The ROI of Investing in Women Leaders

Welcome back to The Power Lounge, your go-to space for authentic, inspiring conversations with powerhouse women leaders. In this episode, host Amy Vaughan, Chief Empowerment Officer of Together Digital, is joined by Shauna Moran—acclaimed leadership strategist, executive coach, and founder of the Impact Amplification Program and Leadership Systems Partnership. Together, they’re diving deep into the real ROI of investing in women leaders.

As organizations face economic headwinds and shifts in workplace priorities, Amy and Shauna tackle why investment in women’s leadership development is more essential now than ever. Expect powerful insights backed by striking data on profitability, innovation, and retention, plus actionable strategies for creating strong support systems and building sustainable leadership capacity.

Whether you’re climbing the corporate ladder, advocating for advancement, or looking to bolster your organization’s leadership pipeline, this conversation promises to empower you with fresh perspectives and practical steps to make a business case for women in leadership—and to ensure every talented woman not only stays, but thrives.

So grab your notebook and get ready for a conversation packed with wisdom, real talk, and the tools you need to ignite change for yourself and your workplace. Let’s get into it!

Chapters:
00:00 - Introduction
00:10 - "Leadership Insights with Shauna Moran"
05:28 - Retaining Institutional Knowledge Benefits
10:23 - Optimizing Time and Resources Strategy
14:07 - Evolving Beyond Executor Roles
16:44 - Assessing Your Support System
20:19 - Organizational Change and Employee Stress
21:45 - Embracing Uncertainty and Building Resilience
26:35 - Rethinking Burnout: Beyond Self-Care
27:52 - Preventing Burnout Through Leadership
33:12 - Supporting Women Through Menopause
36:41 - Data-Driven Leadership for Women
39:40 - Empowering Goals Through Support Systems
43:35 - External Resources Enhance Workplace Support
45:48 - Addressing Gender Promotion Gap
48:45 - "Collaboration Over Competition"
52:06 - "Embrace Small Steps for Growth"
56:29 - Join Together In Digital Community
57:41 - Outro

Quotes:
“Leadership isn’t about doing more—it’s about making room for impact. Strong women need strong support—ask for it and give it.”- Amy Vaughan

“To go fast, go alone; to go far, go together. Investing in women leaders is a business imperative—fuel innovation, retention, and collective success.”- Shauna Moran

Key Takeaways:
The Real Business Case for Investing in Women Leaders
Strong Women Need Strong Support Systems
Blueprints Over Burnout
Clarity is Queen During Change
Advocacy Backed by Data
Women Lifting Women
Change is Opportunity
Redefining What Leadership Means

Connect with Shauna Moran:
LinkedIn: https://www.linkedin.com/in/shaunamoran/
Website:https://shaunamoran.com/

Connect with the host Amy Vaughan:
LinkedIn: http://linkedin.com/in/amypvaughan
Podcast:Power Lounge Podcast  - Together Digital

Learn more about Together Digital and consider joining the movement by visitingHome - Together Digital

Support the show

Episode Transcript

SPEAKER_01 (00:10):
Hello everyone and welcome to our weekly Power
Lounge.
This is your place to hearauthentic conversations from
those who have power to share.
My name is Amy Vaughn, and I amthe owner and chief empowerment
officer of Together Digital, adiverse and collaborative
community of women who choose toshare their knowledge, power,
and connections.
You can join the movement atTogetherIndigital.com.

(00:31):
As many of us within theTogether Digital community know,
strong women need a strongsupport system.
And today we are going to beexploring exactly what it means
for leadership success.
I am thrilled to welcome ShaunaMoran, leadership strategist,
executive coach, and the founderof the Impact Amplification
Program and Leadership SystemsPartnership.

(00:55):
Shauna is a women's leadershipcoach, fractional organizational
strategist partner or strategypartner, burnout prevention
expert who helps high-performingwomen and scaling organizations
build real leadership capacity.
Through her acclaimed programs,she empowers women from director
to C-suite to lead with moreclarity, presence, and ease.

(01:17):
And in today's conversation, weare going to be diving into the
critical question, which is whatis the real ROI of investing in
women leaders?
So whether you're leading ateam, advocating for yourself,
or building a support system inyour organization, Shauna will
share the insights on how tomake a business case for the
support women leaders deserveand need to thrive.

(01:40):
So welcome to the Power Lounge,Shauna.
Thanks for joining us today.

SPEAKER_00 (01:44):
Thank you for having me, Amy.
I'm so happy to be here withyou.

SPEAKER_01 (01:48):
Absolutely.
And hello to all of ourwonderful live listeners.
We are always happy to have youhere with us.
If you have any other questionsoutside of what I'm asking
Shauna today, we want you tochime in.
A part of Together Digital isall about ask, give, grow.
So we love to hear yourquestions to make sure that
we're getting the most out ofour time with Shauna today.
But while we're kind of gettingall warmed up, and again,

(02:11):
listeners, you can put thosequestions in the chat.
Let's start with the businesscase.
Shauna, when organizationshesitate to invest in women's
leadership development, whichlet me be honest, I'm not
stating anything that's notobvious.
It's happening, right?
There's a significantde-investment in diversity,
equity, and inclusion.
There's a significantde-investment because what we're

(02:31):
dealing with in the economy inprofessional development and
employee development, those area couple things.
But what else do you feel likeis holding them back?
And what are they missing outon?

SPEAKER_00 (02:43):
For sure.
You know, organizations oftensee that developing investing in
our people as more of a nice tohave until they actually witness
the benefit and the results ofinvesting in people, investing
in coaching, in particular womenas well.
So, you know, oftentimes whencompanies actually see the

(03:06):
ripple impact of what are theoutcomes when we invest in our
people?
And those outcomes lookdifferent across the
organization.
You know, profitability researchshows us that organizations with
30% or more female executivesexperience a 21% increase of
profitability.
I think it was McKinsey thatshared that.

(03:30):
So there's profitability there.
Research also shows us that whenwe have more female executives
on our leadership teams, we haveapproximately 19% increase in
innovation across ourorganizations.
And then also the retention.
You know, the retention acrossorganizations.
Research shows us when we havemore women in leadership

(03:50):
positions, we retain ouremployees longer and our best
performing employees.
And also the impact of retainingthose high-performing leaders.
When we invest into supportingleaders, we're retaining them
for the long term.
And I see this time and timeagain with my program, Amy.
You know, I am creating thespace and the support and the

(04:14):
tools for leaders not just tosurvive but to actually thrive.
And that results in them stayingwith their organizations and not
just staying there, but actuallygetting promoted time and time
again.
I have an 85% promotion rate forthe women in my program.
The companies that sponsor womenleaders into my program see a

(04:35):
95% retention rate with thosewomen with their companies.
So, you know, it's going beyondthat this is a nice to have,
that it's something fluffy.
It's far beyond that.
And I often talk toorganizations who lose
high-performing female leadersand say, What's the cost of
that?
What's the financial cost ofhaving to replace a

(04:56):
high-performing female leader?
Likely, you know, that's goingto be 200,000 plus.
And if they've been there for awhile, how much knowledge?
What's the relationship?
What's the impact of trust onthe rest of the team?
Sometimes data doesn't showthat, but it's felt.
So, you know, this is this ishalf of the work I do.

