Employees taking ownership of the Work with Meghan Freed and Kristen at Freed Marcroft
Fast-growth companies want employees to take ownership. It is not enough for employees to get the work done. They want them to feel like owners. This is a common theme across many companies. Employees taking ownership maximizes the customer experience. Today’s guest is Meghan Freed, attorney, and co-founder at Freed Marcroft. Inc Magazine ranked her company #2024 on the 2020 Inc 5000 list. Freed Marcroft is a marital and family law in Hartford, Connecticut. Meghan believes in employees taking ownership of their work and the client experience. She shares how leadership didn’t come easy, but she found it essential for a growing company. When employees taking ownership is a priority, you get a very different kind of company culture.
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Meghan Freed & Kristen Marcroft: The Transcript
About: Meghan is particularly experienced with alternative dispute resolution, including arbitration and mediation, is a graduate of Harvard Law School’s Program on Negotiation, and has supplemented her formal legal education with advanced training in mediation. She is a member of the Connecticut Council for Non-Adversarial Divorce. Meghan has been widely recognized for her leadership in the legal community. She was included on the New England Super Lawyers® Rising Star list in 2013 for general litigation, in 2014 for her estate planning work, and again from 2015-2020 for family law. In 2013, Meghan was named a Hartford Business Journal 40 Under Forty winner, and a Connecticut Law TribuneNew Leader of the Law. In 2014 the Connecticut Women’s Education and Legal Fund (CWEALF) named her one of 40 Women for the Next 40 Years.
Kristen is a graduate of the Quinnipiac University School of Law and the Honors Program at the University of Connecticut and also studied Irish, European, international and comparative law at Trinity College in Dublin. She is a founding executive board member of the Connecticut Bar Association’s LGBT Section and is a member of the Connecticut Bar Association, the Hartford County Bar Association, the National LGBT Bar Association, the Greater Connecticut Gay & Lesbian Chamber of Commerce, the Metro Hartford Alliance, and Business for Downtown Hartford. In 2013, she was a panelist at the Connecticut Bar Association symposium “Supreme Change: The Legal Landscape After Windsor,” speaking on the practical implications of the Windsor decision on LGBT clients in practice areas including immigration, family law, tax, and estate planning. In 2014 she guest lectured at her law school alma mater on same-sex estate planning and was a guest panelist on “The Business of Law” at the University of Connecticut School of Law. In 2015, she was a speaker on family law at the Connecticut Bar Association’s panel on “Recent Developments in Marriage Equality and Some Practical Implications for Practitioners.”
Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.
Kristen Marcroft: Radical transparency is up there with radical ownership. It’s, it’s just, it’s owning, it’s owning mistakes. It’s, it’s owning sometimes why we’re doing what we’re doing. It’s really just its honesty. It’s not, you know, it’s not realistic that, the people that work within an organization can know every single thing about how it runs. But I think that I think often there’s more that they could and should know then it’s maybe typically. In organizations. And, and I think that’s part of it just, just being authentic and honest and owning mistakes, even as leaders, this, or especially, especially as leaders. I mean, we make, am I going to make mistakes all the time? Our, our team knows that we are, we attribute our growth through mistakes and learning from our mistakes and, and we own them. And sometimes they’re really big, but I think it’s really important to just be human and own up to what did or didn’t work. And then move on.
Intro: Welcome to Growth Think Tank. This is the one and only place where you will get insight from the founders and the CEOs, the fastest-growing privately held companies. I am the host. My name is Gene Hammett. I hope leaders and their teams navigate the defining moments of their growth. Are you ready to grow?
Gene Hammett: Today we look at leadership. Really? What does it take to create a place where people feel like owners. I have done this work. I have spoken on stages about ownership. It is such a critical factor. If you want to create a culture where of high-performance people that are self-managing this culture of people that are self-managing really is about them taking ownership of their work of the client experience of the goals in front of them and working together as a team as they take ownership. Is this easy? No, it’s not easy. I’m going to tell you that there’s a 1, 2, 3 step behind this. There are a lot of factors that go into how someone feels, whether it work this employee experience here is a real thing. Leaders must tune into what that employee experience is. And that sense of ownership is a very powerful force inside of any business. That’s growing fast. Today’s special guest is Freed Marcroft. They were on the Inc list for a fast-growth company. They have 14 employees but don’t let that fool you because they’ve really worked hard on creating a place where people feel like owners. We’re sitting down with Meghan Freed & Kristen Marcroft to really understand how they see the sense of ownership inside the company.
