August 12, 2025 • 42 mins
In this episode of EdUp L&D, Holly Owens welcomes back Dr. Jarrett Carter to discuss his journey since their last conversation, including his experiences with burnout, redefining success, and launching his own business, Collaboratix. They explore the importance of authentic leadership, networking, and building trust in remote teams, while also providing valuable advice for transitioning educators. The conversation emphasizes the need for self-advocacy, the complexities of personal identity in professional settings, and the significance of community support.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:02):
Hi everyone and welcome back to another episode of Add Up L&D.
Now listen, I'm not trying to copy Kylie Kelsey's Podcast 5,
but I'm bringing back one of my absolute favorite humans to
grace the show, Doctor Jarrett Carter.
Y'all might remember him from a past episode where somehow we
(00:23):
ended up talking about Beyoncé, which I love, and instructional
design in the same breath. I'll buckle up because this one
picks up right where we left off, with wisdom, laughter, and
a whole lot of honesty. Since we last chatted, Jarrett
finished his doctorate, navigated burnout like a boss,
(00:43):
stepped away from a high level leadership role, and launched
his own business. Yes, he's that kind of awesome.
In today's episode, we dive intoeverything from setting
boundaries and redefining success to building authentic
leadership identities. And of course, why networking
doesn't have to feel sleazy. It's a it's part therapy
(01:07):
session, part leadership master class, and a full on reminder.
A full on reminder that titles don't define us, our purpose
does. So get ready to laugh.
Maybe tear up a little bit and feel truly seen because this is
real talk with one of the realists.
Welcome back, Jared. Hi, we're ispring, an
(01:30):
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ispring Suite and ispring Learn LMS.
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(01:53):
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We also provide tons of free resources for aspiring and
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(02:14):
We'd be happy to get to know youand pick a solution that fits
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to learn more about us, downloadour resources, and connect.
Hello, everyone, and welcome to another fantastic episode of Add
Up L&D. I'm not going to lie, I'm not
(02:35):
copying Kylie Kelsey's podcast, but I'm so excited to welcome
back Jarrett Carter to the show today.
Jarrett, hey, welcome back. Thank you for having me.
I'm really, really excited to behere.
I'm excited because we were justtalking.
You've been on a journey since we last spoke, so why don't you
tell us about what you've done, what you're doing, what the
(02:58):
future looks like. Just tell us all the things that
you've been doing since you werelast on the show.
It feels like over a year ago. It was a while ago because, and
this is going to be the most hilarious marker of me to
remember how long we were discussing Beyoncé and right had
just come out. And this is full circle because
just a couple of weeks ago I wasat the July 4th Cowboy Carter
(03:20):
show right outside of DC. So.
Nice, I'm so glad we can use Beyoncé as a marker for when.
We left. Exactly, Exactly.
But yeah, a lot has changed. So in that time I finished my
doctorate and, you know, at thattime, right, Major, just that
was done. And, you know, one of the things
(03:43):
that I had to be honest with myself when I finished was that
if we don't talk enough about this, I was excited for a point.
And then I just like slid into this through, right, like in
terms of my own mental health and everybody around me was so
excited, but I was just kind of going through it.
And what I realized was that I was burnt out.
(04:03):
And I made a promise to myself back when I was in my doctoral
program that, you know, with, with COVID and everything that
happened then, I kept putting money in savings, you know, to
be able to at some point be ableto slow down, take a step back
from full time work and, you know, engage in some work that I
think, you know, are more like passion projects or things that
deeply, deeply aligned with whatI wanted to do.
(04:25):
I put that on the back burner because I also after I spoke to
you, I was promoted into a new role, associate vice president
of integrative learning design. I think when we spoke before, I
had just just started. So we were doing a lot of cool
things and I wanted to be a partof it.
But we were coming up on two years since I have finished my
program. And I realized, hey, I didn't
quite keep this promise to myself.
(04:46):
And I think that a lot of the burnout symptoms were there and
it wasn't any one person's fault.
But I think that, you know, my whole career, I was, you know,
at the same time working full time.
I was generally taking classes for this, that or the other.
I was off the freelancing on theside.
I was also active in my different communities outside of
work. And during the pandemic when
(05:08):
everybody kind of had that slow down moment, you know, making
sourdough bread or what have you, I was taking qualifying
exams, which is actually the more stressful part of the
document, the dissertation defense.
When you get to that stage, if you've done everything right,
that should be a slam dunk. But the qualifying exams are
really mind numbing. So I was working 70 hours a week
plus doing qualifying exams. So I realized that I had to slow
(05:32):
down. And so I made a really crazy, I
think decision to step, to step away from my role at University
of Maryland Global Campus. And it was a difficult decision
because that has been the most mission aligned chapter of my
career. I'm glad that I was able to stay
on as graduate adjunct faculty in the learning design and
(05:54):
technology program. So I'm still connected in that
way. But I have been engaging in a
few different projects. The biggest one being I've
started my company, it's called Collaboratix.
It's going. I love that name by the way.
Thank you. Thank you.
Yeah, I wanted to something thatwas futuristic, but also in, you
know, still stress the collaborative nature of the work
(06:17):
that we do because I think that we are stronger together.
And I think that it's really important that anything that I
do, even if I'm doing a solo, that I'm still collaborating
with people or what have you andhelping people to work Better
Together. So a lot going on right now.
So, you know, learning and development work we're going to
be doing, we're going to be doing leadership coaching,
(06:37):
whatever else comes because the life of an entrepreneur means
that, you know, I'm not going toimmediately say no to a whole
lot. And you're pivoting very
quickly. When you're an entrepreneur,
you're like, does this just kindof fit?
And this might be good to have in My Portfolio to share with
other people. So I totally understand that.
Let's go back to the burnout piece because I think that's a
(06:58):
great way to start the episode as being so transparent about
everything that you, what society puts on us, the
pressure, especially in academia, what we need to do in
order to be seen as accomplished.
And I think a lot of that doesn't align with the human
experience or definitely does not align with the human
(07:18):
experience. And I had a similar situation to
you when I was at Amazon. I was, I was working full time.
I have my side hustles. I have this podcast, which is a
huge passion project of mine and, you know, taking care of my
family and, you know, dealing with trauma and grief and, and
all different kinds of things. And it just like my body just
literally, I'm like, I can't, I just can't do it anymore.
(07:42):
I can't tell my mind to keep going, so I think one of the
things I want to point out is how much it impacts your health
and how much it also makes you reflect on what's really
important in your life. Absolutely.
I think that oftentimes we're slow to catch a burnout too,
because it could be a lot of a good thing as well, right?
(08:05):
That, you know, I think sometimes we associate burnout
with, oh, I don't like what I'm doing, Therefore, you know, I'm
feeling these things. But sometimes we overextend
ourselves doing a lot of different things that we love.
And that was the case for me. And you know, what I've learned
is that for me, burnout is not something that I can acutely
detect when it happens, right? For me, it was a bit of a slow,
(08:25):
it was a bit of a slow decline, right?
You know, it was slow burn, right?
You know, I wasn't sleeping likeI should be.
You know, I found that, you know, I was spending more money
and I realized I was spending the money on like junk food or
like, you know, food delivery because I was too tired to cook
or what have you. And it wasn't just a time thing,
but just even just like my brain's bandwidth to like even
(08:48):
think of things, right? Like I would have people
approach me about, oh, there's this cool contract opportunity
we want to do. Do you have time?
And, you know, it's something I really wanted to do, but you
can't do that while you're in school and you're working full
time or what have you. I think for me, one of the wake
up calls for me, frankly, to be fully transparent was also, you
(09:09):
know, I'm thankful that I have health insurance.
And so I go to the doctor, you know, often and was beginning to
see that some of my health key health metrics were not trending
in the right direction either, right.
And it wasn't again, something where my you know, my doctor was
asking me like, oh, are you know, are there negative things
happening? You know, what have you?
And I said, I love what I do. You know, I love what my
(09:29):
schedule is filled with, but I didn't have good boundaries up
right like we mask kept saying it yes to everything.
Yeah, we mask some of those things because we don't want
people like in this like you're like a, you're an associate VP.
Like there's no possible way. You could be burnt out or you
could have issues. It was like you do everything,
you know, that kind of, that's how I think about it.
(09:50):
It is. And I and I think that in our
society, and you mentioned this earlier of you know, we base a
lot of our expectations for ourselves and our success around
what we do occupationally, right?
You know, often times when you meet people, especially here in
the DC area, one of the first questions you're asked is what
do you do for a living or go on a date?
Often times, right, Right. That comes up so often, so
(10:13):
funny, funny Side Story I have to tell you, Speaking of days
occupation, so DC is so unserious when it comes to this,
that when the student loan forgiveness programs were
happening during COVID, if you remember, there was an income
cap, right? You, if you made more than
$125,000, you know you didn't qualify, right?
(10:35):
One of the subtle questions people began asking our first
dates was trying to figure out if your loans were being
forgiven or not. Because if you said, Oh no, I
didn't qualify, that meant that you were making good money,
right? That is crazy.
I would never in my life think of to ask somebody that and the
(10:58):
fact that also to let's not get into the qualifications and like
if you're making $125,000 that without taxes, that is not how
much you're making. But yeah, that's, that's that's
crazy. That's crazy.