(05:16):
Yes, half of the work issupporting the women, but the
other half is advocating for whythere's a really strong business
case to invest in inhigh-performing female talent.

SPEAKER_01 (05:26):
Yeah, I love it.
And I am so in agreement withyou that I head shot it down
institutional knowledge.
I mean, that information, thatinsight being lost, you can't
quantify that.
Um, but the quality of that isso essential in culture in an
era when we're struggling to getpeople to come back to the

(05:49):
office, you know, to choose workas the priority after we've all
gone through this crazy COVIDlife crisis, right?
Where we're facing our mortalityand our values and our
priorities are changing.
You know, we're, I think ourworkforce has evolved in a lot
of ways and which kind of scarea lot of companies.
And they're like trying to clingto certain things.

(06:10):
And it's like, but why when,like you're saying, if if you
were working on retention andretention and retaining your top
talent, that stability has sucha trickle-down effect,
especially when you're talkingabout people that are in the
C-suite.
So yeah, I love it.
I love it.

SPEAKER_00 (06:28):
Absolutely.
And and you know, the women thatI'm fortunate to work with and
support, they're influencing andimpacting systems in bigger ways
than most founders or CEOs, andsometimes they are the CEOs
themselves, of course, but youknow, they're influencing
systems in completely differentways, they are attuned to the

(06:50):
systemic needs of theirorganizations.
Um, they are showing up with adeeper level of awareness as to
the nervous system of a team, asto the overall health of an
organization, and they are oftendoing that invisible work.
Yeah, and that's that coachingwork, that facilitation work.

(07:13):
Um, that's often missed by somany others.
So it's to give, and and this iswhat I pride myself on is giving
women in those positions thathave those that strength and
those skills to actually be ableto take that to the next level.
So, yeah, those ripple impacts.

SPEAKER_01 (07:32):
100% that leads so beautifully into my next
question, too, Shana.
Like you're working with womenfrom director to C-suite level,
like what changes or whatsometimes needs to change, and
the type of support that womenyou need as they move up the
leadership ladder.

SPEAKER_00 (07:46):
Yeah.
It's really interesting, Amy,because there's I'll talk about
the commonalities as well, um,regardless of level of
leadership.
And I think, you know,regardless of levels of
leadership, years of experience,industry, there's a couple of
things that are always the same.
Number one, honing of leadershipskills.
You know, as our environmentsbecome more complex, as we're

(08:09):
going through, you know, bannyenvironments right now, brittle,
anxious, nonlinear, you know,things are changing all of the
time.
We're in constant flux, constantchange.
To develop and hone leadershipskills is something that is
constantly needed.
There's always an opportunitythere, new frameworks, new

(08:30):
tools, new processes, taking ourdelegation skills to the next
level, been able to facilitateat the next level.
You know, these are the skillsthat you know, regardless of our
level or how many years ofexperience, it's so important.
And I often find that women inleadership often learn by um
experimentation.
You know, oftentimes there isn'tany formalized frameworks or

(08:53):
tools that they really gothrough.
So, you know, when I providethem with these tools and work
with them and I actually buildtools depending on what my
clients need, it's nearly likeyou know, taking a big, massive
deep breath for the first time.
You know, it's oh, I don't haveto waste this time
experimenting.
Here's you know, a blueprint ofhow I can actually do it, here's

(09:15):
how I can develop my influencingskills.
Um, here's how I can umunderstand how to coach my team
members to come up with moresolutions rather than problems.
So the skills are important.
What's also important at thesame time is you know,
regardless of the level ofleadership I find, the women
that I work with, they're alwaystaking on more.

(09:36):
More responsibility.
Yes.
And because they're so great,because they're such high
performers, of course they'retaking on more because they're
growth-oriented and they'redriven and they're ambitious.
But how do we not fall into whatI call the leadership
constriction trap?
Which is where we take on moreresponsibility, and instead of

(09:58):
taking on more impact, we takeon more stress, we take on more
overwhelm, and we get furtherinto the weeds instead of zoomed
out at the whole bigger pictureand the strategy and where we
really bring you know the mostimpact.
So that's a cycle that happensevery time we get promoted,

(10:19):
every time we take on more.
So we have to look strategicallyat where are we spending our
time, what's our zone of genius,those tasks that light us up and
that produce the highest ROI.
What strategy do we have inplace to expand the resources
around us so that we can focusmostly on that zone of genius

(10:40):
work?
Um, who do we need to set uparound us?
What are the processes we needto have in place?
Team dynamics are often present,you know, at these stages too,
where maybe team members don'tfully trust themselves or their
performance isn't up to par ofwhat it needs to be, or maybe
they're heavily reliant on us,and we know we can't we can't

(11:02):
scale when this is present.
So we often have to do a cleanupand a reset, a reset and
re-establish what that lookslike.
So those are the common themesthat I see, regardless of
levels, and then you know what Iwould say is you know, at a
director level, um, you know,often at director level,
directors need more visibility,they need to understand how to

(11:24):
advocate for themselves more.
Maybe they've never advocatedfor themselves before, and they
need sponsorship, you know, theyneed other women around them to
learn from and to see that it'seven possible.
So they need that inspiration,um, they need that knowledge and
they need that visibility.

(11:45):
And then at a VP C suite level,you know, they need that
strategic resilience, they needthat systemic influence and how
to how to how to navigatesystemic challenges.
Um, and power dynamics are oftenvery, very prevalent at this
level as well.
So the psychology of humanbehavior, how to navigate um

(12:08):
those dynamics, those relationalpower dynamics, how to manage
one's emotional, mental selfwhen going through that.
Um, because at that level, youknow, the stakes are higher, but
the isolation is often highertoo.
So strong women need strongsupport systems.
That's yeah.

SPEAKER_01 (12:25):
Yeah, I have a very good friend, very strong friend
that always says, check on yourstrong friends.

unknown (12:30):
Yeah.

SPEAKER_01 (12:31):
And it's so true.
And I love it when we do thatfor each other because yeah, it
it takes a lot to be strong, andit shouldn't be you doing it all
and all alone.
Um, and I love what you said,and I have said it before, I
actually said it to a room ofyoung professionals on a panel
this week that leaving is notdoes not mean doing always.
It's not always the it's not inthe weeds, like you said.

