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Welcome to the bringing the human back to human resources
podcast. I'm Tracy Chernoff and I've
spent my entire professional career in HR Each week, we'll
explore the delicate balance between people and business with
the aim to reconnect the two and create meaningful outcomes.
Listen in as I share my own experiences, challenge the
status quo, and chat with guests from various industries about
our mission to bring the human back to human resources.
Hi everyone, welcome back to the Bringing the Human Back to Human
Resources podcast. Thank you so much for being here
for another week. This week we're breaking out pom
poms, folks, because it's all about cheerleadership.
I have someone who I've been, I'm very excited to record with
because she has fun all the time, at least from my
perspective. So let me tell you a little bit
about our guest this week. Her name is Stephanie Adams.
She is a keynote speaker, author, leadership development
consultant, former elected official, adjunct university
instructor, wife, mother, and energy generator.
She has over 20 years of experience leading and training
in the corporate, nonprofit, and government settings.
She earned a Master's in Education and Multicultural
Education in 2008 and her book Cheerleadership Hence Why We are
Breaking Out the Pom Poms Strategies to Build and support
human centric workplaces for the Future was published just last
year in 2024 and was awarded A Goodie Business Book Award in
the HR and Employee Development category and her role as Chief
Empowerment Officer. She provides leadership
training, coaching and keynote presentations to grow the next
generation of leaders. Her main areas of expertise are
building high impact teams, first time frontline manager
development and engaging multi generational workforces with a
focus on Millennial and Gen. Z employees.
That includes me. I am a millennial.
And Stephanie's days, by the way, are fueled by coffee, yoga,
new challenges and building relationships.
Her passions are developing others serving the community.
Philly sports. I'm a New York sports fan,
Stephanie. So we'll, you know, we have a
little bit of a rivalry there, but yeah, we'll have to let it
go. We'll just move right past it.
That's OK. Got it.
Travel and managing the chaos that comes with life, kitchen
dancing and bringing positive energy into every room.
And I, for one, I have to attest to this because Stephanie has
fun Fridays on her LinkedIn and every Friday morning, like
LinkedIn is one of the first things that I check after e-mail
and I see it and it's amazing. And I, I just love what you do.
I love the fun and the energy that you create.
Thank you, that's actually become my favorite thing to do
in my role. Leadership doesn't always have
to be stuffy, Leader doesn't. Leadership doesn't always have
to be hard. I think that we need to lighten
the load and we need to have a good time sometimes and laugh
and laughter's good for us. And that's what Fun Fridays seem
to be bringing to people, and I'm having a blast doing it, so
I'm glad you enjoyed them. I do.
I really do. I really do.
And maybe we have to take it back a little bit because
there's a reason why cheerleadership is, you know,
fundamentally the name of your book and a big part of kind of
your, your brand, so to speak. Where does cheerleadership come
from? So I am a 15 year cheerleader
and a five year cheerleading coach.
As part of my previous life and what I started doing
concurrently when I was coaching a college team, I was also in
the professional world in education and HR.
And I started to notice that a lot of the strategies I was
using for my cheerleaders, we're actually really applicable in
the professional world. And it really sort of sat in the
back of my head. I was like, wow, In the
professional world, we have a tendency to bring together 5
people. There are 5 hypos and we're
like, hey, if we get you to work together, this is going to be a
fabulous opportunity. We're going to do a great job.
You work together, you work together.
Deadline's Friday. We bring those five people
together and for some reason it doesn't go the way that we
expected. When I think about that from a
cheerleader analogy, I'll use the example of a basket toss if
you're a non cheerleader. What that is, is it's a stunt
where we throw somebody up in the air, they do something cool
up in the air and hopefully someone catches them when they
come back down. I would never, as a cheerleading
coach, allow my team to do a basket toss on day one without
having learned about each other, found out about each other's
strengths, help them learn to communicate with each other,
build trust. Because cheerleading stunts take
a lot of trust. Cheerleading stunts take a lot
of applicable skill sets and people being placed in the right
positions. So I would never do that in
cheerleading. Why do we do that at work?
