Nicola: [00:00:00] Hello and welcome to Women at the Top of Telecoms and Tech. I am your host. I am Nicholas goco. Still getting used to my married name for getting there now, and I help telecoms and tech organizations to recruit, retain, and then develop women at the top and their future talent to close. The gender pay gap and drive a more inclusive culture.

Nicola: So welcome to the show today. I’m very excited to have you here. We’re gonna be talking about something today that I think is just being talked about, a really heavily discussed topic in the most recent months. Um, there’s good reasons for that. We’re gonna be talking about quiet quitting today. So we’re gonna be talking about what quiet, quitting actually.

Nicola: Because I think it’s kind of a term that’s used so much. Let’s get really, really clear on what it actually means. Then we’re gonna talk about the reasons that this is showing [00:01:00] up more and more. Then we’re gonna talk about, we’re just gonna share some stats cause I’m a bit of a geek, so I do like some stats.

Nicola: Then we’re going to just talk about some of the signs that some of your employees might be quiett. And how to recognize it and what to do about it. And also just really how it’s really difficult for women to actually quite quit and just put some context around it for women in organizations as well. Um, and for my own personal experience really of what I’ve seen in the, the leadership programs that I’m running and the women that I’m coaching.

Nicola: So that’s today’s show. So I’m really excited for today. Like I said, this is, I think has been one I’ve wanted to talk about for a little while. And so we’re here today. So let’s start off with what quiet quitting actually means. I think it’s a term that’s used a lot, so let’s actually get into, uh, what does it mean?

Nicola: So let’s go for a bit of a definition. Quiet. Quitting is essentially where someone is just cutting back and [00:02:00] they’re just doing the bare minimum of what they need to. So they’re just really. Making sure that they’re not gonna get fired. They’re not gonna lose their jobs, but putting the least amount of effort possible into their work, and this is something that’s been on the increase over the last few months.

Nicola: I think this is another symptom of coming out of lockdown. Some stats just around this as well. So research by employment expert. Citation found workers are doing the bare minimum in their jobs, and really just that we talk about for fair reasons. So nearly half, 44% of formal workaholic Brits have cut down on doing unpaid overtime to get jobs finished.

Nicola: So they’re not doing the extra bits, they’re not working at home, they’re not doing weekend work, and they’re not doing all the extra things that are needed to be. Two in five say choosing not to work late anymore because they’re only doing the work that they are paid for. So they’re setting those boundaries.

Nicola: They’re saying no and pushing back on doing the extra work that was just really delivering everything [00:03:00] that needed to be delivered. 38% believe that the extra work isn’t acknowledged. And 29% are feeling unmotivated. So we’re kind of getting to the heart of some of the reasons of why Quiet Acquitting is going on, and two-thirds admit that they are not taking on more work than the minimum they’re required to do.

Nicola: And we’re seeing these changes in organizations across the world. We’re just seeing a real shift in kind of like the power balance between organizations and employees. And why is that? I really think there is a shift in the power dynamic of organizations and their employees, and I think this is the quiet, quitting is really reflective of that.

Nicola: And I think this has happened in part due to lockdown. We’re obviously in. A time when there’s the war on talent. So just finding the talent that you need in your organization is proving really, really hard. Um, we know that it is very much a market at the moment where employers can make, employees can make the choice that they [00:04:00] can really decide that there’s a lot of opportunity for them, and especially within tech and tele telecoms.

Nicola: If you are someone that has a great amount of experience as someone that’s in a particular very sought after area, you can command much more in terms of salary. You can command much more in terms of what you are looking for from your role, and you can become to the point where you are kind of, you are really so important to that organization.

Nicola: You can set what you are looking for from your job. So, The conversation buzz around quite quitting means that leaders, it’s really for me, also reflects that leaders need to remember this. They need to come back to that. Every employee is an individual. Every employee can make their own choices, and every employee has the right to do that.

