Episode Transcript
[00:00:00] Speaker A: Foreign Hi, I'm Vicki Wright Hamilton, and welcome to Ignite. Are you ready to spark your passion and fuel your leadership journey? This is where ambition meets action and the transformation begins. Let's light the fire and keep it burning. Today I'm excited to share with you a previous interview that I had done around thought leadership with PI Isis. We're going to go to that clip right now and I want to ask you just to listen to some of the things that we're discussing around thought leadership.
[00:01:02] Speaker B: I am so happy today to have with us as our guest, Pie Isis. And she's going to talk about her company, which I am extremely interested in learning more about. And then we'll talk about her challenge.
[00:01:16] Speaker A: She'D like to discuss.
[00:01:18] Speaker B: Welcome, Pie.
[00:01:19] Speaker C: Thank you, Vicki. I'm so happy to be here.
[00:01:21] Speaker B: I'm so glad you are here. Thank you so much for coming.
[00:01:24] Speaker C: Absolutely.
[00:01:25] Speaker B: Would you share with the audience a little bit about your business?
[00:01:28] Speaker C: Sure. The company is called PS314, and I like to refer to it as a matchmaking agency for social change. So I started this company because I needed it. I was looking for a solution for myself as an impact producer working on a documentary film. I knew that it had a lot of power behind it. The story could really help people, educate them more about race in America. And at the same time, I had to think about it actually doing well, right? Making money, having a distribution partnership. And so I was basically looking for a company that could help me do good and do well at the same time. And so oftentimes we think about nonprofits being in the world of doing goods exclusively, and then we think about the for profit arenas really being the ones who are doing well financially. But I'm a believer that you actually can do both and you can do them well. And so that's what my company does. It really supports as many social justice leaders as possible. Any individual who's working towards equity in this world, we want to empower them and build their capacity.
[00:02:29] Speaker B: Well, I want to learn more about that. Let me ask you a question.
As you talked about an impact producer, tell our audience what is an impact producer?
[00:02:39] Speaker C: So an impact producer is really about identifying what the story is within a film, within any type of a project. But I was primarily focused on film work. And what you're thinking about is how this particular film or story can be helpful in some way in the world you want to think about social good. So from my vantage point, I'm always thinking about equity. I mean, the world that we are living in right now as we know, is inequitable, meaning that there are way too many individuals and communities that are disenfranchised. And a lot of that has to do with the fact that what we're doing is we're living in our siloed worlds where our reality is our reality. And so it's really difficult to understand. Gender justice, if that's not your issue. Reproductive rights, if that's not your issue. Disability rights, if that's not your experience. And so as an impact producer, stories can really have a huge impact because you can't unsee it and you can't unfeel it. That's what art does, right? You have this experience that you walk through and it changes your mind sometimes, it changes your perspective. And I think of this as like a three step process. You may have never heard of this story before or this issue. So now you're engaged in some way, or you have, but you don't really understand the context. And then you're educated, right? But let's just say for the sake of argument that you're actually living this experience. So you're fully educated on the issue, but you might need this story to help you convince others to change policy, to change behaviors, and that you can use as an activation. So as an impact producer, you're kind of thinking of one of those three things to help an audience move the issue forward.
[00:04:19] Speaker B: So if you have for a company perspective, is it that you're trying to educate the company on a particular issue to move the ball forward? Is that what you do when you talk to corporations?
[00:04:33] Speaker C: Well, what's interesting is, so I started the company thinking, I'm only going to work with artists, right? Those are the ones who need me. I was an artist, I needed me. And then all of a sudden I started to solve straight so many other problems. So my client base is actually for profits who have a double bottom line. Thinking about humanity, thinking about how we consider equity in our work, in our culture and our practice.
Nonprofits who are really struggling usually with one of two areas, money, finances, right? So they can do the work that they need to do. And oftentimes the majority of people who are working in this space towards social good, social justice work are underinvested.