We put people together. We assume that they're going to
be successful and they're not. So your role as the cheerleader
or coach of your team is really about bringing your teams
together, helping them connect, at helping them care about each
other, helping to challenge them to be the best versions of
themselves, help them to celebrate the small wins and the
big wins. And if we do all of those
things, we help to inspire. And those are the five themes of
cheerleadership. Connect, care, challenge,
celebrate and inspire. I love that.
Well, I did know that you came from a cheerleading background,
so I, I can appreciate that, you know, in your fun Fridays,
you're always breaking out the pom poms too.
But when you bring that analogy or you create that analogy
between, you know, your really your experience in cheer, 20
years of experience all around and you, you bring it back to
the workplace. It's, I think it's really
applicable because whether someone was a cheerleader or
not, I was not, but I played sports my whole life.
There is something there when you think about like the sport
that you did play or the the team that you were on earlier in
life. All of those things that we
learn, all of the things that our coaches taught us are really
relevant. And it's a weird thing that we
go from having these experiences of listening to coaches and, and
becoming the best versions of ourselves in that sport or that,
you know, club environment. And then we move into the
workplace. And it's almost like you only
get that sometimes it depends on the leader that you have or it
depends on the company that you work for.
And it feels like there's a missed opportunity to just keep
that going and to keep having coaches.
And if you think about the fact how much interdepartmental
collaboration is required in today's work, right?
We are not working in in solitude now.
It feels that way sometimes with the remote environment.
But truly, to get anything done, we need each other.
And so in cheerleading, you quite literally cannot create a
wow moment on the court unless you work together and understand
each other's strengths, support each other's gaps, communicate
well. And so in the workplace, you
know, we're expecting our people to work together and we think
that if we just drop them at a conference table together or put
them on a teams meeting together that they're just going to get
it. And it just doesn't work that
way. Leaders have to help facilitate
those connections to get people to be able to work best together
and create innovative new projects, solve problems, you
know, And so I think that this idea of being part of a team is
so embedded in what work is today, but leaders don't know
how to do it. And that's why I wrote to your
leadership was that I wanted to give a playbook essentially of
here's some practical strategies you can try to learn about your
team, help your team learn about each other.
How do you challenge them in new ways?
How do you create a culture of feedback where it's OK to make a
mistake, it's OK to push back on an idea?
We want to create psychological safety for our teams, which I
know is, you know, a hallmark of this, this discussion that you
have on your podcast all the time.
You know, and, and it really is, if we're going to make work
better, we've got to start figuring out ways to engage our
people and let them be part of conversations.
If you look at the Gallup, you know, state of the workplace
that came out in 2025, engagement hit its lowest
percentage in the past 10 years. I think it was 30%.
And 19% of employees are actively disengaged.
And when I think about that, it's so sad.
People are coming to work and phoning it in.
We want people in our organizations that are excited
about what they're doing, feel like they are part of a mission.
And as leaders, we have to help them get there sometimes because
work can be really hard. Humans are messy.
But there's a lot of great stuff there, and we have to tap into
that. Totally.
I it's really bringing me back to something that you said just
a little bit earlier, which was around the basket tossing that
you wouldn't put someone in that position on day one and you
wouldn't have them doing that that or performing that on day
one because there's no understanding of the team's
strengths. And so when I think about that,
one of the things that I often think about that one of my best
leaders that I've ever worked for did frequently was talk
about the team's strengths. We did a whole, you know,
strengths assessment and we understood what people, you
know, naturally had as their strengths.
And we rather than saying, OK, let's build up on the things
that you're not as strong at, it was there was a focus on, let's
lean into the strengths, which I really subscribe to because
those are things that, you know, are so innate in us, the things
that we do really well or that are, you know, again, part of
our strengths. And, and so there was always
this reiteration of what each member of the team did really
well and how we could leverage those strengths with all of the
things that we did. And that's to me, it's kind of a
lost art. It's not lost, but it, it's,
it's being found. And obviously through your book
and, and the work that you do it, you're helping leaders to
remember that everyone brings something unique to the team,
including themselves, and that they have to lean into that.