(12:53):
And I love how you threw in thatimpact because when you get so
far down into the weeds and youare so busy taking on more
responsibility because that'swhat leadership feels like to
you, possibly, you're right.
Like you're not allowing forspace for impact and to kind of
rise up by having that30,000-foot view.
So I love, love, love thatperspective.

(13:14):
And then another one I wanted topoint out was sponsorship.
Um, I've been doing a lot ofreading and research about women
and leadership as well andclosing the networking gap and
all these different things that,as women, you know, we need to
chart to try to figure outsystematically what we need to
do, but then also maybe how weneed to make leadership look
different, you know?
And one of those things is that,you know, women don't rise

(13:34):
through the ranks by leadingprojects.
They don't rise through theranks by having more time with
leadership based on theresearch.
They actually move through theranks by having their names
spoken in the rooms that theyare not in.
We gain, we rise through theranks through third-party
validation, which issponsorship, not mentorship.
A lot of women areover-mentored, right?
And under sponsored.

(13:55):
We don't have people giving usthe opportunities, opening the
doors, putting money where theirmouth is when it comes to, you
know, putting women inleadership roles.
So yeah.

SPEAKER_00 (14:06):
It's so true.
And, you know, just to add tothat as well, Amy, you know,
when you're talking about movingbeyond being the executor,
because that's often how a lotof women leaders get to where
they are, you know, is becausethey've been masterful doers and
multitaskers and they can hold alot at once.
You know, there comes a point intime where you have to evolve

(14:28):
from that.
And your definition ofleadership has to change, how
you see yourself as a leader,how you see your worth and your
value.
And for that shift to happen,that's a mental and emotional
journey that we have to go on.
And, you know, even just tolearn to be able to let go, to
let go of work, to let go ofbeing the doer.

(14:49):
Who am I if I'm not doing?
So that's where you know, forwomen, it's it's deeply tied to
her self-worth.
And that's a journey that I'mlucky to partner with so many
women on.
Um, which is so important tonote too.
It is.

SPEAKER_01 (15:03):
It's almost an unlearning, right?
Because there's so much thatwe've been conditioned, right?
We are the nurturers, we are thedoers, we do the invisible
labor, we do the support, thenurturing, all that.
Um, love it.
Well, and I know like a lot ofour listeners right now, I've
had so many great conversationswith women that are in director
and above levels within thecommunity that do struggle with

(15:23):
that kind of being stuck in thedoing.
And oh, I wanted to mention youmentioned zone of genius.
For anybody who's curious aboutwhat that term is and means and
what it relates to, The Big Leapis a really great book that
breaks down like your zone ofincompetence, competence.
There's one in between, right?
Your zone of expertise, is thatwhat it is?
And then your zone of genius, isthat right?
Yeah, yeah, absolutely.

SPEAKER_00 (15:41):
Your zone of genius, your zone of expert.

SPEAKER_01 (15:44):
Yeah.
And we get trapped, right?
We get trapped in that space ofzone of expert because we can
execute well.
But are we actually working toour fullest potential?
How many women have I talked to?
And I'm sure you've coached somany too, that are like, I don't
feel like I'm being leveraged tomy fullest potential, but I am
worked so hard and so heavilythat I am burnt out.
And that's that trap.
That's that trap of being inyour zone of expertise where you

(16:08):
do like shine, but you're notthriving.
Like you are competent, like youare capable, you can do it.
Um, and so another question Ihave for you that I think a lot
of our members would be curiousabout, because they're
navigating leadershiptransitions right now.
There's a lot of organizationalhappening, organizational
changes happening in on everylevel.

(16:29):
What are some of the most uhwhat are the most critical
support systems and things thatthey should be advocating for
during these pivotal momentswhere things feel a bit rocky
for, I mean a lot of us, men andwomen?

SPEAKER_00 (16:42):
Yeah, for sure.
For sure.
Um, so number one, I think thethe most important thing is to
look at what what does thatsupport system look like?
Um truly, it's an opportunity toreflect what does my support
system, who does it involve, whoshould it involve, where are
some of those gaps?
You know, am I missing some gapsin terms of internal

(17:03):
sponsorship?
Am I missing some gaps in termsof leadership development?
Or do I have an executive coach?
Do I have a mentor that's maybeyou know uh has experience in my
industry?
Um, you know, outside of justeven your work support system,
what does your support systemlook like at home?
What does it look like in termsof your mental health, your

(17:26):
physical health, your emotionalhealth?
And if there's gaps in thatsupport system, where there
often is, especially as we'reevolving and changing, we need
more, and it's time to plugthat.
It really is time to plug that.
And I think about my own supportsystem.
I'm currently doing a bit of arenovation on that right now.
You know, it's who does thatinvolve in terms of business

(17:48):
mentorship, in terms of youknow, my coaching supervisor, in
terms of my own mental healthand well-being, right?
What does that look like?
Um, and I think mapping that outis absolutely key because if you
want to go fast, go alone.
If you want to go far, gotogether, right?
And it it really does take ateam.
And sometimes that supportsystem is also your team, it

(18:10):
should also be your team.
So if there's gaps there on thatsupport system from your team's
perspective, if you can't fullyhand things over, if you're
still carrying a load ofresponsibility that really
shouldn't be on your plate, it'stime to build out that team as
well.
Um, the other thing I think isincredibly important as we go

(18:30):
through change, because changetriggers our nervous systems,
you know, it it sends us into afreeze, a fight, or a flight.
And, you know, we're not at ourbest when we're in those states,
right?
And some of us have a moreexpanded window of tolerance for
what we can tolerate when itcomes to change.

(18:51):
Um, but for most of us, whenwe're going through change, we
are triggered whether we realizeor not.
And in that triggering, ourexecutive function isn't going
to work at its best.
So we're not gonna be the bestto make decisions, we're not
gonna be thinking at our best,um, our cognitive function may
be impaired, you know, whenwe're in those states of stress.

(19:11):
Oh my gosh, yes.
So, what I often find is withwomen, the most important thing
to regulate our nervous systemis clarity and role clarity.
I see this time and time again,I've seen it for years.
If there's any lack of clarityaround what's expected of you,

(19:32):
if you're not clear on that, andif you haven't reality tested
that with the with your with thepeople around you, your boss or
your leadership peers, that'sgonna feel unsettling for you.
So, role clarity is a way tosettle that nervous system.
And it can look like this.
Look, my role has changed a lotin the last six weeks.
You know, everything is goingthrough change.

(19:53):
Here's how I see the next 30days and 60 days and 90 days.
Here are the key metrics ofsuccess for me, my department,
and my team.
Are we on the same page?
Yes, we are on a grit fab.
Now I can come from a regulatedstate knowing we're on the same
page.
So, role clarity, it sounds sobasic, but it's so important for

(20:15):
our nervous system.
Key.