So they usually have an operating budget of $500,000 or less. 78% of nonprofits doing this work have that. So, you know, I want to think about how do you really help them be sustainable? I guess the other wedge that we come into nonprofits with has to do with people. So it could be a cultural dynamic internally or it could be that they're not really engaging the audience or community that they're serving.
We try to think about their ecosystem as those who are impacted, interested or invested. And then we have a community of social entreprene activists and artists who are individuals who have really great ideas and they just don't know how to get from point A to B. So it's really about building a strategic plan for an individual as well. So we kind of run the gamut. It's really expanded over the last seven years. So I had a vision and then the work started to kind of breed even more and it grew organically.
[00:06:10] Speaker B: Well, you know what's really interesting about that is when you talk about a company, right? And I can see so many different, so many different fits. You know, we talk about equity within a company. We talk about, you know, in that, in that issue of equity. How do I help a company understand that there is an equity issue, that there was an equity problem? How do we solve that equity issue?
[00:06:36] Speaker C: Right.
[00:06:36] Speaker B: And what does that, what are those steps look like? So it seems to me as though as you're talking those elements with where we are in the country today. That's right, right. And all of the different issues that impact, you know, even when we started, you were talking before about, you know, reproductive rights and you've got companies out there or we're going to pay for you to go get care, wherever it is, it doesn't matter. And then you have people that are like, no, we shouldn't and being able to help understand.
Do you give both sides of the issue when you do this, or is it normally that you're going in with someone that says, I want to show X.
[00:07:16] Speaker C: You know, it depends. Sometimes our clients know very specifically what they need and others just have a pain point.
And so what we think about is not only addressing the problem, but also leveraging some opportunities. And when it comes to equity, I don't bring my personal stake in the grass into the room. I am who I am. I'm very clear about my own lived experience. Look, I won't. I've been the only one in the room as a woman, as a woman of color, and also in my generation, I started really young at very high level positions. And so I've had the opportunity to be the only one and I've ensured that other people could also be in the room who were just like me. That was something that was kind of bred inside. But when I go into these spaces and I'm talking to my clients. It's not for me to define what equity means to them. It's to give them a safe space to explore not only what the problem is, but what were some of the issues that created and maintained that problem. So, for example, you might ask me, this has happened several times, well, how do I diversify my staff or my board? You know, I want to have more people of color, let's say. Oftentimes it's like the look. Yes, Right. And so what I now say is, why isn't it diverse? Why hasn't it been diverse? You have to deal with that issue first.
[00:08:38] Speaker B: I like that question. We're going to take a station break. When we come back, I want to.
[00:08:41] Speaker A: Pick up on that. Okay, we're going to take a station break. We'll be right back.
Now, one of the things about this episode, it was done years ago, but I think you will agree some of those issues are still here today. You know, we're talking about equity. We're talking about helping organizations understand diversity. And I want to bring something to the audience just for us to ponder. And that's the question of it's not bringing my stuff to the room. It's really understanding how we can educate where you are in the room.
So if she's asking questions about. So why hasn't it been diversified Is a very different Persona and question than saying, this is how you should diversify first. And I call that seek to understand before being understood. I love the fact that that strategy is something we still need today.
This country is going through a lot of change. We've got new leadership. We've got new people that are in command. Now, whether you agree or disagree, the issue is, is that the amount of people that are impacted, whatever it may look like in terms of trying to overcome, they're also trying to understand why.
Why is this the way it is? Why is our leader thinking this way? What's going on? Where are they coming from? Because we may be totally confused. And at the point that says, I don't understand, it doesn't make sense to me. So this thing that we've been dealing with for years has just gotten more complicated as our leaders have started to do things that a number of people don't agree with, that a number of people are in a situation of saying, wait a minute, this impacted me directly. Now you really have to help me understand. And we know that when it's direct and it's an impact on you personally, that's when you begin to wake up to look at everything around you that's going on because you really want to understand why. We're going to take a station break and when we come back, we're going to follow up on this conversation.
