714: Leading Beyond Your Default
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What kind of leader does your business need from you right now? In this episode, we build on episode 710 and talk about why self-awareness is only the starting line. We explore how each leadership style has strengths, stress responses, and blind spots that can either help or hurt our teams. We also discuss why great leaders learn to borrow from other styles without abandoning who they are. Ultimately, we remind pet sitters that leadership growth is about becoming the version their business needs in each season.
Main topics:
Growing beyond self-awareness
Leadership under stress
Practicing opposite strengths
Building leadership systems
Adapting as businesses grow
Main takeaway: “The best leaders aren’t locked into one style, they’re adaptable.”
Knowing your leadership style is helpful, but it is not the finish line. Every style has strengths, but every style also has blind spots that show up most clearly under stress. As pet care business owners, we have to learn when to lean into our strengths and when to borrow from another style. Sometimes your business needs vision, sometimes it needs systems, sometimes it needs accountability, and sometimes it needs encouragement. Leadership growth is learning to become the version your business needs right now.
Links:
Episode 710: https://www.petsitterconfessional.com/episodes/710
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A VERY ROUGH TRANSCRIPT OF THE EPISODE
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Meghan 0:01
In episode 710 we talked about discovering your leadership style. Awareness by itself changes absolutely nothing. Knowing that you're impatient doesn't make you more patient. When you know you're disorganized, that doesn't necessarily make you more organized, or if you know that you're a people pleaser, it doesn't help you set boundaries anymore. It just makes you more aware, you know. Self-awareness is really the starting line, but you can't just end up there. It's not the finishing line. So, that's what we're going to talk about on this episode. How great leaders intentionally grow beyond their natural wiring. Hi, I'm Megan.
Collin 0:36
I'm Collin.
Meghan 0:36
We are the host of Pet Sitter Confessional, an open and honest discussion about life as a pet sitter. Thank you for listening to this episode today. We are appreciative of your time and you listening. We hope you get something out of this. We would like to thank our sponsors, Pet Sitters Associates and Pet Perennials, and our Patreon supporters as well. If you don't know what those are, those are pet sitters and dog walkers around the world, just like you, who love the podcast, find it valuable for their own businesses and want to give back, so if that sounds like you, you can go to Pet Sitter confessional.com/support to see and learn all the ways you can help out. As we discussed on episode 710 it is super important to know your leadership style, how you lead, what you need in order to be a good leader, and so you want to double down on those strengths, the strengths that you have from your own innate ability, or things that you've learned from the past about yourself, don't become someone else. We don't want to try to transform our leadership style into something that we're just straight up not. We want to become the healthiest version of ourselves. Visionaries should be able to dream, they're not necessarily going to be good at caring deeply, because that's the strengths of a servant leader. If you have an operator leadership style, you're going to be great at building systems and making sure that they're the most efficient they can possibly be. For commanders, they bring clarity into the system, they say, "Here's the direction we're going, and let's go. Coaches really develop people, they see the strengths in others and really want to bring them out and showcase how great they are. The goal here isn't to erase your strengths, it's to really highlight them, to remove the weaknesses attached to them, so that you can be a better leader and have other great people around you.
Collin 2:19
When we talk about becoming a great leader in our businesses, Megan, you're right. Many times we feel like I have to stop doing what I've been doing for a long time, and yes, as we talked about in episode 710 we do have to change and adapt our leadership style depending on the situation and the life cycle that we are in our business, or the direction that we need to go. However, we should still rest in our strengths. Those got you a long way, and they are important. No one of these leadership styles is more important, or quote unquote better than the other. They all have their role, they all have their purpose, and so, depending on where you are, maintain that work on that, and really double down in that strength, while also kind of doing the rest of the stuff that we're going to talk about here, but don't feel like you have to completely change who you are or how you operate, because that's going to be putting you in a situation of going against your natural wiring, going against some of these proclivities, and really putting aside these strengths that have been helpful for so long.
Meghan 3:19
I think there are courses you can take and books you can read to help elevate some aspects you're not necessarily the best at, but that is going to take time. If you are a constant people pleaser in your business, setting boundaries overnight is not going to happen. You have to know yourself well and know that when you're under stress, how are you going to default? What is your natural reaction going to be this is where your leadership gets really interesting, because when you are tired, when you are overwhelmed, when you are stressed, when you can't just can't take it anymore. Who do you become? You default to your natural state. Are you the operator who kind of shuts down, shuts out the world, puts their head down into their systems, and goes.. well, that's enlightening for you to know. You may leave some people, your employees, by the wayside because you aren't investing into them during a time of stress.