Nicola: I think quite quitting has had quite a negative connotation. This kind of the concept that you are dialing back to the point where you are just doing the bare minimum, but actually is it different way of looking [00:05:00] at it? So is it that for many people, They’ve been through, we’ve been through lockdown, we’ve been through the pandemic.

Nicola: It’s been an incredibly challenging time, and there’s been a real realization, a shift in priorities. We’ve got back to what’s really important. We’ve got back to actually my family, the most important thing in my life. My mental health is the most important thing in my life. Feeling good is the most important in my life.

Nicola: And along with that goes setting boundaries and being really, really clear on how I want to spend my time. And it goes back to, as a leader, it’s really important to recognize that of people getting their work done and they’re also setting boundaries and protecting their personal time. Is that a bad thing?

Nicola: Is that a behavior? It should be encouraged. Is it time to move away from the the presenteeism? I know for me, when I worked in corporate world, I would often be the first in, because I would go to gym in the morning and go straight to my desk. So I would generally give an extra hour a [00:06:00] day, even if I was leaving on time, which I generally didn’t.

Nicola: So I probably gave an extra. Five, six hours a week. If I was in a launch period because I ran multimillion pound launches for telco companies, if I was in that period of launch, I would be working weekends. I would be working late in the evenings, especially when things have gone wrong, which was generally a couple of weeks before a launch.

Nicola: I would be giving my time to make sure that we could still launch on time and in budget, and I didn’t really think anything of that. But I think this comes back to the fact that if you’re giving so much of yourself and you’re, you’ll have that presentee always being there, and you’re the first to respond to emails and you are taking the most actions on in meetings, and you are the one that’s.

Nicola: The one that’s the go-to person to solve things, that’s great, but in a way you become invisible because you, you are unappreciated. So I would just really invite you to think about [00:07:00] quiet quitting. Is it that negative, really negative thing that’s happening? Or is this really employees becoming really empowered and employees demonstrating the need to set boundaries and the need to make a separation between home and work after giving?

Nicola: So, For so long through lockdown. So just something to really, really think about. And actually in the long run, if, if someone is quiet quitting, is that not a way of their just actually maintaining their health, that they can have longevity in their role, that they can when needed to, they can potentially give some more because they’re not burnt out, because they’re not frustrated, because they’re not overgiving, because they’re not all constantly overdelivering.

Nicola: There is a potential, there is that flip side of quiet quitting as well, which is just around. That potential for longevity. So let’s have a look next. That’s why is quiet quitting become such a thing. So what are the shifts that have happened to really [00:08:00] change employee mindset? And like I said, I think the wider contact here is around lockdown and the pandemic at the last few years.

Nicola: But there’s two key things that stand out for me here. Two noticeable shifts in the power dynamic between employees and. Organizations, and the first one is a downfall of the hustle culture. So during the pandemic, there was obviously a huge shift and a needed shift to adapting remote work. That’s how a lot of organizations continue to trade, that they continue to be able to support customers and clients through remote working.

Nicola: So with that remote working, It gave employees a real opportunity to reevaluate their work life balance and really, really question that hustle culture and that presenters and mentality that you need to be constantly there. You need to show up. You need to give, not just your time. You need to give your heart.

Nicola: You need to give your soul, you need to give all of yourself. And that working [00:09:00] overtime, that working longer hours to support your goal of being promoted suddenly seems less important than spending time with your friends or indulging in a. A hobby that’s a real passion for you, or spending time with your family and your children.

Nicola: So there’s that real shift, that downfall in the hustle culture, that a reflection and a change in the view of presenteeism. So employees now look for jobs that allow them to focus on their wellbeing and to leave room for personal time and have that balance. Things like job shares, things like working part-time, maybe working compressed hours so you have more time at home.