Foreign welcome back. And you know, as we were talking and we were showing the last episode that I did, you know, a few years ago at Pat Isis and we were talking about equity and talking about strategy and diversification and how you work across multiple companies and move forward. I want to pay attention a little bit to this next segment. Let's watch.
[00:12:06] Speaker B: Talk to me about the question that you ask them again. You know, when you're talking to companies.
[00:12:11] Speaker C: Sure. I often ask companies when they kind of challenge us with help us really diversify our community, whether that's outside or internally, company or nonprofit. I start to ask them, well, why has it not been diverse throughout this time? Because that means that there's been a cultural dynamic that we have been comfortable with. And if you don't start there, then you are putting the onus of the solution on the individuals you're bringing to the table. And that's not fair. It's too much work for someone else to solve for you.
[00:12:42] Speaker B: You can say that again.
You know, walking into the room when you, you know, when you're brought in as the only, it is a lot of pressure and stress in terms of making that in terms of making that decision. And you have such an interesting business in what you do. What would you like to talk about today?
[00:13:02] Speaker C: Well, we are now seven years old, which I'm very proud of.
[00:13:06] Speaker B: Congratulations.
[00:13:07] Speaker C: Thank you. We made it through 2020, which I was very happy about. That was year five and that was a tough one. We have completed 90 projects. We are in 15 regions around the country. We're virtually based we have about 45 consultants within our roster and about 4750 clients within our roster. And as I mentioned, we've worked on a multitude of equity issues and solved many of them with our organizations, really empowering them. And there's so many impact points that I can speak to that have supported the development of our consultants as well as our clients. And my business model is one that addresses what I talked about earlier as it relates to many of our clients are operating with a $500,000 budget or less. So that means I have a sliding scale fee structure.
And that also means that the majority of my consultants are all independent contractors who have their own practice. I reinvest 65% of our revenue in their work.
So we've done about 4.5 revenue overall. And so 65% is really put into these businesses that are primarily women of color led. So when I think about the space of equity and humanity, that's really, that's a core value that we started with and we knew maintain.
And because of all of this work that we've done, we're no longer simply experts in philanthropy and storytelling, organizational development, which is part of our theory of change and how we can empower our clients.
We've learned a lot. We've learned a lot about these equity issues. And so I feel that it's now time to become a thought leader in the space, not simply a service provider. So that's kind of the challenge. And I have some ideas about how I'd like to do it, but I'd love your thoughts.
[00:14:58] Speaker B: Oh, well, let's, you know, we can talk about that. Absolutely. I think that first of all, one of the biggest things that happens when you really want to be known as an expert, couple of things go on. Either you write a book, you write a book, you put it out there, you're speaking about the book. That brand of what that book is about, the content is what looks at you as being an expert. Right. You write a book. Number two, you do research and you publish research. Right. Things that you found. And it's very interesting that you say we have learned a lot. Where are those learnings? Do we have them in nuggets that we're using from a marketing perspective? Do we have them in nuggets that we're using in presentations that it's embedded of what we can do for you? Are they things that are at the high level and not just a tactical level? So are we dealing with it from a strategy perspective? So when organizations begin to talk about we want to talk about equity, how is that fitting into their strateg? What is that doing to their. What are they physically saying we're going to invest in, that we're going to do? That's what you have to map to in terms of being that expert and embedding those things in. And you've got plenty of success stories to talk about. You have plenty of experiences. You also can even take your nonprofit work and put it in your for profit presentations. This is what we've done for the community. Why? Because people like goodwill. People like to know you're out there serving, especially if it's to their mission. Then you can begin to think about monies from foundations. You can begin to think about monies from their nonprofit arms that can help to fuel what you're doing in terms of moving forward, I think there's a lot of synergy that you can use when you're going in that direction too. So it's research, it's books. The other thing is speaking and speaking engagement at strategic conferences.