When we talk about all the different factors here, you can learn from all the different stages of the research I’ve done in my research to help you figure out where you are. I’m not going to go through them with you today because I want you to actually take an active role in doing this. If you’re listening to this on the run in the car, you might want to pause it. You might want to take some notes around what we’re doing and I’m walking him through those six factors. Now there are other ways to get this and of course, on my podcast, but this interview will help you put it in context of why they’re growing so fast. Why they’re so lit up. As leaders of these people and why there’s a connection there that a lot of companies just don’t have. So this interview will help you be a better leader, help you create a culture of ownership. And if you have any questions about what your next step is, make sure you reach out to me. Genehammett.com I’m here to help you to be an extraordinary leader so that you can be the best leader. That you can just go to Genehammett.com to find more details. Now here’s the interview with Meghan and Kristen.
Hi! how are you?
Meghan Freed: Great how are you going today?
Gene Hammett: Excited to have you and Meghan and Kristen here.
Meghan Freed: Thanks so much for having me. We’re happy to be here.
Gene Hammett: You are like twins answering together. Meghan, you are the blonde right?
Kristen Marcroft: Meghan is a blonde Kristen is a brunette
Gene Hammett: Kristen. Fantastic. Well, we’re here to talk about leadership and culture and growth and all those things, but your company has been honored by the Inc 5,000. Tell us a little bit about Freed Marcroft. ,
Meghan Freed: We are a family law firm in Hartford, Connecticut. , we founded our firm in, 2012, July 2012. So actually coming up on, an anniversary, we started our firm as a general practice, as a lot of firms do we like to call it door law, where you take everything that walks in the door because you don’t feel like you’re in a place to turn down an opportunity to make money.
And then, pretty, pretty quickly into our firm. We decided to narrow our specialty, , into family law and try to figure out a way to just get really good at one thing. , and that’s what we’ve been doing, since probably 2014.
Kristen Marcroft: And that was the step that we took that led to the grow to the growth. So I think last year was our second year on the Inc 5,000.
So those things, if we had to pick one thing to tie it back to. It is focusing and making sure that we were awesome at one thing,
Meghan Freed: rather than, rather than just trying to do everything and not really getting great at any of those things.
Gene Hammett: You know lawyers typically get it, but you had to go through that journey of discovery for yourself. I went through it as a coach. When I first started, I was coaching anybody who had a problem.
Kristen Marcroft: No shortage of that.
Gene Hammett: Well, it’s ridiculous. I charged 50 bucks an hour and it finally dawned on me. Who’s going to trust a business coach at $50 an hour. I didn’t have the confidence in what I was doing at, you know, this was 11 years ago. So fast forward to today, it’s much different and much more focused and work with fast-growth companies just like yourself. And I’m really curious about what makes them fast-growth companies. Now you wouldn’t be where you are today. And able to do it as carefree as you do, if you didn’t have people around you supporting you.
So tell us a little bit about your team and how that, how you describe your team.
Meghan Freed: Yeah. So, well, back when we started in 2012, the whole team would be in this, in this frame, right? This was the team. , and so it became clear that we needed to expand. And there’s been a lot of evolution of, of Kristen and myself as leaders.
I think that we, we realized about, we had a team before we had really invested in this, developing the skills to lead that team.
Kristen Marcroft: Right.
Meghan Freed: And so, the team we have now, we really see as our client. So Kristen and Meghan’s main clients are our team and Freed Marcroft’s clients are the team’s clients. That’s kind of the structure of how we review it.
Kristen Marcroft: Philosophically. I think we are always there, but I don’t think we were necessarily practicing that particularly well. And you know, like so many other, companies, the pandemic really forced us to get serious about not just managing our team, but, but really taking care of our team and recognizing like Meghan said that they are our clients. And if we put all our energy into taking care of the firm’s client, And the people that work in that firm are breaking down or, you know, not able to do the work that we need them to do. Then, then what’s the point of any of it. And the, we, we really took the pandemic as an opportunity to really drill down on that.
And it wasn’t necessarily like big, fancy things. Sometimes it was just really paying attention to how they were doing. I mean, it’s as simple as a text message. like “Are you okay?” And, , you know, beyond we went remote pretty quickly. So more than just, you know, what’s your work from home setup, looks like, do you need a monitor? Do you need a chair? It turned into just paying attention to things that they were saying. And then Meghan and I, having conversations like I think that, and we have a lot of, on our team. Which is, , right now it’s all women. And we have, we have moms among those women and we were, you know, hearing stress in people’s voices about the other kids are working or schooling from home and they’re working from home and just paying attention to those things.
