December 24, 2024 • 17 mins
In this episode of "Jereshia Said," we dive into the often-overlooked difference between being helped and feeling held. If you’ve built a successful team but still feel like the weight of your vision is yours alone, this conversation will help you shift your support system, expand your definition of “team,” and create the relational support you need to scale with ease and confidence.
Why you should listen:
- The difference between being helped and feeling held: Discover why task-based support isn’t enough as you scale and how relational support creates emotional safety as a leader.
- Signs you need to upgrade your support system: Identify when you’re carrying too much alone and how to expand your definition of “team.”
- How to shift your team dynamic: Learn how to communicate your needs, foster deeper support, and build a system that shares the weight of your vision.
- The power of true support in leadership: Find out how feeling held allows you to step fully into your role as a visionary without burnout.
Even the most successful leaders can feel unsupported when the emotional burden of growth remains theirs alone. Join me as we redefine what true support looks like, shift your team dynamics, and help you feel held as you scale your business.
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Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Welcome back to the drisha saidpodcast today.
We're diving into something thatI know resonates deeply for.
So many of you, the feeling ofhaving help a strong team, the
rock star, right hand people whoexecute with excellence, but
still not feeling truly held.
You've done the work of buildinga powerhouse team on paper.
(00:22):
You've got everything in place.
But even with all that support,you still carry a weight that
feels like it's yours alone tobear.
It's that unshakable feeling ofresponsibility.
The kind that can make success,feel more isolating than
inspiring.
This episode is called.
I have help, but I don't feelheld.
(00:42):
And today we're going to explorethe subtle, but essential shift
from being helped to feelingheld and why this shift is
crucial as you scale yourbusiness.
In the last episode we talkedall about.
(01:05):
How to know if it's time to quitand how to recognize when it's
time to let go and release.
What's no longer serving you.
It was all about learning how tolet go, even when it feels
uncomfortable.
So you can make space for what'struly aligned.
Today, we're taking thatconversation further.
We're talking about theemotional and relational safety
you need as a leader, especiallyas you're scaling your business,
(01:27):
the kind of support that doesn'tjust help you, but truly holds
you as you carry the weight ofyour vision.
Let me take you back to a momentthat shifted things for me.
It was late at night, the housewas quiet and I was sitting in
my office, staring at thenumbers.
My team had just pulled off a$260,000 launch cash collected
(01:48):
without me.
With out me.
They ran it seamlessly.
They hit our goals, reallysurpassed the goals and brought
in that cashflow I had withinprobably five days prior.
I got a phone call.
Letting me know that my unclehad passed away.
And my uncle was really like afather figure to me.
(02:09):
Um, so it really was a huge blowat an emotional level and it was
totally unexpected.
And I had to fly back home, youknow, show up for the funeral,
be supportive for my grandmotherand my other family members, you
know, right before my launch wassupposed to take place.
So we had to shift the strategya ton before I left, you know,
(02:29):
fine tuning a few SLPs andreally setting my team up as
much as I possibly could, to beable to take over all sales for
the launch and really be able tohold things down while I went
back home for this funeral.
And from the outside, it wasperfection.
Like this was a dream scenario.
But.
Instead of celebrating, and thisis something I haven't really
(02:50):
publicly really disclosed thatmuch, but I sat there feeling
super, super heavy.
Like my shoulders were tight.
My mind was racing and Iremember whispering out loud.
Why does it still feel like it'sall on me?
Even though my team did so muchand I will never discount their
effort, the results that theywere able to produce, the
quality of clients that theywere able to enroll.
But have you ever felt thatmoment, a moment like that
(03:13):
before.
We're despite everything goingright.
We still feel like the weight isyours to carry alone.
There's still this burden, thisheaviness that still overcomes
you.
And it's a lonely place to be.
And there's very few people whoreally even understand what the
heck you're dealing with.
Because again, outside is agirl, what are you even
complaining about?
But inside internally, I'm like,gee, like, you know, there was
(03:35):
just a new weight ofresponsibility that.
It felt kind of difficult toeven conceptualize and vocalize
it.