SPEAKER_01 (20:16):
Yeah.
Well, and if you think about it,you know, there's a lot of
people in situations right nowwhere there's organizational
change or layoffs and they won'treplace roles and instead
they'll combine roles.
And I can't tell you how manypeople I've talked to recently
that are like, yeah, we've hadturnover, we've had layoffs,
we've whatnot, we've had reorg,and all of a sudden nobody knows

(20:37):
which way is up or down.
And you are so right.
I mean, there's a ton ofresearcher behind that too,
right?
When we are in a state offrustration, fear, fight or
flight, freeze or fawn, your IQdrops.
Like we are not as smart becauseour brain is like we it to us in
our nervous system, it feelslike we're running from a lion,
but we're just trying to do ourjobs.

(20:59):
But our brain, our littlereptilian brains don't know the
difference.
And it's just one of thosethings that comes up time and
time again.
And in the organizations arelike, we don't understand.
Why is everybody panicking?
Why are we having all these massexodus?
And why are people leaving?
And why are people still nothappy?
And why aren't they producinglike they used to?
It's like, hello.
Like it all comes down to howwe're, like you said, we're able

(21:21):
to regulate such great insight,Shauna.
Such a powerful, powerful andimportant insight for all of us
to understand and know.
And again, having that plan andthat clarity.
I mean, it's funny, even as youwere talking about it, I can
feel like I'm like, oh, yes,clarity, a path forward, knowing
what's ahead.

(21:41):
Like there's just such safety inthat.

SPEAKER_00 (21:43):
There's such safety.
And then we can just show up anddo our best work and be at our
best.
But if it's uncertain, if it'sunclear, and it's, you know,
there are going to be timeswhere that clarity may not be as
attainable.
And, you know, in thatuncertainty and that change,
that's where that inner workcomes in, where it's okay, how

(22:04):
can I regulate myself?
How can I move into those statesof trust?
What's the evidence to supportthat I have gone through change
successfully before?
That I can navigate uncertaintyand come out the other side
stronger.
What's your own data?
What's your own evidence tosupport that you've got this,
you know, and trusting in theexpansion of resilience through

(22:27):
all of that is key.
Um, you know, and understanding,okay, what what do I really need
to just regulate myself?
And, you know, what are thepractices that I have, the micro
moments, the macro moments, whatcan I plan?
You and I were talking aboutplanning breaks, the artist of
having something to look forwardto, all of those things.

(22:48):
And understanding as well, youknow, as women, what's your
what's your energy blueprint,you know, like even your
seasonal blueprint.
Um, you know, you know, for you,you were saying that at this
time of the year it's reallyimportant for you to have a
break.
You know that about yourself.
Great, lock that in.

(23:09):
Um, you know, for me, I knowthat come January, February, I
need some sunshine.
I live on the West Coast inCanada, and you know, that's a
non-negotiable for me.
I'm going to be going on a tripsomewhere and getting that
sunshine.
I also know that you knowthere's certain times of the
year where you know I facilitateretreats for the women I work
with, and I know that I need acertain period of time off after

(23:32):
that, and what that looks like,right?
So understanding what yourrhythms are, I think, and to to
honor that is important and tonot go against that is key.
What does your rhythms look likeon a daily basis?
What do they look like on aweekly basis?
For me, you know, I try andmaintain two days a week of deep
work where I don't have calls.

(23:53):
Sometimes that isn't possible,I'll be honest.
But I know that if it's become ayou know uh a habit where that's
not happening, okay, somethingneeds to happen.
I need to either delegate, Ineed to get more resource.
Um, but that time has to beprotected because I know without
that time I'm not at my best.
So collect your own data andstart to build that in.

(24:15):
And of course, adaptability iskey.
You know, I just think long goneare the days where it's like I
have a weekly routine that Istick to every day.
Do you remember those days whereit's like this is my weekly
routine?
Great.
And now things are just we'reliving in a world, constant
flux, constant change.
But what is it that's going toanchor you?
And how can you adapt aroundthose anchors but still have

(24:36):
those anchors ultimately?
Yes, friend.

SPEAKER_01 (24:39):
And those anchors are really just boundaries,
right?
Like the energy management, it'sit's such a real thing.
Because what you're talkingabout is burnout prevention,
right?
You know, and I know that it'ssomething you work with a lot of
high-performing women and theystruggle with.
And then so, you know, on topof, you know, being aware of
your energy levels and where youget energy where what drains

(25:00):
you, and then creating thosebuffers that, like you were
saying, facilitating a retreatfor women can be it, it can be a
very like fulfilling thing, butat the same time a bit draining
because you're holding a lot ofspace, right?
And you're facilitating.
And so sometimes even I say thistoo for introverts who network,
it's like be pay attention toyour energy levels.
Like you can show up and be agreat networker.

(25:21):
Introverts, I think, are thebest networkers because they're
the best listeners, but it'sreally about energy management.
It's about knowing that you needquiet time and time to regulate
before you go into the publicspace and start socializing.
And then you need a little bitof time after.
So it's really about, like yousaid, being aware of your those
spaces, the energy needs, andthen creating those boundaries.
Are there other ways that whenyou're working with leaders, you

(25:42):
help them recognize when they'reoperating in really
unsustainable ways?

SPEAKER_00 (25:47):
For sure.
Yeah, it's you know, it's such apersonal journey when it comes
to stress management, burnoutprevention, because we all show
stress in different ways, we allfeel stressed in different ways,
you know, our levels of stresstolerance are different too, you
know, what we can tolerate.
And I do believe that as wegrow, as we go through life, our

(26:11):
stress tolerance or you know,increases.
I really do do believe that.
But you know, we can hold a lotmore.
Um, you know, and I often say tomy clients, you know, look at
what you're holding right now.
Like two years ago, that wouldhave, you know, floored you, and
now you're thriving.
Um, so I I like to really focuson that too, is that you know,
that resilience piece and we getstronger.

(26:33):
However, when it comes toburnout, you know, oftentimes we
talk about burnout preventionand the focus is very much fo on
the individual.
Okay, I need to meditate more, Ineed to do more yoga, I need to
take breaks.
And sometimes for women, wedon't need that message, right?
Because it's like I just need todo more.
It's perpetuating that belief ofdoing again.

(26:57):
And you know, there's alwayswork as individuals, I believe,
that we get to do what aprivilege it is we get to do
that.
Um, but also that we have totake responsibility for
ourselves, you know, and whatare our boundaries?
Are they strong?
Are they weak?
Are they flexible or are theynon-negotiables?
And and that's going to varyacross lots of different

(27:18):
relationships and at home andyou know, at work, and depending
on where you're at in yourjourney.
So there's no one size fits allwith any of this.
You know, what are the beliefsthat I'm holding around my
leadership and how is thatperpetuating cycles of unhealthy
stress versus giving me space tobe in the healthy stress, which
is you know, that good stress,you you and I were talking about

(27:40):
the good work, the excitingwork.
Um, so what's you know, me andand how we manage our ourselves
as individuals is a is a bigpiece, but it goes beyond that
too.
You know, it's about theenvironments that we work in.
Uh, a huge element of burnoutprevention is the leaders that
we work for, you know, that aremanaging us and the leaders that
we are being as well.

