Speaker 1: It's time for the b a q a A to
Speaker 1: b a q a which you say to be a
Speaker 1: q a Manda to be a q a with Tiff and.
Speaker 2: A to b a q a A welcome around, a
Speaker 2: vision question and answers. You have questions, We have some answers.
Speaker 1: But we're not your attorney, your doctor, your mama, your papa.
Speaker 1: Which is two super smart brown girls who know a
Speaker 1: thing or two about business, entrepreneurship, money, career and a
Speaker 1: little sprinkling of life or whatever.
Speaker 2: You know. So if you have questions, you know, go
Speaker 2: ahead and ask us. But yeah, yes, but.
Speaker 1: So this EPI, we're going to do a little bit
Speaker 1: of money and a little bit of money in your life,
Speaker 1: a little all. But I remember that's the I do
Speaker 1: remember a middle Yes, indeed, I don't remember who that
Speaker 1: was about how boys or something.
Speaker 3: I don't remember two thousand and one, five thousand.
Speaker 1: So I'm gonna do We're gonna do a half of
Speaker 1: business half a money question.
Speaker 2: Let's start with.
Speaker 1: This is not a specific business question that was in
Speaker 1: the You know, if you want to send us an
Speaker 1: email brand a Bishionpodcasts at gmail dot com, want to
Speaker 1: slide in the DMS on I g brand ambishon podcast
Speaker 1: or go to brandabision podcast dot com and click contact us.
Speaker 1: This is just something like because I just coach a
Speaker 1: lot of black and around women in business and this
Speaker 1: comes up a lot, So I figured i'd address it
Speaker 1: and you made it a talk through in and then we'll
Speaker 1: answer money questions. Question what is the difference between leadership
Speaker 1: and management? This is good because whether you work, you know,
Speaker 1: a nine to five or regular career job, or you
Speaker 1: are a business owner, this comes up a lot because
Speaker 1: I find that a lot of people really struggle with leadership.
Speaker 2: That this has come a lot.
Speaker 1: One of my men tease, she has been struggling a
Speaker 1: lot actually in her job with leadership. This is kind
Speaker 1: of like not her first leadership role, but certainly you know,
Speaker 1: this is probably one of her more in depth leadership roles.
Speaker 1: And she's having a hard time because she didn't get
Speaker 1: to pick her team, which is not abnormal in leadership. Oftentimes,
Speaker 1: like if you own a business, you get to pick
Speaker 1: your team, but oftentimes if you're hired, the team is
Speaker 1: already there and the team is now really like her
Speaker 1: that much. They muted and so how long it's been
Speaker 1: like just.
Speaker 2: A few months.
Speaker 1: Okay, you know, so to be to be fair, you know,
Speaker 1: my friend, she's not the warm and fuzzy type, and
Speaker 1: she's very much like I come here, I do my work.
Speaker 1: She's really smart, obviously, just really smart does her work.
Speaker 1: And so one of the reasons why they hired her
Speaker 1: is because they felt like, you know this, this particular
Speaker 1: department lacks structure, and she's very organized, very structured. Here's
Speaker 1: what we're going to do. All her ideas are amazing
Speaker 1: and great. I was like, oh, this is great, but
Speaker 1: basically the team that she's been tasked to lead refuses
Speaker 1: to do any of her ideas, and she's not getting
Speaker 1: as much support from her supervisor as far as, like
Speaker 1: I guess.
Speaker 2: I guess the support.
Speaker 1: She's thinking of bringing the hammer down, being like you've
Speaker 1: got to do the things that she's saying. And I said, well,
Speaker 1: even if your supervisor did that, they would undermine you
Speaker 1: at every turn.
Speaker 2: This every turn. So I said that it sounds like.
Speaker 1: You are approaching it from a place of management and
Speaker 1: not from a place of leadership, and it sounds like
Speaker 1: you have a team that does not trust you, you know,
Speaker 1: And I said, what is the feedback that the team
Speaker 1: is giving you. And she was like, well, the feedback
Speaker 1: they kind of gave too about her through her supervisor
Speaker 1: is that like she's not she's not. She doesn't listen
Speaker 1: to like you know, our I is and our you know.