I mean, verbalize, I mean, youknow, and in that moment I
realized something powerful.
I wasn't craving more help.
I was craving to feel held.
And let's be clear.
Like my team was phenomenal.
I had loyal, talented people whowould ride with me until the
(03:56):
wheels fell off.
You know, in that particularlaunch was proof.
You know, my team executed thestrategy.
My coaches held the clients downwith care and the marketing ran
like clockwork.
That messaging was dialed inevery, you know, the.
The systems that we had createdwere working efficiently like
that year.
We far exceeded seven figuresand there's no denying it.
(04:19):
Like my team is.
The primary reason that madethat possible.
But still the big decisions.
The, what if this fails thefears, the evolving vision and
just this new weight ofresponsibility that set still
sat squarely on my shoulders.
Even as my team handled theday-to-day like pros.
I still felt like the CEO, theCMO, the COO, and yes.
(04:42):
The C w T F E O.
The whatever the fudge ELLsofficer, you know, And here's
the kicker.
I didn't even realize how aloneI felt until I stopped to
process it.
You know, even though we havereally great doers on our team
and people who can execute withexcellence still that bigger
level of decision-making canfeel like such a burden to Berry
(05:03):
and a burden to carry.
I mean, when.
Just that that load ofresponsibility grows.
Sometimes it can, it can bedifficult to regulate our
emotions around it.
So why is it that you can have astrong team, but still feel
unsupported?
And here's what I realized.
There's a difference betweenbeing helped and being held help
is transactional it's taskoriented people, checking boxes,
(05:25):
following directions andcompleting deliverables.
It's necessary.
Yes, don't get me wrong.
But.
At certain stages of business,it's not enough.
Being held is relational.
It's having people who don'tjust help you with what needs to
get done.
They hold space for the Y.
The how and the weight of yourleadership, the weight of the
(05:46):
responsibility, and honestly,the risk you bear as it relates
to that responsibility, theyunderstand the vision and they
stand shoulder to shoulder, toshoulder with you and carrying
it forward.
And it's the shift from, what doyou need me to do to add God?
Let's, I've already figured outa solution and this is what I've
(06:06):
started to move forward on, youknow?
Like more of that.
Let's figure this out together.
And that shift is criticalbecause the bigger you grow, the
heavier, the vision becomes andyou can't hold it all alone.
And again, I really want to makesure that I'm contextualized and
that I'm really speaking aboutthis at more.
It, um, You know, later stagesof business growth.
(06:26):
And when you get to a placewhere you have a lot of the
support roles developed andimplemented in your business,
but you're missing an executiveleadership team because usually
your executive leadership teamare going to be the people
that's going to support you withthat.
Why?
And with that, how would thathigher strategic level
decision-making who also bearsome of the risk?
Associated with those decisionsthat have.
(06:48):
More weight.
Um, and if they go right, or ifthey go wrong, And I realized I
needed a new kind of supportsystem.
You know, one that didn't justhelp me with tasks, but could
hold space for me to step fullyinto a role as a visionary
leader.
And to also again, be that.
Shared support role when it cameto though the more significant,
(07:09):
larger impact, bigger riskdecision-making and that
required two things, oneintentional touch points with
people who get it.
And what I mean by that isspaces where I could reset
intentional time for me to slowdown.
You know, dedicated space for meto think and process through the
decisions that we're making,understanding the consequences
and trade-offs of thosedecisions.
(07:30):
And speak the unfiltered truthabout what leadership feels like
without fear of judgment, shame,or feeling like I'm, you know,
not I'm taking for granted allthe things that are going right
in my business.
So second thing is expanding mydefinition of team.
And I want to talk about thatfor a second here.
So for a long time, I thought myteam was just the people on
(07:51):
payroll, my employees, mycontractors, the folks I
delegated to.
But I realized my real teamincluded my trusted business
friends, the ones I can callwhen I need perspective.
From people who have experienceto speak from a place of wisdom.
You know, who have that livedlife experience and contextual
nuance understanding of what I'mgoing through.