Not any conference. The conference that deals with that top issue that you say. I have stories that I can tell you this is where it started. Research and data to show this is what happened and then the impact to it. Right. So I can go in and my stories are going to show you that we are the walking experts. But not just any conference. You want to be in front of those people where that story is their pain. Right, right, right. So if that story is their pain, you know, we hear articles of companies in the news, they're being sued for X, Y and Z, or they need to do this from a diversity perspective or whatever that may look like. Those kinds of things. Where I have a story about X pain and I can relieve this for you. Right. And here is what someone just like you, we did. This was their pain. This was the start where we ended up elevating to. And guess what? This is where they are today. And the best way to do it is go to somebody's competitor.
If I did it for company A and they got a competitor, let me go to competitor for company B. Cause nobody wants their competition to outshine them.
[00:18:22] Speaker C: Right?
[00:18:23] Speaker B: Right. So going to competitors allows them, allows you to be able to say, I'm gonna separate you. Right. And I'm gonna make it better for you as we continue to move forward. Now, you can sit on your laurels if you want to, but your competition over here is doing this. And this is how we're elevating them. Right.
People want exclusivity. Well, you gotta pay for that. Right. If you want me only to do this for your company, you gotta pay for that.
[00:18:49] Speaker C: Right.
[00:18:49] Speaker B: Well, we wouldn't be in business if we only did it for one. Right. So there might be elements that we go into customize. So I have a framework, I have a methodology, I have a strategy. But I'm going to customize some specific things to your business around this area to set you apart. Right. That's how you get known as an expert. You want, when people say your name, that brand to be, oh, we already know what she does. We already know what she can do for us. You know, she's getting us what we need for any social change we need. She's the one you want to go to.
[00:19:26] Speaker C: Right?
[00:19:26] Speaker B: Right. Just like when we Thought about mlk, right? Martin Luther King has a brand that is associated with him and what it means. We're going to take a station break and when we come back, we're going.
[00:19:38] Speaker A: To see if we have a question.
[00:19:39] Speaker B: Or a comment from the audience. We'll be right back.
[00:19:44] Speaker A: So, you know, as we look at that clip and we think about, you know, moving our business and being strategic and being experts, I can't say today that it's any different than it was then. But what I will say is, is that we've got a lot of change that is embedding within this and, you know, pot. Isis has been so successful. She has done a phenomenal job of raising the bar of truly expanding and taking that strategy element to her business. She's been extremely successful. If you don't follow her, you need to do so because all the things that she's doing for social justice and helping organizations and expanding and growing and learning are the things that we are dealing with right now. Each and every one of us can still relate to. We are still in the midst of having to overcome. And just like she's said before, I just love it. Educate. We have to educate, educate, educate. Because people only know what they've been exposed to. People only know what has been shown. I would love to hear your perspectives in the comments and what that looks like. I'd love to know what you're doing to expand. What are you doing to take that thought leadership to the next level?
I believe it's also interesting that as we begin to say growth, I want my organization to grow.
What does that really mean to you?
It doesn't matter what it means to someone else. What does it mean to you?
What does that look like for you? Because when we begin to think about expanding, looking at growth, looking at doing more, we all want to help our customers, our clients, our whomever we're working with that we are serving to shine.
We want them to do well. That's why we're there to serve them.
So it's really as I think about this today and I think about where we are as a country and how so many businesses are, small businesses especially are trying to survive.
What should they do and how do they do it? Well, you know, I'm glad you asked because one of the things I'm very proud of is that I am a profit coach for businesses, for small businesses. A certified profit coach, which is a proprietary software where you will find no place else for low cost or no cost strategies to help you build your business to the next level. It is at this point in time where we need to have more partners that we are working with to help them do just that. So if you're looking for that, if you want that kind of assistance, look me up. I'd love to be able to have a conversation with you, a discovery call to understand and move forward. We have our own processes and what we do, but one of the things we know is that it's truly successful. So getting this certification meant I had to apply these strategies, learn them, improve them, and use them within my own business. We're going to take a station break. We'll be right back.
