that, you know, there are a couple who slipped through. And you you realize that I think any, you know, managing staff is the hardest part of any job. So it is. It is. And I think you've gotten a lot clearer on who you want your staff to be by having those values written out, also by having that meeting structure, helping them have a different type of meeting structure. And if people can't really. Here to that type of thing, and they can't create those consistent check ins or they are always sort of falling off track and getting off track because they're getting interrupted. That's not good either. So I've noticed that you really use that tool effectively. The other thing that I thought about as you were talking is that accountability. So I've noticed that no matter what size of an organization, even if it's two people, there's all different. There's so many things that need to happen in order to run a business. And if you take some time to list out all the things from who is ordering the Diet Coke to who is going to the board of directors meeting.

Speaker3: [00:28:48] Right. And all that goes into ordered Diet Coke and planning for the board of directors meeting. Right. If you take time to list that all out and decide who's going to be accountable and in some businesses, at subcontractors, some businesses, it's just all you. But it gives you a sense of what where overlap is happening because you had a lot of overlap, like a lot of people doing the same thing. Yeah. For a while. Yeah, right. And really, I mean, because we are a smaller organization, we do like I wear many hats and director of Quality Improvement, H.R., oversee the I.T., all this stuff that. Yes, you do. Yes. So and figuring out what everyone's role is and what what we want them to do and makes it clear and using that we use this as an opportunity for our future growth and what that's going to look like. So staff know like there is there's growth opportunities for them as well, that while that's true. Yeah. All right. So we work on this, too. I forgot about this piece, but showing the staff that there is a path of growth within the organization for them that's been important to to retain them. Yeah. Yeah. To say like here's I mean, and one of the things with all of this is being very open about here's where we are, here's our plan and sharing that with them, and here's where we want to go. And here's what opportunities will be there when we get there.

Speaker3: [00:30:24] So that you may be just a representative now, but we're going to need more managers. We're going to need a director at that level. So so this is given not only a framework to how to run the business, but it's also given a framework to individuals in terms of seeing the path to their own growth. Important, right. Because you think there's not a lot of opportunity and a little company, but a little company that wants to double its size in five years is totally different. Right. And then everybody's working like you've been super honest, like here. Here's where we want to be in five years. It's on the table. And if we want to do this, we're going to need you and you're going to play a role in this so that everybody is getting on the same page. Right. And moving in the same direction and hopefully getting excited about it, too. We can share them so that this is what we've accomplished. This is what we've done this quarter. Here's where we're going next year, that kind of stuff. So. So in terms of how this is going to apply then to allies of Indiana, which is a very small organization, tell me what your thoughts were there, because, again, I did not even know this existed idea because it was it was everything was smooth. Everything was fine. We had a grant with the state to do emotional CPR trainings for five years. So we just sort of chugged along like I don't it's not my full time job at all.

Speaker3: [00:31:58] Like, you know, I'm a mostly volunteer my time, as do some other folks. And then it's contracted folks who get paid out of that grant. So we were tagging along and then I got a love letter in February saying the grant was going to end. And I'm like, OK, change gears, because while we've done well and we're in a good place, we need to figure out now. All right. Let's go to pay for training model. Right. Some other grants, find some other funding opportunities. It's an international program. People pay for it. Other places we can do this, too. But I can't start really applying for anything until I have a clear. We haven't had a strategic plan. We've had a mission and all of that, but we've changed it in your head. Your plan, your strategic plan has been in your head. Right. But we've changed to your strategic plan was just just keep doing the grant. That was that was sort of it. We weren't really applying for anything else. I've had ideas of wanting to add other trainings, which we're working on now and expanding our our scope and reach of what we do. But I was like, I need I need help. And I don't, again, like learning the lessons that I'm not the one to implement and leave this. I need I need someone to come in. So we've asked you to come and lead a few of us on board members and myself through the process.

Speaker3: [00:33:29] OK, this is going to be fun because this is a whole different kind of challenge, but yet any organization needs a framework from which to operate. Who cares how big or small it is? It's so true. So true. And I think what's been interesting in this example, even though we haven't really gotten too far into it, is that. In order to change something, you've got to know what you're changing from in a way like there's no in order for you to go search for new opportunity, there are new grants. You've got to have a home base rate. And the home base less far has been working. But it's all kind of just been either in your head or it's just been kind of chugging along without a map. There's no map, right? It's all in my head for sure. It's all in your head. So we're going to create this map, which is going to, I think, make you way more attractive for grant opportunities. And it will just make us more focused in knowing who we are and what we write in those grant opportunities and true funding ourselves, even for the opportunities for organizations to pay us to come in and do these awesome trainings. We do. So you do do awesome training because I was looking at some watching spying on you. OK, so if someone out there is thinking about what do you think some thoughts might be that or going through someone's head who really do need to implement something like this, what do you think they might be thinking right now as they're listening to us like they're having the thought? Oh, my gosh.