(08:13):
My partner, you know, mysignificant other who helps me
hold down the home front so Ican focus on what's going on in
the business, my housekeeper andmy Instacart delivery folks,
like, because they takelogistics off my plate.
And my business coach or anadvisor, or my mentor who holds
the space for me to be, to haveto really share that cognitive
(08:35):
load, to act as a sounding boardto plan and to process through
the hard stuff, like a spacethat's dedicated for me to slow
down for me to unravel for menot to have it all figured out.
And I think that if you are asolo business owner and what I
mean by solo, meaning that youdo not have an executive
leadership team.
Even if you have employees that,you know, maybe a marketing
manager, maybe.
(08:55):
Uh, an executive assistant maybe a content writer, maybe
somebody that helps withcustomer support, maybe a
program coach.
Those are all fulfillmentfunctions in the business.
If you do not have an executiveteam, meaning somebody else that
holds an executive title in yourcompany.
It is so important to have theseother.
You know, I think other quote,unquote team members that we
don't classify, because when youthink at an executive level,
(09:18):
when your business is doing morethan$700,000 a year, more than a
million dollars a year, like youneed somebody else to brainstorm
and think through and just toshare the cognitive load for you
to be able to process when itcomes to the bigger strategic
decision-making, where the riskreally resides.
And if you don't have that, youneed to build more of an
advisory board, which I thinkcan be business peers, your
(09:41):
partner at home, yourhousekeeper, other services that
you can automate and decisionsthat you can automate in your
day to day life to open upcognitive gloating capacity and
a business coach and advisor, astrategic advisor, somebody else
that can serve as that soundingboard and kind of play the role
of what an executive.
Uh, support team member wouldkind of play, but in a different
(10:02):
dynamic.
And when I expanded mydefinition of team, it was like
a light bulb went off.
I was not alone anymore.
I just hadn't been seeing theways I was already being held.
And if this resonates with you.
Here are five signs.
It might be time to upgrade yoursupport system and to be more
properly resourced for the levelof responsibility that you bear.
(10:23):
One is you're handling all thebig decisions.
Solo.
If, I mean the big decisions inregards to strategy, what the
offer needs to be, how you'repositioning the offer, what the
core messaging needs to be like.
Those are core.
Big decisions that influence thebusiness model and influence the
ability for you to be able toscale it.
That might be an opportunitywhere okay.
(10:43):
I might need to upgrade mysupport system and be more
properly resourced for theresponsibility that I'm bearing.
Number two is you avoid sharingyour deeper challenges.
I mean, those unspoken emotions,those.
You know that those deeper.
Challenges that you are maybeemotionally wrestling with that
really is having an impact onyour belief system and your
(11:04):
belief in what's possible inyou.
Feeling safe.
Accomplishing more success, likeanything related to that.
Number three is you're wearingtoo many hats and more than
likely all of us fall into thiscategory.
Like if you're the primaryperson responsible for
marketing.
You're the primary personresponsible for the larger
(11:25):
strategic operationaldecision-making.
If you have a really greatperson on your team, but there's
no buffer.
Like there's no, like maybe you,you have great players, but
there's no other like managerialleadership role that can serve
as a buffer between you andthem.
Like, you're probably wearingtoo many hats.
Um, and this is also very true,especially as maybe.
Depending on also what yourother personal life priorities
(11:47):
are.
Where your cognitive load ismaybe stretched or too thin.
And when the, when yourcognitive load.
Capacity shifts.
Usually more support is needed.
Um, Depending on the season oflife and what's going on in your
personal life and how that'simpacting your ability to show
up and perform at a, at a peaklevel within the business.
Number four, you feel like thelast line of defense?
(12:09):
All the time, like everythingstill ends in stops with you.
And number five scaling feelslike a personal burden, not a
shared effort.
If any of those sound familiar?
You know, it's time to askyourself, what would it take for
me to feel truly held?
And how would I like to beproperly resourced for this next
season?
And what, what does that type ofresourcing look like?
