August 14, 2023 • 34 mins
In another Q and A episode, Erin dives into some common workplace struggles submitted by listeners. What do you do if you are feeling competitive with a co-worker and it's making you feel anxious? How do you deal with the feeling that your teammates are more skilled than you? How do you get over feeling insecure because your colleagues are much younger than you? Erin offers insights on how to manage competition, comparison and the anxieties this creates. She breaks down strategies that will empower you to show up in ways that generate confidence, collaboration and the best possible outcome.
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Episode Transcript
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Speaker 1 (00:00):
We have another great Q&A episode for you Today.
I'm going to answer listeners'questions and I'm going to talk
to you about competition,comparison and collaboration.
So tune in, hello, hello,welcome back friends.
(00:21):
Welcome to my second Q&Aepisode.
So excited, loving doing Q&As.
I love hearing from you all.
I want to thank you all forreaching out.
Many of you have told me howmuch you're loving the podcast,
how helpful you're finding it,and it's just so great to hear
from you.
If you are tuning in and youare liking this podcast, I would
(00:44):
love for you to help me out byrating and reviewing it.
It helps other people find thepodcast and it makes it possible
for me to continue bringing youall great content, so help me
out.
Okay, so, on today's episode,I'm going to be answering two
questions submitted by listenersand we have a theme for today,
(01:04):
and that theme is competitionand comparison with other
coworkers and colleagues.
This is a really common topicfor my clients.
Two of y'all gave me greatquestions around this that I
know will be helpful for so manyof you who are listening.
So what I'm going to talk abouttoday is why it can be
problematic to be in a state ofscarcity scarcity competition,
(01:27):
specifically how to easecomparison, how to shift into a
mindset that allows competitionto work for you, not against you
, and how to shift into aproductive, collaborative
mindset, and when that mightmake more sense.
So let's dive in to listenerone.
I always love saying thatListener one.
You wrote in and said I'm in ajob that I love and I'm finding
(01:51):
myself in competition with a newhire.
We're stepping over each otherto get to the work.
How do I handle this?
And listener one also gave me alittle bit of context before
this question about having dealtwith a similar situation in a
previous job, and so I'm surethat that, on top of it
happening again, is creating alot more of that fear and fight
(02:12):
or flight reaction.
So I want to start by sayingthis the feeling that you're
having of being threatened,feeling competition, it's very
natural.
It's always important to me onhere that I start off by really
eliminating any self judgmentthat might be going on that I
see people bring to me all thetime in my sessions this feeling
(02:36):
that like I should be abovecompetition or I should know
better than doing this, and Ijust want to offer you that you
are designed for competition.
Your brain's designed forcompetition.
You're designed for a lot ofcomparison.
Your brain is designed to lookat the group, to measure, look
at how you measure, to look atif you're going to be able to
(02:57):
survive or be seen as someonewho can contribute in this group
.
It's all very instinctive, andso it makes total sense that
this is creating this feeling ofpanic for you and creating this
competition feeling and thismaybe tension between you and
your coworker.
But I also want to say thisthat you are also designed for
(03:18):
collaboration and connection.
So just because one part of thebrain is getting really
triggered doesn't mean it's themost useful part, and we can tap
into other parts of yournatural instincts that will work
more for you in this situation.
So ease any self judgment thatyou may be having.
If you are, or if any of youwho are listening that are
(03:38):
feeling this are in a state ofself judgment, do not judge
yourself for this.
Okay, it's really natural.
But it can be problematic to bein this state of competition
for a couple of reasons, andhere's the reasons that I'm
going to talk to you about why Ithink you need to be weary if
you feel yourself in a ton ofcompetition and especially if
(04:00):
the competition has a feeling ofscarcity around it.
For you right, there's like afeeling of productive
competition where you feelmotivated and engaged and
excited, and then there's afeeling of scarce competition
where you feel a lot of fear andanxiety and like their success
is going to mean your failure,et cetera.
So what I find is thatsometimes the state of
(04:23):
competition can really reinforcethat scarcity and it will shift
you out of competing withyourself or competing with your
own goals and into reallyfocusing on the other person.
And this can be extremelyexhausting for people and it can
be really unfulfilling, likeit's.
(04:45):
It's kind of like you can lightthe flame with this at first,
but it's really hard to sustainit.
So people might feel this likebig dopamine hit and this big
intense drive of like I need tocompete with this person, I need
to be better, I need to show up, kind of lights the flame and
gets us all fired up, but thentrying to sustain that becomes
(05:06):
really exhausting and it feelssort of isolating and it can
start to feel anxiety producing.
So I see this work against myclients all the time.
I also think it can createconflict and mistrust with your
coworkers in in ways that itdoesn't need to and it can
really keep feeding that, createtension, which makes your job
more exhausting, which makes youfeel icky about going into work
(05:27):
.
And the other thing that I seethat I find really important,
and something that I really lookout for when I'm working with
people, is that when people getin this really scarce
competitive mindset, it cancreate so much fear for you that
you actually show up lesspowerfully that you're.
You're in like a state that'skind of needy and you're moving
(05:48):
between, like Trying to fightfor being worth it to
questioning yourself.
It can disconnect you from likeyour best thinking and your
best performing.
It like takes you out of thepart of your brain where you are
going to be functioning at yourhighest potential and highest
capabilities.
So this I feel like is likelyhappening with you, listener one
(06:12):
the fact that you wrote this inyour feeling some negativity
around it.
It's not feeling like it'smotivating you, are making you
excited.
It's feeling like it's workingagainst you.
So I want to offer you three keytakeaways to help you shift out
of this.
The first is I would just wantto point out that collaboration
(06:33):
is also very instinctive, verynatural for us and it's an easy
part of the brain that we cantap into, because we have such a
desire for belonging,connection, that sense of shared
success that we feel when we'veaccomplished something with you
, when we've accomplishedsomething with someone.
It really is a fulfillingemotion as humans to be in that
(06:57):
space of collaboration.
So I want you to start tappinginto your collaborative mindset,
and what helps me tap into thatis just reminding myself that
we are on the same team and youliterally are on the same team
in this space because you'reboth working for the same
company, you're both workingunder the same supervisor.
(07:18):
So, overall, your departmenthas specific outcomes that it's
trying to reach and both of youare a part of bringing the
department to those outcomes.
So one of the things that I liketo offer is just really
dropping into this idea that hersuccess is my success and my
success is her success.