Collin 4:08
And during your stressed full time, you may become micromanaging. Operators are really good at becoming obsessively micromanaging because they want to control the systems, they want to make sure everything is going and flowing, and they know exactly what's going on, so that's what we do under stress. If you're a visionary under stress, we tend to retreat and disappear to go to new ideas. The one that I was going, I was going on this idea, and it became hard and difficult. So, what do I do? Suddenly, I've got 15 new things that I want to go after, and my shiny object syndrome really kicks in, or, or if you're a commander, that's great whenever you're leading and things are going well, but when we get tired, when things get stressful or hard, then we become too controlling, then we become too commentary. We want to make sure that everything is going exactly as we had planned. All of these things again are good. Good, in normal situations, however, when the stress kicks in, when we become frustrated, we have this default mode that can really go in a bad direction. We all have a stress version of ourselves, right, a little stress monster that comes out whenever we have those, when those things come up in our business or in our personal life, and we have to recognize that that is the version that our team, the people around us, our clients, that's the version of us that are that they experience during the busy holiday times, during the snowstorms, or during the staff shortages and emergencies that come up, and what that should do is it should highlight to us the danger of going one way or the other. We just talked about how we should lean into our strengths. Well, now we have to recognize that there are aspects of that, there are weaknesses, those are all deficiencies that come with that kind of leadership style, and that if we rely on that to get us to where we want to go, we're actually hurting the people around us and our business, and so recognizing, okay, I may be an operator. My first instinct is to then micromanage when I get staffing shortages, I have to stop myself and lean into, go into, learn from other leadership styles to handle the situation in a better way,
Meghan 6:23
because the last thing that you want when you're understaffed is to micromanage your people, and they say, "Ah, this is repulsive, I don't like you checking in on me constantly. And then they leave, and the problem gets worse. If you are the coach, and you really want to see people succeed, you may avoid confrontation, those hard conversations. As a coach, you want to see people succeed, so under a time of stress, you may avoid confrontation or avoid those hard conversations that can, you know, that can wait till later, because we want everybody to be awesome and team spirit. The biggest thing is being self-aware, knowing what your default is, how you react around stress, and then where your deficiencies are, you can go learn from other people. The best leaders aren't locked into one style, they're adaptable. We don't want to be fake, we don't want to just change to please other people, or because our coach, or a mentor, or somebody else is doing it this way, or told us that we need to be this type of person. We want to be our authentic selves. However, there are times where we need to pull from different areas, even if some are lacking or not as good as others, but we need to pull from them, because that's what our team needs, that's what our employees are seeking.
Collin 7:34
So, if you are a visionary, schedule your operator time. Right, this is it. Doesn't have to be that long, maybe it's just an hour where you just say there's going to be no dreaming today. I'm just going to be documenting my SOPs, and this again is especially important that we implement during stressful and frustrating times, because if we know our default, we know the direction that we can swing hard in one way, setting aside specific time or setting aside specific periods where we know I have to operate in a different way, at least highlights it in our day and in our mind, so that we can be intentional about this. If you're an operator, you should be scheduling that visionary time. Okay, I'm not going to be working on SOPs, I'm not going to be working on checklists today. I need to be focused on where the business is going to be in five years and not just how I'm going to get there, because that's the default mode. No, I just need to start vision casting and start thinking about the long-term future and direction of my company. The servant
Meghan 8:30
leader should intentionally practice accountability. Did my team get to where they needed to be on time today? Did I actually maintain the boundary of having office hours, or saying no to that client. One thing that is super important is insurance. As pet care professionals, your clients trust you to care for their furry family members, and that's why Pet Sitters Associates is here to help. For over 20 years, they've provided 1000s of members with quality pet care insurance. Because you work in the pet care industry, you can take your career to the next level with flexible coverage options, client connections, and complete freedom in running your business. Learn why Pet Studios Associates is the perfect fit for you, and get a free quote at pets@llc.com As a listener, you get $10 off your membership when you use the code confessional at checkout. That's pets@llc.com because your peace of mind is part of Gray Pat Care.
Collin 9:17
And this sounds a lot easier than it actually is, and that's because we are visionaries for a reason, that's again, that's if that's how we are naturally inclined, that's where all of our strengths are. Additionally, operating outside of our strengths can sometimes feel like we are being wasteful with our time.