(28:02):
So quality leadership support,role clarity, manageable
workloads, realistic timelines,fair treatment at work, um, you
know, all of these thingscontribute to cycles of
unhealthy stress.
And if any of those pieces areoff in our workplaces or an
environment, that's going to bea source of chronic stress,
which can then turn intoburnout.

(28:24):
So one of my zone of geniusskills is is you know,
understanding whole systems andbeen able to reflect and pull
out to what's really going on tounderstand the root cause.
So oftentimes when you know aleader comes to me and they say
I'm burnt out, which you know,that that even that language we

(28:44):
test because you know there's adefinition of burnout, you know,
by the World HealthOrganization, and you know, that
is when we are in prolongedstates of chronic stress, it's
characterized by physicalexhaustion, emotional
exhaustion, and a more negativemindset.
There's five different stages toburnout, so it's important for
us to have this knowledge sothat we're using the right

(29:06):
language as well.
Um, so when women come to me inthat state, it's not just
looking at them as individuals,but the whole system, what's at
play here.
And sometimes it's been, youknow, sometimes it might be it's
bit they've been in anunmanageable workload for a long
period of time, you know, orthey've been working with
unrealistic timelines, or theyjust haven't had role clarity

(29:28):
for a long time, or maybethey've been experiencing unfair
treatment at work, bullying,harassment, whatever that is,
that has been a source of justchronic stress for a long period
of time.
So there's so much to thattopic.
And, you know, often what I dowith women is educate them,
educate them on where burnoutcomes from, what are the sources

(29:50):
of unhealthy stress, chronicstress, what are some of the
strategies that they can put inplace to prevent and reduce
those root causes.
Um And then we're moving intostates of empowerment again.
Okay, this is what we cancontrol, this is what we can
influence, this is what wecannot control.
And from there we makedecisions, you know, whether it
is, and I've experienced burnoutin my career, um, you know,

(30:14):
three times by the age of 28 asa leader in different corporate
environments.
I experience burnout.
So it's very, very I resonate,it's very alive in my system,
knowing what that feels like.
And I wish that I had theknowledge as to where it was
coming from each time, asopposed to just blaming myself.
And that's what I essentially uhtry to do for the women around

(30:38):
me is to educate them.
It's more than just you, youknow, and you can make informed
choices if it is the environmentand you've focused on everything
you can control and everythingyou've you know you can change,
at least you can walk away fromsomething knowing you've done
everything that you possiblycan.

SPEAKER_01 (30:56):
You can.
It is so true.
Oh my gosh.
I um so many thoughts.
I feel, and I wonder if you seethis a lot too.
There's just this, especially Iknow you're in Canada and your
family and you are from Ireland,but so like work culture, I feel
like is very different.
Like I lived overseas for acouple of years, and it was it
was very stark, the difference.
And Americans, we are juststraight up workaholics saying,

(31:18):
Yay, capitalism.
But there's like almost thissense of Stockholm syndrome
sometimes as well.
Like there's a lack of generalawareness, like you just said,
that sometimes it is that thesystem, the culture, the space
that you're in is broken, notyou.
But for whatever reason, aswomen, we tend to put the blame
on ourselves and we will doeverything we can to be like, I
have imposter syndrome, I haveto fix that.

(31:40):
I don't have enough executivepresence, I have to fix that.
And sometimes it is steppingback and looking at the
landscape and saying, is reallythe problem me?
Am I controlling what I cancontrol?
Or is is the option to make adifferent choice, you know,
especially when it comes toburnout, because at the end of
the day, I always tell people,I'm like, our job titles are not
going to be on our headstones,you know?

(32:02):
That's not why we're on thisearth.
You know, we we work to getpaid.
And, you know, if you can make aliving doing what you love,
wonderful.
But sometimes that's not alwaysthe thing.
And sometimes you have to findjoy outside of just that.
But it's like it's it'sinteresting.
And I also wanted to throw outthere, as you were kind of
explaining, I think one otherpitfall for women, not pitfall,

(32:24):
but just something we don't talkenough about for women.
And I'm kind of curious how muchthis comes up is menopause and
perimenopause, about the timewhen we are peaking in our
career.
We're going through one of thebiggest hormonal changes our
body will ever experience.
And I'm in perimenopause and I'mlike, wait, what?
It's like this record scratch.
Like, wait, what's happening tomy mind, my body at a time when

(32:47):
you are meant to be at your peakperformance because you're in
that stage of like you're in aleadership role, but also you're
like in your 40s.
So you're kind of in that weird,nebulous, and almost invisible,
irrelevant.
I'm using air quotes for thosewho can't see us space.

SPEAKER_00 (33:02):
Yes, absolutely.
And you know, I'm in my 30s, soI don't have direct experience
with that, Amy, but I do comingfor you, girl.

SPEAKER_01 (33:09):
I'm sorry.

SPEAKER_00 (33:10):
But you know what I am grateful for is the fact that
I'm I'm so educated on itbecause of the conversations
that we're having today and theawareness.
And you know, I've met with ummenopause coaches and experts
that are supporting women in theworkplace.
Um, you know, I am fortunateenough to collaborate with
coaches that are inperimenopause and menopause, and

(33:34):
for the younger generation tosay, How can I support you in
the workplace as you navigatethat?
And one of my colleagues sharedwith me, you know, herself and
uh her colleague, another femaleleader, would, you know,
sometimes when the brain foghappens and the word just isn't
there, they would catch eachother in those moments, you

(33:55):
know, and fill those gaps.
And I thought, what that'sreally what it means to lift
women up, right?
Like, is to support each otherin those moments, to have those
conversations, to say, hey, youknow, if I if I witness you
having a hot flash, how can Isupport you in those moments?
Like, what is it that you needfrom me as your as your peer, as
your sister, as your, you know,and that's really where we take

(34:17):
that to the next level.
Um, and so I'm so grateful thatwe're having those conversations
and that we're not going to begaslit anymore.
You know, I think it was um themenopause coach that I that I
listened to, she shared that,you know, on average in the UK,
I think it takes um women atleast eight times to be
diagnosed with perimenopause bytheir doctors, right?

(34:39):
So it's you know, the systemsaround us have even been failing
women.
And, you know, I know what thatfeels like in terms of our
health, where we're not gettingthose answers.
And if we're not gettinganswers, we're not getting
solutions.
So um that's a whole journeythat I'm sure a lot of women are
on is advocating for themselves.