(12:32):
What is the help that I, I wishI was receiving or that I need
to be asking for.
So let's take a moment righthere.
If you're in a safe space foryou to do this, close your eyes.
If you're not driving.
And just take a moment toreflect.
What does true support look likefor me?
Who are the people I need.
(12:54):
What roles do they play?
What decisions do they maybehelp?
Me, Carrie.
Where are you still carrying theload alone right now in the
business or at home?
And really be honest withyourself here.
Where do you need help?
The most.
And I want you to write down thefirst thing that comes to mind.
(13:14):
Cause usually it's the thingthat we know that we need, but
we are afraid to ask for helparound.
And how can you communicatethose needs?
What conversations do you needto have with your team, your
partner, or your existingadvisors that you're currently
already working with?
And I want you to take some timeto write that down and give
yourself permission to name whatyou need.
(13:34):
Also, I invite you to re-listento that part of this episode and
really spend some time answeringthose questions.
So if you need to play thisback, run it back a second time,
baby.
Okay.
And really get to the root ofwhat, how you want to be
resourced and what support youneed and what help you need to
be asking for.
So here's what I want you toremember.
True support.
Isn't just about getting help.
(13:55):
It's about being held in yourvision and your purpose.
When you build a system ofintentional aligned support, you
don't just lighten the load.
You create the space to leadscale and succeed without
burning out.
Without resenting what it isthat you're building.
And it creates an opportunityfor you to actually be able to
sustain, sustain the successthat you've created.
(14:18):
There's one thing aboutaccomplish getting sick,
becoming successful.
It's a very different game to beable to sustain the success that
you've created to replicate it.
And you might've been able toget to this point of success.
With ver being under resourced.
Which I think is true for a lotof us, but you may realize that
being under resource to be ableto sustain the success is no
(14:41):
longer.
Maybe available or it's nolonger available without
significantly sacrificingyourself.
And that may not be somethingyou're willing to do anymore.
So I just want to close us outwith an affirmation to help
ground you into this.
I am supported.
Held and fully capable ofsharing the weight of my vision.
(15:02):
I would love for you to just saythat back again.
I am supported, held, and fullycapable of sharing the weight of
my vision.
So, I just want to remind youthat you are so you can be
supported.
The support that you need iswithin reach.
And you deserve to be held.
Thank you for tuning in totoday's episode.
(15:22):
If this spoke to you, pleaseshare it with somebody else that
needs to hear it.
And feel free to tag me onInstagram.
If you want to continue theconversation.
And I will chat with you nexttime.
Andrea said.
Welcome back to the drisha saidpodcast today.
We're diving into something thatI know resonates deeply for.
So many of you, the feeling ofhaving help a strong team, the
rock star, right hand people whoexecute with excellence, but
still not feeling truly held.
You've done the work of buildinga powerhouse team on paper.
(00:22):
You've got everything in place.
But even with all that support,you still carry a weight that
feels like it's yours alone tobear.
It's that unshakable feeling ofresponsibility.
The kind that can make success,feel more isolating than
inspiring.
This episode is called.
I have help, but I don't feelheld.
(00:42):
And today we're going to explorethe subtle, but essential shift
from being helped to feelingheld and why this shift is
crucial as you scale yourbusiness.
In the last episode we talkedall about.
(01:05):
How to know if it's time to quitand how to recognize when it's
time to let go and release.
What's no longer serving you.
It was all about learning how tolet go, even when it feels
uncomfortable.
So you can make space for what'struly aligned.
Today, we're taking thatconversation further.
We're talking about theemotional and relational safety
you need as a leader, especiallyas you're scaling your business,
(01:27):
the kind of support that doesn'tjust help you, but truly holds
you as you carry the weight ofyour vision.
Let me take you back to a momentthat shifted things for me.
It was late at night, the housewas quiet and I was sitting in
my office, staring at thenumbers.
My team had just pulled off a$260,000 launch cash collected
(01:48):
without me.
With out me.
They ran it seamlessly.
They hit our goals, reallysurpassed the goals and brought
in that cashflow I had withinprobably five days prior.