And so often, you know, businesses are moving really
quickly. Problems that need to be solved
need to be solved really fast. And there isn't that strategy
like, oh, who's going to be really good at solving this
problem? Who's going to have the right
strength for addressing this? And that's what they need to.
Focus on. I also think too that leaders
have to recognize that it's not one-size-fits-all.
Just because you have two people on your team that are really
great at producing spreadsheets doesn't mean that they are
motivated by the same thing, Doesn't mean that they are both
looking for the same type of promotional status in the
future. You know, getting to know your
people as individuals. That is where the true power
comes from and understanding their strengths, understanding
their fears, understanding their triggers, You know, what are the
things if someone comes late to work, why does that tick this
person off so much? Well, maybe they were always
left by their mother at the mall.
That happened to me all the time.
She was always late picking me up, you know, so like.
Thanks always going to be. Right.
I always want to be on time because I know how it made me
feel right when when somebody wasn't.
So I think that being able to lean into that and seeing, yes,
I have a team of people, but I can't leave them the same.
They they bring different things to the different things to the
table. How do I help them grow those
parts of themselves? But also part of what we need to
do as leaders as we have to challenge them to get outside of
the box that they think that they've put themselves in.
You know, I hear all the time like, Oh my gosh, because I do
public speaking as part of my job and people will come up to
me and be aren't you terrified to go up there?
And I mean, public speaking is a big bigger fear for most people
than death. Like yeah, yeah, yeah, people
are petrified. Yeah, petrified of it.
But. Public.
Speaking is something we all have to do if we are going to
continue to proceed professionally, right?
True to some extent. So you as the leader have to be
able to identify within your people.
OK, I understand that standing in front of a group of six of us
is scary for you, but let's give you some opportunities to maybe
get you in front of three of us. First, let's talk about what you
did well. Let's talk about where you could
improve and then let's just expand that circle a little bit.
I believe you can do it and and challenging them to do things
that they don't know they're capable of.
And I got to see that as a cheerleading coach.
You know, you would start with a fairly simple stunt.
Someone that was new to being what we called the up person is
the flyer, someone that had never flown before.
You give them the skills that they need.
You give them the mentoring from other experienced Flyers and you
take it step by step. You make building blocks, by the
end of the season we would have a non flyer that had never been
in the air before doing death defying stunts across a floor or
in a competition mat. That's what we have to do at
work. We've got to encourage, we've
got to support when things are not going well.
What do they need to fix those gaps and how do we keep pushing
them a little bit further to help them see what they are
capable of? Yeah, it's I was thinking about,
first of all, the show Cheer. I'm sure this comes up every
time. I loved that show.
And I know that there were a lot of crazy, unfortunate things
that kind of came to light as a result of that show.
And I don't think it's on Netflix anymore, or at least
like they're not doing any more seasons.
I did love that show, though. But something that I thought
about was the commitment that ever like there was always a
focus on commitment from each participant, from each athlete.
And you could tell when there were people who were not as
committed and the way that impacted the team, the way the
coaches felt and the way it impacted their own performance.
And I think about that in relation to what you just
shared, because you're talking about providing skills training
and upskilling and mentorship and coaching and all of these
things that are relevant in sports and equally as relevant
in the workplace as we know. And yet there is still so much
emphasis on that individual commitment, because you could
give someone all of that, but if they're not interested in
growing, developing, doing more with their careers, and it
doesn't necessarily mean like a vertical growth, it could be
mean that their, their skills are being expanded on and, and
being strengthened and within their current role.
But it, it's just, you know, it's, it's an important
reflection point that everyone involved in that equation needs
to be equally as committed. The most important commitment
coming from the individual. Well, and I also think that in
order to help them get there, we have to help make sure that they
feel connected to the mission of the organization, right?
What part are they playing in this monster plan of this
Fortune 500 company? You know what is me sitting here
having this customer conversation doing for the
output for the organization, helping them see they are a part
of something larger, bigger. And and then also so there's the
connection to the mission. But I think more important are
if we want to talk about human centric leadership, humans want
to be seen, we want to be valued.