Welcome back. So as we were talking before, we were looking at an old episode of PI Isis interview that I did with her a few years ago, and really talking about social justice change and working for businesses and helping them to grow and develop strategies and look at how that they could move to the next level. And, you know, as I was saying before the station break, I really, truly believe that we all need a business coach. We all need someone to help us as we're moving forward. And she was striving and looking for some of that collaboration to find out what other opportunities were out there. And I hope you're doing some of the same. We're going to go back to this interview and look at how it develops and some of the questions from the audience that come up. We'll be right back.
[00:24:53] Speaker B: Really enjoying this conversation, I got to tell you. But one of the things, as we begin to continue on talking about being an expert, I truly believe that when we talk about social change and you talked about individuals as well, you know, as I was saying, mlk, Martin Luther King had brand and everybody knew that he stood for civil rights, equal rights for all. That's who he was.
[00:25:19] Speaker C: Right.
[00:25:20] Speaker B: What is your slogan? That's going to be you. What are you going to stand for? What is that phrase that when they hear pie isis, they go, this is what she is. I would encourage you to think about what is that brand so that that represents your expertise you're bringing to the table.
[00:25:41] Speaker C: Right?
[00:25:42] Speaker B: You know, so it's just like if I'm thinking about emotional intelligence, I think of a certain person. They know all of that. That's their expertise. Right? And you want to be able to do that. And that's why it's important that when you speak at conferences, they are targeted, strategic ones. Even associations and events, you want to be on panels. And this is another strategy that I have used previously as being an entrepreneur. When people would ask me to be on a panel, I'd find out who else was on the panel because I would be on panels that I could strategically meet people that I knew had issues, that I could address their issue while we were on the panel. Why? Because we're building a relationship and you're.
[00:26:21] Speaker C: Showcasing what you do.
[00:26:22] Speaker B: That's exactly right.
[00:26:23] Speaker C: Right.
[00:26:24] Speaker B: So I'm on a panel. You're on a panel. You're talking about your expertise. I'm talking about my expertise. And I know my expertise is your pain because I've read about it, I've heard about it, I've done the research about it. And that's why data analytics are so important to us in the research to understand really where does it start, what does that look like and how do we make that happen? And it will allow you to automatically so that you go to these things and as you're speaking, they go, okay, she's an expert. This. Oh, you want to call? We need to call Pisces. She's the one that's going to be able to talk about that. I got a social change issue that I'm dealing with right now. What do I do? How do I deal with it? There's so much social injustice that has been occurring lately. The world is unsettled.
How can you and your expertise help us to give the words to calm down the pain? Right. How can you help us to get the words? When it comes to talent, we have this great resignation. There's a purpose and a reason behind that. And what is it? How do we solve those problems? What's the root of that? And how do we help organizations understand there's a lot of them that are suffering from this great resignation. We're losing our diversity numbers. Well, what does that say about your culture? What does that say about the things that need to change? So I'm just saying I think there's so many inputs that you're going to have to strategically decide what one, two or three you're going to do and let that be the umbrell of your brand and let everything else fall up underneath it that can support that.
[00:28:06] Speaker C: So the book would have everything and the keynote speeches and the panels would be more specific. Right. But everyone is my audience.
[00:28:12] Speaker B: That's correct. That's exactly right. And the name of the book is going to address that broad that people understand what that means. Right. And you can do books all kind of ways. You can interview people, you can have case studies, all these success factors you have. Do the case studies in your book Let that be your book and speak. Let it be your sales engine.
[00:28:31] Speaker C: Okay?
[00:28:32] Speaker B: Right. So that people understand what it does. There are a lot of leaders who read and they read and say a company just like us was in this position and I read a book and this is what they told me to do. Then they all of a sudden want to go do it. Who do they call? You?
[00:28:49] Speaker C: Right.
[00:28:50] Speaker B: And that's how you begin to pivot to that expert. And everybody begins to call you. They were able to see what you could offer and what you could do.
[00:28:58] Speaker C: That's great. Thank you.
[00:28:59] Speaker A: Let's see if we have a question or comment from the audience.
