The Leadercast Podcast
The Leadercast Podcast

Episode · 1 year ago

59. Moving Fast with Stephanie Mehta


Remote work will change leaders & employees forever.


Leaders will have to adapt in 3 ways: be more employee-centric, define new metrics for success, and develop a new style of rewarding employees.


In this episode, we interview Stephanie Mehta, Editor-in-chief at Fast Company, about pros & cons of remote team leadership:


What we talked about:


- The exciting challenge of having no work routine


- Pros & cons of remote work life


- How leaders will have to adapt to new employee expectations


- Humility as an underrated leadership trait


Check out the full podcast with Stephanie Mehta by clicking here.


If you don’t use Apple Podcasts as your audio player, you can also find every episode at this link.

This is the leader cast podcast, helping you become a leader worth following. Hi Everyone, I am Angie errands and welcome to the leader cast podcast. Can you believe it is already October? Some days seem to speed by while others are maintaining the groundhog effect, but I'm looking forward to cooler weather and what October brings us. On this episode, I have the pleasure of speaking with fast companies editor in chief, Stephanie Meta. Prior to joining Bass Company, Stephanie worked at Vanity Fair, Bloomberg Media and Fortune, leading a variety teams in various studies. will discuss all things remote. Work by creativity and departments of a company is important, while humility is a leadership quality. She can't miss out on another fun fact about Stephanie. She's joining us at this month's event ripple effect. I mentioned. I was shocked it was ZAC pober. A lot of that shock has to do with the fact we have an event coming up in just a few short days. We'll be hearing from Stephanie and five other female leaders about how their leadership has rippled out to those they work with daily. We'll get started in just a moment, but first let's hear a little bit more about ripple effect. How are you improving your skills to become the leader you've always wanted to be? Here's one way you can become a leader worth following. Attend the Digital Leadership Conference that Ford says you don't want to miss. Visit Leader castcom to learn more about leadercast with work are so it's good started. Welcome, Stephanie. Thank you for joining us today. Thanks for having me. Of course. I'm thrilled to have you on the show today because as editor in Chief of Fast Company, you have a close look into businesses and organizations and the leadership that makes them successful. So, before we jump in, do you want to start by telling your audience about the path that led you to fast company? Sure I I have been a business journalist my whole career. I got my start at a local newspaper right out of journalism school, but my goal was always to work for a big national business publication, and so I ended up at the Wall Street Journal for six years, where I really learned how to be a beat reporter covering big corporations, and then from there was a writer and editor at Fortune magazine for fourteen years. Worked for a couple of years at Bloomberg and then was a deputy editor at Vanity Fair magazine, which was just a tremendous experience because I really came to appreciate, perhaps in a way I hadn't up until that point, the real power that an editor can have in shaping every aspect of a magazine. And so I was at Vanity Fair for a couple of years when the opportunity to become editor in chief at Fast Company opened up and I you know, it took me about, you know, thirty minutes or so of contemplating before I decided to raise my hand for the job, just because I felt like, in many ways, the job at fast company was one that I had been working toward my whole career without even actually realizing that. It was, in so many ways, the the perfect fit for me. For us who are not in the publication business, what does a typical day look like for you as editor in chief? Well, the best part about my job as there is no typical day, which is great for me because I love the variety, I love the energy and dynamism of the role. But usually a day for me begins with getting up and reading the headlines. I read The Wall Street Journal, New York Times, Skim Bloomberg's headlines really try to get an understanding of what the headlines are for the day. Then I'll pop into we use slack at Fast Company and my news editors are...