So I want you to really look atthe fact that you're both
(07:42):
working towards the same overalloutcome and if it's true that
you both produce great work withgreat outcomes, how will it be
beneficial to the success ofyour department, the success of
the company and then youroverall success or job security.
I want you to like zoom back alittle bit and look at it from a
(08:06):
larger lens.
Right that, if we're bothreally crushing it and we both
produce insanely good outcomes,it's going to serve everything.
It's going to make ourdepartment more successful, it's
going to make our jobs moresuccessful, all of it.
So what's happening is thatyour brain is offering you that
(08:28):
her presence is diminishing yourvalue, and I want you to play
with the idea that her bringing,being brought into this role
and her being there is actuallyincreasing your value, and I
want you to think about how thatmight be true and in what ways
is that true?
(08:48):
So there are specifics to yourjob that I don't know there are.
You know circumstances andlogistics that are unique to you
, but a few things that I'lloffer you are this you might
have more time to work on thework that you have and produce
higher quality work, becauseit's all not being thrown at you
.
She's going to have some of it,you're going to have some of it
.
You both control upon eachother's strengths, so it's
(09:12):
likely that you all are going tohave some uniqueness in terms
of your knowledge and yourskills, and she may be better at
one thing, you may be better atsomething else, so how can you
draw on each other's strengthsto make your job easier, to make
her job easier and to make itmore successful for both of you?
And you can think about it ashaving an ally that if you have
(09:32):
a situation where you know youneed to bring something to your
supervisor that's reallyaffecting you and your work At
the level that you're working,having someone else in the pool
with you, so to speak, meansthat you all can be allies for
each other.
So I want you to really dropinto this.
We are on the same teammentality and it really is a
(09:52):
mental shift that you can makeyourself.
It's like flipping a switch,like I can be in a conflict with
my partner and remind myselfthat we're on the same team and
something in my head flips and Istart to communicate with him
as if we're on the same team,and I can feel the shift in the
entire dynamic of what'shappening.
Right, it becomes less aboutwhen versus losing, and more
(10:16):
about like how do we both win inthis situation?
What are we trying to get to?
The second thing I want tooffer you that I know some of
you are possibly like sayingaloud right now, as you're
listening to this, some of youare thinking, yep, like I have a
co-worker, but like they'regoing to still be competing with
me even if I try to shift intothis.
(10:36):
They don't want to collaborate,they're not receptive, all of
it.
Right, it's really common to forme to hear this and it's really
common to feel like maybe thetensions coming from both ways,
or both ways we're bothcompeting with each other and
I've tried to not compete, butshe's still competing.
So here's what I want you toknow you don't need her to
(10:57):
change for you to feeldifferently, and this is key and
freeing and so helpful.
This has helped me in my lifein so many ways.
She can compete with youwithout you competing with her,
and this sounds crazy and it issomething that I did not really
understand at a cellular leveluntil I put this into practice
(11:21):
in my own life.
That I had I've had many times,but in one particular instance,
I had someone who I could feelthis competition tension with.
Maybe I was projecting it all,maybe we were both doing it, I
don't know.
But what I know is that I wantedto test out this idea of me
(11:41):
stopping the competition on myside, and so I thought about it
like dropping the rope, likeboth of you are holding onto
this rope and you're kind ofpulling back and forth, and I
decided I'm gonna drop the ropeon my end, I'm gonna stop
competing, I'm gonna startengaging with her from a space
of being on her team, rootingfor her success and noticing how
(12:06):
I feel and what shifts in thedynamic.
And there's a couple of thingsthat I've learned from this that
I think are really important.
One is that oftentimes thedynamic does shift just when you
shift your end.
That by me dropping the rope,it actually forces the other
person to ease their grip.
(12:28):
Frequently Maybe they don'tdrop it completely, maybe
they're still competing at somelevel, but there's just less
tension because I'm not engagingthe tension at all.
I'm staying in the space thatwe're on the same team.
I want you to succeed, I don'tneed to be in a scarcity mindset
with you, and so I drop thatand often I notice that it does
(12:52):
ease it, if not completely shiftit with the other person, when
it doesn't shift it with theother person.
What I have learned that I thinkis really important is that it
doesn't matter that for me,being in the headspace of we're
on the same team, collaborationfeels so much better.
(13:13):
It's more motivating, it's moreengaging, it has less anxiety
for me, which means I show upperforming better.
I actually show up feeling moreclear and focused and able to
do the work.
So when I am in the space ofwe're on the same team and I'm
not competing with you, Iexperience the emotions of that,
(13:37):
regardless of what the otherperson is doing.
So even if they're still in aheadspace of competing with me,
I don't have to experience thatbecause my headspace is I got
you, we're on the same team,totally want you to succeed.
It's fine, I'm gonna keep doingmy work and showing up and
looking at the larger goals andbringing the value that I bring
(13:59):
to the table.
And a lot of you will feel likethis sounds crazy until you put
it into practice, okay.
So I would love for you to trythis concept that you don't
actually need her to change, butthat you are going to now
engage in this relationship withher from a space of
collaboration, being on the sameteam, working towards the same
(14:21):
goals, and you're gonna see thather presence is a benefit to
you and your presence is abenefit to her.
The third thing that I wannaoffer you is this One of the
things that I like to play withthat has worked out really well
for me and a lot of my clientsis to assume that creating value
will bring you the rightopportunities.
(14:42):
No matter what that.
As long as you show up in yourhighest self and you're focused,
performing to the best of yourability not perfectionism, just
feeling like you are bringingyour best self to work and
creating value around what youbring to the table, the right
(15:04):
opportunities will be availableto you.
Now here's the thing that Ithink is important to say about
this.
It doesn't matter to me ifthat's true or not.
What matters to me is how Ishow up when I am in that
headspace, and for many of myclients, when they are in that
headspace, it eases the scarcityand they show up as their most
(15:30):
powerful workers.
And so, of course, we want youshowing up always as your most
powerful worker.
We want you showing up in yourskills, in your professionalism,
in your ability to connect withpeople.
So when I'm in the headspacethat like, as long as I bring my
value to the table, the rightopportunities are always gonna
(15:52):
show up for me, no matter what.
I'm literally showing up in thebest way possible for me to get
the best possible outcome.
So it's really shifting yourbrain into like an enoughness
space.
So like one of the perspectivesI could offer you in this is
just to really challenge theassumption that there's not
(16:13):
quote enough work.
Right, because if you thinkthere's not enough work, then
the two of you are like fightingfor it.