Speaker 1: And I said, okay, well it's that legitimate feedback, and
Speaker 1: she was like, I guess. So she's like, not that
Speaker 1: I don't listen to the ideas, but I guess listening
Speaker 1: for the sake of just like a hah hah do
Speaker 1: what I said, or listening for the sake of integration
Speaker 1: into the solutions.
Speaker 2: And I said, have you integrated any of their solutions?
Speaker 1: She's like, not really, because if those things worked, they
Speaker 1: would been doing it before I got here.
Speaker 2: So I can understand that perspective.
Speaker 1: But the problem is is that like you're coming in
Speaker 1: with like, here are six new things we're going to do,
Speaker 1: and they're like, I don't want to do that. So anyway,
Speaker 1: my advice that I gave her is that you have
Speaker 1: to build trust first. And the way to build trust
Speaker 1: is this great book by Franklin Covey, and he talks
Speaker 1: about that you actually don't earn trust, you give trust
Speaker 1: and then you receive it back. And so what it
Speaker 1: sounds like is that her team is like, it's clear
Speaker 1: that you don't value what we bring to the table,
Speaker 1: and it's clear that you don't trust us to do
Speaker 1: our jobs, and so we're not going to show up
Speaker 1: for you. And you know, at first she was kind
Speaker 1: of defiant, like, well, that's all right, because I'm the bulls.
Speaker 2: I could do whatever, not realizing.
Speaker 1: That if the team gets together, they are slowly pushing
Speaker 1: her out.
Speaker 2: And it's worky.
Speaker 3: That's feel like a common enemy to make you really
Speaker 3: get along with your colleagues. It's the best morale and
Speaker 3: the morales only because you guys have like something big
Speaker 3: and common and you're like, yeah, we all we all
Speaker 3: hate her, Okay.
Speaker 2: Cool. You know when they're at the meeting and.
Speaker 3: You know, the flag is like step while you while
Speaker 3: you're doing the meeting, especially, oh my god, don't let
Speaker 3: it be a virtual meeting. They are. They are.
Speaker 1: The girls are waving, hey ba fan, We're gonna take
Speaker 1: a quick break and we'll be right back.
Speaker 2: So now my friend is like, what do I do now?
Speaker 1: I said, now, you have to do the work of
Speaker 1: leadership versus management, which is you have to start to
Speaker 1: build trust. You have to one. It's like, one, you
Speaker 1: can't bring in sick, new different things that people are
Speaker 1: going to do. That's overwhelming, you know any people, Yes,
Speaker 1: change that work girl, And then the change has to
Speaker 1: be collectively decided on. You know. I said, like, one
Speaker 1: of the best things one of the tools that I
Speaker 1: use for the budget Neista is I'll say, here is
Speaker 1: the big overall goal, and I Am not going to
Speaker 1: make the decision of how we're going to get there,
Speaker 1: but here's the vision. Let's do just the brain dump
Speaker 1: or we all, based upon your expertise, kind of talk through.
Speaker 2: Some of the ways we could reach this overall goal.
Speaker 1: So we have an overall financial goal, for example, and
Speaker 1: I brought like my leads and some of my thought
Speaker 1: leaders on the team, and they were like, what about this?
Speaker 1: What about that? And everyone got to say, well, based
Speaker 1: upon like George is the head of financials, based upon
Speaker 1: the financials, that might make sense, and Tam is head
Speaker 1: of LRA, but l Ray is going to need this,
Speaker 1: like logan is all content well.
Speaker 2: And content, So everybody got to kind of share.
Speaker 1: And in the I kind of had in my head
Speaker 1: that the direction I thought we should go in in
Speaker 1: order to hit our income goal because since we fell
Speaker 1: so short last year, I had an idea in my head,
Speaker 1: but I told my I'm not sharing it into the end.