I got a phone call.
Letting me know that my unclehad passed away.
And my uncle was really like afather figure to me.
(02:09):
Um, so it really was a huge blowat an emotional level and it was
totally unexpected.
And I had to fly back home, youknow, show up for the funeral,
be supportive for my grandmotherand my other family members, you
know, right before my launch wassupposed to take place.
So we had to shift the strategya ton before I left, you know,
(02:29):
fine tuning a few SLPs andreally setting my team up as
much as I possibly could, to beable to take over all sales for
the launch and really be able tohold things down while I went
back home for this funeral.
And from the outside, it wasperfection.
Like this was a dream scenario.
But.
Instead of celebrating, and thisis something I haven't really
(02:50):
publicly really disclosed thatmuch, but I sat there feeling
super, super heavy.
Like my shoulders were tight.
My mind was racing and Iremember whispering out loud.
Why does it still feel like it'sall on me?
Even though my team did so muchand I will never discount their
effort, the results that theywere able to produce, the
quality of clients that theywere able to enroll.
But have you ever felt thatmoment, a moment like that
(03:13):
before.
We're despite everything goingright.
We still feel like the weight isyours to carry alone.
There's still this burden, thisheaviness that still overcomes
you.
And it's a lonely place to be.
And there's very few people whoreally even understand what the
heck you're dealing with.
Because again, outside is agirl, what are you even
complaining about?
But inside internally, I'm like,gee, like, you know, there was
(03:35):
just a new weight ofresponsibility that.
It felt kind of difficult toeven conceptualize and vocalize
it.
I mean, verbalize, I mean, youknow, and in that moment I
realized something powerful.
I wasn't craving more help.
I was craving to feel held.
And let's be clear.
Like my team was phenomenal.
I had loyal, talented people whowould ride with me until the
(03:56):
wheels fell off.
You know, in that particularlaunch was proof.
You know, my team executed thestrategy.
My coaches held the clients downwith care and the marketing ran
like clockwork.
That messaging was dialed inevery, you know, the.
The systems that we had createdwere working efficiently like
that year.
We far exceeded seven figuresand there's no denying it.
(04:19):
Like my team is.
The primary reason that madethat possible.
But still the big decisions.
The, what if this fails thefears, the evolving vision and
just this new weight ofresponsibility that set still
sat squarely on my shoulders.
Even as my team handled theday-to-day like pros.
I still felt like the CEO, theCMO, the COO, and yes.
(04:42):
The C w T F E O.
The whatever the fudge ELLsofficer, you know, And here's
the kicker.
I didn't even realize how aloneI felt until I stopped to
process it.
You know, even though we havereally great doers on our team
and people who can execute withexcellence still that bigger
level of decision-making canfeel like such a burden to Berry
(05:03):
and a burden to carry.
I mean, when.
Just that that load ofresponsibility grows.
Sometimes it can, it can bedifficult to regulate our
emotions around it.
So why is it that you can have astrong team, but still feel
unsupported?
And here's what I realized.
There's a difference betweenbeing helped and being held help
is transactional it's taskoriented people, checking boxes,
(05:25):
following directions andcompleting deliverables.
It's necessary.
Yes, don't get me wrong.
But.
At certain stages of business,it's not enough.
Being held is relational.
It's having people who don'tjust help you with what needs to
get done.
They hold space for the Y.
The how and the weight of yourleadership, the weight of the
(05:46):
responsibility, and honestly,the risk you bear as it relates
to that responsibility, theyunderstand the vision and they
stand shoulder to shoulder, toshoulder with you and carrying
it forward.
And it's the shift from, what doyou need me to do to add God?
Let's, I've already figured outa solution and this is what I've
(06:06):
started to move forward on, youknow?
Like more of that.
Let's figure this out together.
And that shift is criticalbecause the bigger you grow, the
heavier, the vision becomes andyou can't hold it all alone.
And again, I really want to makesure that I'm contextualized and
that I'm really speaking aboutthis at more.
It, um, You know, later stagesof business growth.