If you think there's enoughwork for everyone, it shifts you
out of that.
But I find that like that canbe hard to challenge because
your brain might go into like atotal argumentative space.
It might start calculating allthe work.
It might be like but there'stechnically not.
(16:34):
So I'm just bypassing that byoffering to you that you will be
in your highest thinking if youjust focus on bringing the
value that you bring and knowingthat the right opportunities
will come from that.
So that means if she getssomething that you didn't get,
(16:54):
you just assume that that wasbetter for her in that moment,
and when you get something it'sbetter for you in that moment,
you're gonna find likely, as youboth move through this role
more, that there will be certainthings that make more sense for
her to do other things thatmake more sense for you to do.
Like I said, she'll havestrengths that are a little bit
different than yours, and so itallows you to kind of stay in
(17:16):
your lane.
It doesn't mean that you're notgoing for what you want.
So, for example, maybe there'sonly one promotion, and so
someone listening to this mightbe like, yeah, but I am
competing because there's onlyone promotion and only one of us
is gonna get it For me.
I still offer that as long as Istay in creating my value, I
(17:40):
know that the rightopportunities will be available
for me.
And what that allows me to dois to not focus so much on the
other person and pushing themout, but instead on trusting
that the person who's choosingthat promotion is going to be
able to assess who brings themost value.
And I wanna show up in myhighest value.
(18:01):
I wanna show up my mostempowered self, showing them
what I'm capable of, talkingabout my skills, et cetera, and
I'm going to assume that theright outcome is gonna come from
that.
And that always allows me toshow up outside of that scarcity
, outside of that competitionand outside of thinking like
there's only one opportunity forme, there's only one piece of
(18:23):
work, there's only one promotion.
That always creates such a deepsense of scarcity and it really
makes me show up lesspowerfully.
So for you, listener one, as areview, I want you to remember
we are on the same team andshift into that collaboration
(18:43):
space.
Right that her presence is notdiminishing your value.
It's actually increasing yourvalue.
You don't need her to changefor you to feel differently and
show up differently.
You can drop the rope.
You don't need her to drop therope.
And I want you to really see,try on the idea that if you show
(19:05):
up and offer the value that youbring, the right opportunities
will be available to you.
And I want you to notice ifthat feels good to you, if that
feels motivating for you and ifthat helps you really focus on
your own work and not feel sucha sense of scarcity around that.
Okay, listener two, you wrote inand said how do you deal with
moving into a new career andshifting from being more senior
(19:28):
in your previous career tostarting at a more entry level
in your newer career and beingsurrounded by individuals on
your team who are 10 to 20 yearsyounger yet seemingly, are
actually superior in theirskills.
Okay, listener two, so Inoticed that you said seemingly
more skilled, or actually moreskilled, in your question, which
I love because it's showing methat you're aware that you may
(19:51):
have a skewed perception of yourskills and what you're bringing
to the table.
I love that awareness.
I like that you're questioningit, but for the sake of this
question, I'm actually going tolet it be true that they are
more skilled and I'm gonna workyou through that, because I can
see that you're in a comparisonloop that you it's making you
(20:12):
feel bad about yourself.
It's likely provoking that sortof natural fear of in-group,
out-group.
Do I have a place?
Can I contribute?
And I think it's most helpfulfor us to offer you some
resilience when you are in aspace where some people have
more advanced skills than you do, and help you be okay with that
.
So you're not using thatagainst yourself, but you're
(20:34):
using that for yourself.
So the first thing I wanna askis what if their increased
skills are a benefit to you?
Okay, what if it's true thattheir increased skills are a
benefit to you?
And I'm going to focus first ontheir skills, I'm going to drop
the age piece and then I'mgoing to bring the age piece
(20:54):
back in, because there's twothings I see that are happening
here.
One is this like I'm newer andall these people in the room
have more experience and skillsthan me.
And then the second piece, likethe cherry on top of the
insecurity, is plus, they're allsignificantly younger than me,
which comes with its own set ofassumptions and insecurities.
So let's take them as twoseparate entities.
(21:16):
Let's let it be true that theyhave increased skills in this
new career space and moreexperience.
And what if that is a benefitto you?
For me, I love being aroundpeople who are more skilled than
me, more successful than me,more knowledgeable than me.
I really do believe and I'm notgoing to say this was always
(21:39):
true for me in my career, butthis is definitely how I feel
now I believe 100% that it makesme better.
It increases my business value,my coaching value, much faster.
So the fastest way for me toget better and like up level my
coaching is to be around coacheswho are better than me.
(21:59):
The fastest way for me to uplevel my marketing, my sales, my
business acumen, whatever it is.
I often hear the expression.
I don't know where it firststarted.
So if you all want to email meand tell me, you can.
But if you are the smartest,most skilled person in the room,
you want to get into adifferent room, and I really
(22:21):
believe that to be true is, ifyou want to be growing, if you
want to be plateauing where youare and you're comfortable, it's
fine.
It doesn't matter, right?
We don't have an obligation toevolve, but for me, I want to be
evolving in my career.
For many of you listening, youwant to be evolving in your
career and your skills.
It gives you more freedom, itgives you more capability to
move around and try differentthings.
(22:43):
It gives you more buying power,so to speak, in the marketplace
.
Like, you literally become morevaluable, and so you have to be
in a room that has people thatare more skilled than you for
you to grow.
So I want you to look at theroom that you're in, and there's
a couple of things that I wantto walk you through.
(23:04):
One is how does it benefit youto be surrounded by young, smart
, skilled, successful co-workers?
Young, smart, skilled,successful co-workers?
How does it make you better?
How is it going to help you inlearning this role?
So, when I'm surrounded bypeople who are quote further
(23:25):
along than me.
There's two things that I focuson.
One is why I'm in the room.
There's like a reason you're inthis room.
There's a reason you were hiredfrom your previous career and a
reason they felt like what youbrought to the table in your
previous career wastransferrable into this career.
(23:45):
So, no matter the room, if I'min the room and I've been
invited to have a seat at thattable, I always connect myself
back to what is the reason and Iallow it to be true that I have
something to offer.
And then I offer my insightswhen I think it's helpful or
relevant.
(24:05):
Because if I don't get back intomy own lane of why I'm in the
room, I will get supersidetracked by all the other
people, their expertise, whatthey're bringing to the table,
and suddenly I'm like, oh no, Idon't know this and I don't know
that, but I'm out of my lane.