Meghan 9:40
Yeah, I am really good at this one thing, or I am really good at running this part of my business. I don't want to waste time learning about a different style or a different way of doing things, because this is my wheelhouse, and I want to stay here, and it's comfortable, and I like it, and I'm the best at it.
Collin 9:57
It really speaks to our identity, right? If you are a. Coaching kind of leader, you're naturally inclined to encourage others to develop more plans to get one more KPI that people can go after to develop one more way of molding somebody into the role, which means that we're not being very decisive on a yes or no for somebody, because we always tend to think that there's potential here, they could potentially turn a corner at any given day, so I need to continue to coach and encourage them, and instead having to say no, they're not meeting their numbers, they're not meeting the roadmap, I need to cut them. That's a level of decisiveness that is extremely uncomfortable for the hardcore coach, because we always want to see the good in people, and so we feel like it is almost an attack against ourselves to flex a different muscle to become more of an operator to become more of a commander in that situation. It means that we are kind of going against who we are, and then we don't do it right. This is like if you go to the gym, right? I know gym rats, they have their leg days, they have their arm days, they have their back days, or they have their cardio days. They have these days where they work on very specific aspects of their body and their health. And as a leader, that's what we do need to get better at. We need to get better at exercising these various muscles of leadership in our lives, so that we're more well rounded, we're always going to have something about us that leans one way or the other. If you look at again people in CrossFit or bodybuilders, every one of them has something that they are naturally inclined to have that's better than somebody else, and that's okay, that is their strength, and they lean into it, but that doesn't mean that they skip leg day. It doesn't mean that they skip cardio day, so that they can only have swole a swole back, or whatever. They're going to say no. In order for me to be healthy, wealthy, and well, I have to do these other things, and that does mean that I have to be uncomfortable. I have to be okay looking silly and ridiculous, knowing that I'm acting in a way that I'm not naturally inclined to.
Meghan 12:08
For the commander, this looks like intentionally practicing curiosity. If you're the commander and you make fast decisions and you have a roadmap and you say, okay, let's go, let's bowl through the china shop, here we go. You need to make sure that your team is behind you, because they may not have clarity on exactly what direction they're heading, so you need to find this curiosity, being open to other ideas, trying to figure out if there's actually a better way, maybe it's not the fastest way to get there or the quickest decision, but it is going to overall be a better decision, and may lead you down a different path than you had initially thought, because you only took two seconds to think about it before.
Collin 12:45
Well, commanders are great at being decisive, they're really bad at leaving space for feedback, and I think that's the level of curiosity that you're talking about leaving open in your business, whether you have employees or not. Having some level of system that gets information back to you to tell you how things are going is really important. We talk about feedback surveys all the time. We talk about one on one meetings with our employees all the time, so you can get more information. If you are heavy in the commander leadership style, though, you only want to be decisive and you're only action oriented. You don't want to take time to think about other options. Your goal is to always just go. Let's get it done. What's the one thing I need to do to move forward, and that's what I'm going to go to, and it's just action, action, action, action, action, which leaves no space for asking questions, which leaves no space for other people to have input and buy-in into your business. And so that aspect of I have to sit here and be okay with this time that I may think is a waste of time. You hear that a lot with with with commanders and operators, of this is taking too much time, this is wasting time. I don't want to do this. We need to be doing something, so that's the natural incline, that's the weakness that we fall into. But we have to find ways, and the way we do that really is it's about building those muscles a little bit every day with that time that we set aside, if you again, if you're a commander, you say, okay, I'm not going to be making decisions for one hour, I'm just going to be learning and exploring,
Meghan 14:14
because if we don't practice them little by little, when we are in that stressful situation, or we do need to pull from something else, there isn't going to be anything to pull from, because we didn't have that little bitty backbone that we were trying to form over time. We have our natural strengths, we have, frankly, our weaknesses in areas, but we do kind of need to ebb and flow as our business changes, as the needs change, as our employees' needs change, because different seasons in our business are going to require different leadership styles,
Collin 14:42
but we can't just rely on our own willpower, because that's how we got into this place in the first part. We have to have some sort of systems built around this, and all the operators said yes, amen, but we have to find some way to predictably and external. Me of ourselves control our natural proclivity towards one way or the other, that's what systems do. So, maybe if you're a visionary, again, you're always seeking after these fresh ideas, these new things, these new directions. A simple system around that is just every time you get a new idea, you write it down, and then it just sits there for 72 hours before anything is done on it, or maybe that new software that you really want to dive into, because you heard about it on a podcast, you heard somebody else talking about it, that that one waits until your current project is finished, so you don't spiral out of control here, and that again, that's the visionary. They want to run, they want to go see, they want to try new things, but that's not healthy for our business all the time. There are seasons where we need to pull back into this simple system of 72 hour wait time on new ideas, or one project at a time, and then, because what that'll do, that'll give me an incentive to now get a project done, so I can start doing new things, so that I lean more now on the commander side, the commander muscle, as opposed to just the visionary muscle, so that I can actually be a visionary. I have to act as a commander for a little while,