And just something like a simple thing, like “Let’s send dinner”. Mm. And the little things like that really added up to, you know, we talked about, , I’m talking about ownership in the past with you Gene really added up to their feeling ownership because we’re all sort of pulling towards this thing together and going through a thing together and not just worried about our clients taking care of, I think just really creating an environment.
We were really trying hard to recognize that these are people with lives going through this thing that we all going through and trying to do little things here and there that just signals as we care.
Meghan Freed: But if we hadn’t the two years prior gotten really serious about our roles as leaders, we wouldn’t have been able, to do that through the pandemic. So it’s almost like we realized about two years ago that we needed to spend a lot of time investing in, in studying, right? Studying and practicing leadership and creating a real. Naming our culture. Right? And, and because you have a culture, even if you don’t name it right in the absence of something, there is still something.
But when we named it and started hiring for culture and started leading with culture, instead of our old leadership style was much or ad hoc, I think that it is now, then we were really able during the pandemic, the pandemic was a test of our role as leaders of a team rather than leaders of a business.
Kristen Marcroft: Yeah.
Gene Hammett: In here can I ask you guys? Cause you, you, there was a lot there to unpack and we’ll probably spend the rest of the episode on backing. Just that opening statement. One of the things you said really in the beginning of this, I think Meghan, you said this about, we just started doing little things.
Meghan Freed: Yeah.
Gene Hammett: And I’ve, I’ve kind of joked that leadership really doesn’t cost much money. It’s not about paying people, you know, tons of money and whatnot. It’s about how you make them feel a simple text and appreciation, or just checking in to see how things are going. Tell us just a little bit about how your behaviors have changed as you evolved as a leader.
Kristen Marcroft: It’s true. It’s exactly what you said. And it’s, so it’s listing, it’s hearing things that people are just offhand or, you know, a tone in their voice when you can hear when, when somebody is. You know upset or stressed out and they could still be doing their job. You know we have, we have daily calls with our whole team and you can hear things. The purpose of those calls yes. Is to sort of set that, set the goals for the day and the tone for the day. But it’s also an opportunity in 15 minutes. Check-in with everybody. And I don’t mean check-in like, how are you? How are you? How are you? But listening to the, what people’s voices sound like. And then, and then, but, but not just listening then doing something about it.
I mean, so often Meghan and I hang up from those calls and will, you know, so-and-so sounded a little bit off today, and then, yeah, I’ll check in a text what’s going on. I mean, a couple of weeks ago, as simple as one of our, you know, key employees. She just mentioned like I got them on my lawn and, and she’s a single mom and, and for us, like a real linchpin in our organization, we just sent the guy. Right. I mean, it’s just simple things like that, that,
Meghan Freed: it’s almost like what we had been doing was understanding that our clients were humans. Right. And forgetting on a certain level that the people that take care of our clients are human. Right? And so. We started to think about that in a really intentional way. And then during the pandemic, humans obviously had more day-to-day complications in their lives, not the least of which being homeschooling children. Right. , that then we did. So we were in a position where we could really Invest in being humans, caring about the humans that work for us, who take care of our human clients, who are going through the divorce transition.
Commentary: Hold on for a second. One of them just mentioned the importance of tone of voice and listening. Now I’m going to zero in on this because if you want someone to feel connected to the work, you want to be able to tune into what’s going on beyond the words. So they may say something. But their tone of voice matters. Just like when your spouse barks at you and you’re like, oh, did I deserve that or not? You know, something’s wrong. Maybe, maybe she, or he’s on edge. When you think about it, your employees, are you listening for that tone of voice? Are you asking questions to help you understand what’s going on there? Maybe you need to back up a second and just ask, Hey, is there something going on that you need to tell him? I know that sounds like a weird conversation to ask in a workplace, but you want people to know that you care, you really do want to tune into what’s going on. Maybe you can help them when something small or maybe just listening to them for a moment is what they need now back to the interview.