I want to be really clear onwhy I'm in this room.
I want to always assume I havean insight to offer and I will
(24:30):
offer it when it's relevant, ifit's relevant.
And the second thing that Ialways assume is I'm going to
learn so much in this room thatI'm going to become
significantly better from it.
So I don't believe being in theroom makes me smaller.
I believe being in the roommakes me bigger and I'm excited
to be in that room and what itdoes for me is it stops that
(24:53):
comparison and it gets me moreinto curiosity, learning,
growing, taking in thatinformation that I don't need to
make them my competitors.
I need to make them thecontributors in the room.
I'm contributing, they'recontributing and I'm around all
of these insanely successfulcontributors who are going to
(25:14):
bring so much value to me and mygrowth.
So the second piece, thequestion I want to explore, is
this discomfort that you feelaround them being younger, which
is very common and it's likelycoming from the belief that you
should be more skilled orsuccessful than them because
you're older.
Okay, they're like oh, I hadthis whole career.
I was senior in my previous oneand now I'm in this newer one
(25:37):
and I don't want tounderestimate that.
That's hard to do.
It is hard to do.
It's hard to leave anythingwhere we feel like we've
mastered it.
We have a sense of seniorityand respect.
When I left being a professorand then a speaker and I moved
into being a business owner.
It was incredibly jarring.
It was like I knew what I wasdoing in one space.
(25:59):
I felt like I had mastered it.
I felt respected in that spaceand suddenly I was like, how do
you build a business?
I was a student of selling, astudent of marketing.
I was a student of running abusiness.
There was so much stuff that Ididn't know that.
It was unbelievably jarring togo from feeling like this really
competent, capable, skilledadult who was successful to
(26:25):
asking the most basic questionsto coaches and teachers because
I was like I don't know what I'mdoing.
It's jarring, it takes courageand there's a reason why you
chose to shift from one careerinto the other one.
It's important that you stayconnected to that.
So I don't want to diminish itall why it feels so alarming,
(26:50):
but I do want to challenge theassumption that just because
you're older, you should befurther along in some way.
Your progress is really onlyrelative to your career journey.
It's only relative to that.
So there are entrepreneurs whoI know who are far more
(27:10):
successful and more skilled atvarious business pieces than I
am, who are much younger than meand I learned from them all the
time and I'm more skilled thansome entrepreneurs who are more
older than me, who maybe arenewer in the industry or
whatever.
The reason is right.
So I know that it can feeljarring and you're in a culture
(27:33):
that has this sort of sense ofadvancement attached to certain
ages, but all of that is kind ofirrelevant.
People change careers so muchnow.
People shift around soliterally I could die tomorrow
and so my career ends.
I could live to be a hundredand have a career that's 20
years longer than someone else.
It's all relative.
(27:55):
I want you to challenge theassumption that that you should
know more simply because of yourage, or you should be further
along simply because of your age, and I want you to get back
into your own lane.
So we need to get you back tolooking at your personal career
trajectory.
(28:17):
What skills and experience didyou develop in your previous
career?
Which pieces are being built onthat you're taking with you
into this new one?
What new skills are youdeveloping now in this new
career?
So you have it sounds likecheesy coach speak, but you
(28:40):
literally have a Career journeythat is specific to you.
You have like a smorgasbord ofthings that come that are on
your career journey and theyreally do feed into your own
strengths.
It's like my career journey ofmy PhD in organizational
(29:01):
communication and then teachingfor so many years and then
speaking for several years andthen getting trained and
coaching, like it all blendstogether to truly be like my
unique way of showing up in thisindustry.
And so, even though I startedmuch later than some people in
(29:22):
terms of Learning how to run abusiness, learning how to do
one-on-one coaching, I Stillbring to the table some very
specific things that came frommy PhD in organizational
communication my ability toteach and break down concepts
and explain things.
Some of those pieces reallyserved me in moving into this
career.
And then there were tons ofthings that I was starting like
(29:45):
a baby brand new act.
So it's only helpful for me toreally be paying close attention
to my career trajectory.
What skills and experience am Ibringing in from my previous
career that are serving me, thathave gotten me to this point?
What am I building on?
What am I taking with me?
What are the new skills thatI'm developing?
(30:05):
You're in comparison with yournot with yourself, but with your
teammates and we want to getyou back into comparison with
yourself, because if you keeplooking at your teammates
journey, you're gonna getconfused about what you're
building off of and whatstrengths you're bringing in and
Even what makes sense for youto develop.
I see this happen all the timewith people.
When people get into intensecomparison, they're like, oh,
(30:29):
all these people are younger andthey have all these skills.
They will start to grab attrying to learn all these things
because they see it around themin the room and sometimes it's
not even relevant to the rolethat they're in.
It doesn't make the most sensefor their role, their strengths,
their unique career trajectoryand sort of what that
(30:49):
smorgasbord looks like and howthey're gonna utilize that in
that role.
Right, there's many roles thatwe can take on, where it can be
approached from multiple angles,and we always want to be
approaching it from the anglethat best suits our own
individual strengths.
So there's many ways thatpeople can build a business.
There's many ways that peoplecan do marketing.
There's many ways that peoplecan do sales.
(31:11):
For me, I Am staying in my lanein terms of being good at
breaking down content, beinggood at doing podcast
interviewing, the way that Icommunicate.
Somebody else can get to thesame outcome through a totally
different journey by applyingdifferent skills.
So I want you to get back inyour lane.
I Want you to get back intowhat you bring to the table
(31:32):
right now, based on your veryspecific Previous career
trajectory.
I want you to get back intowhat skills will most benefit
you in developing this role.
Get real specific about that soyou don't start pairing
yourself to all these skills inthe room, many of which will not
make sense for your role.
And then, when you're clearabout what skills will most
(31:54):
benefit you in developing intothis role, then I want you to
drop back into how it's truethat having these young, skilled
, smart co-workers will benefityou in getting those specific
skills.
Okay, drop back into that.
Look specifically at who's inthat room.
Look specifically at the skillsthat they're offering and which
(32:17):
of those skills Are going to behelpful for you to be around,
to be learning from, to beengaging with.
Okay, friends, thank you so muchto my two listeners for writing
in your questions.
Those were great, greatquestions to bring to the table
and I know they're going tobenefit so many people who are
listening.
If you have a question or atopic that you'd like me to
(32:39):
cover on the podcast.
You can email me at new rolenow what?
At gmailcom, or you can messageme through my contact page on
my website.