How did student loans become a part of dating culture?
(11:18):
It's it's crazy to me. And so, you know, a lot of our
identity, you know, is wrapped up in that.
And, you know, we never ask the questions.
We think about satisfaction in life is like, you know, but also
who am I in the way that I show up to my family, to my friends,
to my communities, to my neighbors, right?
Like those things are just as important.
And you know, of course, you know, the job pays the bills and
(11:41):
you know, this was a transition I have been plotting for a
couple of years now because obviously mission alignment is
not currency that I can use to pay my mortgage on the 1st.
But you know, it, it had me thinking about the different
ways in which we show up and where we derive satisfaction
from and, you know, all the different things that are on our
plates, how we measure our success and our productivity.
(12:02):
I mean, I think about how often when my friends and I would go
to brunch and we would say, how was your weekend or whatever?
And we're measuring our weekendsand productivity like, oh, I got
through the To Do List. I did this, I cut the grass, I
did this. I was just telling you before
are. They millennials or elder
millennials? Because I feel like our our self
worth is tied to productivity. I I think millennials, well
(12:26):
millennials, we have been like uniquely positioned for all of
like the world falling apart. Like we are traumatized.
We are traumatized. I don't know why my parents
chose my birthday or I feel likethat was Oh my goodness.
They didn't know, they didn't know.
But yeah, you know, it's so interesting that you said that
because I work a lot on the weekends with the podcast and
(12:48):
stuff. And like if I, if I have like 3
or 4 things in my head, if I don't get it done, I feel like
I'm behind. But I just have to do that for
my my own self. But very, very true.
Like we are, we tie a lot of ourself worth to our productivity
and a lot of our identity to ourroles.
Yeah, like it's who we are. I mean, part of my brand is like
(13:08):
my whole brand is L&B and jobs and stuff, but that's not all of
who I am. And I'm.
Sure, I say. The same thing.
It is and that was and that was part of the reason why I thought
about this trend. You know, this transition is
that one thing growing up that my mom always taught me in my
siblings is that, you know, the whole question of what do you
want to be when you grow up in and of itself is a bit
(13:29):
problematic because it presumes one thing, right?
It presumes that you're taking one full time job that will
typecast you, you know, into like your career identity,
right? And people see you singularly
through that lens. And part of this transition has
been wanting to explore a multitude of different things at
the same time while still honoring my boundaries and my
(13:51):
time and things like that. So, you know, what I'm excited
about in particular is like being able to do to still do
things around learning and development, being able to still
teach, being able to explore leadership coaching, which is
not something that I've even hadthe time, you know, to put a lot
of time into, even though I got the certification a couple of
years ago. So, you know, being able to do
(14:14):
all those different things and like be a little a little bit
more intentional with how I evencultivate my own professional
identity. It's something that I'm really
excited about versus knowing me as just, oh, that's Jerry.
He's, you know, an associate VP at this university or he's an
adjunct faculty. Here I am now many of those
things while still trying to balance them off.
Yeah, you know what though? I mean, like, if you think about
(14:37):
it like these roles that you've had, including that that most
recent role to have prepared youfor what you're doing now.
So tell us about your new business, what what you're
focusing on, what you're doing so that people listening be
like, oh, I need to call Jarrettand get his help with with this,
this and this. So tell us all about that.
I'm sure we could talk about burnout for days just so you.
Know y'all? Y'all got an insider look into
(14:59):
the personal life of me and Jared Carter?
Because we are. We are being honest.
We burnout quickly when it comesto all the things that we do,
but let's tell us about your business.
Absolutely. So you know, as I mentioned
before, collaboratics is going to hold a few different things.
The first part that we're launching with is True Rise
Leadership Solutions and True Rise is looking at, you know,
(15:23):
how do we, to your point of authenticity, how do we show up
as leaders authentically in the work that we do.
I spent earlier this summer doing a lot of research on what
are some of the challenges, for instance, that for, you know,
newly incoming leaders face whenthey come into the role, their
roles, right? And of course, with L&D
professionals, we can guess someof those things, right?
(15:44):
The procedural things of, you know, onboarding and, you know,
those logistical items. But there's this inner core part
that I think that we don't talk enough about, right?
Which is like, how do I cultivate my own leadership
identity? And you know, thinking back to
when I had my first supervisory role, they were different
leaders I was enamored with, butit almost fueled my own imposter
(16:07):
syndrome because I felt like I had to emulate them.
Right. I had to, absolutely.
Mimic them, right? And so I come into this role
thinking, well, I'm not this person.
I'm not that person. How do I show up?
And you know, coaching for me, getting a coach is one of the
best things that my supervisor at the time did for me because
it helped me to understand, yes,these are the research based
(16:30):
frameworks for leadership development about how do you
engender a positive team culture, How do you bring up the
best in people, but also how do you do that in a way that is
uniquely you, right? And often times we separate who
we are outside of work and who we are at work, forgetting that
we can leverage both in the waysin which we show up, right?
(16:51):
There are certain ways where, you know, one of the limitations
of mentorship. And I, I have a team of mentors
I love. My mentors would not be where I
am without them. But what I go to them for is a
little bit different than what Igo to a coach for, right?
Because for mentors, I want to hear about how they did what
they did and sort of widen my toolkit that way.
But when I was working with my coach, it was OK.
(17:12):
These are the frameworks. These are the success stories.
But how do we pull the unique things about Jared to be able to
show up in that work? And so one of the examples that
come to mind is when I first inherited this supervisory role,
my very first supervisory role, I had inherited this high
profile project that was alreadyway over budget, already behind
(17:36):
and had. Like bottom of the ninth, two
outs and you're up to bat. Exactly.
And then on top of that, I was, I had some stakeholders that
let's just say didn't have, there were not positive politics
that I inherited, right, in terms of the relationships that
I had. So I had to quickly figure it
out. And at first I was trying to
(17:56):
again, mimic what I saw. And it wasn't to my coach said,
you know, talk to me about, you know, when you're planning your
family's Christmas Eve party andpeople have differing ideas of
what to do, like, how do you show up then?
And what we kind of worked on was then of action plan of like
how I was going to build relationships through trust and
authenticity, right? You know, there are certain
(18:16):
things I broke the rules on. You know, I am somebody that if
I'm on a project or I'm leading a project, and if you are
somebody that I report to, I'm going to give you the good, the
bad and the ugly. But I am going to tell you how
we're addressing the bad and theugly, right?
But I don't want you to hear about it from somebody else.
I'd rather you hear it from me. And exactly.
(18:38):
And sure enough of the assistantDean at the time, like 2 months
into the meeting, she said, you know, I want you to know that I
really appreciate the fact that a lot of people come to my
office and are trying to play politics and sugarcoat
everything. She said I appreciate that I
always know where things stand when you leave the office.
And so she said, you know, there's a certain trust that she
(19:00):
had in me that, you know, she trusted my judgement on certain
things where things were happening quickly.
We need to make quick decisions.She was on vacation and she
said, you know what, let Jarrettmake the call.
And so those are things where ifI was trying to mimic what I saw
other people do, I wouldn't haverealized that.
So when? I got.
That coaching, Exactly. That level of trust.
(19:21):
Exactly. So the goal here is how do we
find out the the intrinsic characteristics of you as a
person, how they show up as a leader and then the individual
ways in which you lead, of course, bringing in, you know,
evidence based leadership principles.
But I think that when you bring those two together, that's how
we show up the best as leaders. I love that and I love the thing
(19:43):
you said. Like I definitely from a
leadership perspective, I, I know the good ones that I had
and I know the, I know the really bad ones, the toxic ones
that I had. And I know like, just from, you
know, growing up and like getting to this point to a
director level, like I, I never like you.
It wasn't on my bingo card. It wasn't on my bingo card last
(20:06):
year to be the director at Ed tech company of marketing.
But I've learned so much in the role with managing my team and.
Taking myself out of the trenches and trying to do that.
Sometimes it doesn't happen, butjust seeing people for who they
are and meeting them where they're at and taking all that
I've learned from my other leaders, like what are the
things that they did well? And I really like that.
(20:28):
That may align with my mission and may align with my values or
the things they didn't do well. We're going to make sure that
there's preventative measures inplace that those things don't
happen. And I just want to, I think I
want to ask a question to you because this is something that
comes up quite a bit. Our team is fully remote and
your team fully remote, I'm assuming.
(20:51):
So that creates more of a challenge in possibly developing
some of these relationships. The trust, I'm not going to
assume and say completely just, you know, it doesn't happen
because it does. I mean, we've never met a
person. You and I are like, you know, we
can, we know we can text each other and we'll be there for
support is what I'm saying. So how do you kind of deal with
that as a leader when it's your remote and you have people
(21:13):
everywhere all over the world or, you know, all over the
country? How do you get people to like
connect? I'm really glad you asked that
question because I think that even with the growing hybrid
work environments, that's becoming even more of a
challenge, right? Because, you know, in my last
role, I had a lot of fantastic team members.
Some of them were in the building two or three days a
(21:34):
week. Some of them had never seen the
building before. And so you even have that.
There's a building. Right, right.
And so you have that disparity of people that I might see in
the hallway and converse with, how do I make sure that the
people who are fully remote thatwe have a similar rapport with.