Nicola: And actually through the leadership programs I run, I’ve seen through those programs women asking for to work four days, asking to look for a job share partner. Because there is that downfall, the puzzle culture. So that’s the first point and the second point as well. So [00:10:00] it’s second kind of noticeable shift that has led to this quiet quitting is also the shift from work for me to the shift to work with me.

Nicola: So when you think of the new younger generations, I’m gonna sound potentially a little bit older now, but employees particularly al. And Gen Z now want a job that adapts to their lives instead of adapting their lives to their jobs. So they want a job that will support their wider lifestyle rather than a job, just that is their lifestyle.

Nicola: They’re not willing anymore to give all of themselves. They’re not willing to give all of their time, and they are demanding more, and they are going to move with their feet if they’re not having those demands. And when I mean demands, I mean things that are essentially quite basic. So things like flexible hours, things like remote working or hybrid working, things like just enough holiday.

Nicola: So employees now prefer to work at companies that align with their values and beliefs. So millennials and [00:11:00] Gen C very socially aware. Very aware of the environment as well and driving that positive change is so, so needed. So they’re looking to work with organizations that have a positive impact on the world, that are driving positive change that would create legacies that ensure our environment and our world for future generations to come.

Nicola: So they’re looking for meaning, they’re looking to fit into a bigger purpose than just their job role. It’s not just about an income. So there’s that real shift and that real change. So the notable shifts are that downfall of hustle culture, and then the work for is that shift from work for me to work with me.

Nicola: And just in line with that as well, there’s a need, and I talk about this in another episode, just a need to change the leadership style of organizations, a leadership culture. So it’s not, it’s no more around. And it’s just outdated and it just don’t, won’t work in the world that we’re in now, to have that authoritarian style leadership of this is the direction we’re going in.[00:12:00]

Nicola: This is my decision and I will lead us there and not open to conversation, not open to being challenged, not being open to new ideas. And for me, that’s gotta be a shift away from the boys network culture. And it’s gotta be a shift from stale male power being at the top of organizations because actually we need.

Nicola: Different people from different backgrounds with different philosophies to really get to top of organizations to support the change that is needed to that new style of leadership. And this would be kind of captured, this is captured for me in Brene Brown’s, um, when she talks about two styles of leadership.

Nicola: So one is around a daring style of leadership. One is then around. Armored style leadership. So daring style leadership is when you are open to be questioned. When you are, you are the leader, but you’re also part of a team for the idea of work with me. So you’re set in the direction, you’re set the vision and the strategy, but you are leading your team there in a way that is consultative.

Nicola: Where there is [00:13:00] connection, where you care about your employees. It’s not just the the drive and the push to get to somewhere and you’re open to being questioned. You’re open to being challenged and actually open to sharing ideas to make that strategy, just to improve that strategy and get there in the most effective way with ideas from your team.

Nicola: So I’d really, really recommend that you have a look at that. And then on the flip side of that is the armor style of leadership where. It’s kind of deflecting away from questions. It’s quite defensive, it’s authoritarian, it’s just setting the direction and you work. For me, it’s that, that older mentality, that outdated mentality.

Nicola: So I would really recommend that you have a look at that. And like I said, I think this, these shifts in just that power balance between employees and employers just needs that new style of leadership to just really drive. So let’s have a look. Now, let’s have a look at what are the key sites to look out for around quiet, quitting.

Nicola: So how might [00:14:00] you know that someone in your team is quite quitting? And I would really encourage you as well, just with your style of leadership, just to have that. Like I said, it’s around connection, it’s around care. It’s around knowing your employees beyond just the day job. It’s that connection to them as a whole person.

Nicola: So if you have that sort of relationship, you’re probably gonna notice these things pretty quickly. All signs are quite quitting. That I think will help you identify if someone in your team is facing this at the moment. Um, and the, just a few ideas and strategies to really help you start to just support that person and just to, in a wider context, make some changes to, just to support people that are essentially quite quitting.