(06:26):
And when you get to a placewhere you have a lot of the
support roles developed andimplemented in your business,
but you're missing an executiveleadership team because usually
your executive leadership teamare going to be the people
that's going to support you withthat.
Why?
And with that, how would thathigher strategic level
decision-making who also bearsome of the risk?
Associated with those decisionsthat have.
(06:48):
More weight.
Um, and if they go right, or ifthey go wrong, And I realized I
needed a new kind of supportsystem.
You know, one that didn't justhelp me with tasks, but could
hold space for me to step fullyinto a role as a visionary
leader.
And to also again, be that.
Shared support role when it cameto though the more significant,
(07:09):
larger impact, bigger riskdecision-making and that
required two things, oneintentional touch points with
people who get it.
And what I mean by that isspaces where I could reset
intentional time for me to slowdown.
You know, dedicated space for meto think and process through the
decisions that we're making,understanding the consequences
and trade-offs of thosedecisions.
(07:30):
And speak the unfiltered truthabout what leadership feels like
without fear of judgment, shame,or feeling like I'm, you know,
not I'm taking for granted allthe things that are going right
in my business.
So second thing is expanding mydefinition of team.
And I want to talk about thatfor a second here.
So for a long time, I thought myteam was just the people on
(07:51):
payroll, my employees, mycontractors, the folks I
delegated to.
But I realized my real teamincluded my trusted business
friends, the ones I can callwhen I need perspective.
From people who have experienceto speak from a place of wisdom.
You know, who have that livedlife experience and contextual
nuance understanding of what I'mgoing through.
(08:13):
My partner, you know, mysignificant other who helps me
hold down the home front so Ican focus on what's going on in
the business, my housekeeper andmy Instacart delivery folks,
like, because they takelogistics off my plate.
And my business coach or anadvisor, or my mentor who holds
the space for me to be, to haveto really share that cognitive
(08:35):
load, to act as a sounding boardto plan and to process through
the hard stuff, like a spacethat's dedicated for me to slow
down for me to unravel for menot to have it all figured out.
And I think that if you are asolo business owner and what I
mean by solo, meaning that youdo not have an executive
leadership team.
Even if you have employees that,you know, maybe a marketing
manager, maybe.
(08:55):
Uh, an executive assistant maybe a content writer, maybe
somebody that helps withcustomer support, maybe a
program coach.
Those are all fulfillmentfunctions in the business.
If you do not have an executiveteam, meaning somebody else that
holds an executive title in yourcompany.
It is so important to have theseother.
You know, I think other quote,unquote team members that we
don't classify, because when youthink at an executive level,
(09:18):
when your business is doing morethan$700,000 a year, more than a
million dollars a year, like youneed somebody else to brainstorm
and think through and just toshare the cognitive load for you
to be able to process when itcomes to the bigger strategic
decision-making, where the riskreally resides.
And if you don't have that, youneed to build more of an
advisory board, which I thinkcan be business peers, your
(09:41):
partner at home, yourhousekeeper, other services that
you can automate and decisionsthat you can automate in your
day to day life to open upcognitive gloating capacity and
a business coach and advisor, astrategic advisor, somebody else
that can serve as that soundingboard and kind of play the role
of what an executive.
Uh, support team member wouldkind of play, but in a different
(10:02):
dynamic.
And when I expanded mydefinition of team, it was like
a light bulb went off.
I was not alone anymore.
I just hadn't been seeing theways I was already being held.
And if this resonates with you.
Here are five signs.
It might be time to upgrade yoursupport system and to be more
properly resourced for the levelof responsibility that you bear.
(10:23):
One is you're handling all thebig decisions.
Solo.
If, I mean the big decisions inregards to strategy, what the
offer needs to be, how you'repositioning the offer, what the
core messaging needs to be like.
Those are core.
Big decisions that influence thebusiness model and influence the
ability for you to be able toscale it.
That might be an opportunitywhere okay.
(10:43):
I might need to upgrade mysupport system and be more
properly resourced for theresponsibility that I'm bearing.