And I have, I can't say that I have totally figured it out, but
(21:55):
what I have found that works is that there is no single solution
for every team because I think much in the ways that our
buildings were not designed uniformly across, you know,
different companies, right? Different buildings were
designed differently for the culture.
I think that our online infrastructure needs to be
responsive to, you know, our teams there, right?
So it can be things like I'm very intentional when I was
(22:19):
doing my one-on-one, particularly with my remote team
to not just, oh, let's just get straight to business, you know,
to the extent that they wanted to share about, you know what.
There's something I do. I got to stop doing that.
Well, it requires intentionality, right?
Yeah, it does. And that's also authenticity as
well, because you I am generallyinterested in what other people
(22:40):
are doing. I know you are because I like I
said, we've never met in person and we know so much about each
other's lives that probably morethan some people that I see face
to face, you know, more often. And you know, but what I found
is that, you know, even buildingin that time to say like, how
was your weekend? And you know, and not putting
them on the spot to make them share more than they wanted to
(23:02):
share, of course. But, you know, if they want to
talk about, you know, attract methat one of their kids had or
whatever, you know, being, you know, learning about that and,
you know, learning the names as they're telling me stories that,
you know, it became less genericabout, oh, how's your daughters
track me doing? And, you know, being a little
bit more specific to say, Hey, how's how did Kaylee track meet
go? And then also my for myself as
(23:24):
well, right, You know, being a little bit more of instead of
just saying, yeah, I had a good weekend, you know, saying, oh, I
had a good weekend. I was at the Cowboy Carter
concert or I would. You know, I did this or I did.
Always going to work Beyoncé into our episode.
Just always, anytime. Every single time.
When the Act Three album comes out, I'll be back and I will
work in some sort of rock music influence or what have you.
(23:46):
But yeah, like helping people tosee, you know who I am.
So it was to the point that, youknow, there was 1 remote team
member I had where we actually intentionally extended our one
on ones to be a little bit longer because I had to
recognize that, you know, as much as I say I'm just a team's
chat away, you know, we were in the building and you see my
doors open. You're more likely to walk in
(24:07):
and ask me a question than you are if you see that my team's
icon is showing green and it's just like, well, is he actually
free? You know, is he doing this or is
he doing that? So I think that in the same
holds true for the team, team wide as well, right?
There are some teams that I've LED where early in the pandemic
where we would do virtual happy hours or we would do game nights
(24:29):
or what have you. And then I shifted and began
managing another team. And a lot of them that was
harder to do because that's whentheir kids were getting off of
school and they needed to go gettheir kids from the school.
But so we would do maybe lunchtime socials or early
morning socials. So it, I think that again, I
think it's one of those things where you kind of have to learn
your team and see like what theyrespond well to and then kind of
(24:52):
like that positive reinforcement, just keep doing
more of that. But it's something that I think
we have to be really intentionalabout.
And I think hybrid is going to add to that delicacy of that
balance even more because now you have people that you're
seeing in the building and that you don't.
Yeah, that's it. It definitely is a huge
challenge, but you can definitely feel the connection
through the screen. Like people are like you can't
(25:13):
feel that. I totally feel it.
Like some of my very best friends that I collaborate with
daily, weekly come from LinkedInworld.
I mean, in the maybe we should, I should have you talk since you
went from like you got your supervisor role, you were an
associate VP, now you're starting your own business.
Talk to us about how important it is to network and how that
(25:36):
helps you get to the this point in your life where you're like,
you feel good enough about yourself and you have the
confidence and then you push theimposter system aside.
How does how do you get there? How do you do that?
It is so funny you said that because I'm actually, so by the
time this records, everything will be fully online.
But I'm refining a couple of content pieces that I'm going to
(25:59):
be posting. And one of them is you have to
give people the opportunity to help you, right?
And I think that it's so easy for us sometimes to feel like,
oh, I'm doing this thing. I'm waiting for somebody to come
save you or come help me. But if we don't invite people in
and tell them what we're doing, they're never going to have the
opportunity to help. And networking has been my
(26:20):
Achilles heel for the longest time because again, it was
something where, you know, I wastaking my cues from salespeople,
right? And so, you know, and my
authenticity self, I like, I struggle with reaching out and
pretending that I was really just thinking about you.
And the truth is I'm trying to make a deal, right?
And so it was something that I struggled with until again, kind
(26:41):
of the same coaching frameworks took some time to step back and
reflect on okay, outside of work, if I need something, if I
need to network, how do I managemy relationships right?
And you know, one of those things is, for instance, like my
friends know that, you know, I'mnot always quick to text back
because I just can't. But I.
(27:01):
Know, like, I mean, I know you're mine is it's like sitting
right here and like people, I'm like when I'm right, it's not
going off. When I'm in a podcast recording,
my sister's calling me telling me that she's excited to see me
because she's on the way down tothe southeast.
And I'm like, you had to call mefor that.
Right, so. Like those distractions, like
(27:24):
that's a conversation for another day.
But yeah, networking. That's a whole, yeah, that's a
whole conversation in and of itself.
But I was thinking about then like, So what with my friends,
how do I network, right? You know, take away the business
side of it and I'm the friend, though, that will send you a
random text at like 2:00 in the afternoon and say, hey, I was
just thinking about you. Hope all is well and there's no
I. Love those texts from you by the
(27:45):
way. Thank you.
But it honors my authenticity ofin that moment, I really didn't
want anything. But as Brené Brown would say,
you know, you're you're putting gems in the jar, right?
Or you putting those pebbles in the jar, right?
So that when I do reach out and I'm a little bit more upfront
about like, hey, how are you doing?
(28:05):
I just started a business and I was wondering if you had any
connects here because I was cultivating those relationships
all along the way. I can then more authentically
reach out versus, you know, I'm sure you get this all the time
on LinkedIn, the people saying, hey, I just want to pick your
brain for 5 minutes. And then they're pitching a half
million dollar product and saying, you know, how soon can
(28:27):
you contract this? And I'm saying there's a whole
budgeting season for this, like,you know, so I've learned that,
again, it's one of those things that, like, it's super
important, but it doesn't mean that you have to do it in the
ways that you've seen other people do it.
And I might get in trouble with this with some of my colleagues,
but you know who a good brainstorming partner is to
figure out your approach. Who?
(28:48):
ChatGPT. Yes, I agree with you.
I do not disagree with that. Because I.
Mean I'm not going to get to thepoint like that guy that asked
ChatGPT to marry him. I mean, we have a really good
rapport with each other, but no.Yeah, we have a good report, you
know, chat, she refers me by themy first name.
I love even the audio. Like I can brainstorm in the car
(29:09):
using Bluetooth and we'll just be conversing back and forth.
I love it. But I will tell it like based on
everything you know about me, this is, you know, there's this
networking reception I'm going to, you know, I hate these.
What are some things, right? And it gave me a lot of actually
really good advice that was contextual to the event that I
was going to. So now I'm a little bit more
(29:30):
open about going to some of these networking things.
And then you realize, you get out of your head and you realize
that the majority of people wantto help, right?
And the majority? Know somebody that knows
somebody, they're going to connect you to something else.
Yeah, I think that we just the fear so much then to that like
just just getting started just have a little chat.
(29:50):
But going back to the LinkedIn message with Sharon, you would
not believe the cesspool of dareI say shit that I get in my
LinkedIn messages. Jen, we'll have to edit that out
or bleep it or whatever. But I think the other part of
networking is making sure that you understand where the other
person is coming from and what their journey has been.
(30:12):
Because at least five times a week, if not more, I get, can
you review my resume? And they don't even say hi or
can you, can you provide us somesupport with, you know, we're
starting a new Ed tech company. Can you, you know, and then they
want my services for free And I'm like, that's my time.
(30:33):
Right. That's sorry the puppies.
I was like, that's my time. Exactly.
You know, and, and I, I cannot, I dare I say hate.
I just, I totally dislike the fact that people, number one,
they don't honor your time. Number 2, they don't even think
about compensation and #3 when they do compensate you, some
people don't pay you on time. They don't.
(30:56):
And one of the things that I've learned too, and this is a
little hack that I've learned when people come to me with
those kinds of things because toyour point, you know, I've had
people out of the blue that I haven't spoken to a year as, oh,
I need a letter of reference forthis particular job.
Oh, when is it needed? Oh, this week, today, tomorrow,
right? And I'm sitting here thinking
like, put yourself in the other person's shoes for a moment,
(31:17):
right? Like I was just coming back from
a conference. I was already behind on this,
that and the third. But one of the things that I've
also done even in terms of like when I am able to help, right,
is giving people an action item to show that they're actually
invested in this too. Because one of the things that I
found is that sometimes people reach out and they want all this
free advice, they want all this,but they're really just kind of
(31:40):
mining. They're not actually doing
anything with it, right. So to your point on the resume
review, I, I've had a couple of like, you know, maybe like a
friend of a family member or somebody like that, reach out
and right. But then what I'll say though,
even then is, hey, here's a coolarticle on like these are the
key things that your resume needs to include.
(32:00):
First of all, this is a resume template that I've used.
Go back, apply that. And then let's talk.
When I tell you that 90% of the time they don't come back.
Yeah. You know, but you have to be,
you have to be respectful of other people's time.
People want to help, but you have to help them help you Don't
make somebody a reference, right, right.