Nicola: So number one is isolating from coworkers. So, The workplace is built on being a social space, and people form those relationships with their coworkers through the projects that they’re running through. Might be some team building activities through the day-to-day meetings. So connection is really, really important, especially as we’ve [00:15:00] gone through lockdown come out the other side.

Nicola: So those isolated employees are a sign of disengagement, a sign of switching. So, for example, this sort of behavior could be that they’re like late to meetings. It could be that they’re missing deadlines. It could be that they’re harder to contact and get in touch with. It could be that they’re just ducking out of optional activities like team social events and just really, really quiet in meetings.

Nicola: So, These are people that you should just really check in with and keep an eye on. So what solutions to this? What are, what are things that can be done? So to support employees that might be, might be isolating themselves more and more. So just really having regular check-ins. So set up some way of just having opportunities for your team to.

Nicola: Your team to share, but have that for beyond just delivering on your objectives. So for example, I have a client who runs, uh, sessions with her team that are just about sharing. So she [00:16:00] calls them BMW sessions, which is Bitch Mo Winch. And that is just for her team to share. It’s not about work, it’s just about how they’re feeling.

Nicola: It’s about what’s going on for them, it’s about work, it’s about home, it’s about whatever they wanna talk about. And that means that when they’re then talking about. What’s being delivered and what’s, what’s challenging and what, what support they need. They’re not just focused on, they’re not just carrying all of that emotion with them because actually it’s already been discussed.

Nicola: There’s already that connection. There’s already that sense of care. And actually within my leadership programs at the moment, It creates something called the sharing spot. And the sharing spot is exactly that. Before we go into the the meaty part session where we’re teaching or we discuss in particular focus, we’ll have a sharing spot, which is exactly that.

Nicola: Just check in to understand how they’re feeling, what’s going on for them. So just so they feel heard, they feel listened to, they feel recognized. What’s the second way that you can recognize quite quitting. [00:17:00] So it might be that their employee might be stepping back and not involved in bigger company wide activities.

Nicola: So things like health challenges or there might be wider group chats, or there might be mentoring programs, for example. So employees aren’t interested in any of those initiatives that might have been in the past, who might have been really involved in the past, might have done a lot of things beyond their role.

Nicola: That could be a, a sign of quite quit. So what can you do here to support someone if they’re just refraining from those wider activities? So first of all, just to check in with the workload. So just your workload across the team. Are certain employees feeling overwhelmed? Do they feel like they don’t have any time for those additional activities?

Nicola: And the second part is just really. Make your team aware of those internal activities that are there to support them. Give them time to do that, and just help them find ways of pushing back on areas that might be taking more of their time. It might also be just organizing [00:18:00] monthly huddles with key stakeholders who you do that as the leader rather than that needing to be.

Nicola: Every person within the team or schedule as part of your meetings, share things that are going on in the wider business that are opportunities for them. Get that excitement, get that energy. So what’s number three? Number three, a third sign of quiet quitting. So only meeting the minimum performance requirements.

Nicola: And this might be one of the most obvious signs, but, and especially if someone before has gone beyond their job role, gone beyond their performance requirements and being involved in wider company activities and taking on the responsibility, a sign of this could be, Maybe there’s, um, assigned training that they need to do from a wider company perspective.

Nicola: There might be some just not, not really stepping into their long term goals. It might be really negative around, um, feedback that they’ve had, and there might be just a real shift in energy for someone, someone who perform might be really, really positive. Really, really [00:19:00] focused, really driven. Suddenly just that energy is dropped.

Nicola: They’re just kind of just doing what they need to do and nothing more. Um, and like I said, this is a criticism on this, but just for help you to recognize it. So what are the actions a leader can take around this is really getting the employee reengaged in their career strategy and their career path.

Nicola: And that could be things like getting them excited about future prospects. It could be about helping them identify their career strategy and what’s next. Giving them time to do that as well, even when people. Very focused on career development. Struggle to find the time is a real thing that I see often in leadership programs, and also help them to understand potential career opportunities and promotions within their companies.