Speaker3: [00:35:08] This is what are they feeling or what are they thinking? What do you think? I think, well, there's the sense of overwhelm and excitement at the same time, so I think kind of getting a handle on what even we're talking about and reading the book is an important thing. But knowing like with anything as human beings, we need support and having someone who kind of gets it when you're too deep in it, you need someone outside to help you weed through. All of that is super helpful. I mean, we couldn't have we wouldn't be who we are and where we are without what you've done with us. So it's been so fun. It's been great. I think we would still be trying to you know, we'd be turning around in circles and bumping into each other still. So, yeah, I think that I see that people are overwhelmed by how to move forward and but yet they have this burning desire or that excitement that they know that this could be better and it could be more. Yeah, right. I mean, things can change. I have no idea how exciting it could be until I started. You were like, read this book. And I was like, OK, and. And what's so interesting, too, is that when we start, everybody is super excited, then as we get into it, it's work.

Speaker3: [00:36:28] It's like we're kind of trudging through the mud in the middle. It's not so fun necessarily. But at the end, oh, we have a whole new outlook on life or work. Is your day to day just how you operate? So it's truly helped us to just be better people, to be a better organization, help our staff have a better work experience. So it's like all levels change, be better leaders, be better leaders in general. Yeah. So if you're listening out there and you see that your organization could benefit from having a kind of new lease on life, so to speak, a new framework from which to operate, you're tired of wondering who's supposed to be doing what or why people aren't doing what they're doing or what direction you should be moving in or the strategic plan that was, like you said, just nothing gets done on the strategic plan. It sits in a drawer and collects dust or it gets lost in a cloud somewhere. Right. And you want to be able to make progress in an efficient and effective way so that you can achieve the goals and something that was actually even fun. What are the goals? Right. What are we going to go that? What are our goals? We spent hours talking about that. So having someone help you really facilitate it all so that your brain can be in it to that you're not just making you're not the scribe and you're not the agenda pusher.

Speaker3: [00:38:11] Your brain can be in it, too. I think that that's a benefit of having someone else come in and help you do it. It's what I've noticed in the organizations I've worked with. Yeah, this has been so fun. I so appreciate it. No, it's fun to reflect on how far we've come and when we did a couple of weeks ago. Go back and look at those when your goals. Dun dun dun dun. That was so that was like, oh, look at that. I know it's very exciting to have to be able to do that and keep looking and kind of like what's for next year. If I think it's like a working document, it's not a it's not a dead document. It is a live working document. You change it at least every quarter. We're making changes and looking at does it still make sense? So and then what's the new what are the new rocks for the quarter? So. Yeah, so it's fun. It's just fun. All right. So if you are a health care provider out there and you don't like doing all of that stuff in your organization, you might need it. Or if you want to bring mental health training CPR into your organization to help you to her contact info is going to be in the show notes if you want to get in touch. But I appreciate having you here. It has been super fun and I look forward to seeing what's happening in the next year. Thank you.

Speaker1: [00:39:43] So wasn't that interesting that Lara took her organization from feeling overwhelmed and kind of out of control in terms of framework management people decisions? And made it into something that she is excited about and is an organization that is reaching all of their goals just by creating a new framework, I call this process the runway to freedom, because now they feel the need not only feel, but they have the confidence that the organization can run efficiently, even if one person is not there and everybody knows what they're responsible for. And there's no need to really baby sit anymore. Like people don't have to be reporting in every week, they're going to get done what they need to get done. So if this is something that you would love to have happen in your organization, this is something that I love doing, creating that runway to free them, creating excitement. So reach out, head to my website. Let's schedule a time to talk about creating a runway to freedom in your organization, regardless of size. All right, my friends, until next week, remember, it is always time

Speaker2: [00:41:05] To level up and change the game. See you next week. Thanks for tuning in to today's show, if you're ready to commit to personal and professional growth, move forward, make money and manage life. Head to Andrea Libros Dotcom that's and DARPA l i e b r o. S s dot com to find out about the ways we can work together until next time. Go level on.