...usually on by the time I log on. We have a writer who's based in London who kind of takes the quote unquote, overnight shift for us, so you know he's on the lookout for things that have happened overnight in the United States, but also things that are kind of breaking very early in the morning. He's able to jump on things and then I si sort of look at what has what the staff has been talking about in terms of the news cycle, just so that I'm up to speed and kind of understand what the rhythm of their day might look like. It's a really good way to get a sense of is this going to be a really busy news day and are we going to need to pull people off other projects to get them onto some of these big news stories, or is this going to be a quieter day and one where people throughout the newsroom can kind of focus on longer term projects? You know, I would say my my job is divided into three or four big buckets. One is the editorial aspects, overseeing all of the editorial at Fast Company, and so that could mean reading stories that are going in the magazine and giving feedback to the editors and writers. That could mean proposing something that we should be writing about for the web because I saw something that I thought could be really good for our readers or might have a fast company angle. A big part of our journalism now is live journalism, and so a lot of the time I'll be recruiting a speaker to be part of our festival or reaching out to our events team to try to see where we are in terms of figuring out, you know, the flow for an event that might be coming up in a couple of weeks. So there's the editorial piece of my job. There's the business development and sort of managing parts of the business part of my job. We have a publisher and that person and that that team. You know, they really are the ones that own the relationships with our advertisers and underwriters, but it's truly a partnership and so I work with those individuals to think about what are some editorial projects we can put out in the marketplace that that sponsors might want to help support. We talk all the time about things that we can be doing together. We talked about advertisers who are interested in partnering with Fast Company in ways that we can help them tell their stories, because I think that that's the one thing that platform like fast company enables sponsors to do. They see us as a place where they can, through advertising and custom content, tell their stories. So I do spend a big chunk of my day in contact with my partners on the publishing side figuring things out, approving things and sometimes saying no to things that we just don't think are right for the the fast company brand. So a lot of it is being sort of the ambassador or Arbitra of how we want the brand to be perceived in the market place. And then the last bucket is I'm also a manager. We have a team of forty staffers plus of constellation of really great supporting freelancers and regular contributors. And so, particularly in this day and age when everybody is remote and people are concerned about their health, they're concerned about their financial wellbeing, they're concerned about the social issues that they see playing out, you know, a lot of it is just checking in and making sure people have the support they need to be the best that they can at their jobs, but also reminding people to take time for themselves, because they can't be great at what they do and tell great stories if they're exhausted or overworked or overwhelmed. Thank you for sharing that, because absolutely we...

...see the management has increased for a lot of leaders in the idea of looking empathetically at their schedules and how people are working. I love how you said You have people already on slack when you log in. I'm the same way, especially knowing that in the news world news doesn't stop. So someone from London is on it. How do you manage kind of that balance with your team knowing that you need to be on all the time? Yeah, I mean we are lucky in the sense that, although we are a twenty four seven news organization, as all news organizations are, you know we are not a wire service. We are not a full service news organization like a New York Times or a Washington Post or EIDERS. We really do focus specifically on business news. We have a very wide lens to describe what business news is. So you will find stories on the website that don't necessarily feel like, you know, markets news. We do a lot of things around creativity. We cover media, we cover entertainment, but we're not, you know, we don't have a Washington bureau, we don't have you know, we don't cover every twist and turn in the political cycle. And so, you know, I think that does allow our team to take a little bit of a breath and pick and choose the kinds of stories that we want to dive into, and so I think that it does allow us a little bit of an opportunity to take one step back and you know, we are we are not in a race to try to get a piece of content up thirty seconds before the competition. We have our fair share of scoops. We love to break news, but, you we want to make sure we get it right. We want to make sure that we add value for our readers and so if it means taking an extra hour to get the story right or if it means saying that's not our story, we have that luxury and privilege. That's a really great point. Quality of our quantity too, and time is always important as you're looking at sharing with your stakeholders. You mentioned a little bit about remote work. So I kind of want to dive into that because it's a huge discussion point in leadership right now, especially with the pandemic and covid nineteen as there's a push towards remote work. I think we've seen companies had these policies in place prior to it happening and obviously that shifted. But there's still some pros and cons of remote, remote work, in your opinion. What are those pros and cons? Yeah, this is a this could be its own podcast. I'll start, but absolute the the big pro is that, you know, for some people, working from home really is a great way to be more productive or be able to bring more of their whole self to work in a way that they couldn't before. And I'm thinking about people with long commutes, for example. This just enables them to, you know, sleep an extra half hour if they need to, or enables them to be able to put food on the table or have dinner with their kids because they couldn't before. And I think there was in many organizations a bias against work from home. There was a sense that hope, when people say they're working from home, they're really, you know, taking a day off. We've now every I think every manager now has come to realize that their employees can be productive while they're working from home and have been. And so I think a big pro is that there are, you know, big swaths of the population for whom working from home really is the very best option for them and I think for going forward, those individuals will have that opportunity. I think another pro that I have seen as somebody who has a fair number of team...