(32:22):
Don't make somebody a reference for a job.
And then I get this random, you know, 2O2 number calling me and
I'm in Trader Joe's thinking that that's, you know, my dry
cleaner saying that my clothes are ready.
And then it's saying so and so is applying for a job and they
answer me all these questions. Then first I'm trying to
understand what is the job? Who is this reference for?
(32:44):
It's little considerate things like that.
That is just help them help you.Yes, exactly.
Help them help you for sure. And I think it's, I know, but we
are not the saviors. No, as much as I wanna be like a
St. or whatever, I can give you all the advice in the world.
(33:04):
I can share all the resources, and I love sharing resources and
crowdsourcing all that stuff. What I cannot do for you is do
the work for you to get to the point where you need to be.
I love being the person that youthink of when you need some
support. I love being that person and I
will be here to listen to you, but I am not going to be the
person that is responsible for doing the work for you.
(33:25):
If I am doing some of the work for you and support, you're
going to pay me. Exactly.
Exactly. That's always such.
A hard one at the other way around as well, right?
You know. Right, right.
Yeah, you're asking people to provide for one thing if I'm
quickly. This is Real Talk episode.
I'm putting Real Talk at the beginning.
Of this is real talk and I love it because I do.
(33:47):
There's also the fact that even if I'm able to do something
quickly, you're not paying me just for the time that it took
me to do it. But all the energy that I've put
in perfecting my craft to be able to get to the point that I
can quickly spit out certain things, right.
And so, you know, when you get into the when you're getting to
the place of like people doing the work for you or these really
detailed ass, you know, it's notfair to expect people to do that
(34:10):
for free. Because understand too that
that's time that I'm taking awayfrom either my career, that's
time I'm taking away. That could be at the gym, that
could be with my family, that I can be with friends or what have
you. And so I have to be also very
intentional in where I shift my time.
For sure, for sure. Oh my gosh, you could probably
(34:34):
talk about this all day long. I know every time we talk.
It's like enlightening. Every time we talk, I don't even
feel like we're recording a podcast episode.
I feel like we're sitting here just talking to each other.
I'm drinking my little protein milkshake and we're just hanging
out talking about Beyoncé and being entrepreneurs and all that
stuff. But we're coming up on the end
(34:54):
of the episode, as sad as I am about that, cuz I have a feeling
those who are listening right now, they want more.
So we're gonna leave them wanting more from you, Jared,
and they can reach out to you. So people who are thinking
about, I love transitioning teachers.
I am a transition teacher and they're thinking about possibly
starting a career and learning and development or maybe
possibly going out on their own.What are three pieces of advice
(35:16):
you've already given some that you have for them to get
started? And I'm really sorry that my
puppy is playing with his duck toy.
That sounds like it's dying. So three pieces of advice,
Jarrett, tell us. Tell us what they are.
So #1 you know, derive a little bit of a derivative of something
I had said earlier is that we are entire complex human beings.
(35:39):
And I think that oftentimes our imposter syndrome comes in
because we're trying to see ourselves in this fixed
capacity, and we don't. And we miss the forest for the
trees of seeing who we are totally.
If you are the family planner for all the family reunions and
the Christmas holiday parties and what have you, you have
project management skills, right?
If you are often the one that's mediating family disputes or
(36:02):
whatever, that's conflict resolution, that is, that is,
you know, that's leadership, right?
And so think about how you show up as a totality of yourself and
then advocate for yourself from there, right?
A lot of times, you know, when Italk to transitioning teachers,
you know, they're looking at Oh well the job description says
this, I haven't done that. When the reality of it is that I
(36:22):
could never. I did 1 field work placement in
an elementary school and that killed all of my dreams of being
an. Elementary school teacher.
And so I have, you know, I've hired transitioning teachers and
they have been fantastic. But the one thing I've seen in
interviews oftentimes is again, like sort of trying to do a 1 to
1 transfer thing because my experience doesn't match the
(36:43):
letter of what you have in the job description.
It's not there. I promise you it's there.
The next bit of advice I would say is, you know, get out there
and talk to people. You know, there are a lot of
people who I think are on similar journeys.
You know, even myself with this business, I have a few people
that I've been talking to and we've been accountability
buddies with each other, sharingback and forth resources.
(37:05):
The reality of it is that there is room in the pie for all of us
to eat. We don't have to compete with
others or what have you. So, you know, network, you know,
find, find your people, find thepeople who will encourage you at
parts where you may be discouraged.
And the last thing that I will say is think creatively about
again, how you how you present yourself, how your, how you
(37:27):
search for jobs. You know, AI is changing a whole
lot in terms of even the ways. Even get an AI.
We can do a whole series on AI. We didn't.
Even get into that part. But I feel like the audience
right now is also getting a glimpse into what our phone
calls sound like because we've literally been on the phone for
like two or three hours and probably could have recorded
(37:49):
like 12 episodes. Yes, absolutely.
I think we should do it more like this.
First of all, I want to say I admire you.
And I'm not just saying that because we're on air and
recording. I truly admire you.
And I know you reached out to melike it was back in February or
March and I was having a really bad day that day and you reached
out and said hello. And that changed my whole, my
(38:10):
whole day. It's like literally just a text
message from a friend saying, hey, I'm thinking about you.
It changed my whole perspective of the day and I had a better
day after that. I was like, thank God for Jared
because I was asked about to. Hurt somebody.
Thank you. Well, now, now I need now I need
to reciprocate and tell you something you did that I don't
know that I told you you did forme too.
That made a big deal. You texted me the week after I
(38:32):
put in my notice at my job, Right?
And you know, as I said, you know, I have a lot of fond
feelings for UMGC and you know, it was a difficult decision.
So I began to get into my head alittle bit once because there's
something about putting in a resignation letter that like you
begin pressure testing your whole plan.
And I said, nobody's going to want to work with me anymore
because, you know, I'm just as freelancer now before, like it
(38:56):
meant something that I was in this role.
So when you had texted me and you said, how are you doing?
And I said, you know, I told youthat I was leaving or whatever,
And then you still said, I want you on the podcast.
And I said, just so you know, I won't be work.
I'm not going to have this fancytitle when I when we were
recording, you were said no, that's why I want to have you
here. And I think that again, in a
place like DC where our our job titles are currency, our job
(39:19):
titles are even currency. Going back to dating, like
that's a whole nother thing. When you explain, I have to
explain what I do now on a date that was actually incredibly
validating and that picked me upfor like the rest of the week.
So I'm so glad that. I don't care what your title is,
you're gonna come on the podcastbecause it's gonna be a freaking
awesome. This is a great episode.
There's so much packed into this, like 30 minutes that we
(39:42):
chatted that people can take away that's gonna resonate with
them. So tell people where they can
connect with you. Where can they find you, Jared?
We're gonna have everything in the show notes, you know, send
us the website to your business.We want to have it all there.
So tell us where. Tell the audience where they can
find you. So first of all, LinkedIn is
like, and I think it's where youand I first even got to meet
each other, right? So LinkedIn, I'm going to be,
(40:04):
I'm going to become more active there again.
So you find me at jaredcarteryoucanfindmealso@jaredcarter.com,
which will have links to collaboratics to true RISE
leadership solutions. I am also getting into my
content creator bag as the kids would say.
So I if you find me on Instagram, it's DRJARCARI.
(40:29):
Might be renamed that afterwards, but it should
redirect. There's going to be more
content. I'm going to begin posting there
as well. I did my test for I did the
shitty first draft over the weekend.
I just did a a a point of view video of me making macaroni and
cheese for a game night just to see how all the apps work and it
came together to work. There's going to be in the month
of August, there's going to be daily post on some daily
(40:51):
reflections as I can't. Wait.
I gotta sign your. Instagram, I can't wait.
Well, thank you so much. It's always a pleasure talking
to you. It's always it's always
uplifting and lightning and like, you know, truth bombs like
we need the real talk like there's so many times where I
could have used some real talk instead of some sugar coating
just to provide perspective. So thank you for being my
(41:14):
friend, being on my show. And I never care what your title
is. You know, all kinds of people
walks alive, come on the show and everybody has a story to
share. So I'm so glad you were able to
come back and and talk about where you're at.
Thank you. Thank you.
Thanks for spending a few minutes with Holly.
She knows your podcast queue is packed.
(41:34):
If today's episode sparked an idea or gave you that extra
nudge of confidence, tap, followor subscribe in your favorite
app so you never miss an episodeof Ed Up L&D.
Dropping a quick rating or review helps more educators and
learning pros discover the show,too.
Want to keep the conversation going?
Connect with Holly on LinkedIn and share your biggest take
(41:56):
away. She reads every message.
Until next time, keep learning, keep leading, and keep believing
in your own story. Talk soon.
Hi, we're Ispring, an international team of e-learning
enthusiasts who help more than 60,000 clients across the globe
succeed with better online learning.
Our two flagship solutions are ispring Suite and ispring Learn
(42:18):
LMS. Ispring Suite is an intuitive,
all in one authoring tool for creating engaging e-learning
content, while ispring Learn is an innovative online training
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teams. We'd be happy to get to know you
and pick a solution that fits your needs best.
Go to www.ispringsolutions.com to learn more about us and
(42:38):
connect.