Number two is you avoid sharingyour deeper challenges.
I mean, those unspoken emotions,those.
You know that those deeper.
Challenges that you are maybeemotionally wrestling with that
really is having an impact onyour belief system and your
(11:04):
belief in what's possible inyou.
Feeling safe.
Accomplishing more success, likeanything related to that.
Number three is you're wearingtoo many hats and more than
likely all of us fall into thiscategory.
Like if you're the primaryperson responsible for
marketing.
You're the primary personresponsible for the larger
(11:25):
strategic operationaldecision-making.
If you have a really greatperson on your team, but there's
no buffer.
Like there's no, like maybe you,you have great players, but
there's no other like managerialleadership role that can serve
as a buffer between you andthem.
Like, you're probably wearingtoo many hats.
Um, and this is also very true,especially as maybe.
Depending on also what yourother personal life priorities
(11:47):
are.
Where your cognitive load ismaybe stretched or too thin.
And when the, when yourcognitive load.
Capacity shifts.
Usually more support is needed.
Um, Depending on the season oflife and what's going on in your
personal life and how that'simpacting your ability to show
up and perform at a, at a peaklevel within the business.
Number four, you feel like thelast line of defense?
(12:09):
All the time, like everythingstill ends in stops with you.
And number five scaling feelslike a personal burden, not a
shared effort.
If any of those sound familiar?
You know, it's time to askyourself, what would it take for
me to feel truly held?
And how would I like to beproperly resourced for this next
season?
And what, what does that type ofresourcing look like?
(12:32):
What is the help that I, I wishI was receiving or that I need
to be asking for.
So let's take a moment righthere.
If you're in a safe space foryou to do this, close your eyes.
If you're not driving.
And just take a moment toreflect.
What does true support look likefor me?
Who are the people I need.
(12:54):
What roles do they play?
What decisions do they maybehelp?
Me, Carrie.
Where are you still carrying theload alone right now in the
business or at home?
And really be honest withyourself here.
Where do you need help?
The most.
And I want you to write down thefirst thing that comes to mind.
(13:14):
Cause usually it's the thingthat we know that we need, but
we are afraid to ask for helparound.
And how can you communicatethose needs?
What conversations do you needto have with your team, your
partner, or your existingadvisors that you're currently
already working with?
And I want you to take some timeto write that down and give
yourself permission to name whatyou need.
(13:34):
Also, I invite you to re-listento that part of this episode and
really spend some time answeringthose questions.
So if you need to play thisback, run it back a second time,
baby.
Okay.
And really get to the root ofwhat, how you want to be
resourced and what support youneed and what help you need to
be asking for.
So here's what I want you toremember.
True support.
Isn't just about getting help.
(13:55):
It's about being held in yourvision and your purpose.
When you build a system ofintentional aligned support, you
don't just lighten the load.
You create the space to leadscale and succeed without
burning out.
Without resenting what it isthat you're building.
And it creates an opportunityfor you to actually be able to
sustain, sustain the successthat you've created.
(14:18):
There's one thing aboutaccomplish getting sick,
becoming successful.
It's a very different game to beable to sustain the success that
you've created to replicate it.
And you might've been able toget to this point of success.
With ver being under resourced.
Which I think is true for a lotof us, but you may realize that
being under resource to be ableto sustain the success is no
(14:41):
longer.
Maybe available or it's nolonger available without
significantly sacrificingyourself.
And that may not be somethingyou're willing to do anymore.
So I just want to close us outwith an affirmation to help
ground you into this.
I am supported.
Held and fully capable ofsharing the weight of my vision.
(15:02):
I would love for you to just saythat back again.
I am supported, held, and fullycapable of sharing the weight of
my vision.
So, I just want to remind youthat you are so you can be
supported.
The support that you need iswithin reach.
And you deserve to be held.
Thank you for tuning in totoday's episode.
(15:22):
If this spoke to you, pleaseshare it with somebody else that
needs to hear it.
And feel free to tag me onInstagram.
If you want to continue theconversation.
And I will chat with you nexttime.
Andrea said.
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