Gene Hammett: So you’ve mentioned this and I want to go back to something you said earlier. And just put a spotlight on it. Just for a moment. I asked what I call the impossible question. I can’t remember if I’ve asked you this before now, You’ve grown a fast-growth company. I’m always looking for the patterns behind what makes them run fast. And really it’s not just about their marketing or sales strategy. It’s about leadership and about culture. And I’ve found this question that really. unlocks the perspective that I think you guys are describing. And I go as a fast-growth leader.
What’s more important? Your customers or clients or employees. And I have to ask why, because the people listening here have heard for many, many times, it’s not employees, it’s clients or its stakeholders through the seventies and eighties, it was always stakeholders. Right. And whoever has the shares, that’s who you serve, but you said, employee.
So why is it employees to you guys?
Meghan Freed: So for me, at the, at the. In the first round of our growth. Right. Sort of that like initial rocket, right? At that point, it was clients, clients, clients, clients, clients. And if we didn’t make the pivot to understanding that for us, the team is our client. And for our team, the clients are their clients, if we didn’t make that pivot, we would’ve hit, hit a wall dry, like off the edge of a cliff.
I don’t even think we’d, we’d be here with the business to talk. I agree. You just can’t, you can’t. Scale without I hate the term human resources. Right. But in this sense, it’s like, our most important research sources are our staff. Yeah. I just don’t think you can help exactly the number of people that you, these two people can help really, really well.
That would be the exact size of our company. Right, right. That’s it. Right. Those are the, and for us, it’s like, we want to help as many people as we can. Possible divorce. And the two of us doing it just can’t help that many people bigger
Kristen Marcroft: and then that for both for Meghan and definitely for me as well. , It’s so rewarding. It’s so rewarding, really taking the time and the resources to invest in people that work with us and see, and participate and watch their growth. Right. And that’s. That’s what really gets me out of bed in the morning. I love that we have a firm whose entire mission is to help people. And so often for me, those people are our staff and it’s just, it’s imminently rewarding. And then, you know, it just trickles down because if, if there, if the people that work with us are feeling great about who they are and what they do, that they can only benefit our clients. And then, yeah, at the end of the day, the bottom line a hundred percent.
Gene Hammett: I’m going to play a little bit of a kind of rapid-fire questions with your guys because I want you guys to be able to weigh in and all of the areas, there are six different areas that I’ve mapped out on this idea of people feeling like owners.
And just, to frame it all in here, when a company is being run by leaders that inspire people to feel like owners, even if they don’t have a financial stake. Options and, and profit-sharing and all that stuff. , those tools are great, but they can feel a sense of ownership in their work and serving the clients.
Do you agree with me on this? So in a rapid-fire standpoint, one or two sentences on this, why is mission a part of that formula of owners?
Kristen Marcroft: I mean, I think at the end of the day, P you know, human beings are at their best when they have a purpose. I mean, and that to me is what a mission is. And if you get buy-in on what that looks like, then there, I think the people that work with you’re inspired to be moving towards that mission together. Whereas as opposed to dictating, this is what we’re doing and why we’re doing it. If you get buy-in on it, it’s just, it’s more, it’s more likely that we’re all going to be driving towards that.
Gene Hammett: Now I want to take the second one. And I actually had this conversation with a group today on inclusion. Why is inclusion an important piece of feeling like owners?
Meghan Freed: Oh, that’s like, we were just talking about this before we came on. So what we did, , for our firmer treat this time is we decided to just a couple of weeks ago. Yeah. We decided we, cause we were able to physically be together. We decided to. Take apart our legal process and rebuild it. Right. And we put everyone in the room because we wanted to make sure that the interplay of the technical things, legal strategies, settlement strategy, trial strategy, was getting input from the folks that do the billing.
That answer the phone that help do our, our sales and marketing. So because the client experience impact is so impacted along the process, everyone had something to add. And now we know with when we have this rebuilt process, everyone’s best ideas are in it, but also everyone owns a piece of it because we built it together.
Kristen Marcroft: And we got there quicker than we would have, , quicker and better than if Meghan and I had just tried to do it together. Or if, if, if all we had included with our legal team, we just, we have, we have such a better outcome because we brought everybody together in a room for a day and took apart something and put it back together.
Gene Hammett: So now I want to ask you about empowerment, which is kind of the opposite of micromanagement. Why is that an important piece to ownership?
Meghan Freed: That’s the whole show. I mean, we’re, we have a large investment in each of the members of our team and we want them to be here for the long haul if that’s what fits with their goals and our business’s goals.