...members, even before we went into quarantine, who were remote. Now, when we have a staff meeting, everybody is on an even playing field. So before, if we had a staff meeting in New York, the people who were in the room with the editors, they were a little bit ahead on the the pecking order just because they were visible, and we would have the other participants from around the country. They would be on zoom, but it was all audio. We didn't do visual before, before the the we went to remote work. Now, when we have a staff meeting everybody is in the same sized square. The squares are randomized, so there's no pecking order and the person who's in New York has the same is on an equal playing field and has sort of the same caliber and same volume of voice as somebody who's in the East Bay of San Francisco area or someone who is in Canada or someone who's in London. So that has been in a fascinating equalizer for me to just observe personally, and I've heard it echoed by others who have very, very diffuse workforces. I think the cons are just starting to be recognized. We have gone through, I think, a bit of a euphoric period where people have really started to see the benefits of remote work and you know, for all the things that we talked about earlier, there are individuals for whom, you know, not having to travel, for example, as much as they used to has been really great for their family life and their health and all sorts of other things. But I think one of the questions I'm really eager to explore is what happens to the serendipity that happened, that you get in a creative workplace, or even a non creative workplace, when people, to use the old cliche, bump into each other at the water cooler or, you know, share a cup of coffee in the Pantry. You know, there are so many great examples throughout business of interesting projects that have emerged because people bumped into each other or, you know, I one of my favorite examples is when I was a telecommunications writer, I went up to corning New York, which is, you know, one of the Great R and D Company any's of our time. You know, they still do so much really basic R and D and a lot of great inventions come out of that. And they would have these these PhDs, these they call them fellows, who whose job it was to really just go from office to office and ask people what are you working on? What can we work on together? I don't know how you replicate that in the virtual world. I'm sure someone will come up with something that will enable us to sort of come up with that serendipity, but for now I'm struggling to figure out how we how we get that inspiration when everybody is sitting at their desks and I do find in this environment, and I'd be interested in in your listeners points of view on this, I'm so scheduled there's really very little time for that kind of you know all I've got a spare half hour, I'm just going to kind of roam from office to office that there's there's not. There's not a way to do that right now. We have noticed the exact same thing and not having that opportunities, you said, to bump into each other in the cafeteria at the water cooler. We've even got to a point where we made our virtual watercooler on our slack channels so if people just needed a break, they could go in there and message anyone and have them maybe jump on mind to have a quick zoom call did not talk about what they're working on or... talk about what they're working on. It's something that I know our team is struggling with and I'm sure other companies are as well. As you're mentioning some great points with those cons I think some companies overall are handling them well and thriving and other people are just struggling with it. What is the biggest challenge you're seeing for those businesses that were unprepared for this? They just were so adamantly against virtual work and then how to shift into it? What do you think their biggest struggle is? I think the biggest struggles are twofold. One is just the technology challenge. You know, I don't want to get to into the weeds on this, but you know, if you didn't really have collaboration tools set up in advance, if you didn't have a really robust cloud for people to share big files, I suspect that a lot of companies are struggling with how to not only go through the act of collaboration, you know, moving big files from from one group to another, but also the rhythm of collaboration that comes digitally. You mentioned that you all have slap, leave us lap for a long time. I do imagine most workplaces do have some sort of collaboration software that they use or communications tool that they use to to share ideas. But if you don't have if you didn't have that before we moved into this extended period of virtual work, I imagine that you've really lost a step because, as you know from your workplaces, as many of your listeners know from their own workplaces, there's a there's almost a hierarchy of communication and you talk to people one way in slap, you talk to people a different way in email. You talk to people internally one way, you talk to people externally another way, and so if you haven't really established a vocabulary for communicating with each other in, you know, a collaborative and remote way. I imagine that lurk getting that muscle up and running has probably been a little bit of a challenge for companies. And then I would say the other piece is cultural, and not to get too philosophical, but I think it's if a company had a real suspicion of working from home before the pandemic, what they were really suspicious of was not the the the logistics of working from home. What I think this, what that message was, if you didn't trust your people to work from home, was just that that there was a lack of faith or trust in the workforce, and that has been exposed for what it is. And I don't I think it's going to be very difficult for organizations where there was a distrust between employer and employee, and that probably went both ways. That's a big cultural hurdle to overcome and so perhaps in this period of time where people really are concerned about the economic welfare of their families and there isn't a lot of ability to move from job to job, employees will probably sort of Grin and bear it. But once the economy comes back, and hopefully it'll be sooner rather than later. There probably will be employees who are going to look back on this period of time and say, you know, I work for an organization that didn't put me first, didn't trust me to do the right thing. That may not be a place I want to be for the long term. You mentioned the culture piece.