Meghan 16:14
building habits for an operator. It looks like scheduling lunch with employees, doing things outside of the nitty gritty, the in the weeds kind of systems building for your business, walk around asking questions that aren't about work, kind of get outside of your head a little bit, and this is uncomfortable because we do love being head down, buried in the numbers or in the work, but getting outside literally, but also, also figuratively, of just it actually is good for our brains to kind of shut off for a little bit, try to think about something else, something that is a little bit hard for us to deal with, because we are so used to being in our systems and in our policies. This is also true if you are the commander leadership type. If you wait an extra five minutes before giving the answer, don't make that rash decision. Give it a little bit of breathing room and space and time. Instead, ask, what do you think?
Collin 17:09
Yeah, when your employees come to you and they say, hey, I'm in this kind of situation, what do I need to do? The commander's role is like, congratulations, I will give you what exactly needs to happen right now and give you all the answers that you probably didn't even ask for, instead developing that independent muscle in our own team to say, hey, what do you think about this situation, or what do you want to do, that at least will allow some space and time, it allows a conversation, it allows a little bit of curiosity, because now you're getting a different input and different insight into the situation. Now, you must, it may still go with the answer that you want to go in the first place, but at least it's been made possible. And then that can grow over time.
Meghan 17:50
And if you do have employees, it is important to give them a deadline. When you say, "Hey, I wanted to run this by you, get your thoughts on this SOP, I need it back in 36 hours, that's going to help you, but you also need to be doing that for yourself, setting deadlines for yourself for success. What that looks like, because that's going to help guide you and your team.
Collin 18:10
Well, as a coach, that's particularly hard. Can we just talked about how you always want to give somebody another chance, another try, and we'll check in, blah blah blah blah, set those deadlines for for being successful, and that's that is an uncomfortable level of specificity that we tend to avoid as business owners, of I will determine whether you are successful or not successful in your role in my business, and as a coach I want to help you get there, but at some point I have to draw a line, I have to say you are meeting the standards or you are not, because if I'm just trying to grow without accountability, that's not leadership. I'm not helping anybody by with anything at that point. I'm not actually leading them, I'm just encouraging them in their bad habits or down a role that's not going to be successful, which ultimately means that they're not going to be helpful or beneficial to my company, to my, to the clients that we're serving, or to the pets that we're taking care of, and I have to just say, okay, this is what it is, and so what that means is that's writing it down, having the success plan for each employee, at what timeline, at what stage should they be able to do these things, and if they're not meeting those as a coach, you get to lean in and say, "Okay, now I get to help you get to that next level. But we still have to have that cutoff point of, "Okay, I'm going to coach you for three weeks, and if you're still not improving, then this needs to be done,
Meghan 19:37
and this can also be hard for the servant leader who just wants to people, please, and make sure that everybody is okay, you know, not only your employees, but your clients as well. So don't answer client text after 7o'clock or end of business day, 5o'clock whatever that is for you. Use written policies instead of emotional decisions, so when the client pushes back, you can say, this is the contract. You signed it, kind of takes the weight off of you. Employees don't want a leader that is a pushover or that gives in all of the time. It's kind of like children, they, they do need a backstop, they do need somebody to lay on the discipline when it's necessary, because then they know, okay, you are the leader, I respect you, I understand your authority in this one of the single best things you can do for yourself to grow is surrounding yourself with opposite personalities, these different leadership styles that you really need to grow in and hone. This is probably the biggest lesson, because most of us business owners hire people like ourselves, they are get-it-dones or they are people pleasers that don't have any boundaries, so it's kind of uncomfortable when we want to surround ourselves with people who are not like us, you know. They say opposites attract, but is that really who we have around in our circle right now? No, you probably have people a lot like you,
Collin 20:59
because we like how we operate, we were successful in how we operate, and so we naturally are inclined to believe that the way to be successful, the way to be good at this job, is to be like us, but it's really dangerous because we then, then we don't have differing opinions, and we don't have role models to grow after. If you are a visionary, you have to have an operator in your life. Hi, I'm a visionary,
Meghan 21:26
and I'm an operator.