(34:59):
And so if something isn't right,keep advocating in any way if
something isn't right, whetherit's your health, whether it's
your team, keep advocating.

unknown (35:08):
Yeah.

SPEAKER_01 (35:09):
And I think knowing that you're not alone, to your
point, like just keeping theconversation going, you know,
for that next generation to knowthat like this, there's just an
awareness there, there's anacceptance, there's an
understanding there.
There's, you know, there's noone size fits all solution for
it, unfortunately.
And perimenacopause can last upto 10 years.
That's what's also incredible.
And like where there's so littleresearch and study on an

(35:32):
understanding of menopause ingeneral, which is why, you know,
women won't get diagnosed untillike eight times of like coming
at it and saying, listen, thisis what's happening to me.
I am definitely in that camp.
I think it took maybe fourtimes, not quite eight, but
like, yeah, it took a lot ofconvincing with my doctors, male
and female, to really get themto understand and hear me and

(35:52):
really help me find some optionsand solutions for me.
So that yeah, you can continueto function as, you know, if
you're mom, wife, boss, babe,business owner, whatever that
looks like.
And, you know, like you saidearlier, too, like as women
climb that ladder, it gets alittle bit lonelier and lonelier
because there's less of them.
And so when you're going throughsomething pretty much as

(36:12):
life-changing as this can be forsome people, that's it's hard.
It's even more isolating still.
So let's get to the nextquestion.
Um, when you're coaching someoneto advocate for leadership
support in their workplace,which, you know, is I think a
lot of why some folks are gonnabe listening here today, what is
the most effective approach thatyou've seen for having that

(36:33):
conversation with the decisionmakers who maybe aren't women
especially?

SPEAKER_00 (36:38):
For sure.
Well, I always think about okay,who is it that is gonna be
making the decision and what dothey value?
Um, so you know, oftentimes ifit's you know, if it's um
leaders that really value thatum, you know, that connection
more those softer skills, ifleaders have gone through

(36:59):
coaching themselves before,they'll get it, right?
So they'll be more influenced orbought in through, you know, the
possibility, through you know,the team success, through the
impact, all of those things.
But it's always important aswell to have data, you know.
And um number one, that's what Iequip women leaders with on the

(37:21):
program to say, you know, thisis this is the data behind your
impact first.
So I think that's a key uhritual that we need to create as
as women leaders is what are theresults of all of my output and
what's the OROI of that sixmonths, 12 months, two years
later.

(37:42):
And one example of this is I youknow, I was approached by a VP
once, and uh she really wantedto work with me.
I really wanted to work withher, and um it was like okay,
how can we advocate for this toyour CEO?
And I said, Okay, what's beenthe ROI of your work over the
last two years and the work thatyou've been doing?
And she was like, I think it'sthis, I feel it's this, I've

(38:04):
noticed this.
Okay, let's bring it back to thedata, which is not often the
first place that we go as women,especially when it comes to
ourselves.
Anyways, long story short, wecalculated everything, wrote it
down, spent some time on this,and we calculated that she saved
her business three million inthe last I think it was 18
months.

(38:25):
And with the changes that shemade, with you know, the team
that she uh created and coachedand what they what led to you
know their impact.
So when she was able to readthis and digest this and process
this, there was a starkdifference in the person that
that she was and how she showedup.
And from that place, she wasable to advocate for the

(38:50):
coaching and the leadershipdevelopment and the sponsorship
that she needed, and to join theprogram, and she was successful
in that.
And as a result of that, nowshe's even talking about the
impact of the program and thework that she's doing, and other
leaders are witnessing thatwithin her, and her CEO is
celebrating that, right?
But it's how do we prime oursystems to be able to advocate

(39:13):
for that, knowing that we dodeserve that, and that's the
work that we need to doourselves.
Um, and then making the pitch toyou know, the leaders, to your
sponsor, to the decision maker,back it up with data, you know,
and back it up as in terms ofhere's all of the impact that
I'm creating, here's all theresults that I've created.
I want to do more of this, andin order for me to do more of

(39:34):
this, I need a stronger supportsystem.
So, what's going to be possiblewhen I have a strong support
system?
Here are my goals, here's whatI'm focusing on, you know, and
there may be some more personalgoals, maybe there's confidence
pieces, mindset, all of those,you know, maybe you don't want
to share those pieces, buthere's the goals that I have
within this organization, here'sthe systemic change I want to

(39:55):
make, here's the change I wantto make in my department, and
here's how coaching andleadership development and
mentorship can support me withthat.
And once they witness that, likesome of the women in my program
have been in my program for youknow three years and they've got
promoted year after year afteryear, they do not have to
advocate for coaching anymorebecause their decision makers

(40:17):
are bought in, and they'reputting the other female leaders
into the program because they'relike, Go.
This is our insurance policy tomake sure that we are protecting
these amazing female leadersthat are having such an impact
on our organization.
Go.
We are investing in you, wevalue you, we care about you.
This is your space, yourconfidential space to do your

(40:39):
thing.
Things that we can't support youwith because we're biased and
we're your peers, and we aren'twe aren't executive coaches, you
know, we don't have those thatthat that professional lens.
So that's the difference.
So if anyone's listening and youwant coaching and you want to
advocate for it, if you're readyfor it, like hit me up because I

(41:01):
am locked and loaded withblueprints and data to really
support women in getting this.
And what a celebration, Amy.
Like when women come to me,you're like, Shaw, I got it
approved.
I'm like, yes, you have, becauseyou've just like, look at all
the work that you've done.
Look at how the success thatyou've brought to your
organization.
I have another lady right now,like she's built a whole

(41:23):
department by herself that'sgenerated millions for her
organization, and she's done itall alone.

unknown (41:30):
Right.
Yeah.

SPEAKER_01 (41:31):
Yeah, it's a big piece of that negotiation.
I mean, when you build the caseand you have the proof, it's
really it's not even negotiationanymore.
It's just coming to an agreementbecause there's a win-win.
There's like a very clearwin-win right there.
So yeah, like why not lean intoit?
Be the case study.
And then oftentimes, you know,we had this in one of our ask
and give exchanges where it'sactually a guy, um, a woman was

(41:53):
asking for some advice.
I don't honestly remember theexact ask, but he said, ask for
the no.
Overreach, like come ready andprepared with a clear and
confident ask and the proof asto why this is just not even a
negotiable, like why it's justthis is what we need to do.
Um, and then just ask for theno, because you know, that's the

(42:15):
worst it could be is a no.
And then you just figuresomething else out, right?