[00:29:01] Speaker D: Hi, PI ices. My name is Christina Newton. I'm the founder and executive director of a nonprofit organization. We're called hype stands for Hope for Youth through Providing Education. And our board, as well as our team is relatively diverse. So diversity in terms of gender diversity, racial and ethnic diversity, as well as diverse of experiences. And so I'm wondering if you find from your nonprofit clients, do you see them coming to you for the same challenges that are the primary challenge that your for profit clients come to you for as it relates to wanting their organization to be more diverse, or is there a different problem that your nonprofit clients tend to reach out to you more for?
[00:29:45] Speaker C: Yeah, they're all in business, so absolutely. And I think what's interesting, after 2020's racial reckoning, there became more of a clear conversation around what equity meant internally. And that was not just in the corporate side. It was also in the nonprofit sector. I think for a long time, we often see that those who are receiving services or support would be a certain group and then those who are investing would be a different group. And we want to address that directly and eliminate the hierarchy. We overvalue philanthropy and we undervalue the work. If anything, the work is actually much more important and should be valued more. And I feel that way about the for profit and the nonprofit world. And I think, you know, to your point about the great resignation, Vicki, a lot of it has to do with the culture and who we are valuing. And in terms of diversity, I think diversity of perspectives is really critically important. You know, if we have all of the same thinking, we're not going to move forward. I think it's really important to explore where some of our biases come from. So for us, we think, think through, how do we create a very safe space for our clients? Meaning that you can ask what you might assume to be the scary or the dumb questions. We want to get you a little bit closer towards the equity space that we all want to live in. We're not going to see it in our lifetime, but we have to chip away at some of these issues. And so I find that diversity is definitely an issue for both the for profit and the nonprofit arena. We're starting not to think of ourselves as robots going into work and only thinking about work, but instead really bringing our lived experience to the work itself. And so what we see is in the for profit arena, we're taking some of those pieces off, right? And we can actually be ourselves. And I think that happened when we were virtual at home. And then in the nonprofit arena, there are many people who are living the same experience that they're fighting for, and they're not compensated for that, but it's leveraged often by those who are invested. And so we try to bring light to certain issues and think about this is another space where you need additional resources. So we're there to be transparent and to really bring authenticity and help you move things forward, especially if you're not living the experience. So we go beyond just the idea of diversity and really think about, well, what are the issues that are the pain points internally and how do we unpack that a little bit so we can have a better culture that supports not only the work you want to do, so everybody understands what they're doing to support the vision. If you're an administrative assistant, if you're a grant writer, if you're the CEO, everyone has a place. And we don't want it to be hierarchical. We want it to be completely welcoming and that we really value everyone's input in the work. And so we do that with the nonprofit and the for profit clients.
[00:32:38] Speaker B: Thank you so much for that and thank you for your question. You know, I really love those insights. And you have such a phenomenal business. I just can't encourage you enough. Keep going.
[00:32:49] Speaker C: Thank you.
[00:32:50] Speaker B: You got this. You've got this. You're going to do great things. You're going to continue to do great things. You're going to continue to make an impact. Don't stop. The world needs you and what you're offering.
[00:33:03] Speaker A: So, you know, when we think about that and we think about what she's doing in terms of culture, I have a question. Has it really changed today from where it was then, or is it really the same? Are we still in a situation where everybody's still trying to figure out what kind of culture I want? How do I turn things around? How do I do things differently? You Know, it seems to me that when you look at at the world today of where we are in 2025, where we're trying to grow, what companies want to do for profit and non for profit and you think about the things that they're challenged with, decisions they have to overcome. It all impacts when you start to have to deal with them internally and your culture is not set the way it needs to. People are feeling apprehensive, people are nervous, they're scared, they're not sure what's going to happen, they don't feel commitment, they feel like a number in terms of moving forward. These are all the things that are still prevalent today that were prevalent then. But you know, it is about that education and it's about understanding the why our culture is the way it is. So that when as we unpack it, as PI said, we can then begin to deal with what we want to change and what we want it to look like. Because we all remember right, people do the work, not the organizations. People have to be committed to the work in order to give you the value of the output. So as an organization, you can receive that benefit. Because if everybody comes to work saying, I don't want to do this, I don't feel welcome, I don't feel apart. Companies don't thrive. And I like to think of 2025 as it is the thriving years. So let's thrive in 2025. And how do we do that other than to do a real assessment of our organization, where we are, what we want to do and where we want to go and be honest, authentic and really want to learn and be educated. If you're not open minded and you don't want to learn, you won't grow. We're going to take a station break and we'll be right back.