Whether my job is to turn a widget 15,000 times a day or my
job is to present to 1500 people and inspire them, you know, to
greatness, whatever my job is within an organization, we want
to be seen. And so knowing that I matter,
knowing that what's going on in my life outside of work is
impacting how I lead, how I work with others, how I'm
communicating, recognizing that is so important.
And, you know, I use that as another, you know, analogy with
cheerleading. If one of my girls came into
practice and they were visibly upset, I would not let them
stunt because there were literal health aspects of this.
And I have had to call parents before when I've had a
cheerleader hit the floor and we had to go to the hospital.
It was awful. So I always wanted to make sure
everyone was in a good place to be able to achieve whatever that
highest level of performance was every day.
So what that meant is if someone came in and they were
distracted, unfocused, mad, I had to pull them aside and have
that conversation first. Maybe they're failing chemistry,
maybe their parents just cut them off financially, maybe
their boyfriend cheated on them. Whatever it was that was
distracting them was taking away from their ability to be a
contributing member of the team. And quite literally, someone
could get hurt because of that. The same thing happens at work.
We have people going through divorce.
We have people that are sandwiched between caregiving
their parents and caregiving for their children.
We have people that are dealing with medical issues that we know
nothing about, mental health issues.
So understanding and reading your people, seeing it before
you're pulling them to the table and saying, hey, we've got to
work on this project. I need all your focus.
Find out what's going on. You know, one of the things that
I talked to leaders about, especially in one on ones, I
encourage them to have a burning issues agenda item is #1 burning
issues means you have 5 minutes to talk about whatever the heck
is going on in your life. Maybe you are presenting to the
C-Suite at the end of this week and you want to talk about it.
You're nervous. Great.
That could be very professional and that could be part of the
conversation. But maybe your cat threw up on
the carpet this morning and it left the stain and you're mad
and, and you just need to like release that.
Because we can't focus on the things that are necessary for
work when all this other stuff is floating around us.
And we've got to get to a place that we can't work.
And like and personal, they are not separate.
They overlap. We've got to learn how to make
them flow together, acknowledge when one of them is impacting
the other negatively or positively, and make it OK to
talk about. Yeah, absolutely 1000%.
I, I second what you say. And especially now when people
are, you know, working hybrid or remote, everything is so blurred
and, and people are working way more than they used to because
of, you know, e-mail and, and Slack or Teams or whatever
people have on their phone to connect with people constantly.
Yeah, yeah. It's impossible to draw a line
and it's really quite unhealthy, actually.
But, you know, Speaking of the impact of work and personal
things, I know there's certainly a lot that we can talk about in
terms of the changing energy at work and what that looks like.
So why don't you walk us through that?
So I think it's so even today, the choice of a bright pink
shirt and a white blazer. Bright colors bring positive
energy. So I have a yellow pom pom.
It's going to make people smile. I know that your listeners that
are listening to this can't hear that, but.
They can watch on Spotify or you take them break out.
There we go. Break out the pom poms.
But as a leader, it is sometimes our responsibility to help get
the vibe right for work. And so if we walk into a
conference room and we have to deliver bad news, if we are
coming in with our shoulders down, we're looking down at the
floor and everything is very sort of closed down.
Very clearly everyone in that room is going to tense up
because they know something bad is coming.
If we come in and with a gentle smile and say good morning,
everybody glad everybody's here today.
You know, we've got some important things that we need to
talk about and, and unfortunately, you know, I think
we're going to have to talk budget cuts for whatever, but
how you enter that room is going to change how people accept the
information that's coming. You can either freak them out on
the front end or you can either come in at least with a positive
vibe and make it problem solutions focused versus we're
not going to be able to get through this.
So changing energy can be as simple as what is your body
language doing in a conversation?
You know, if you're sitting in a one-on-one meeting and someone
is sharing an issue with you that they've had with someone
else on the team and they're complaining about someone else
on the team because they're having conflict.