Nicola: So share roles that might be relevant to them. Share those hot jobs that are great opportunities to give them visibility and also offer professional development opportunities. It could be that you can access a fund for them to look at a new qualification. It could [00:20:00] be that they want. Get a coaching qualification, for example, or might be a project manager qualification, so that can help engagement as well to help support their dreams and what they’re looking for from their career.

Nicola: And number four is really just around just. Understanding burnout, really, and knowing that burnout is different in every single person, and I’ve experienced burnout. For me, it was just a, it was just a bone tiredness. It was a brain fog that was unbelievable. It was just inability to be able to get out of bed.

Nicola: I had a guest on the podcast a few months ago, and we’ll, we share the episode. That was Amy Wilkinson. She talked about her burnout, and hers was very physical. It was, it was pinned and needles. It was incredible pain. So everyone’s different and an incredible stat here, but 73% of professionals have experienced burnout in their current jobs.

Nicola: Um, and just the, the path to that. You’re giving so much for so long and the path back out of that when you’re just trying to rebuild yourself, trying to rebuild [00:21:00] your immune system, your health, your mental health, and just the support with that as well is really, really needed to help that employee. And negative, a really negative or toxic work environment can really.

Nicola: Manifest in burnout for employees and just the start of that, quite quitting could be the start of burnout for that particular employee. So what are the actions you can take to support someone that might be experiencing burnout? Really allowing your employees to have time to rest and to balance their personal lives and jobs.

Nicola: So you can do this by showcasing and role modeling boundaries yourself. You can do that by not sending those emails late at night, not sending emails at the weekend. I’ve even seen it on and out of office. Just around someone who works unconventional hours just saying, I don’t expect you to reply. I might work different hours from you.

Nicola: So just allowing that, um, allowing someone to set their own boundaries for international companies. Mindful of scheduling meetings, and I know all, some [00:22:00] organizations now have a meeting free Friday. And actually give people Friday afternoons off or finish early so they can go out and do things that they’re passionate about.

Nicola: So it might be hobbies that might be training that they’re doing outside of the organization and just being really, really clear on working hours and what’s expected. Like I said, especially in those international organization and also one setting. Deadlines be reasonable, be it’s. The corporate world is so demanding, but we realize that for every time there’s a really demanding deadline that is just, it’s just achievable.

Nicola: But if everyone works so hard, that that becomes normal, that that becomes, that is a path to burnout. So the adequately distributed workload will help help reduce that workplace stress. So the final bit of what I wanted to talk about today with quiet quitting. So there’s how to recognize quiet, quitting in your employees, what to start to do about it, and.

Nicola: I think, let’s go up a level now. Just talk [00:23:00] about what can leaders do is quiet, quitting picks up momentum. What can you do for your teams, your divisions, your organization to really support employees and create a culture where quiet quitting doesn’t need to be the norm? So number one is set clear expectations.

Nicola: So employees are looking at their job descriptions to make sure they’re meeting requirements. So it’s a good time to re-look at those job descriptions too. There’s still huge demands that are placed in the corporate world, especially in telecoms and tech at the moment. There’s a real drive to just keep profitability, maintain that profitability, and with that, there’s a lot of huge amount of demands placed on.

Nicola: But with budget freezes and with headcount freezes. So for example, in one of my leadership programs, there was, um, an attendee for the program, and that person had a team of eight that had become a team of two, including her as the leader of that team. So look at those job [00:24:00] requirements and look at those job descriptions and make sure.

Nicola: They are still accurate describing what is required in the particular role. Are those expectations reasonable and fair given head count freezes, given budget restraints, and to complete within time that someone can do at work, rather than having to give more and be really, really honest and just own that, that job role, that job description might need to be different.

Nicola: Number two, just to really focus in on your company’s purpose. So there’s been a real shift in employee engagement, and it looks like it’s just, it’s decreasing and it’s a real all time low. So when employees feel tied to the mission or purpose for an organization, organization, when it come, it connects to their heart.