Collin 21:28
Hello, you have to have an operator's need visionaries, you otherwise visionaries will just sit about thinking about all these great and wonderful ideas, and how cool they would be, and throw off, and, and buy 120 different domains for businesses that they wanted to start and do one day, but nothing will happen.
Meghan 21:46
And as the operator, I would just be stuck doing the systems all day, refining them with an inch of its life, and making sure that the business is as efficient as possible. But I wouldn't be able to look up and say, okay, in five years, where do we want to be? In 20 years, where do we want to be? How do we want this to look? We balance each other out.
Collin 22:04
Yeah, again, you wouldn't be moving in any direction if you're a servant leader. You have to be around people that are going to speak hard truths. You need a commander in your life. You must have a commander that is going to kind of lay down the law, draw all the lines, and vice versa, commanders, you have to have emotionally intelligent people around you. You have to have those servant leaders who can help you interpret the people and what they're saying and what they actually need, and be aware of how conversations are going. If you're a coach, you have to have those decisive people, right? You have to have people who are willing to step up and say that we can't go further anymore, and these are just a little bit of kind of odds and ends of the spectrums, but you can see how, if you have a visionary around you, if you have an operator around you, if you have a servant leader, if you have a commander, if you have a coach, if you have one of those people in your life, each one of those people in your life, how much better off you will be, how much better off your business will be, and how you can grow, because if you're in a stressful situation, that coach is going to step in and coach you through that, or you can see how they respond in a stressful situation and learn from one another, and whether that is a hire on your team or externally in a networking group or online in an online community that allows you to start garnering those skills a lot faster.
Meghan 23:28
Your weaknesses really do become someone else's strengths. Everybody is different. We all have strengths and weaknesses, but we can get in our own way sometimes by not surrounding ourselves with the people that we really need to be. If you've been in pet care long enough, you know this truth. The way you show up during the hard moments is what clients remember the most. Pet perennials helps pet businesses do exactly that. They create beautiful sympathy and milestone gifts for pet parents, and their gift perks program makes it easy to send those gifts directly to your clients. That's what we do. No inventory, no packing boxes, no rent to the post office. You choose the gift, Pet perennials takes care of the rest. We love their handwritten cards and gift wrap at no additional cost. It's a thoughtful way to support grieving clients while also building the kind of long-term loyalty that great pet businesses are built on. Learn more and open a free gift perks account at Pet perennials.com As a whole, it is really good to have other people looking in on your business and giving feedback. You have blind spots that you might not even be aware of, so if you have somebody coming in that has a different perspective and a different style that they work in, you can make the business better.
Collin 24:30
Well, and it can be frustrating sometimes. Okay, so I'm a visionary, so most of our days look like me coming to Meghan and say, "Magan, I've had this amazing idea, this would be so cool. And here's what we're, you know, think of all the possibilities,
Meghan 24:42
and then I usually poop on the idea, and go, well, here are all of the logistical and practical things wrong with this,
Collin 24:49
and then I go, well, that's not fun, but usually what Megan will do is say, okay, that sounds like a great idea, great business, what's your first three steps? Yes, and as a, as a visionary, I go, well, that's not the fun part. I'm gonna go dream about something else and go somewhere and go do something, but I, it can feel frustrating to me, of like, why isn't Megan buying into my ideas? Why isn't Megan super excited about this? Well, the fact is that Megan is excited about them, but she just sees them from a practicality standpoint of saying, okay, that sounds like a great idea, here's the way, here's the things that we see that I see that needs to get done in order for that to be successful. It's like when we started the podcast, I came to her and was like, "Hey, what if we started a podcast? And Megan was like, "Okay, cool, what do we talk about? What do we talk about? What are we going to do? I came back with a couple outlines, and she was like, "Great, ship it, done, let's do this kind of thing. She was able to put that together, and with my visionary aspect of an idea, we made it work, and the same thing happens in our business, and in your business too. If you do have that operator mindset, if maybe, if you do have a servant leader mindset, you are always wanting to help people and see the best in people, and to serve them well. If you pair that with a coaching mindset, or if a commander mindset to be more decisive, or be more an operator mindset to have more control, or more systems built around how you serve people, this actually protects your boundaries. This actually protects you better. Now, again, that interaction can be frustrating, because if you're a servant leader and you're talking to a commander, well, you're well, they just want to, they're just cutting through this, they don't want to take the time to talk about this, and they don't care, and the commander is like, no, I care so much, we have to make a decision right now to move forward, talking about that openly, at least you know the other person, where they're coming from helps in that