If you're looking at them with like a raised eyebrow and like
lips are kind of curled up like whatever, you're not listening
to them or you don't believe them, they're not going to be
willing to open up and have a real conversation with you.
So change the energy. Hey, tell me more about that.
That really sounds like it's impacting you today and I want
to understand why and tell me more about the conversation that
was had and why did that get to you so hard?
So changing the energy that way there is very like obvious way
is to change energy. If you are on deadline and
everyone is working hard to get to that Friday, 5:00 deadline
that you've got to get that final product in and you can see
everyone starting to feel drained.
Put on hype music, put on music that makes people get up.
We need to move. We need to shake, get the blood
flowing again. Because when we sit at our desk,
we're staring at our computers all day long.
Our energy just goes with it. It continues to go down South.
Encourage a walking meeting day, put on some fun music and tell
people to get up and dance. And if you're in a remote
setting or a hybrid setting, throw the music on, tell
everybody to link up and tell them and we're all going to
dance on camera just for a couple seconds.
It will make people feel better. Even my pom poms, in 15 years of
being in like the professional space, I have always had a set
of pom poms in my office. And when somebody would come to
me and they were having an awful day, you could see it just by
the body language. When they walked in, I would
hand them a set of pom poms and they would look at me and
they're like, what am I supposed to do with this?
I'm like shake it, Just shake it.
They start with a little like light shake and then it turns
into like they start and then they're like okay.
And the dancing sort of starts. Now they're smiling.
And when we are in a better headspace, we are able to talk
through problems. We are able to be have
vulnerable conversations, change the energy, change the vibe.
If you're coming from a place of negativity, it's really hard to
get into a solutions focused mindset or a growth mindset.
So we've got to pull people out of that The sky is falling
mentality and sometimes it's just something as simple as
moving or tell me what could go right in the situation, shifting
the conversation, shifting the energy, Let's go towards a
positive outlook versus this guy's falling.
Yeah, Oh my gosh, I love all of that.
And thank you for for showing us and demonstrating the pom pom
experience. There it is.
And there it is Now everyone knows, you know, it's really it
it it brings me to again, something that one of my best,
the best like leaders that I'd ever had, what she often would
say, which is like you have to infuse levity into the work
environment. And it's kind of pretty much
exactly what you're saying, which is that people have to
find ways to have fun and they like work is hard sometimes
depending on the industry someone is it works in the work
can be very intense and and potentially life altering for
some people, again, depending on industry.
And so I think about the ways that leaders, to your point, can
infuse this type of energy that creates a sense of like
breathability and breathing room so that they can still
accomplish all the things that they have to do, but not at the
detriment of their own well-being or their experiences
or their happiness or whatever that kind of looks like.
And, and when I think about your advice to listeners around how
you know, if people, whether they're, they're delivering bad
news and how they approach that or whether they have a team
that's just kind of like weighed down, like how you just like
lift that up. And it's, it's so relevant even
in like our personal lives, we all know someone who is like
overtly negative and how that feels when they're negative and
how we interact with their own experiences and how if we're
someone who's more optimistic, how it feels to even be involved
in that type of conversation. And there is so much influence
that we can have at the end of the day, people do also have to
find ways to lift themselves. But in the in in the environment
and being surrounded by other people who take these practices
to lift others up or to infuse levity or fun or, you know,
these elements of cheerleadership into the
environments that they're in, it can really help to change.
I mean, obviously change the energy as we're talking about,
but really just change the entire narrative and experience
for people. Yeah.
And I think you know one, one thing that I do want to add to
that, you know, a lot of people think cheerleading is toxic
positivity, right? We are just moving forward.
Everything's great. And it's not our lives are
complicated, our work is complex.
We face hard things everyday, personally and professionally.
What cheerleadership does is build connections that allow for
trust because we've got to trust each other to be able to share
the good, the bad, and the ugly. And that means, hey, I really
didn't like how we interacted on that last project together.
I felt that you were speaking down to me and, and being able
to say those things. I want to make sure that we fix
that the next time we're partnered together.