Welcome back. So, you know, as we wrapped up talking about Pie Isis and talking about her company and the great things that she's doing and the impact she's making, I was sitting here thinking about, you know, being in 2025, as I mentioned before, where are we today? What do we really need to do?
And with all the change that has happened, all the uncertainty of what's going to happen from one week to the next, all of the things that people are concerned about, that's really affecting our mental health, it's affecting our ability to think, it's affecting our ability to perform, it's affecting our ability to really have that harmonious environment, not only in the workplace, but at home. You know, when stress gets to you it takes the best part of you. And we know that all of that feeds into our wellness and that wellness is becoming more and more important today than it ever has been. I have never seen a year like I'm looking at in 2025. With the magnitude of changes and impact to people who are underserved, to people who are of different generations, to people who are of diverse backgrounds, there is no surprise that people are feeling a lot of emotional, mental, and physical health issues. Because the one thing we know is that stress is a silent killer.
We try to keep these things inside.
And if I can encourage you to do something, the one thing I would say is, where are you creating the safe space to have conversations with others so that you can further understand?
Where are you creating the safe space so that your employees, your customers, your clients can come and talk to you and tell you what they think, tell you what they're feeling, tell you what their pain is so you can provide the medicine? Where are you doing that today? I'd love to get your comments below on what that looks like. Because it is so important that we don't forget our roots. We don't forget that it's a community that helps each other to thrive. It's not individuals. Companies wouldn't survive without customers. Customers are looking for products. They're looking for options. They're looking for places to go. And the more options that are out there, the more competitive it becomes to the company.
People are looking to feel better. They want to know that they matter and that they mean something.
So what are you doing about that? What is your strategy for moving yourself forward, keeping your mental health together, as well as thriving in whatever you decide to do, no matter what that is?
Have you thought about it? Have you thought about things you want to change and then how you want to change them?
Have you thought about the things that are important to you?
You know, what do you value?
Where are your values today?
And what does that priority of your value look like?
If you really sit down and think, you know, I really want to do things differently. I want to be in a different space. I want to be in a different mindset. I want to learn more. What is it you want to learn?
Where is it that you want to change?
Why do you want to change?
Are you committed to that change?
Everything comes with commitment and hard work. None of this is easy. If it were easy, everybody would do it. None of it's easy. That's why I admire Pie so much for taking her company and going into organizations to help them to Understand, change is hard, but it's the only thing we can count on. It's the only thing we know that is going to happen from day to day.
How will you handle the change?
How will you handle the impact when it comes directly to you?
We have a tendency that when things happen, if it doesn't affect me or affect my world, I just ignore it.
[00:40:58] Speaker C: It.
[00:40:58] Speaker A: I just get blind eye to it and I ignore it.
But the irony of it is you never know what change is going to happen that does affect you, or a loved one or a friend or someone that you care about, because that's life.
That's where we are.
So how are you going to take it from today until tomorrow?
How are you going to put things together to achieve the things you want to do this year?
Have you thought about it?
Well, let me say this. It's one thing to think about it. It's another thing to write it down and be committed.
And if you need a thought partnership, whether it's a coach, whether it's a therapist, whether it is someone that specializes in a particular area, go get it. There's nothing wrong with asking for help. Asking for help is a form of strength because it means you truly want to change. Thank you so much for joining us on this episode. And I can't wait to see you on the next one. Let's keep that light fire and keep it burning. See you next time.
[00:42:19] Speaker B: This has been a NOW Media Network's feature presentation.
[00:42:23] Speaker A: All rights reserved.