Right. We, we hired to make sure we’re going to March together for. A long time. And I think that that investment is the way you connect people to the mission and keep on the mission.
Kristen Marcroft: Yeah. And I think creating, , creating a culture of a culture of good ideas. And not caring where they come from, just that we’re, that we care about good ideas and it really the best ideas.
What’s a better way to do something that we’ve always been doing. What’s a better way to do something completely different than we’ve ever been doing that will better our mission and creating a culture of not caring, who, who had the best idea. So people are empowered to share their ideas and not, you know, It’s how you don’t miss out on stuff.
If, if we, if it was just this culture of the ideas or Meghan’s and Kristen’s and it’s everybody else’s job to implement the ideas. I, again, I think that’s another instance of, we might not be sitting here.
Meghan Freed: Well, especially since the bigger you get them, you’re not as close to every function as you were at the beginning.
Right? It’s almost like it’s finding the opportunity in any problem, which we’ve all, we’ve all heard that, but in practice, our best ideas have come from this didn’t go, well, how can we make it better? What is there to learn about it? And that culture of being, of having people have that mindset to look for like, great, how do we do this better?
Next time is really like how we, it’s, how we keep improving.
Commentary: Hold on they mentioned the importance of investing in your people. I do a lot of leadership feedback scores where I help people understand how they’re showing up as a leader and get feedback from those around them. The 360 feedback kind of thing. And one of the areas that really comes up a lot often in small companies. Is the people want to feel a sense of personal development. They want to get training, they want skills. They want anything that will help them be a better person. Be a better leader, be a better tactician financial analyst, whatever it may be. But you want to make sure that you’re taking the time to invest in your people and really be intentional about how they’re growing under your charge. If you do that, then they’ll show up a little bit more eager, a little bit more engaged in the work they’re doing, and service your customers and clients to the highest level possible because they know that they’re in a place that’s taking care of them, just my 2 cents. And what I’ve seen across many companies, there’s a missing element of really investing in people back to the interview.
Gene Hammett: You guys, must’ve seen one of my speeches before videos or something because the words you’re dropping in here make you think that I, that you’ve been watching me. , specifically, I have this whole moment inside of speeches where I talk about not that the best ideas. Yeah, right. Your ideas as the founder of the company that says, this is the direction we’re going, you can only go so far, but when you truly have people that feel a sense of empowerment around those ideas and connected to it, and you’re allowing those voices to come out, they have a sense of ownership. so I know you haven’t been spying on me, but I just don’t want to bring it.
Meghan Freed: We’ve been spying on you a little.
Gene Hammett: Behind it that you mixed in there. So we don’t have to ask a question on it, but I’ll just, just kind of mention it is growth. In order for employees to have that sense of ownership. They’ve got to know that their skills are going from one level to the next, they show up to work, what their experiences, they got to be connected to their own value increase.
Not because they’re looking for another job, they just want to grow. And when you offer that to them, you have that sense of ownership. There’s one in here that you haven’t mentioned, but I, I have a sneaky opinion that is probably right there in the tip of your tongue. Everyone I’ve seen that has a sense of ownership believes in transparency, a hundred percent.
Why are kids’ parents radical? Like, so give me an idea of what radical transparency means.
Kristen Marcroft: I think radical transparency is up there with radical ownership. It’s, it’s just, it’s owning, it’s owning mistakes. It’s, it’s owning sometimes why we’re doing what we’re doing. It’s it’s really just it’s honesty. It’s not, you know, it’s not realistic that, , the people that work within an organization can know every single thing about how it runs.
But I think that I think often there’s more that they could and should know then it’s maybe typical. In in organizations. And, and I think that’s part of it just, just being authentic and honest and owning mistakes, even as leaders, this, or especially, especially as leaders. I mean, we make, am I going to make mistakes all the time?
Our, our team knows that we are, we attribute our growth to our mistakes and learning from our mistakes and, and we own them. And sometimes they’re really big, but I think it’s really important to just be human and own up to what did or didn’t work and then move on.
Gene Hammett: Love all that. Now the last one you’ve actually mentioned before, and it comes down to the mindset of ownership and the way I described this with clients, and whenever I’m working in workshops, I said, there are two sides to this.
Leaders have to be willing to give and employees have to be willing to receive because if the employee doesn’t want to want to re you know, , receive a sense of ownership on this project, it never happens. Right. It takes both sides. Tell me just a little bit about that mindset that you guys see for us.