As always, if you want to learnmore about working with me, hop
on over to Aaron M as inmindset, fully calm, grab a
consultation session.
I'll be back with more greatcontent for you.
(33:01):
In the meantime, I hope you allhave an amazing rest of your
week.
You.
We have another great Q&A episode for you Today.
I'm going to answer listeners'questions and I'm going to talk
to you about competition,comparison and collaboration.
So tune in, hello, hello,welcome back friends.
(00:21):
Welcome to my second Q&Aepisode.
So excited, loving doing Q&As.
I love hearing from you all.
I want to thank you all forreaching out.
Many of you have told me howmuch you're loving the podcast,
how helpful you're finding it,and it's just so great to hear
from you.
If you are tuning in and youare liking this podcast, I would
(00:44):
love for you to help me out byrating and reviewing it.
It helps other people find thepodcast and it makes it possible
for me to continue bringing youall great content, so help me
out.
Okay, so, on today's episode,I'm going to be answering two
questions submitted by listenersand we have a theme for today,
(01:04):
and that theme is competitionand comparison with other
coworkers and colleagues.
This is a really common topicfor my clients.
Two of y'all gave me greatquestions around this that I
know will be helpful for so manyof you who are listening.
So what I'm going to talk abouttoday is why it can be
problematic to be in a state ofscarcity scarcity competition,
(01:27):
specifically how to easecomparison, how to shift into a
mindset that allows competitionto work for you, not against you
, and how to shift into aproductive, collaborative
mindset, and when that mightmake more sense.
So let's dive in to listenerone.
I always love saying thatListener one.
You wrote in and said I'm in ajob that I love and I'm finding
(01:51):
myself in competition with a newhire.
We're stepping over each otherto get to the work.
How do I handle this?
And listener one also gave me alittle bit of context before
this question about having dealtwith a similar situation in a
previous job, and so I'm surethat that, on top of it
happening again, is creating alot more of that fear and fight
(02:12):
or flight reaction.
So I want to start by sayingthis the feeling that you're
having of being threatened,feeling competition, it's very
natural.
It's always important to me onhere that I start off by really
eliminating any self judgmentthat might be going on that I
see people bring to me all thetime in my sessions this feeling
(02:36):
that like I should be abovecompetition or I should know
better than doing this, and Ijust want to offer you that you
are designed for competition.
Your brain's designed forcompetition.
You're designed for a lot ofcomparison.
Your brain is designed to lookat the group, to measure, look
at how you measure, to look atif you're going to be able to
(02:57):
survive or be seen as someonewho can contribute in this group
.
It's all very instinctive, andso it makes total sense that
this is creating this feeling ofpanic for you and creating this
competition feeling and thismaybe tension between you and
your coworker.
But I also want to say thisthat you are also designed for
(03:18):
collaboration and connection.
So just because one part of thebrain is getting really
triggered doesn't mean it's themost useful part, and we can tap
into other parts of yournatural instincts that will work
more for you in this situation.
So ease any self judgment thatyou may be having.
If you are, or if any of youwho are listening that are
(03:38):
feeling this are in a state ofself judgment, do not judge
yourself for this.
Okay, it's really natural.
But it can be problematic to bein this state of competition
for a couple of reasons, andhere's the reasons that I'm
going to talk to you about why Ithink you need to be weary if
you feel yourself in a ton ofcompetition and especially if
(04:00):
the competition has a feeling ofscarcity around it.
For you right, there's like afeeling of productive
competition where you feelmotivated and engaged and
excited, and then there's afeeling of scarce competition
where you feel a lot of fear andanxiety and like their success
is going to mean your failure,et cetera.
So what I find is thatsometimes the state of
(04:23):
competition can really reinforcethat scarcity and it will shift
you out of competing withyourself or competing with your
own goals and into reallyfocusing on the other person.
And this can be extremelyexhausting for people and it can
be really unfulfilling, likeit's.
(04:45):
It's kind of like you can lightthe flame with this at first,
but it's really hard to sustainit.
So people might feel this likebig dopamine hit and this big
intense drive of like I need tocompete with this person, I need
to be better, I need to show up, kind of lights the flame and
gets us all fired up, but thentrying to sustain that becomes
(05:06):
really exhausting and it feelssort of isolating and it can
start to feel anxiety producing.
So I see this work against myclients all the time.
I also think it can createconflict and mistrust with your
coworkers in in ways that itdoesn't need to and it can
really keep feeding that, createtension, which makes your job
more exhausting, which makes youfeel icky about going into work
(05:27):
.
And the other thing that I seethat I find really important,
and something that I really lookout for when I'm working with
people, is that when people getin this really scarce
competitive mindset, it cancreate so much fear for you that
you actually show up lesspowerfully that you're.
You're in like a state that'skind of needy and you're moving
(05:48):
between, like Trying to fightfor being worth it to
questioning yourself.
It can disconnect you from likeyour best thinking and your
best performing.
It like takes you out of thepart of your brain where you are
going to be functioning at yourhighest potential and highest
capabilities.
So this I feel like is likelyhappening with you, listener one
(06:12):
the fact that you wrote this inyour feeling some negativity
around it.
It's not feeling like it'smotivating you, are making you
excited.
It's feeling like it's workingagainst you.
So I want to offer you three keytakeaways to help you shift out
of this.
The first is I would just wantto point out that collaboration
(06:33):
is also very instinctive, verynatural for us and it's an easy
part of the brain that we cantap into, because we have such a
desire for belonging,connection, that sense of shared
success that we feel when we'veaccomplished something with you
, when we've accomplishedsomething with someone.
It really is a fulfillingemotion as humans to be in that
(06:57):
space of collaboration.
So I want you to start tappinginto your collaborative mindset,
and what helps me tap into thatis just reminding myself that
we are on the same team and youliterally are on the same team
in this space because you'reboth working for the same
company, you're both workingunder the same supervisor.
(07:18):
So, overall, your departmenthas specific outcomes that it's
trying to reach and both of youare a part of bringing the
department to those outcomes.
So one of the things that I liketo offer is just really
dropping into this idea that hersuccess is my success and my
success is her success.
So I want you to really look atthe fact that you're both
(07:42):
working towards the same overalloutcome and if it's true that
you both produce great work withgreat outcomes, how will it be
beneficial to the success ofyour department, the success of
the company and then youroverall success or job security.
I want you to like zoom back alittle bit and look at it from a
(08:06):
larger lens.