Nicola: They’re less likely to become disengaged or leave an organization. So it’s likely talked about for millennials, for Gen Z, they want to know that they’re having a bigger impact than just their job role. Ask yourself, do you feel as a leader? Do you feel connected to your company’s purpose? Are you clear on the values of the [00:25:00] organization?

Nicola: Um, are you able to take your day to day and connect the dots between your day to day and the greater purpose of the organization? Do you feel that your organization has a positive impact on society? And how are you sharing that with your team? So number three, update your employee experience. So just really put yourself into the shoes of your employees and look at what they need.

Nicola: Look at what they’re asking for. Look at where they’re not feeling as satisfied and fulfilled. You know that at a team level, you pro, you might know that at divisional organizational level as well, depending on your job role. But what are they, what are they asking for? What do they need right now? So with the cost of living crisis, are the ways to support your team more?

Nicola: And what does that look like? And are they being fairly rewarded for their contribution? So really just think about updating that employee experience. So hybrid working. Do you need to be super clear on what’s expected? What are the core hours that [00:26:00] someone needs to be in the office rather than at home?

Nicola: And just being super clear on that. And the final one is like we talked about you as a leader, you are already a role model. So role model, having that balance for yourself, using it as a foundation to be fair to your employees as well. Team members are much more motivated to work for a fair and empathetic leader than one who places those constant demands on.

Nicola: So that doesn’t mean you’re never gonna ask your team to go above and beyond, but it does know. It does mean knowing what to prioritize your team, not expecting them to deliver everything. Being able to push back and say that certain, there are trade offs to make here. What is, what is our absolute priority?

Nicola: And it is being willing to drop everything, to pick the fires out, to support your team, and really demonstrate that balance for yourself. You are the role model. You are the person that they look up to as the leader of that. The final bit I wanna talk about today was just really around just why it’s harder for women to quiet quit and [00:27:00] why it’s not really an option for women as much as men, and we know.

Nicola: Women are 14% less likely to be promoted than men. When women make a decision to show up in a way that they’re not giving their all, they’re not consistently demonstrating their capability and they’re not constantly overdelivering that actually that is not going to help the situation. It’s only gonna access that smaller likelihood to get promoted than.

Nicola: And there’s actually a different statement for women as opposed to the quiet, quitting. And really, as a woman, you’re expected to be twice as good and you are held to hire standards of performance to prove your worth and counteract the biases. That assumption may be that if you’ve gone off and had children and come back to work, that you are not gonna be as ambitious, for example.

Nicola: Just that constant need to demonstrate day in, day out that you can deliver, that you are, how strong you are in your role, what you can do. [00:28:00] So this is, this is a likely reason that more women loudly quit their jobs than men, and they’re more likely to loudly quit than quiet quit. And there’s less potential for women for career growth within a company.

Nicola: So there’s a bigger incentive to change jobs. There was a survey that reported that getting new jobs was 3.8 times more likely for women than getting promoted, and the getting a new job is the third most common aspirational milestone. So there’s almost an inability to quite quit. Because there are those double standards, there are the double standards of expecting more from women to drive them harder, and also women earning less, having lower financial savings and also having more responsibilities and that invisible work workload outside of work.

Nicola: And so quite quitting is not, is not something that women can do as much. It’s not as available to them. So that’s everything. That’s something I wanted to talk about today, but [00:29:00] I really wanted to leave you with a final message, which was just around, Just really think of quite quitting in a different way.

Nicola: Don’t think of it in the, I think it’s being perceived really negatively. It’s being perceived as something to worry about. I think you’ve got a list of the four signs there of quiet quitting that we talked about. So when someone’s disengaging, when they’re isolating themselves or raining from company wide activities, only meeting those minimum requirements, they’re potentially burning out the fact that for women, quiet, quitting.