Hi everyone and welcome back to another episode of Add Up L&D.
Now listen, I'm not trying to copy Kylie Kelsey's Podcast 5,
but I'm bringing back one of my absolute favorite humans to
grace the show, Doctor Jarrett Carter.
Y'all might remember him from a past episode where somehow we
(00:23):
ended up talking about Beyoncé, which I love, and instructional
design in the same breath. I'll buckle up because this one
picks up right where we left off, with wisdom, laughter, and
a whole lot of honesty. Since we last chatted, Jarrett
finished his doctorate, navigated burnout like a boss,
(00:43):
stepped away from a high level leadership role, and launched
his own business. Yes, he's that kind of awesome.
In today's episode, we dive intoeverything from setting
boundaries and redefining success to building authentic
leadership identities. And of course, why networking
doesn't have to feel sleazy. It's a it's part therapy
(01:07):
session, part leadership master class, and a full on reminder.
A full on reminder that titles don't define us, our purpose
does. So get ready to laugh.
Maybe tear up a little bit and feel truly seen because this is
real talk with one of the realists.
Welcome back, Jared. Hi, we're ispring, an
(01:30):
international team of e-learningenthusiasts who help more than
60,000 clients across the globe succeed with better online
learning. Our two flagship solutions are
ispring Suite and ispring Learn LMS.
Ispring Suite is an intuitive, all in one authoring tool for
creating engaging e-learning content, and ispring Learn is an
(01:53):
innovative online training platform for onboarding,
upskilling, and certifying your teams.
We also provide tons of free resources for aspiring and
experienced e-learning professionals, conduct weekly
webinars with top industry experts, and organize annual
e-learning conferences, challenges, and championships.
(02:14):
We'd be happy to get to know youand pick a solution that fits
your needs best. Go to www.icepringsolutions.com
to learn more about us, downloadour resources, and connect.
Hello, everyone, and welcome to another fantastic episode of Add
Up L&D. I'm not going to lie, I'm not
(02:35):
copying Kylie Kelsey's podcast, but I'm so excited to welcome
back Jarrett Carter to the show today.
Jarrett, hey, welcome back. Thank you for having me.
I'm really, really excited to behere.
I'm excited because we were justtalking.
You've been on a journey since we last spoke, so why don't you
tell us about what you've done, what you're doing, what the
(02:58):
future looks like. Just tell us all the things that
you've been doing since you werelast on the show.
It feels like over a year ago. It was a while ago because, and
this is going to be the most hilarious marker of me to
remember how long we were discussing Beyoncé and right had
just come out. And this is full circle because
just a couple of weeks ago I wasat the July 4th Cowboy Carter
(03:20):
show right outside of DC. So.
Nice, I'm so glad we can use Beyoncé as a marker for when.
We left. Exactly, Exactly.
But yeah, a lot has changed. So in that time I finished my
doctorate and, you know, at thattime, right, Major, just that
was done. And, you know, one of the things
(03:43):
that I had to be honest with myself when I finished was that
if we don't talk enough about this, I was excited for a point.
And then I just like slid into this through, right, like in
terms of my own mental health and everybody around me was so
excited, but I was just kind of going through it.
And what I realized was that I was burnt out.
(04:03):
And I made a promise to myself back when I was in my doctoral
program that, you know, with, with COVID and everything that
happened then, I kept putting money in savings, you know, to
be able to at some point be ableto slow down, take a step back
from full time work and, you know, engage in some work that I
think, you know, are more like passion projects or things that
deeply, deeply aligned with whatI wanted to do.
(04:25):
I put that on the back burner because I also after I spoke to
you, I was promoted into a new role, associate vice president
of integrative learning design. I think when we spoke before, I
had just just started. So we were doing a lot of cool
things and I wanted to be a partof it.
But we were coming up on two years since I have finished my
program. And I realized, hey, I didn't
quite keep this promise to myself.
(04:46):
And I think that a lot of the burnout symptoms were there and
it wasn't any one person's fault.
But I think that, you know, my whole career, I was, you know,
at the same time working full time.
I was generally taking classes for this, that or the other.
I was off the freelancing on theside.
I was also active in my different communities outside of
work. And during the pandemic when
(05:08):
everybody kind of had that slow down moment, you know, making
sourdough bread or what have you, I was taking qualifying
exams, which is actually the more stressful part of the
document, the dissertation defense.
When you get to that stage, if you've done everything right,
that should be a slam dunk. But the qualifying exams are
really mind numbing. So I was working 70 hours a week
plus doing qualifying exams. So I realized that I had to slow
(05:32):
down. And so I made a really crazy, I
think decision to step, to step away from my role at University
of Maryland Global Campus. And it was a difficult decision
because that has been the most mission aligned chapter of my
career. I'm glad that I was able to stay
on as graduate adjunct faculty in the learning design and
(05:54):
technology program. So I'm still connected in that
way. But I have been engaging in a
few different projects. The biggest one being I've
started my company, it's called Collaboratix.
It's going. I love that name by the way.
Thank you. Thank you.
Yeah, I wanted to something thatwas futuristic, but also in, you
know, still stress the collaborative nature of the work
(06:17):
that we do because I think that we are stronger together.
And I think that it's really important that anything that I
do, even if I'm doing a solo, that I'm still collaborating
with people or what have you andhelping people to work Better
Together. So a lot going on right now.
So, you know, learning and development work we're going to
be doing, we're going to be doing leadership coaching,
(06:37):
whatever else comes because the life of an entrepreneur means
that, you know, I'm not going toimmediately say no to a whole
lot. And you're pivoting very
quickly. When you're an entrepreneur,
you're like, does this just kindof fit?
And this might be good to have in My Portfolio to share with
other people. So I totally understand that.
Let's go back to the burnout piece because I think that's a
(06:58):
great way to start the episode as being so transparent about
everything that you, what society puts on us, the
pressure, especially in academia, what we need to do in
order to be seen as accomplished.
And I think a lot of that doesn't align with the human
experience or definitely does not align with the human
(07:18):
experience. And I had a similar situation to
you when I was at Amazon. I was, I was working full time.
I have my side hustles. I have this podcast, which is a
huge passion project of mine and, you know, taking care of my
family and, you know, dealing with trauma and grief and, and
all different kinds of things. And it just like my body just
literally, I'm like, I can't, I just can't do it anymore.
(07:42):
I can't tell my mind to keep going, so I think one of the
things I want to point out is how much it impacts your health
and how much it also makes you reflect on what's really
important in your life. Absolutely.
I think that oftentimes we're slow to catch a burnout too,
because it could be a lot of a good thing as well, right?
(08:05):
That, you know, I think sometimes we associate burnout
with, oh, I don't like what I'm doing, Therefore, you know, I'm
feeling these things. But sometimes we overextend
ourselves doing a lot of different things that we love.
And that was the case for me. And you know, what I've learned
is that for me, burnout is not something that I can acutely
detect when it happens, right? For me, it was a bit of a slow,
(08:25):
it was a bit of a slow decline, right?
You know, it was slow burn, right?
You know, I wasn't sleeping likeI should be.
You know, I found that, you know, I was spending more money
and I realized I was spending the money on like junk food or
like, you know, food delivery because I was too tired to cook
or what have you. And it wasn't just a time thing,
but just even just like my brain's bandwidth to like even
(08:48):
think of things, right? Like I would have people
approach me about, oh, there's this cool contract opportunity
we want to do. Do you have time?
And, you know, it's something I really wanted to do, but you
can't do that while you're in school and you're working full
time or what have you. I think for me, one of the wake
up calls for me, frankly, to be fully transparent was also, you
(09:09):
know, I'm thankful that I have health insurance.
And so I go to the doctor, you know, often and was beginning to
see that some of my health key health metrics were not trending
in the right direction either, right.
And it wasn't again, something where my you know, my doctor was
asking me like, oh, are you know, are there negative things
happening? You know, what have you?
And I said, I love what I do. You know, I love what my
(09:29):
schedule is filled with, but I didn't have good boundaries up
right like we mask kept saying it yes to everything.
Yeah, we mask some of those things because we don't want
people like in this like you're like a, you're an associate VP.
Like there's no possible way. You could be burnt out or you
could have issues. It was like you do everything,
you know, that kind of, that's how I think about it.
(09:50):
It is. And I and I think that in our
society, and you mentioned this earlier of you know, we base a
lot of our expectations for ourselves and our success around
what we do occupationally, right?
You know, often times when you meet people, especially here in
the DC area, one of the first questions you're asked is what
do you do for a living or go on a date?
Often times, right, Right. That comes up so often, so
(10:13):
funny, funny Side Story I have to tell you, Speaking of days
occupation, so DC is so unserious when it comes to this,
that when the student loan forgiveness programs were
happening during COVID, if you remember, there was an income
cap, right? You, if you made more than
$125,000, you know you didn't qualify, right?
(10:35):
One of the subtle questions people began asking our first
dates was trying to figure out if your loans were being
forgiven or not. Because if you said, Oh no, I
didn't qualify, that meant that you were making good money,
right? That is crazy.
I would never in my life think of to ask somebody that and the
(10:58):
fact that also to let's not get into the qualifications and like
if you're making $125,000 that without taxes, that is not how
much you're making. But yeah, that's, that's that's
crazy. That's crazy.