Right that, if we're bothreally crushing it and we both
produce insanely good outcomes,it's going to serve everything.
It's going to make ourdepartment more successful, it's
going to make our jobs moresuccessful, all of it.
So what's happening is thatyour brain is offering you that
(08:28):
her presence is diminishing yourvalue, and I want you to play
with the idea that her bringing,being brought into this role
and her being there is actuallyincreasing your value, and I
want you to think about how thatmight be true and in what ways
is that true?
(08:48):
So there are specifics to yourjob that I don't know there are.
You know circumstances andlogistics that are unique to you
, but a few things that I'lloffer you are this you might
have more time to work on thework that you have and produce
higher quality work, becauseit's all not being thrown at you
.
She's going to have some of it,you're going to have some of it
.
You both control upon eachother's strengths, so it's
(09:12):
likely that you all are going tohave some uniqueness in terms
of your knowledge and yourskills, and she may be better at
one thing, you may be better atsomething else, so how can you
draw on each other's strengthsto make your job easier, to make
her job easier and to make itmore successful for both of you?
And you can think about it ashaving an ally that if you have
(09:32):
a situation where you know youneed to bring something to your
supervisor that's reallyaffecting you and your work At
the level that you're working,having someone else in the pool
with you, so to speak, meansthat you all can be allies for
each other.
So I want you to really dropinto this.
We are on the same teammentality and it really is a
(09:52):
mental shift that you can makeyourself.
It's like flipping a switch,like I can be in a conflict with
my partner and remind myselfthat we're on the same team and
something in my head flips and Istart to communicate with him
as if we're on the same team,and I can feel the shift in the
entire dynamic of what'shappening.
Right, it becomes less aboutwhen versus losing, and more
(10:16):
about like how do we both win inthis situation?
What are we trying to get to?
The second thing I want tooffer you that I know some of
you are possibly like sayingaloud right now, as you're
listening to this, some of youare thinking, yep, like I have a
co-worker, but like they'regoing to still be competing with
me even if I try to shift intothis.
(10:36):
They don't want to collaborate,they're not receptive, all of
it.
Right, it's really common to forme to hear this and it's really
common to feel like maybe thetensions coming from both ways,
or both ways we're bothcompeting with each other and
I've tried to not compete, butshe's still competing.
So here's what I want you toknow you don't need her to
(10:57):
change for you to feeldifferently, and this is key and
freeing and so helpful.
This has helped me in my lifein so many ways.
She can compete with youwithout you competing with her,
and this sounds crazy and it issomething that I did not really
understand at a cellular leveluntil I put this into practice
(11:21):
in my own life.
That I had I've had many times,but in one particular instance,
I had someone who I could feelthis competition tension with.
Maybe I was projecting it all,maybe we were both doing it, I
don't know.
But what I know is that I wantedto test out this idea of me
(11:41):
stopping the competition on myside, and so I thought about it
like dropping the rope, likeboth of you are holding onto
this rope and you're kind ofpulling back and forth, and I
decided I'm gonna drop the ropeon my end, I'm gonna stop
competing, I'm gonna startengaging with her from a space
of being on her team, rootingfor her success and noticing how
(12:06):
I feel and what shifts in thedynamic.
And there's a couple of thingsthat I've learned from this that
I think are really important.
One is that oftentimes thedynamic does shift just when you
shift your end.
That by me dropping the rope,it actually forces the other
person to ease their grip.
(12:28):
Frequently Maybe they don'tdrop it completely, maybe
they're still competing at somelevel, but there's just less
tension because I'm not engagingthe tension at all.
I'm staying in the space thatwe're on the same team.
I want you to succeed, I don'tneed to be in a scarcity mindset
with you, and so I drop thatand often I notice that it does
(12:52):
ease it, if not completely shiftit with the other person, when
it doesn't shift it with theother person.
What I have learned that I thinkis really important is that it
doesn't matter that for me,being in the headspace of we're
on the same team, collaborationfeels so much better.
(13:13):
It's more motivating, it's moreengaging, it has less anxiety
for me, which means I show upperforming better.
I actually show up feeling moreclear and focused and able to
do the work.
So when I am in the space ofwe're on the same team and I'm
not competing with you, Iexperience the emotions of that,
(13:37):
regardless of what the otherperson is doing.
So even if they're still in aheadspace of competing with me,
I don't have to experience thatbecause my headspace is I got
you, we're on the same team,totally want you to succeed.
It's fine, I'm gonna keep doingmy work and showing up and
looking at the larger goals andbringing the value that I bring
(13:59):
to the table.
And a lot of you will feel likethis sounds crazy until you put
it into practice, okay.
So I would love for you to trythis concept that you don't
actually need her to change, butthat you are going to now
engage in this relationship withher from a space of
collaboration, being on the sameteam, working towards the same
(14:21):
goals, and you're gonna see thather presence is a benefit to
you and your presence is abenefit to her.
The third thing that I wannaoffer you is this One of the
things that I like to play withthat has worked out really well
for me and a lot of my clientsis to assume that creating value
will bring you the rightopportunities.
(14:42):
No matter what that.
As long as you show up in yourhighest self and you're focused,
performing to the best of yourability not perfectionism, just
feeling like you are bringingyour best self to work and
creating value around what youbring to the table, the right
(15:04):
opportunities will be availableto you.
Now here's the thing that Ithink is important to say about
this.
It doesn't matter to me ifthat's true or not.
What matters to me is how Ishow up when I am in that
headspace, and for many of myclients, when they are in that
headspace, it eases the scarcityand they show up as their most
(15:30):
powerful workers.
And so, of course, we want youshowing up always as your most
powerful worker.
We want you showing up in yourskills, in your professionalism,
in your ability to connect withpeople.
So when I'm in the headspacethat like, as long as I bring my
value to the table, the rightopportunities are always gonna
(15:52):
show up for me, no matter what.
I'm literally showing up in thebest way possible for me to get
the best possible outcome.
So it's really shifting yourbrain into like an enoughness
space.
So like one of the perspectivesI could offer you in this is
just to really challenge theassumption that there's not
(16:13):
quote enough work.
Right, because if you thinkthere's not enough work, then
the two of you are like fightingfor it.
If you think there's enoughwork for everyone, it shifts you
out of that.
But I find that like that canbe hard to challenge because
your brain might go into like atotal argumentative space.
It might start calculating allthe work.
It might be like but there'stechnically not.