You mentioned a couple things. Well, I want to tap into all of those, but first the culture aspect of what Basque company is doing right now with your remote team. How are you cultivating that culture, assuming that you have most of your team still working remotely? That's a hard one for me to answer because I'm going to probably say I don't think we're doing as great a job as we could. The the thing about running a news organization is that we are very fortunate in that our employees are writers, are editors, are designers, are photo editors. They all do feel a real sense of purpose. I'm very fortunate in that the whole profession is filled with people who do have a sense of mission and, particularly in this environment where there's a lot of misinformation out there, there's a real sense of almost of obligation to make sure that we're doing our jobs and doing it well and, as a leader I have. I'm proud of that and I trumpet that every day, but I also probably lean on that a little more than I should as as a cultural tool, as a raise on Detra, and so you know, I would, I think that I would certainly benefit from some feedback and his minsight on how to create an even more, an even stronger remote work culture. But I think that the thing that has really held us instead through this in good stead, throughout this extended period of remote work, is that people get up every morning and they do feel like they have an important job to do. And you say that maybe fast company has room for improvement there. But what have you done as a remote team that's worked well? What have you done as a leader that you're like, okay, yeah, we we're getting there, we're going to be group good with what we're doing culturally, with how I'm so communicating with my team? What's one thing that you can celebrate? I mean, I think one thing that we've really tried to do, and I give credit to the parent company a Fast Company. We are owned by mansueto ventures, which owns fast company and ink. You know, we have really tried to open up a dialog around Racial Justice and Social Justice and particularly, you know, tried to acknowledge that we have a lot of work to do on the racial diversity front and we have hired diversity consultants for the company. We have a diversity committee inside of the Employees Union that represents the the fast company newsroom and I think as a leader and as a leader of color, I have tried to encourage those conversations and make sure people feel like it's a safe space for them to talk about their views on on on racial justice. And so, you know, again, we are not perfect and we have a lot of work on this to do and, you know, I would I would say that, you know, there's a lot of this is an ongoing period of self reflection. This is not something where, you know, we can say we hired consultants, we formed a diversity committee, we're doing the we're we're doing the right thing. We are doing the right thing, but that is the starting point, not the the the goal or the conclusion. But I would say I'm really proud of the fact that we've tried to make sure that we've communicated to the team that this is a place where we can have these conversations and, you know, particularly for employees...

...of color, but all employees. You know what, when the when the new cycle has gotten really, really heavy, and it has gotten really heavy a lot this summer. We've told people take care of yourselves. You know again, unfortunately a lot of people in our industry tend to use work as their balm when they're hurting. They throw themselves into to their work, but I'm trying to encourage people to not do that. I think it's a great point to you as you're looking at the remote work and there is a lot of unpacking right now, many different things that are in the news and in our world and as a staff, we all are stuggling through that together across the board and you kind of can see it through every company. So I think you for being really authentic in that. The trouble with some of the remote work, as you said, people died into their work as a coping mechanism. There's just less separation from home and work. Obviously, both physically and mentally during the day there's a struggle of what is happening outside of work, as well as the pandemic affecting the work. You mentioned just having Modo flexibility with that. What other piece of advice. Do you have her leaders and encouraging that prevention of burnout? Yeah, I mean I these are these are not things that I myself have been able to practice. So it's like a little physician heal thyself moment here. But I will sort of tell you that from the people that we've talked to in the companies we've reported on, I think what has been particularly successful for a lot of companies is mandated days off and that can come into forms, it can come. I have a colleague at on the corporate side of our company who actually, during one of her staff meetings, made her people put their vacation days into the shared calendar while they were on the call and she said, I want you to put in your vacation days and I want to see them pop up on the calendar because if we don't do it together and we don't do it now, it's not going to happen. And so you know, that was her way of saying, you know, we all have your back, will all make sure that you know we don't overlap in our vacations, but you got to put in some days off now, even if it's just a summer Friday. So I think that has worked for some groups. You know, a lot of companies have done company wide days off. They've said, you know, this last Friday of the month is a company holiday, paid holiday. But I think what that does is it really you know, I hear this from a lot of my colleagues and my co workers at past company. They don't want to take a day off if they know that everybody else is still working. They don't want they feel like they're going to get behind. They feel like they're letting the team down. So if everybody is off, you know, it gives them permission to turn off the email. It gives them permission to know that, you know, no one is counting on them. They can they can take the time. So I know a number of companies have done that. We I was talking to the CEO of ripple. They have some days off. Buffer is it a company that the whole team is has been remote even before we went to remote work, and they've found these sort of like you know, company holidays to be really effective in giving people that time to recharge and you see that from the top down. I know with our team I am very much shut off when I go on holiday. I like to ensure that the team knows that I trust them, that they're going to get their work done. I don't need to be babysitting them, are micromanaging them, and I've noticed that the team also sees that it's really flexible during the day. Go Walk your dog, go do something else, take care of yourself, and you mentioned that several time. So I think that is kind of an ongoing theme that we're seeing. There's obviously going to be some shifting with items after this pandemic. So the move towards remote work is given...