How did student loans become a part of dating culture?
(11:18):
It's it's crazy to me. And so, you know, a lot of our
identity, you know, is wrapped up in that.
And, you know, we never ask the questions.
We think about satisfaction in life is like, you know, but also
who am I in the way that I show up to my family, to my friends,
to my communities, to my neighbors, right?
Like those things are just as important.
And you know, of course, you know, the job pays the bills and
(11:41):
you know, this was a transition I have been plotting for a
couple of years now because obviously mission alignment is
not currency that I can use to pay my mortgage on the 1st.
But you know, it, it had me thinking about the different
ways in which we show up and where we derive satisfaction
from and, you know, all the different things that are on our
plates, how we measure our success and our productivity.
(12:02):
I mean, I think about how often when my friends and I would go
to brunch and we would say, how was your weekend or whatever?
And we're measuring our weekendsand productivity like, oh, I got
through the To Do List. I did this, I cut the grass, I
did this. I was just telling you before
are. They millennials or elder
millennials? Because I feel like our our self
worth is tied to productivity. I I think millennials, well
(12:26):
millennials, we have been like uniquely positioned for all of
like the world falling apart. Like we are traumatized.
We are traumatized. I don't know why my parents
chose my birthday or I feel likethat was Oh my goodness.
They didn't know, they didn't know.
But yeah, you know, it's so interesting that you said that
because I work a lot on the weekends with the podcast and
(12:48):
stuff. And like if I, if I have like 3
or 4 things in my head, if I don't get it done, I feel like
I'm behind. But I just have to do that for
my my own self. But very, very true.
Like we are, we tie a lot of ourself worth to our productivity
and a lot of our identity to ourroles.
Yeah, like it's who we are. I mean, part of my brand is like
(13:08):
my whole brand is L&B and jobs and stuff, but that's not all of
who I am. And I'm.
Sure, I say. The same thing.
It is and that was and that was part of the reason why I thought
about this trend. You know, this transition is
that one thing growing up that my mom always taught me in my
siblings is that, you know, the whole question of what do you
want to be when you grow up in and of itself is a bit
(13:29):
problematic because it presumes one thing, right?
It presumes that you're taking one full time job that will
typecast you, you know, into like your career identity,
right? And people see you singularly
through that lens. And part of this transition has
been wanting to explore a multitude of different things at
the same time while still honoring my boundaries and my
(13:51):
time and things like that. So, you know, what I'm excited
about in particular is like being able to do to still do
things around learning and development, being able to still
teach, being able to explore leadership coaching, which is
not something that I've even hadthe time, you know, to put a lot
of time into, even though I got the certification a couple of
years ago. So, you know, being able to do
(14:14):
all those different things and like be a little a little bit
more intentional with how I evencultivate my own professional
identity. It's something that I'm really
excited about versus knowing me as just, oh, that's Jerry.
He's, you know, an associate VP at this university or he's an
adjunct faculty. Here I am now many of those
things while still trying to balance them off.
Yeah, you know what though? I mean, like, if you think about
(14:37):
it like these roles that you've had, including that that most
recent role to have prepared youfor what you're doing now.
So tell us about your new business, what what you're
focusing on, what you're doing so that people listening be
like, oh, I need to call Jarrettand get his help with with this,
this and this. So tell us all about that.
I'm sure we could talk about burnout for days just so you.
Know y'all? Y'all got an insider look into
(14:59):
the personal life of me and Jared Carter?
Because we are. We are being honest.
We burnout quickly when it comesto all the things that we do,
but let's tell us about your business.
Absolutely. So you know, as I mentioned
before, collaboratics is going to hold a few different things.
The first part that we're launching with is True Rise
Leadership Solutions and True Rise is looking at, you know,
(15:23):
how do we, to your point of authenticity, how do we show up
as leaders authentically in the work that we do.
I spent earlier this summer doing a lot of research on what
are some of the challenges, for instance, that for, you know,
newly incoming leaders face whenthey come into the role, their
roles, right? And of course, with L&D
professionals, we can guess someof those things, right?
(15:44):
The procedural things of, you know, onboarding and, you know,
those logistical items. But there's this inner core part
that I think that we don't talk enough about, right?
Which is like, how do I cultivate my own leadership
identity? And you know, thinking back to
when I had my first supervisory role, they were different
leaders I was enamored with, butit almost fueled my own imposter
(16:07):
syndrome because I felt like I had to emulate them.
Right. I had to, absolutely.
Mimic them, right? And so I come into this role
thinking, well, I'm not this person.
I'm not that person. How do I show up?
And you know, coaching for me, getting a coach is one of the
best things that my supervisor at the time did for me because
it helped me to understand, yes,these are the research based
(16:30):
frameworks for leadership development about how do you
engender a positive team culture, How do you bring up the
best in people, but also how do you do that in a way that is
uniquely you, right? And often times we separate who
we are outside of work and who we are at work, forgetting that
we can leverage both in the waysin which we show up, right?
(16:51):
There are certain ways where, you know, one of the limitations
of mentorship. And I, I have a team of mentors
I love. My mentors would not be where I
am without them. But what I go to them for is a
little bit different than what Igo to a coach for, right?
Because for mentors, I want to hear about how they did what
they did and sort of widen my toolkit that way.
But when I was working with my coach, it was OK.
(17:12):
These are the frameworks. These are the success stories.
But how do we pull the unique things about Jared to be able to
show up in that work? And so one of the examples that
come to mind is when I first inherited this supervisory role,
my very first supervisory role, I had inherited this high
profile project that was alreadyway over budget, already behind
(17:36):
and had. Like bottom of the ninth, two
outs and you're up to bat. Exactly.
And then on top of that, I was, I had some stakeholders that
let's just say didn't have, there were not positive politics
that I inherited, right, in terms of the relationships that
I had. So I had to quickly figure it
out. And at first I was trying to
(17:56):
again, mimic what I saw. And it wasn't to my coach said,
you know, talk to me about, you know, when you're planning your
family's Christmas Eve party andpeople have differing ideas of
what to do, like, how do you show up then?
And what we kind of worked on was then of action plan of like
how I was going to build relationships through trust and
authenticity, right? You know, there are certain
(18:16):
things I broke the rules on. You know, I am somebody that if
I'm on a project or I'm leading a project, and if you are
somebody that I report to, I'm going to give you the good, the
bad and the ugly. But I am going to tell you how
we're addressing the bad and theugly, right?
But I don't want you to hear about it from somebody else.
I'd rather you hear it from me. And exactly.
(18:38):
And sure enough of the assistantDean at the time, like 2 months
into the meeting, she said, you know, I want you to know that I
really appreciate the fact that a lot of people come to my
office and are trying to play politics and sugarcoat
everything. She said I appreciate that I
always know where things stand when you leave the office.
And so she said, you know, there's a certain trust that she
(19:00):
had in me that, you know, she trusted my judgement on certain
things where things were happening quickly.
We need to make quick decisions.She was on vacation and she
said, you know what, let Jarrettmake the call.
And so those are things where ifI was trying to mimic what I saw
other people do, I wouldn't haverealized that.
So when? I got.
That coaching, Exactly. That level of trust.
(19:21):
Exactly. So the goal here is how do we
find out the the intrinsic characteristics of you as a
person, how they show up as a leader and then the individual
ways in which you lead, of course, bringing in, you know,
evidence based leadership principles.
But I think that when you bring those two together, that's how
we show up the best as leaders. I love that and I love the thing
(19:43):
you said. Like I definitely from a
leadership perspective, I, I know the good ones that I had
and I know the, I know the really bad ones, the toxic ones
that I had. And I know like, just from, you
know, growing up and like getting to this point to a
director level, like I, I never like you.
It wasn't on my bingo card. It wasn't on my bingo card last
(20:06):
year to be the director at Ed tech company of marketing.
But I've learned so much in the role with managing my team and.
Taking myself out of the trenches and trying to do that.
Sometimes it doesn't happen, butjust seeing people for who they
are and meeting them where they're at and taking all that
I've learned from my other leaders, like what are the
things that they did well? And I really like that.
(20:28):
That may align with my mission and may align with my values or
the things they didn't do well. We're going to make sure that
there's preventative measures inplace that those things don't
happen. And I just want to, I think I
want to ask a question to you because this is something that
comes up quite a bit. Our team is fully remote and
your team fully remote, I'm assuming.
(20:51):
So that creates more of a challenge in possibly developing
some of these relationships. The trust, I'm not going to
assume and say completely just, you know, it doesn't happen
because it does. I mean, we've never met a
person. You and I are like, you know, we
can, we know we can text each other and we'll be there for
support is what I'm saying. So how do you kind of deal with
that as a leader when it's your remote and you have people
(21:13):
everywhere all over the world or, you know, all over the
country? How do you get people to like
connect? I'm really glad you asked that
question because I think that even with the growing hybrid
work environments, that's becoming even more of a
challenge, right? Because, you know, in my last
role, I had a lot of fantastic team members.
Some of them were in the building two or three days a
(21:34):
week. Some of them had never seen the
building before. And so you even have that.
There's a building. Right, right.
And so you have that disparity of people that I might see in
the hallway and converse with, how do I make sure that the
people who are fully remote thatwe have a similar rapport with.