Let's talk about what are some of the ways that you communicate
and I'll tell you how I like to receive feedback and, and just
it's not about everything's great and let's ignore any
problems. You have to confront the tough
stuff. You have to have brave
conversations. But if you truly understand each
other, if you've truly connected and are working towards
something as a team, then you were going to be able to have
those honest conversations in a way that's not meant to demean,
it's not meant to manipulate, it's not meant to embarrass.
It's meant to bring us all up and make sure that we're all
being successful. So, you know, toxic positivity
is a word, you know, that we saw thrown around a lot, you know,
during COVID, and I got it a lot.
I was on a school board at the time.
And, you know, being on a school board chair at the height of
COVID is, is not a great place to be, hence why I'm a former
elected official. But you know, one of the things
that because people are like, gosh, she's always so positive.
Yes, because the world felt really dark and you know, we had
to, it was very easy to get swallowed into that black hole
of we don't know what's going to come out of this.
But I also believe, what are we learning?
What are we getting to experience in this moment?
And I think that as a leader, even during budget cuts, even
when we lose a really important member of the team, even when we
lost a customer that we really wanted and really wanted to
land, what did we learn in that moment?
Turns it from God this sucks to this was a great opportunity for
us to do it better next time. Right, right.
Fun fact, I also was on the school.
Board, weren't you really? I was.
Holy cow from during COVID. 2016
to 2021 or 2022? Yeah, it's 2020, maybe 2021 like
the the fall of 2021, something like that.
Tracy, how did I not know that? Oh my gosh, we've got to talk
about. This offline, I was still living
at home because, you know, I was focused on paying off my student
loans and I was not yet engaged to my now husband.
And so I was like, you know, I I loved I loved being involved.
I really was like, very excited about, you know, running and
then being elected and all of that.
And I really felt like I was able to make a difference.
So that was pretty cool. But yeah, yeah.
Fun fact, I know I'm. Sure, you learned a lot.
I did, I did. I learned so much and the people
that I worked with fortunately were or who I was on the board
with were amazing. But beyond that, it was
definitely very interesting during COVID going from, you
know, being in the the boardroom versus being online and virtual
and having to make all of these decisions over Zoom.
It was weird, but we adopted. Yeah.
But either way, I mean, just to kind of close this loop, I
really think that there's so much that everyone can walk away
with and to feel inspired by that.
It's not about toxic positivity, even though I have certainly
been told that like sometimes my positivity can seem that way,
that it's like everything is, you know, everything is great
all the time. But that if that's what
someone's walking away with, they're not listening because
it's not that everything is great all the time.
It's that how you look at problems can determine the
outcome of the solution that you apply to it.
And I just believe that I, I believe that, you know, it's
like if you have a positive mindset, more positive things
happen, you know, Well, I don't know.
Well, call me delusional. No, I, I'm 100% on board.
And I actually think there's a lot of research that backs that
up. And so like one of the things,
you know, I like to talk about happiness at work and like, you
know, a lot of, a lot of leaders will be like, I don't care if my
people are happy. And I'm like, oh gosh, you need
to. Be an individual contributor
then. Right, right.
Exactly. No.
Anyway, so weird for you there was, there was a study that came
out of the University of Warwick a couple years ago and it was,
you know, happy people are 12% more productive at work and
they're healthier, they have better interpersonal
communication. If you look at Sean Akers study,
he's the founder of the he wrote the book the happiness
advantage. He found that people that are
happier, more successful, not that successful people are
happy. So if we're looking to build
teens that are achieving and and contributing and building, we
want people to be happy at work. There is ROI ties to happiness.
I'm not saying work has to be fluff.
We don't have time for fluff, but we do have time to engage
our people, to learn about our people, to value our people in
the ways that they want to be valued.
And that will help create loyalty, engagement, happiness.
And if it's getting a pom pom out from time to time.
Get that pom pom out. Yeah, get that pom pom out.