(16:34):
So I'm just bypassing that byoffering to you that you will be
in your highest thinking if youjust focus on bringing the
value that you bring and knowingthat the right opportunities
will come from that.
So that means if she getssomething that you didn't get,
(16:54):
you just assume that that wasbetter for her in that moment,
and when you get something it'sbetter for you in that moment,
you're gonna find likely, as youboth move through this role
more, that there will be certainthings that make more sense for
her to do other things thatmake more sense for you to do.
Like I said, she'll havestrengths that are a little bit
different than yours, and so itallows you to kind of stay in
(17:16):
your lane.
It doesn't mean that you're notgoing for what you want.
So, for example, maybe there'sonly one promotion, and so
someone listening to this mightbe like, yeah, but I am
competing because there's onlyone promotion and only one of us
is gonna get it For me.
I still offer that as long as Istay in creating my value, I
(17:40):
know that the rightopportunities will be available
for me.
And what that allows me to dois to not focus so much on the
other person and pushing themout, but instead on trusting
that the person who's choosingthat promotion is going to be
able to assess who brings themost value.
And I wanna show up in myhighest value.
(18:01):
I wanna show up my mostempowered self, showing them
what I'm capable of, talkingabout my skills, et cetera, and
I'm going to assume that theright outcome is gonna come from
that.
And that always allows me toshow up outside of that scarcity
, outside of that competitionand outside of thinking like
there's only one opportunity forme, there's only one piece of
(18:23):
work, there's only one promotion.
That always creates such a deepsense of scarcity and it really
makes me show up lesspowerfully.
So for you, listener one, as areview, I want you to remember
we are on the same team andshift into that collaboration
(18:43):
space.
Right that her presence is notdiminishing your value.
It's actually increasing yourvalue.
You don't need her to changefor you to feel differently and
show up differently.
You can drop the rope.
You don't need her to drop therope.
And I want you to really see,try on the idea that if you show
(19:05):
up and offer the value that youbring, the right opportunities
will be available to you.
And I want you to notice ifthat feels good to you, if that
feels motivating for you and ifthat helps you really focus on
your own work and not feel sucha sense of scarcity around that.
Okay, listener two, you wrote inand said how do you deal with
moving into a new career andshifting from being more senior
(19:28):
in your previous career tostarting at a more entry level
in your newer career and beingsurrounded by individuals on
your team who are 10 to 20 yearsyounger yet seemingly, are
actually superior in theirskills.
Okay, listener two, so Inoticed that you said seemingly
more skilled, or actually moreskilled, in your question, which
I love because it's showing methat you're aware that you may
(19:51):
have a skewed perception of yourskills and what you're bringing
to the table.
I love that awareness.
I like that you're questioningit, but for the sake of this
question, I'm actually going tolet it be true that they are
more skilled and I'm gonna workyou through that, because I can
see that you're in a comparisonloop that you it's making you
(20:12):
feel bad about yourself.
It's likely provoking that sortof natural fear of in-group,
out-group.
Do I have a place?
Can I contribute?
And I think it's most helpfulfor us to offer you some
resilience when you are in aspace where some people have
more advanced skills than you do, and help you be okay with that
.
So you're not using thatagainst yourself, but you're
(20:34):
using that for yourself.
So the first thing I wanna askis what if their increased
skills are a benefit to you?
Okay, what if it's true thattheir increased skills are a
benefit to you?
And I'm going to focus first ontheir skills, I'm going to drop
the age piece and then I'mgoing to bring the age piece
(20:54):
back in, because there's twothings I see that are happening
here.
One is this like I'm newer andall these people in the room
have more experience and skillsthan me.
And then the second piece, likethe cherry on top of the
insecurity, is plus, they're allsignificantly younger than me,
which comes with its own set ofassumptions and insecurities.
So let's take them as twoseparate entities.
(21:16):
Let's let it be true that theyhave increased skills in this
new career space and moreexperience.
And what if that is a benefitto you?
For me, I love being aroundpeople who are more skilled than
me, more successful than me,more knowledgeable than me.
I really do believe and I'm notgoing to say this was always
(21:39):
true for me in my career, butthis is definitely how I feel
now I believe 100% that it makesme better.
It increases my business value,my coaching value, much faster.
So the fastest way for me toget better and like up level my
coaching is to be around coacheswho are better than me.
(21:59):
The fastest way for me to uplevel my marketing, my sales, my
business acumen, whatever it is.
I often hear the expression.
I don't know where it firststarted.
So if you all want to email meand tell me, you can.
But if you are the smartest,most skilled person in the room,
you want to get into adifferent room, and I really
(22:21):
believe that to be true is, ifyou want to be growing, if you
want to be plateauing where youare and you're comfortable, it's
fine.
It doesn't matter, right?
We don't have an obligation toevolve, but for me, I want to be
evolving in my career.
For many of you listening, youwant to be evolving in your
career and your skills.
It gives you more freedom, itgives you more capability to
move around and try differentthings.
(22:43):
It gives you more buying power,so to speak, in the marketplace
.
Like, you literally become morevaluable, and so you have to be
in a room that has people thatare more skilled than you for
you to grow.
So I want you to look at theroom that you're in, and there's
a couple of things that I wantto walk you through.
(23:04):
One is how does it benefit youto be surrounded by young, smart
, skilled, successful co-workers?
Young, smart, skilled,successful co-workers?
How does it make you better?
How is it going to help you inlearning this role?
So, when I'm surrounded bypeople who are quote further
(23:25):
along than me.
There's two things that I focuson.
One is why I'm in the room.
There's like a reason you're inthis room.
There's a reason you were hiredfrom your previous career and a
reason they felt like what youbrought to the table in your
previous career wastransferrable into this career.
(23:45):
So, no matter the room, if I'min the room and I've been
invited to have a seat at thattable, I always connect myself
back to what is the reason and Iallow it to be true that I have
something to offer.
And then I offer my insightswhen I think it's helpful or
relevant.
(24:05):
Because if I don't get back intomy own lane of why I'm in the
room, I will get supersidetracked by all the other
people, their expertise, whatthey're bringing to the table,
and suddenly I'm like, oh no, Idon't know this and I don't know
that, but I'm out of my lane.
I want to be really clear onwhy I'm in this room.
I want to always assume I havean insight to offer and I will
(24:30):
offer it when it's relevant, ifit's relevant.
And the second thing that Ialways assume is I'm going to
learn so much in this room thatI'm going to become
significantly better from it.