And I have, I can't say that I have totally figured it out, but
(21:55):
what I have found that works is that there is no single solution
for every team because I think much in the ways that our
buildings were not designed uniformly across, you know,
different companies, right? Different buildings were
designed differently for the culture.
I think that our online infrastructure needs to be
responsive to, you know, our teams there, right?
So it can be things like I'm very intentional when I was
(22:19):
doing my one-on-one, particularly with my remote team
to not just, oh, let's just get straight to business, you know,
to the extent that they wanted to share about, you know what.
There's something I do. I got to stop doing that.
Well, it requires intentionality, right?
Yeah, it does. And that's also authenticity as
well, because you I am generallyinterested in what other people
(22:40):
are doing. I know you are because I like I
said, we've never met in person and we know so much about each
other's lives that probably morethan some people that I see face
to face, you know, more often. And you know, but what I found
is that, you know, even buildingin that time to say like, how
was your weekend? And you know, and not putting
them on the spot to make them share more than they wanted to
(23:02):
share, of course. But, you know, if they want to
talk about, you know, attract methat one of their kids had or
whatever, you know, being, you know, learning about that and,
you know, learning the names as they're telling me stories that,
you know, it became less genericabout, oh, how's your daughters
track me doing? And, you know, being a little
bit more specific to say, Hey, how's how did Kaylee track meet
go? And then also my for myself as
(23:24):
well, right, You know, being a little bit more of instead of
just saying, yeah, I had a good weekend, you know, saying, oh, I
had a good weekend. I was at the Cowboy Carter
concert or I would. You know, I did this or I did.
Always going to work Beyoncé into our episode.
Just always, anytime. Every single time.
When the Act Three album comes out, I'll be back and I will
work in some sort of rock music influence or what have you.
(23:46):
But yeah, like helping people tosee, you know who I am.
So it was to the point that, youknow, there was 1 remote team
member I had where we actually intentionally extended our one
on ones to be a little bit longer because I had to
recognize that, you know, as much as I say I'm just a team's
chat away, you know, we were in the building and you see my
doors open. You're more likely to walk in
(24:07):
and ask me a question than you are if you see that my team's
icon is showing green and it's just like, well, is he actually
free? You know, is he doing this or is
he doing that? So I think that in the same
holds true for the team, team wide as well, right?
There are some teams that I've LED where early in the pandemic
where we would do virtual happy hours or we would do game nights
(24:29):
or what have you. And then I shifted and began
managing another team. And a lot of them that was
harder to do because that's whentheir kids were getting off of
school and they needed to go gettheir kids from the school.
But so we would do maybe lunchtime socials or early
morning socials. So it, I think that again, I
think it's one of those things where you kind of have to learn
your team and see like what theyrespond well to and then kind of
(24:52):
like that positive reinforcement, just keep doing
more of that. But it's something that I think
we have to be really intentionalabout.
And I think hybrid is going to add to that delicacy of that
balance even more because now you have people that you're
seeing in the building and that you don't.
Yeah, that's it. It definitely is a huge
challenge, but you can definitely feel the connection
through the screen. Like people are like you can't
(25:13):
feel that. I totally feel it.
Like some of my very best friends that I collaborate with
daily, weekly come from LinkedInworld.
I mean, in the maybe we should, I should have you talk since you
went from like you got your supervisor role, you were an
associate VP, now you're starting your own business.
Talk to us about how important it is to network and how that
(25:36):
helps you get to the this point in your life where you're like,
you feel good enough about yourself and you have the
confidence and then you push theimposter system aside.
How does how do you get there? How do you do that?
It is so funny you said that because I'm actually, so by the
time this records, everything will be fully online.
But I'm refining a couple of content pieces that I'm going to
(25:59):
be posting. And one of them is you have to
give people the opportunity to help you, right?
And I think that it's so easy for us sometimes to feel like,
oh, I'm doing this thing. I'm waiting for somebody to come
save you or come help me. But if we don't invite people in
and tell them what we're doing, they're never going to have the
opportunity to help. And networking has been my
(26:20):
Achilles heel for the longest time because again, it was
something where, you know, I wastaking my cues from salespeople,
right? And so, you know, and my
authenticity self, I like, I struggle with reaching out and
pretending that I was really just thinking about you.
And the truth is I'm trying to make a deal, right?
And so it was something that I struggled with until again, kind
(26:41):
of the same coaching frameworks took some time to step back and
reflect on okay, outside of work, if I need something, if I
need to network, how do I managemy relationships right?
And you know, one of those things is, for instance, like my
friends know that, you know, I'mnot always quick to text back
because I just can't. But I.
(27:01):
Know, like, I mean, I know you're mine is it's like sitting
right here and like people, I'm like when I'm right, it's not
going off. When I'm in a podcast recording,
my sister's calling me telling me that she's excited to see me
because she's on the way down tothe southeast.
And I'm like, you had to call mefor that.
Right, so. Like those distractions, like
(27:24):
that's a conversation for another day.
But yeah, networking. That's a whole, yeah, that's a
whole conversation in and of itself.
But I was thinking about then like, So what with my friends,
how do I network, right? You know, take away the business
side of it and I'm the friend, though, that will send you a
random text at like 2:00 in the afternoon and say, hey, I was
just thinking about you. Hope all is well and there's no
I. Love those texts from you by the
(27:45):
way. Thank you.
But it honors my authenticity ofin that moment, I really didn't
want anything. But as Brené Brown would say,
you know, you're you're putting gems in the jar, right?
Or you putting those pebbles in the jar, right?
So that when I do reach out and I'm a little bit more upfront
about like, hey, how are you doing?
(28:05):
I just started a business and I was wondering if you had any
connects here because I was cultivating those relationships
all along the way. I can then more authentically
reach out versus, you know, I'm sure you get this all the time
on LinkedIn, the people saying, hey, I just want to pick your
brain for 5 minutes. And then they're pitching a half
million dollar product and saying, you know, how soon can
(28:27):
you contract this? And I'm saying there's a whole
budgeting season for this, like,you know, so I've learned that,
again, it's one of those things that, like, it's super
important, but it doesn't mean that you have to do it in the
ways that you've seen other people do it.
And I might get in trouble with this with some of my colleagues,
but you know who a good brainstorming partner is to
figure out your approach. Who?
(28:48):
ChatGPT. Yes, I agree with you.
I do not disagree with that. Because I.
Mean I'm not going to get to thepoint like that guy that asked
ChatGPT to marry him. I mean, we have a really good
rapport with each other, but no.Yeah, we have a good report, you
know, chat, she refers me by themy first name.
I love even the audio. Like I can brainstorm in the car
(29:09):
using Bluetooth and we'll just be conversing back and forth.
I love it. But I will tell it like based on
everything you know about me, this is, you know, there's this
networking reception I'm going to, you know, I hate these.
What are some things, right? And it gave me a lot of actually
really good advice that was contextual to the event that I
was going to. So now I'm a little bit more
(29:30):
open about going to some of these networking things.
And then you realize, you get out of your head and you realize
that the majority of people wantto help, right?
And the majority? Know somebody that knows
somebody, they're going to connect you to something else.
Yeah, I think that we just the fear so much then to that like
just just getting started just have a little chat.
(29:50):
But going back to the LinkedIn message with Sharon, you would
not believe the cesspool of dareI say shit that I get in my
LinkedIn messages. Jen, we'll have to edit that out
or bleep it or whatever. But I think the other part of
networking is making sure that you understand where the other
person is coming from and what their journey has been.
(30:12):
Because at least five times a week, if not more, I get, can
you review my resume? And they don't even say hi or
can you, can you provide us somesupport with, you know, we're
starting a new Ed tech company. Can you, you know, and then they
want my services for free And I'm like, that's my time.
(30:33):
Right. That's sorry the puppies.
I was like, that's my time. Exactly.
You know, and, and I, I cannot, I dare I say hate.
I just, I totally dislike the fact that people, number one,
they don't honor your time. Number 2, they don't even think
about compensation and #3 when they do compensate you, some
people don't pay you on time. They don't.
(30:56):
And one of the things that I've learned too, and this is a
little hack that I've learned when people come to me with
those kinds of things because toyour point, you know, I've had
people out of the blue that I haven't spoken to a year as, oh,
I need a letter of reference forthis particular job.
Oh, when is it needed? Oh, this week, today, tomorrow,
right? And I'm sitting here thinking
like, put yourself in the other person's shoes for a moment,
(31:17):
right? Like I was just coming back from
a conference. I was already behind on this,
that and the third. But one of the things that I've
also done even in terms of like when I am able to help, right,
is giving people an action item to show that they're actually
invested in this too. Because one of the things that I
found is that sometimes people reach out and they want all this
free advice, they want all this,but they're really just kind of
(31:40):
mining. They're not actually doing
anything with it, right. So to your point on the resume
review, I, I've had a couple of like, you know, maybe like a
friend of a family member or somebody like that, reach out
and right. But then what I'll say though,
even then is, hey, here's a coolarticle on like these are the
key things that your resume needs to include.
(32:00):
First of all, this is a resume template that I've used.
Go back, apply that. And then let's talk.
When I tell you that 90% of the time they don't come back.
Yeah. You know, but you have to be,
you have to be respectful of other people's time.
People want to help, but you have to help them help you Don't
make somebody a reference, right, right.