SPEAKER_00 (42:20):
Totally, totally, and then the you know,
something's gonna happen fromthat, right?
So um, you know, benchmark aswell, like benchmarking with
data, benchmarking withcompetitors or your competitors,
you know, investing in women'sprograms, you know, all of those
pieces add to add to the casethat you're building.
And you know, the other thing isI think is making sure that you

(42:46):
are advocating for yourselfevery time you have a change of
role or position ororganization.
So, yes, like we talk aboutnegotiating our salary and
making sure we have certainbenefits in place, but make the
ask for coaching then too.
Right?
To say, look, this is a programI want to join, or uh, you know,

(43:08):
this is something that I doevery year or I want to do every
year.
That's the time to do it.

SPEAKER_01 (43:14):
Yeah.
Yeah.
Change is always to me, it'salways been opportunity, right?
Things are shifting, things aremoving.
All that is is just opening updoors that maybe you didn't see
were open before.
And I do agree with you that um,and I'll kind of frame this up
so I can go into the nextquestion.
Um, it's you need external, likeit can't just be all fixed from

(43:35):
the inside, right?
Because there's just not alwayspsychological safety.
Like you said, it's not alwaysunbiased.
Um, and so having that externalresource is so important.
And for the longest time, Ithink companies really felt like
they needed to be the ones tohave the ERGs and the mentorship
program, and they reallystruggled to maintain those.
And some of them were in earnestand some of them were a little

(43:56):
performative, I'll be honest.
Um, but to me, that was kind ofa blind spot for organizations.
Um, you know, I had one companytell us that they didn't want to
get a group membership forTogether Digital Members to
support their women in theircareer growth and advancement
through peer mentoring and ourprogramming, because they said
if we let them network, theywill leave.

(44:16):
So to me, that's a huge, right?
Like, whoa, big red flag, butalso like a very large blind
spot.
I was kind of curious, you know,outside of that, was there are
there any other organizationalblind spots that you have
encountered that tends toundermine women's advancement
because of these general biasesthat, oh my gosh, if we let
these women out, they're goingto just start networking.

(44:38):
And not like men, we'd assumethey're going to build business,
we assume they're just going toleave.

SPEAKER_00 (44:42):
Yeah, yeah.
That's shocking, you know, thatthat is still the conversation.
And that to me, you know, showsthat that organization is
completely thinking of it sobackward.
You know, instead of how do wemake sure our women, you know,
how do we how do we make sureour women don't have the

(45:02):
opportunity where they couldleave?
Why are they not askingthemselves how do we make sure
our women leaders want to stayhere?
You know, and and truly thrivehere.
So, you know, that's the shiftin perspective, and and um I
think every organization needsto be asking themselves that.
How do we ensure that our topfemale talent actually thrives

(45:24):
here?
Um and they're only going to askthat question when they've not
every organization, but mostorganizations will only ask that
question when they either A justnaturally inherently value and
really want to focus on thediversity of female talent, um,
or they've experienced the painof losing um female leaders.

(45:46):
So, you know, I think otherblind spots is you know really
that broken rum.
And it's you know, thattypically, and it's not just an
organization, like it's asystemic challenge where women,
you know, research shows uswomen are typically promoted at
lower rates than men are, andthen that can compound over time
where we have you know leakypipelines, where we have

(46:09):
pipelines of future leaders thatyou know don't have the the
right number of um women's uhfemale representation there.
So, you know, that's where it'slike, okay, we we don't have
enough women, we don't haveenough women on our team.
So I think you know, to actuallyreally look at what are we doing
to support women at all stagesof their journeys to rise and to

(46:33):
develop so that we're ensuringthat pipeline is strong, both
internally and externally withinorganizations, like what can we
do to attract amazing femaletalent, you know, um, and what
how can we be different to ourcompetitors?
And here's the thing if you'reinvesting in in women leaders,
if you have an ERG group, if youoffer coaching, training,

(46:54):
mentorship, if you put yourmoney where your mouth is, you
will attract amazing and youwill not just attract them, you
will retain them.
Amazing female talent.
So really looking at thatpipeline, what are the proactive
strategies that we're putting inplace to make sure that you know
we're working towards this longterm is key.

(47:17):
And what I love seeing as wellis women leaders, champ, you
know, they're the champions ofthis within their organization.
And I call I call these womenlifters, you know, because
they're genuinely liftingothers, um, you know, lifting
others up into other positions,they're the ones sponsoring
others, mentioning their names,um, recommending them, giving

(47:41):
them the opportunities.
And I see this with the women inmy program, you know, they're
bringing their team members inthere, um, they're advocating to
make sure that they also havecoaching, that they also have
that support.
Um, and not every woman is likethat either.

SPEAKER_01 (47:56):
No, unfortunately.

SPEAKER_00 (47:57):
Unfortunately, you know, it's it's not the case,
and oftentimes it's other womenthat can harm other women the
most.
Um so there's work there to dopersonally if we're not a
lifter.
If we're not lifting otherwomen, what what's the story
that we're holding about otherwomen?

(48:18):
Is it that they're they're athreat?
Is it that there's not enough togo around?
Is it that I've had to work sohard to get here?
Why shouldn't you?
You know, what are those storiesthat may be at play that are
preventing you from liftingothers?
Um you know, we have to walk ortalk here.
Enough is enough.
Um this ultimately, how are wegoing to change the landscape of

(48:40):
women leaders through otherwomen?
Yeah.

SPEAKER_01 (48:45):
Yeah, no, I agree.
It's hard to ask for equalityfor women when we don't treat
each other equally.
You know, it is thatdouble-edged sword for sure.
And like you said, whether it'sthe scarcity mindset or the
power dynamics and all of that,but it's like, you know, rising
tides raise all ships, you know,there is more than enough to go

(49:05):
around for all of us.
And by choosing collaborationover competition, like the gains
for everyone are so exponential.
And we get to see that in ourcommunity every day.
I'm sure you do as well with thegroups and the cohorts that you
lead.
And it's it's it is it's acompetitive advantage.
It is truly the people don't seecollaboration as a competitive
advantage.
They think that competitiveadvantage is outdoing everybody

(49:28):
else.
To me, competitive advantage isactually learning how to work
alongside more people, right?
And and going, like you said,further together.
It's not about if you can getthere fast by yourself.
But yeah, if you want to gofurther, if you want to go the
distance and make the long gameplay, which really at the end of
the day, you know, we need todo, then yeah, it's

(49:49):
collaboration and it's liftingother women up.
So yeah, we're very big on thatat Together Digital.
We are like no, we're in no meangirl zone.
We are all very much like askwithout any sense of guilt or
shame and give without anyjudgment, because we're all just
here to learn and to share andto grow and to do just to always
be growing and be better.

(50:11):
So yeah, I think, you know, onthat note, you know, for me,
this is what gives me a lot ofhope about the future of women's
leadership.
I'm curious what gives you themost hope about the future of
women leadership and maybe whatstill concerned you the most.

SPEAKER_00 (50:25):
Yeah, I what gives me the most hope, I mean, every
day I'm I'm I'm hopeful.
And I'm very much someone that'svery optimistic anyway.
It's it's just part of my DNA umthat I feel that, you know, I'm
I feel just the impact of that.