Meghan Freed: I tell the story about myself when I was an employee, rather than an owner. Where I thought that my boss didn’t remember if I didn’t get the project done that I didn’t think made lot, a lot of stuff. Right. There’s always one of those. And now as a boss, we say to people like, look, we just remember, I now know my boss, right?
Every project that I sorta was like, if I don’t do that, maybe that thing will go away. Right. And what we’re encouraging them to say is why is it the thing that you’re not into? Right. Are you not the right person to do it? Is it a dumb idea? What am I missing? Right. And I think that my lesson from, and sometimes it’s just, I’m too over.
I’m overwhelmed. Right. But my lesson from being an employee is the lesson I’ve converted into being a leader, to just be candid with people about the fact that like, Hey, we may not always say everything, but we always remember yeah,
Gene Hammett: We went through six core principles of ownership. That’ll be what my book is about.
And, and maybe there’s something you feel like I’ve left out. What would you say really contributes to people feeling a sense of ownership across the company?
Kristen Marcroft: I think giving, I think giving real opportunities to participate in, , in, in change. I mean, We mentioned our firmer treat. That was a really big deal.
I mean, we were, we do firmer treats all the time. We haven’t over the past year, but they’ve always been something kind of more like sexy or like personal growth. We brought speakers in. We’ve done really awesome workshops and, and Meghan and I knew what we needed to do with our, with our legal system. And we were going to try to do it ourselves and then just the legal team. And they were like, no, the whole team. And then we kept selling it with we’re going to a baseball game after like, it’s going to be a long day. We’re going to a baseball game after we didn’t give credit, I couldn’t believe how excited they all were. They came with notes that came with ideas. They came prepared and we accomplished so much, so much quicker than I than either of us thought we were going to be able to.
And my takeaway from that is they were always there willing to do those things, that nothing, they didn’t need a baseball game. I mean, that was cool. But at the end of the day, they were psyched to be asked to participate, in building something really important. And I’m never going to make that mistake again.
Like I know now that that’s, I, I should I, I going forward and going to assume that rather than be surprised by it,
Meghan Freed: one more thing that I would add is that with our values, with our core values, one of them is radical. And we do a weekly values award to make sure that, that our, our values aren’t like something that gets put on a laminated board and stuck up on a wall somewhere.
And you know, which is the equivalent of in Adestra. We. We have a weekly contest for the person that most exemplifies the firm’s core values and is given by the members of the team. And then they pick what value. And if we had to get to one, this is my core value, right? Because you have to, you have to take ownership or we’re never going to move forward.
We’re never going to be as weak, as good as we could be. And I think that making it. Baking it into our actual values is really, really critical. Name it, and then expect a hundred percent ownership and accountability of everything that we all do every day. It’s not easy, but you get better with practice. Yeah,
Gene Hammett: I know. I’m so close to my message. I appreciate you guys going through what I’m missing, but it’s actually included in those others. You guys have really been. You know, brought a lot of energy and clarity around this conversation of employees taking ownership. You’ve grown a fast-growth company should really be honored around that. You’ve worked hard on yourselves. The reason I come here to tell stories like this is that I want you guys to be able to, to, share this message out there for others to learn about what does it look like to be great leaders.
It’s not always comfortable. It’s not always a lot of intention to become the kind of leader that you guys have become. So thank you for being here.
Kristen Marcroft: Thank you for having us. We appreciate it. Thanks so much, Gene
Meghan Freed: thank you so much.
Gene Hammett: I’m wrapping up what I took away from today’s interview with these guys and it’s incredible to be infront of a lot of leaders like this. I had a chance to sit down with 22 founders and CEOs just last Friday, where we talked about not being the bottleneck of your business. Well, one of the solutions behind that is to really give ownership, , and in a really powerful way, but we talked about some really serious things.
Here’s what I’ve learned from this conversation is everyone is in this journey of leadership and are trying to figure out how they fit in, how they connect with people. Everyone’s individual, all businesses are a little bit different. And so if you’re kind of curious about where you are, what your next steps are, make sure you check out some of the free content we have at my website Genehammett.
If you want to join the community, we have other fast-growth leaders. You think you want to evolve as a leader, the extraordinary, the checkout fast fast-growth boardroom. You think you apply. Go ahead and put an application. I’m here to support you to be the best leader you can be. Your team deserves it.
Thanks for being here, listening to Growth Think Tank. As always live with courage see you next time.
Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.
A QUICK FAVOR
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