(32:22):
Don't make somebody a reference for a job.
And then I get this random, you know, 2O2 number calling me and
I'm in Trader Joe's thinking that that's, you know, my dry
cleaner saying that my clothes are ready.
And then it's saying so and so is applying for a job and they
answer me all these questions. Then first I'm trying to
understand what is the job? Who is this reference for?
(32:44):
It's little considerate things like that.
That is just help them help you.Yes, exactly.
Help them help you for sure. And I think it's, I know, but we
are not the saviors. No, as much as I wanna be like a
St. or whatever, I can give you all the advice in the world.
(33:04):
I can share all the resources, and I love sharing resources and
crowdsourcing all that stuff. What I cannot do for you is do
the work for you to get to the point where you need to be.
I love being the person that youthink of when you need some
support. I love being that person and I
will be here to listen to you, but I am not going to be the
person that is responsible for doing the work for you.
(33:25):
If I am doing some of the work for you and support, you're
going to pay me. Exactly.
Exactly. That's always such.
A hard one at the other way around as well, right?
You know. Right, right.
Yeah, you're asking people to provide for one thing if I'm
quickly. This is Real Talk episode.
I'm putting Real Talk at the beginning.
Of this is real talk and I love it because I do.
(33:47):
There's also the fact that even if I'm able to do something
quickly, you're not paying me just for the time that it took
me to do it. But all the energy that I've put
in perfecting my craft to be able to get to the point that I
can quickly spit out certain things, right.
And so, you know, when you get into the when you're getting to
the place of like people doing the work for you or these really
detailed ass, you know, it's notfair to expect people to do that
(34:10):
for free. Because understand too that
that's time that I'm taking awayfrom either my career, that's
time I'm taking away. That could be at the gym, that
could be with my family, that I can be with friends or what have
you. And so I have to be also very
intentional in where I shift my time.
For sure, for sure. Oh my gosh, you could probably
(34:34):
talk about this all day long. I know every time we talk.
It's like enlightening. Every time we talk, I don't even
feel like we're recording a podcast episode.
I feel like we're sitting here just talking to each other.
I'm drinking my little protein milkshake and we're just hanging
out talking about Beyoncé and being entrepreneurs and all that
stuff. But we're coming up on the end
(34:54):
of the episode, as sad as I am about that, cuz I have a feeling
those who are listening right now, they want more.
So we're gonna leave them wanting more from you, Jared,
and they can reach out to you. So people who are thinking
about, I love transitioning teachers.
I am a transition teacher and they're thinking about possibly
starting a career and learning and development or maybe
possibly going out on their own.What are three pieces of advice
(35:16):
you've already given some that you have for them to get
started? And I'm really sorry that my
puppy is playing with his duck toy.
That sounds like it's dying. So three pieces of advice,
Jarrett, tell us. Tell us what they are.
So #1 you know, derive a little bit of a derivative of something
I had said earlier is that we are entire complex human beings.
(35:39):
And I think that oftentimes our imposter syndrome comes in
because we're trying to see ourselves in this fixed
capacity, and we don't. And we miss the forest for the
trees of seeing who we are totally.
If you are the family planner for all the family reunions and
the Christmas holiday parties and what have you, you have
project management skills, right?
If you are often the one that's mediating family disputes or
(36:02):
whatever, that's conflict resolution, that is, that is,
you know, that's leadership, right?
And so think about how you show up as a totality of yourself and
then advocate for yourself from there, right?
A lot of times, you know, when Italk to transitioning teachers,
you know, they're looking at Oh well the job description says
this, I haven't done that. When the reality of it is that I
(36:22):
could never. I did 1 field work placement in
an elementary school and that killed all of my dreams of being
an. Elementary school teacher.
And so I have, you know, I've hired transitioning teachers and
they have been fantastic. But the one thing I've seen in
interviews oftentimes is again, like sort of trying to do a 1 to
1 transfer thing because my experience doesn't match the
(36:43):
letter of what you have in the job description.
It's not there. I promise you it's there.
The next bit of advice I would say is, you know, get out there
and talk to people. You know, there are a lot of
people who I think are on similar journeys.
You know, even myself with this business, I have a few people
that I've been talking to and we've been accountability
buddies with each other, sharingback and forth resources.
(37:05):
The reality of it is that there is room in the pie for all of us
to eat. We don't have to compete with
others or what have you. So, you know, network, you know,
find, find your people, find thepeople who will encourage you at
parts where you may be discouraged.
And the last thing that I will say is think creatively about
again, how you how you present yourself, how your, how you
(37:27):
search for jobs. You know, AI is changing a whole
lot in terms of even the ways. Even get an AI.
We can do a whole series on AI. We didn't.
Even get into that part. But I feel like the audience
right now is also getting a glimpse into what our phone
calls sound like because we've literally been on the phone for
like two or three hours and probably could have recorded
(37:49):
like 12 episodes. Yes, absolutely.
I think we should do it more like this.
First of all, I want to say I admire you.
And I'm not just saying that because we're on air and
recording. I truly admire you.
And I know you reached out to melike it was back in February or
March and I was having a really bad day that day and you reached
out and said hello. And that changed my whole, my
(38:10):
whole day. It's like literally just a text
message from a friend saying, hey, I'm thinking about you.
It changed my whole perspective of the day and I had a better
day after that. I was like, thank God for Jared
because I was asked about to. Hurt somebody.
Thank you. Well, now, now I need now I need
to reciprocate and tell you something you did that I don't
know that I told you you did forme too.
That made a big deal. You texted me the week after I
(38:32):
put in my notice at my job, Right?
And you know, as I said, you know, I have a lot of fond
feelings for UMGC and you know, it was a difficult decision.
So I began to get into my head alittle bit once because there's
something about putting in a resignation letter that like you
begin pressure testing your whole plan.
And I said, nobody's going to want to work with me anymore
because, you know, I'm just as freelancer now before, like it
(38:56):
meant something that I was in this role.
So when you had texted me and you said, how are you doing?
And I said, you know, I told youthat I was leaving or whatever,
And then you still said, I want you on the podcast.
And I said, just so you know, I won't be work.
I'm not going to have this fancytitle when I when we were
recording, you were said no, that's why I want to have you
here. And I think that again, in a
place like DC where our our job titles are currency, our job
(39:19):
titles are even currency. Going back to dating, like
that's a whole nother thing. When you explain, I have to
explain what I do now on a date that was actually incredibly
validating and that picked me upfor like the rest of the week.
So I'm so glad that. I don't care what your title is,
you're gonna come on the podcastbecause it's gonna be a freaking
awesome. This is a great episode.
There's so much packed into this, like 30 minutes that we
(39:42):
chatted that people can take away that's gonna resonate with
them. So tell people where they can
connect with you. Where can they find you, Jared?
We're gonna have everything in the show notes, you know, send
us the website to your business.We want to have it all there.
So tell us where. Tell the audience where they can
find you. So first of all, LinkedIn is
like, and I think it's where youand I first even got to meet
each other, right? So LinkedIn, I'm going to be,
(40:04):
I'm going to become more active there again.
So you find me at jaredcarteryoucanfindmealso@jaredcarter.com,
which will have links to collaboratics to true RISE
leadership solutions. I am also getting into my
content creator bag as the kids would say.
So I if you find me on Instagram, it's DRJARCARI.
(40:29):
Might be renamed that afterwards, but it should
redirect. There's going to be more
content. I'm going to begin posting there
as well. I did my test for I did the
shitty first draft over the weekend.
I just did a a a point of view video of me making macaroni and
cheese for a game night just to see how all the apps work and it
came together to work. There's going to be in the month
of August, there's going to be daily post on some daily
(40:51):
reflections as I can't. Wait.
I gotta sign your. Instagram, I can't wait.
Well, thank you so much. It's always a pleasure talking
to you. It's always it's always
uplifting and lightning and like, you know, truth bombs like
we need the real talk like there's so many times where I
could have used some real talk instead of some sugar coating
just to provide perspective. So thank you for being my
(41:14):
friend, being on my show. And I never care what your title
is. You know, all kinds of people
walks alive, come on the show and everybody has a story to
share. So I'm so glad you were able to
come back and and talk about where you're at.
Thank you. Thank you.
Thanks for spending a few minutes with Holly.
She knows your podcast queue is packed.
(41:34):
If today's episode sparked an idea or gave you that extra
nudge of confidence, tap, followor subscribe in your favorite
app so you never miss an episodeof Ed Up L&D.
Dropping a quick rating or review helps more educators and
learning pros discover the show,too.
Want to keep the conversation going?
Connect with Holly on LinkedIn and share your biggest take
(41:56):
away. She reads every message.
Until next time, keep learning, keep leading, and keep believing
in your own story. Talk soon.
Hi, we're Ispring, an international team of e-learning
enthusiasts who help more than 60,000 clients across the globe
succeed with better online learning.
Our two flagship solutions are ispring Suite and ispring Learn
(42:18):
LMS. Ispring Suite is an intuitive,
all in one authoring tool for creating engaging e-learning
content, while ispring Learn is an innovative online training
platform for onboarding, upskilling and certifying your
teams. We'd be happy to get to know you
and pick a solution that fits your needs best.
Go to www.ispringsolutions.com to learn more about us and
(42:38):
connect.
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