(50:46):
And I mean, I'm just off theback of hosting my annual impact
amplification thread.
So, you know, where I brought somany of my clients together in
person for two days, and all Ihave to do is just tap into the
energy of that, and I'm hopefulbecause there's brilliant women
in positions of influence thattruly are changing systems for

(51:10):
the better.
Um, big work, they are doingbig, big work with big, big
hearts, and that to me is iseverything.
I tend not to I tend not toreflect too much on how far we
have to come or where we're at,because I just find that

(51:31):
oftentimes at events or women'sevents, we spend so much time
there and we don't give womenconcrete strategies or action
plans or frameworks on how tomove forward.
Um, so I'm more of a let's focuson what's in with within our
control and let's make changefrom that place.

SPEAKER_01 (51:49):
Absolutely, yeah, because the summit is high, but
you have to focus on that nextstep, right?
You can't just be lookingstraight up at the summit and
trying to make your way there,hike your friends.

SPEAKER_00 (51:58):
Totally.
Or not even moving.
Yeah and just looking at thesummit and talking about how
high it is.

SPEAKER_01 (52:04):
Right, exactly.
What's the point?
They're not gonna get there bycomplaining or worrying about
it.
And it's just planning thatsmall next baby step.
And I I so agree with you,Shauna.
I think it's the it's the micromoments, it's the small choices
that we make every day to sortof shed that skin of doubt, of
fear, of competition, you know,all that kind of stuff, all

(52:26):
judgment, whatever that is foryou, that is the roadblock that
doesn't allow you to get thebenefit of connection and
community and have strong womensupport strong women.
Um, you know, it's such a hugeadvantage.
It's such a great career unlockfor anybody that's just kind of
willing and ready, you know, tokind of let that go.
And it doesn't require anythingmajor, massive on your part.

(52:48):
It's sometimes it's as simple asshowing up.

SPEAKER_00 (52:50):
Mm-hmm.
That's it.
I love it, Amy.
Yeah.

SPEAKER_01 (52:54):
Same, I know, right?
This has been such a goodconversation.
All right.
We're gonna pivot over on intoour power round questions live
listeners.
If you have any questions forShauna, feel free to jump into
the chat and drop those in, andthen we'll wrap it up for the
afternoon so y'all can get backto your Friday.
Shauna, what is the bestleadership advice you've ever
received?

SPEAKER_00 (53:14):
Yeah, it would be that if you if you often settle
for if you settle for secondbest, you'll very often get it.

SPEAKER_01 (53:27):
Yep.
Oh, that cuts.
That's so true.
And we do, we get so used to thecrumbs, we're like, oh, thank
you.
Yeah, yeah.
We can't ask for more, Godforbid.
All right, next one is finishthe sentence.

SPEAKER_00 (53:41):
A real leadership capacity looks like space to
think, uh having the energy tocare and having the courage to
act.

SPEAKER_01 (53:58):
Beautiful.
I love it.
What is one leadership myth thatyou wish would disappear?

SPEAKER_00 (54:04):
Oh, that great leaders have to sacrifice
well-being.

SPEAKER_01 (54:14):
Yes, thank you a hundred percent on that.
All right, and on that note ofthe sacrifice and the wellness.
What is your go-to stress resetpractice when coaching
back-to-back sessions?
Because like I said, that can betaxing for you.

SPEAKER_00 (54:28):
Totally.
Definitely, I'm gonna say twothings breath work.
Yeah, always accessible, alwaysthere, your own medicine that
God has gifted us, that we don'thave to search outside of
ourselves for anything, we canjust breathe.
So powerful resets that nervoussystem straight away.
And for me, nature, I live ifI'm looking over here, it's
because I'm looking at theocean.

(54:49):
So you little lucky girl.
I feel very grateful to, andsometimes I see whales, which
isn't always the best when I'mon a call.
I'm like, how if I see a whaleduring this podcast, what am I
gonna do?

SPEAKER_01 (55:00):
Right.
You know what?
On this one, girl, you just lookout that window and you just
tell us how beautiful that whaleis.
Because I would be the same way.
Totally.
So absolutely open to havinggiving you that space.
All right, what's a what's agood way for our listeners to
connect with you if they want tochat more?

SPEAKER_00 (55:16):
Yeah, so I'm on LinkedIn, I'm not a huge social
media gal, but I do create a lotof content and um share a lot on
LinkedIn.
So feel free to add me there.
You can check out my website,www.shaunamorn.com.
If you want to sign up for mynewsletter, you can use that URL
with a forward slash newsletter.
And I send out uh newslettersand leadership newsletters for

(55:39):
women um every single week.
So you can sign up to that too.

unknown (55:43):
Yeah.

SPEAKER_01 (55:44):
Absolutely.
Yeah, definitely encourage youall to take a tiny step.
Go go check it out, sign up forthe newsletter, get a little bit
of that, Shauna, in your inboxevery week.
That sounds like it would beamazing.
Thank you, Shauna, so muchbecause all of your insights on
the ROI investing in womenleaders is is really what we all
need to continue to hear nowmore than ever.
So, to our listeners, if today'sconversation resonated with you,

(56:04):
remember that the PowerLunchrecordings are always available
to you.
So check them out for free afterthe event on YouTube.
Subscribe to the podcast, leavea review.
We love that.
Send us a little high five andfive stars of love.
And obviously, as Shauna said,you can connect with her on
LinkedIn, on her website.
Definitely check out her impactamplification program and her

(56:25):
leadership systems partnership.
And if you are ready to be apart of a community that
believes in the power ofsupporting strong women
supporting strong women indigital, you can definitely
check it out and join us attogetherindigital.com.
Um, we have a lot ofprofessional development
opportunities, a lot of peercoaching, peer groups, just a
genuine, authentic group ofwomen who are just so wise and

(56:49):
so smart and so generous.
So uh, you know, you aredefinitely right in that camp,
Shauna.
You're just like solid gold.
So thank you for all the timeand energy that you spend and
putting towards other women,supporting them as leaders and
helping us all be better.
Um, thank you again for joiningus today, Shauna.

SPEAKER_00 (57:07):
Thank you so much for having me.
Thanks for creating this spacefor us to have this conversation
and for asking such wonderfulquestions that genuinely I wish
I was able to listen to this,you know, years ago when I
needed it.
So you know, right?

SPEAKER_01 (57:22):
These are all the things wishing if we could go
back in time and tell ourselves.
Oh, all right, Shauna, thank youagain so much.
The wonderful conversationtoday.
Everyone, thank you for joiningus this week.
It's been great to have you herewith us.
Until next time, everyone,please keep asking, keep giving,
and keep growing.
We hope to see you next week.
Bye, everybody.