Nicola: It’s not really an option because we have higher expectations placed upon us that we’re not as likely as men to get promoted, so we’re more likely to loudly quit and go to a new role than we are to quite quit in our jobs. It’s just too much of a risk for us because we can’t take that risk as seen of just performing at a me mediocre level.

Nicola: We need to be exceptional in our roles to get that promotion, to get that next step. So my final message to you today is really look at that quite quitting in a different way. Look at [00:30:00] it as employees taking responsibility for their mental health, for their physical health, and still delivering, but in a way where they can have longevity, where they have balance, where they have their joy of the family time and having their job as something that supports their life rather than it is their.

Nicola: So that’s everything from me today. I would love to know what you think about quite quitting. Is this something that you’ve seen? Is it something that you’ve experienced? Drop me a message in the show notes. If you have an employee that you think might be quite quitting, you have some actions there to take.

Nicola: And I would also love to know if this is a conversation that you’re having at those very senior levels of organization. That’s it for today, and I will speak to you on the next. Thanks, bye.

Nicola: If you love what I have to say and you’d like to find out more about working with me, easiest way to do that is to book a Get to Know You call. So there’s a link to that in the show notes. I can help you through working with your organization to help close the gender pay gap through Women’s leadership Program.

Nicola: To [00:31:00] help empower your women at the top to be more influential, impactful leaders and really own their leadership identity. Or I can create workshops around confidence, around emotional intelligence, creating a career strategy or developing your own leadership identity. Or I can work one to one or group coach your senior leaders to help them to overcome a very specific problem or just again, really own their own leadership identity.

Nicola: Or I can work with you one to one. I do work with a small number of private clients and you can work with me either on my shorter focus coaching program where you pick one specific thing and we just really focus in on it and help you to move past it. Or my deep dive. Find your five V i P program. Which really gets the root cause of what’s holding you back and also helps you to create a very, very clear idea of what you want for the future.

Nicola: And within that, your leadership identity. The results that I get from clients are as varied as they are. [00:32:00] Brilliant. I’m incredibly proud of them. So some examples, my client being promoted twice within the six months they worked with me. Another client being. To join the board, another client being offered a brand new role that wasn’t available to anyone else with a big promotion and a big pay rise, and a client that was pushed out of an organization to then being offered three dream roles that they could choose from.

Nicola: And finally a client that decided that the corporate world wasn’t for her anymore and helping her to get really, really clear on what she wanted and sell a new company that she’s absolutely in love with. If you are not quite ready to work me yet, that’s absolutely okay. You can download my Overwhelm on Fire Guide, which is.

Nicola: Five simple steps to help you clear your head and help you get back to feeling on fire and take that inspired action and really be that leader that you know you can be. Or you can subscribe to my newsletter, which comes out on a Friday, which has the best bits of the week. And also hints and tips, new stats that have come out and things that I’m [00:33:00] reading or watching.

Nicola: So that’s a great way to keep in touch and a few quotes to my clients. I can talk about what I do all day. I absolutely love it. One client said, Thank you for transformation. Who I am now at home and at work is who I am meant to be. I can feel it, and that difference is just incredible. Thank you for what you do, Nick, for another client.

Nicola: Who just stepped into a new exec director role. Her quote was, it felt like I was wearing a coat that didn’t fit. It was a coat that was new that didn’t quite fit me, that I didn’t feel that I was good enough for now. I step proudly stand tall. I’m proud of who I am wearing that coat of leadership. I am confident to speak up.

Nicola: I am the right hand woman of the ceo and I have that coat that just looks great and I feel it fits, and I am just incredibly empowered leader. So thank you so much. So if you are looking to get some help just to be that most impactful and influential leader or help women in your organization [00:34:00] by closing that gender pay gap.

Nicola: Do Booker get to know you? Call me. All the details of this are in my show notes. I can’t wait to work with you. Um, and thank you for listening.