So I don't believe being in theroom makes me smaller.
I believe being in the roommakes me bigger and I'm excited
to be in that room and what itdoes for me is it stops that
(24:53):
comparison and it gets me moreinto curiosity, learning,
growing, taking in thatinformation that I don't need to
make them my competitors.
I need to make them thecontributors in the room.
I'm contributing, they'recontributing and I'm around all
of these insanely successfulcontributors who are going to
(25:14):
bring so much value to me and mygrowth.
So the second piece, thequestion I want to explore, is
this discomfort that you feelaround them being younger, which
is very common and it's likelycoming from the belief that you
should be more skilled orsuccessful than them because
you're older.
Okay, they're like oh, I hadthis whole career.
I was senior in my previous oneand now I'm in this newer one
(25:37):
and I don't want tounderestimate that.
That's hard to do.
It is hard to do.
It's hard to leave anythingwhere we feel like we've
mastered it.
We have a sense of seniorityand respect.
When I left being a professorand then a speaker and I moved
into being a business owner.
It was incredibly jarring.
It was like I knew what I wasdoing in one space.
(25:59):
I felt like I had mastered it.
I felt respected in that spaceand suddenly I was like, how do
you build a business?
I was a student of selling, astudent of marketing.
I was a student of running abusiness.
There was so much stuff that Ididn't know that.
It was unbelievably jarring togo from feeling like this really
competent, capable, skilledadult who was successful to
(26:25):
asking the most basic questionsto coaches and teachers because
I was like I don't know what I'mdoing.
It's jarring, it takes courageand there's a reason why you
chose to shift from one careerinto the other one.
It's important that you stayconnected to that.
So I don't want to diminish itall why it feels so alarming,
(26:50):
but I do want to challenge theassumption that just because
you're older, you should befurther along in some way.
Your progress is really onlyrelative to your career journey.
It's only relative to that.
So there are entrepreneurs whoI know who are far more
(27:10):
successful and more skilled atvarious business pieces than I
am, who are much younger than meand I learned from them all the
time and I'm more skilled thansome entrepreneurs who are more
older than me, who maybe arenewer in the industry or
whatever.
The reason is right.
So I know that it can feeljarring and you're in a culture
(27:33):
that has this sort of sense ofadvancement attached to certain
ages, but all of that is kind ofirrelevant.
People change careers so muchnow.
People shift around soliterally I could die tomorrow
and so my career ends.
I could live to be a hundredand have a career that's 20
years longer than someone else.
It's all relative.
(27:55):
I want you to challenge theassumption that that you should
know more simply because of yourage, or you should be further
along simply because of your age, and I want you to get back
into your own lane.
So we need to get you back tolooking at your personal career
trajectory.
(28:17):
What skills and experience didyou develop in your previous
career?
Which pieces are being built onthat you're taking with you
into this new one?
What new skills are youdeveloping now in this new
career?
So you have it sounds likecheesy coach speak, but you
(28:40):
literally have a Career journeythat is specific to you.
You have like a smorgasbord ofthings that come that are on
your career journey and theyreally do feed into your own
strengths.
It's like my career journey ofmy PhD in organizational
(29:01):
communication and then teachingfor so many years and then
speaking for several years andthen getting trained and
coaching, like it all blendstogether to truly be like my
unique way of showing up in thisindustry.
And so, even though I startedmuch later than some people in
(29:22):
terms of Learning how to run abusiness, learning how to do
one-on-one coaching, I Stillbring to the table some very
specific things that came frommy PhD in organizational
communication my ability toteach and break down concepts
and explain things.
Some of those pieces reallyserved me in moving into this
career.
And then there were tons ofthings that I was starting like
(29:45):
a baby brand new act.
So it's only helpful for me toreally be paying close attention
to my career trajectory.
What skills and experience am Ibringing in from my previous
career that are serving me, thathave gotten me to this point?
What am I building on?
What am I taking with me?
What are the new skills thatI'm developing?
(30:05):
You're in comparison with yournot with yourself, but with your
teammates and we want to getyou back into comparison with
yourself, because if you keeplooking at your teammates
journey, you're gonna getconfused about what you're
building off of and whatstrengths you're bringing in and
Even what makes sense for youto develop.
I see this happen all the timewith people.
When people get into intensecomparison, they're like, oh,
(30:29):
all these people are younger andthey have all these skills.
They will start to grab attrying to learn all these things
because they see it around themin the room and sometimes it's
not even relevant to the rolethat they're in.
It doesn't make the most sensefor their role, their strengths,
their unique career trajectoryand sort of what that
(30:49):
smorgasbord looks like and howthey're gonna utilize that in
that role.
Right, there's many roles thatwe can take on, where it can be
approached from multiple angles,and we always want to be
approaching it from the anglethat best suits our own
individual strengths.
So there's many ways thatpeople can build a business.
There's many ways that peoplecan do marketing.
There's many ways that peoplecan do sales.
(31:11):
For me, I Am staying in my lanein terms of being good at
breaking down content, beinggood at doing podcast
interviewing, the way that Icommunicate.
Somebody else can get to thesame outcome through a totally
different journey by applyingdifferent skills.
So I want you to get back inyour lane.
I Want you to get back intowhat you bring to the table
(31:32):
right now, based on your veryspecific Previous career
trajectory.
I want you to get back intowhat skills will most benefit
you in developing this role.
Get real specific about that soyou don't start pairing
yourself to all these skills inthe room, many of which will not
make sense for your role.
And then, when you're clearabout what skills will most
(31:54):
benefit you in developing intothis role, then I want you to
drop back into how it's truethat having these young, skilled
, smart co-workers will benefityou in getting those specific
skills.
Okay, drop back into that.
Look specifically at who's inthat room.
Look specifically at the skillsthat they're offering and which
(32:17):
of those skills Are going to behelpful for you to be around,
to be learning from, to beengaging with.
Okay, friends, thank you so muchto my two listeners for writing
in your questions.
Those were great, greatquestions to bring to the table
and I know they're going tobenefit so many people who are
listening.
If you have a question or atopic that you'd like me to
(32:39):
cover on the podcast.
You can email me at new rolenow what?
At gmailcom, or you can messageme through my contact page on
my website.
As always, if you want to learnmore about working with me, hop
on over to Aaron M as inmindset, fully calm, grab a
consultation session.
I'll be back with more greatcontent for you.
(33:01):
In the meantime, I hope you allhave an amazing rest of your
week.
You.
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