Meghan 26:42
having that dialog, having that back and forth, and bringing in other people with different perspectives is one of the reasons that your business is going to work and really gel and move in the right direction. Leadership is going to change with every stage of your business, from baby business to big business, or you're just in the middle working through different kinks. What got you here to this stage that you're in right now. However, long you've been in this business is not going to be the stage or the leadership style that's going to be needed to get you to where you want to be or to the next stage. It's ebbs and flows all the time. You have to adapt when you were solo, that requires a different leadership style than when you had a small team. Then when you brought on managers, that's a whole different ball of wax, because you're managing the managers, then they are really different jobs for you, and they require different skill sets and different styles. A lot of us keep trying to run a large company like it's still a solo operation. We are only thinking about ourselves, or how we learn best, or how we deliver things the best way, or the only way that we know how we really need to branch out and learn other styles and learn from others, because over time our business is going to outgrow just us and how we lead.
Collin 27:51
When we first started talking about and learning about leadership, I think at least for me I really thought that being a good leader was about becoming the best version of myself and about what what I was good at and where my strengths were, but as our business has grown, become more complicated, and we've gone through many stages and iterations of this, we've really come to see that that becoming a leader, a good leader, growing in our good leadership style, is about becoming the version that our business needs from us at that particular moment, because our business is not static ever. Your business is never static, and your business needs things from you. We talked about this in episode 712 just last episode, about what is your business telling you right now at this middle point of the year. What is your business saying it needs, and sometimes it's saying that it needs a different version of you, it needs a different leadership style from you, and sometimes your business needs encouragement,
Meghan 28:49
and we shouldn't take offense to any of this. We shouldn't feel defeated and say, "Oh, I'm no good for my business anymore, or "I'm not the leader it needs. I mean, there are times where that may be the reality, but the majority of the time we can fix ourselves, we can learn, we can grow, we can be better, we can adapt. These things are not insurmountable,
Collin 29:09
they aren't. And that's where we can go. Okay, I am the leader now. What, what kind of leader do I need to be? Right, because maybe my business needs encouragement because my team is feeling down. I don't have a lot of cohesive unity or vision shared, or maybe my business just does need vision, because we're kind of lost in the mire, we haven't grown, or we're not meeting our goals, and we don't kind of know where we're going. Okay, I have to step up and be a visionary right now. The big one that a lot of us fall into is I don't have systems in place, I'm kind of 70% vibes in my business, if we just kind of feel our way through how things go. I need to step up and be the one to create those systems. That's the kind of leader that I need. And then once I have those systems, maybe I hand them off to somebody else, and then I can go do something else. And that's just, we have to be in touch with our business to know what it needs. Is when we don't know what our business needs, we don't know what kind of leader we need to be, so we just assume and fall back on our natural initiative, our natural wiring, and say, okay, well, I'll just continue to be whatever I've been in the past, and so that means hard decisions don't get made, that means that those difficult conversations aren't had in the business, and the business gets lost, the business stagnates, the business struggles.
Meghan 30:27
That doesn't mean that we do all of this perfectly, or even half perfectly, or any of it, really. It just means that we are willing to see the business as something that is changing, and we are willing to change with it. It means that we are still excited about the business, and have hope and fortitude to keep pressing on. This being a business owner is not easy, but when we grow and adapt and become the leader that our business requires, it's going to flourish. So, this week, as you're thinking about your leadership style, think about one weakness that naturally comes from your style. Unfortunately, we all aren't perfect, so there is one weakness. Then choose one small habit that pushes against it. What does that look like for you? Try to become a different person, or at least a slightly altered version of yourself. We don't want to rip away our strengths entirely, but with our weaknesses, we can work on those to become a slightly more complete leader than we were yesterday. We hope this episode has been helpful to you. If it has, please share it with a dog walker or pet sitter friend. Thank you for listening. We'd also like to thank our sponsor, Pet Sitters Associates and Pet Perennials. We'll talk with you next time.
Collin 31:37
Bye,
Speaker 1 31:39
you.