I love it. One last question for you before
we wrap up. I'm curious, what if someone
comes to you and says, I work in a very serious organization,
everyone's very serious and we have a few laughs, but very
serious, unlike very little room for fun and levity and all that
stuff. What would you recommend to them
if they wanted to infuse or you know, infuse some fun but also
like change the energy at their? Workplace.
So great question. I work with a couple clients
that work in industries that would not be considered fun and
energetic and you know, they tend to be in the tech and
science space. But what I will say is that
figure out what does fun mean to your team.
And so, you know, I, I'm a huge fan of surveys.
And so ask people if we were going to do something fun, what
would that be to you? And let them determine, well,
fun would be PTO time. Fun may fun may be having lunch
together. Fun may be having an opportunity
to meet, sit down and have, you know, have a sit down with the
CEO face to face. Fun may be we go bowling as a
team, you know, during work hours.
But talk to your people first. What is fun to them because you
know, try and find that middle ground.
And then you know, fun doesn't have to be running around with
pom poms or some event. Fun literally can just be
smiling and complimenting somebody on something good they
did, celebrating the small stuff, putting a pop a post it
note on someone's computer screen.
Thanks for jumping in and and subbing for so and so last week
when they were out. Really appreciated you.
That helps build fulfillment value fun.
And so you know, I think that you're going to always have that
cheerleader on the team. I've always been that
cheerleader and when you have that person, lean into them
because I do think that they help other people sort of loosen
up. I'm amazed when I walk into a
room with pom poms. It gives other people permission
to get up and be themselves and do something that they may not
normally do. So if you model it, other people
will start to come along and be like, oh, I can loosen up a
little. Bit, yeah.
I can, I can smile at that joke that, that everything's I'm
good, you know, so. I think that's a great point,
yeah. Yep.
So model and find out what they want, yeah.
Yeah, model it and find out what they want.
I think that's great advice. Very sound advice.
In fact, everything that you've shared has been sound advice.
So with that, yeah, of course. I'm so glad that you came on the
podcast. I was like I said, I was really
looking forward to joining. Where where can everyone find
you? Get a copy of your book and and
also see all of your Fun Friday Friday posts on LinkedIn.
Sure. So the book is available on
Amazon and Barnes and Nobles, Anywhere that you find books was
published by Amplified Publishing.
If you want to connect with me, which I would love, you can find
me on LinkedIn at Stephanie Z Adams.
And that's Z as in Zebra. And yes, when I met my husband
and his last name was Adams, I was like, I am going from the
end to the beginning because my maiden name was Zubrick.
I was like, I'm in. All of yeah, your kids went from
instead of where you your experience.
You were at the end of the line. Right, so now they're yes, I
also I went from R to C, so I also yeah, you.
Jumped the line. I jumped the line.
Yeah. So Stephanie Z Adams on
LinkedIn, on Instagram. You can also find me at WNY
People Development and at Corporate Cheerleader.
Amazing. Well, we'll have all of those
links LinkedIn, the show notes with the which the listeners are
definitely accustomed to at this point.
So for everyone listening, please connect with Stephanie.
She really is such an amazing follow.
I'm really and what I just my final point on this, like you
talked about how if you model it, it gives other people
permission. And I really think it's true,
like on LinkedIn where things can be like really heavy, people
are posting a lot more personal things that are also really
heavy now. And I'm like, how did I get on
this algorithm? I just want to see the good
stuff. But it's like really, it really
does give people permission. And I have to say, as someone
who tends to kind of avoid social media, sometimes it's
like, I have to be in it and then I avoid it because it's
like, uncomfortable. It does remind me that like, oh,
you're on there, you're dancing, you're you're shaking pom poms
and doing this fun Friday thing. And like, I could do something
fun like that too if I wanted to.
And yeah, so I love, I love that you're not just saying model it,
you're actually modeling it. So kudos to you.
Thank you. I appreciate it.
Thank you so much for having me on today.
Yes, Oh my gosh, it was my pleasure.
You're welcome back anytime and really excited for all the
listeners to gain these insights.
Thanks a lot. Hey, just before you go, don't
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