...into how business will change moving forward. How else do you think the business and leadership world will shift in a post pandemic phase? In so many ways it will be it'll be interesting to cast forward five years from now and sort of look back at this time and feel like, you know, it'll probably feel like one thousand nine hundred and eighteen does to us now, because I do feel like we're going to just leap forward, you know, decades in the course of just a few years. You know, this probably sounds like I'm repeating myself a little bit, but you know, leaders really are going to have to be more employee centric than they have in the past, in part because employees are just going to demand it. They're going to want to work for places, as we talked about earlier, where they feel like the trustworks both ways. And that means for leaders that's going to require a different style of communication, a different style of rewarding people, different metrics for how we measure success, and that then will translate more broadly into, I think you know, externally, leaders are going to have to share with their different stakeholders, whether it's their customers or their shareholders or the communities they operate in. They're also going to have to communicate that this is what success for this company looks like and if you want to buy our shares, if you want to buy our products, if you want to bid for us to be in your community, you should know that here's how we look at success. And you know, not to get to sort of soft on on the subject, it's it's a very different way of thinking about business then. You know, I grew up covering business in the the the early S, you know, when people like Jack Wells, who Ranjee, were where the platonic ideal of a CEO. And you know there were many, many things that Jack Welsh did incredibly well and he was a great communicator and he was somebody that people wanted to follow, but he was, it was pretty ruthless. And this idea of the ruthless CEO or the ruthless leader, you know those people probably are still they're still existing in the corporate world and many of them are still probably extremely successful. And you know, at Fast Company we tend to cover more progressive companies. So you know, I I can't speak with any kind of authority about what it's like in trading on trading desks in, you know, certain parts of the world, or what it's like to work for a mining company, but for a lot of the sort of mainstream corporations and mainstream entrepreneurs and growth companies, this idea of being a more humble leader will probably be the biggest shift we see over the course of the next five years. We talked a lot about remote work it we just just joked about how we can make a whole podcast about that. So you did just mention fast company focuses on progressive business. We know that you focus on impact, designing, creativity and how that poses within a business model. Why is creativity so valuable in business right now? Especially yeah, we'd love to talk about creativity and you know, I I always like to clarify for readers what we mean by creativity, because I think there is a perception out there that when people talk about creativity and business, we're talking about creative people who happen to make money... of their creativity. And you know, that's the the the Jean George's of the world and the you know, the the AJ Abrams is of the world, these sort of creative exact you know, these these these people who are business people but who make their living making beautiful things, movies, television shows, art, great food, great design. That's part of it. But what we also love to celebrate, and the most exciting stories for us, quite honestly, are examples of individuals who apply creativity to jobs that are not necessarily classically creative jobs. You know, my favorite example is, you know, the the HR department at starbucks. You know, HR is, with all due respect to the different HR representatives who are listening to this podcast, HR is not a role inside an organization that is considered that's where that's where all the creatives are. Oh don't you know? If you go to HR, they're all wearing architecture glasses and turtlenecks like that. Hr is not the place where you find the people with the wild hair. And yet you know what a company like starbucks we have seen time and time again how their HR Department has really leveraged starbucks has scale to be able to do really interesting things for their people, whether it's partnering with Carecom to be able to offer subsidized care for elderly relatives or childcare. More recently, they just partnered with Lira health to be able to offer up to twenty sessions for mental health care to all of their employees and their families, whether your part time or full time, anybody who's in a starbucks employee they and their families can access up to twenty mental health treatment sessions through this partnership and to me that's just an incredibly creative use of the HR tool to be able to serve employees and they've done it in a way that, you know, has been incredibly out of the box. So, getting back to your question about why creativity matters, you know there's I think about it in two different ways. One is that we talk a lot about the role that automation is playing in all of our lives and you know, I think this conversation is taken a little bit of a pause over the course of the last five to six months as people have really sort of focused on much more important matters around personal safety and economic wellbeing and social justice. But you know, over time we will see more and more jobs absorbed by automation and the jobs that will be safe, the ones that will not be upended by automation, will likely be the ones that require creative thinking, and so creativity is just so important because those are the jobs that will will survive, you know, a post automation world and in a world where AI is so powerful. I love to sort of paraphrase is our Emmanuel, the super agent, who says, you know, show me the machine that can think like Larry David. There are certain creative processes that just can't be learned by even the most powerful supercomputer in the world. So I think that's one part of it. I think the other part of it is that, you know, creativity is what is going to help businesses solve these big problems that sit at the intersection of business and society. We've seen over and over again how consumers and even communities feel like they have to that they trust business as much, if not more, than other institutions to help them... with big societal problems. The the trust barometer that Edelman puts out every year around the time of the World Economic Forum consistently shows that businesses are true more trusted than government. And so if we're relying on business to try to help us deal with sustainability issues, to try to help us deal with supply chain issues, to help us deal with racial justice issues, you know that kind of problem solving is going to come from creative people. It's not necessarily going to come from people who played strictly by the rules and just want to sort of dot every eye and cross every tea. We talked a lot about that the beginning of the pandemic, really really around May. Our theme for our event was positive disruption. We talked about how creative and creativity and innovation sometimes come from that disruption. So we understand how creativity is so necessary to move a company forward. Speaking of a leader cast event, we are really excited that you're speaking alongside an all female cast of leaders at rap bull effect, which is happening in October. Fifteen so can you give us a quick little tease to our audience of what we can look forward to with that talk? Yeah, I'm really excited to be presenting a leader cast and, as we talked about at the the top of the call, I just think I'm a huge fan of bringing people together, even in a virtual setting. There's so much to be gained from sharing knowledge and wisdom and hopefully getting a chance to to have some one on one time with with people who can really help shape your worldview. So I'm going to be talking about corporate culture and leadership and we've obviously touched on some some big things here, but you know, there is no question that leadership shapes culture, whether it's a big organization or a small organization. The role of leadership teams and the way those leadership teams communicate, the way they the way they live their values at work and the way they the way they comport themselves in their business dealings. That spreads throughout the culture and I truly believe, and I'm I've been a business journalist long enough to be somewhat cynical about about business and businesses motives, that there is a big sea change taking place in the way that individuals and teams lead and that is going to create, I think, much more inclusive and much richer corporate cultures. Looking forward to it. I'm really excited to hear that talk as we wrap up at leader cast. Our mission is to build leaders worth following. This brings me to my final question and the whine that we end every episode with. Stephanie, in your opinion, what makes a leader worth following? Humility, I would say. For me, I think humility is a very underrated leadership trait. I know it seems a little bit paradoxical because, you know, again, so many of us grew up watching these leaders with incredible confidence, in many cases very big and strong and healthy egos, and you clearly need a lot of confidence to lead, especially at the level of the the attendees of leader Cast, two thousand and twenty right. These are people who have gotten to where they've gotten because they have confidence in their ability. But I truly believe that humility is is such an important trait for a leader because in this day and age you need to be able to admit when you're wrong, you need to be able to fix problems that you have...

...helped contribute to and I think humility. It goes hand in hand with a kind of authenticity that employees are seeking, and I know that the leaders that I've wanted to work hardst for and follow into battle, if you will, are the ones that have displayed a lot of humility. Have me such a pleasure. Thank you for joining us today. Thank you for having me. I'm looking forward to seeing you all at leader cast two and twenty. Well everyone. I don't know about you, but as a leader, is comforting to know when struggles happen, we aren't alone. At the same time, celebrating a team's when can really help cultivate our culture, and clearly, communication is still high in the list of things that we need to work on to be the best team we can be. Stephanie had great thoughts in relation to all of these. If you want to connect with Stephanie, you can find her on Instagram at Stephanie Metta's while as on other social media platforms. If you want to see and learn more about the creativity in the companies fast company is working with, don't hesitate to follow them as well. If you want to learn more about Stephanie, think about joining US daring ripple effect as we dive deeper into the topics and more that we discussed today. You can also find more content related to collaboration, which is the leader cast theme this month, through our blog, webinars, newsletters, videos and more. Visit Leader Castcom for more information. As always, if you like what you heard today, please share, rate and review this podcast. It means the world to us as we look to grow leaders like yourself, and be sure to check out our previous episodes and subscribes so you never miss the latest from us. Thank you everyone for joining today, and now go be a leader worth following. According to research from Edelman and Linkedin, almost sixty percent of descision makers said that thought leadership led them to awarding business to an organization. Sweet fish media helps marketing teams turn their executives into industry thought leaders. Learn more by visiting sweet fish mediacoma. Leader cast. Thanks for tuning in to the leader cast podcast. To ensure that you never miss an episode, subscribe to the show in your favorite podcast player.

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