Speaker 1: And what we ended up with is not the idea
Speaker 1: I had in my head, not even ghosts. But it's
Speaker 1: way better and everyone's on board because we collectively decided
Speaker 1: this together. So it's not a Tiffney plan, it's a
Speaker 1: team plan because one they felt heard, two they feel supported,
Speaker 1: and they're like, I feel valued because this ain't even
Speaker 1: a plan that Tifney thart. We're going to do the
Speaker 1: plan that we've decided together. And now everybody is like go,
Speaker 1: Like I can see the uptick and energy because everyone's like, go,
Speaker 1: go go.
Speaker 2: We're working our plan.
Speaker 1: And so that was a suggestion that I gave is that, like,
Speaker 1: you know, wipe everything away, say this is the you know,
Speaker 1: like our lead has picked this core goal.
Speaker 2: For us to accomplish. How do you think we should
Speaker 2: accomplish it?
Speaker 1: And create a collective team plan and then what part
Speaker 1: of the plan do you want.
Speaker 2: To take team members?
Speaker 1: And everybody kind of picks their part, and then you
Speaker 1: know you might infuse if you want to fuse some
Speaker 1: of these tactical components here is the sheet that I
Speaker 1: created for us to keep track of the plan that
Speaker 1: is your you know, because that's her thing, and she's
Speaker 1: like really like organized, and that's one of the organizational
Speaker 1: tools she wants to introduce. So you can introduce this
Speaker 1: organizational tool into a team plan that's been collectively decided
Speaker 1: on and so yeah, So I just was like, so,
Speaker 1: I don't know, what are your thoughts, like, what have
Speaker 1: you seen this work in leadership versus management? And some
Speaker 1: mistakes maybe that you've made Mandy along the way.
Speaker 3: Yeah, I think I turned into a really brilliant leader
Speaker 3: by the end of my time in corporate. I'm just
Speaker 3: gonna say it. I love the way that I led.
Speaker 3: My team loved me, I loved him. We had respect.
Speaker 3: I gained it all. However I was. I had so
Speaker 3: many different experiences. I went from being able to build
Speaker 3: my team to then inheriting like twelve new people and
Speaker 3: an acquisition who were already suspicious of everything that my
Speaker 3: company was, including me. I've been younger than people that
Speaker 3: I've managed and you know, and dealt with that whole
Speaker 3: like age gap difference and building still managed to build
Speaker 3: respect in the way that I did it. I mean
Speaker 3: we don't have a ton of time to like go
Speaker 3: through all of that. But one of the first things
Speaker 3: that I the reason I asked, you know how long
Speaker 3: she's been there is you said about a few months
Speaker 3: or so. The first few months as a manager, you
Speaker 3: should be doing nothing but listening, setting up one on ones,
Speaker 3: building rapport understanding, not assuming that they are the reason
Speaker 3: that there's no good system and they're not being efficient,
Speaker 3: but letting them tell you why things are the way
Speaker 3: that they are, how do things currently run? Do You
Speaker 3: can't go in and just hear a story from your
Speaker 3: manager kind of summarizing everything. You need to like get
Speaker 3: in there in the trenches with them, and you can't
Speaker 3: make the assumption that they don't know what they're doing.
Speaker 3: They're already going to feel like you come in thinking
Speaker 3: that they're dumb dumbs. It kind of reminds me of
Speaker 3: like if you're steeing like the whole trope of like
Speaker 3: the white teacher going to like an underprivileged school and
Speaker 3: they I bet they walk in and make assumptions like, oh,
Speaker 3: these kids probably can't read or whatever, and that already
Speaker 3: makes the kids feel like shit. They're like, hey, it's
Speaker 3: that we are not intelligent. It's because these textbooks are
Speaker 3: ten years old and we don't get resources and all that.
Speaker 3: So you need to go in there and start for
Speaker 3: level of respect. They can earn it, but let's go
Speaker 3: ahead and give the benefit of the doubt. So going
Speaker 3: with trust, you have to also as far as a leader.
Speaker 3: Good leaders care about the ways that their employee's best work.
Speaker 3: And you may have workers who really don't care to
Speaker 3: be called on in a meeting for their feedback. They
Speaker 3: may want to think about feedback and write a team later.
Speaker 3: You have workers who are going to be the first
Speaker 3: to raise their hand and speak out. But then you
Speaker 3: got the folks who are more quiet, who can be overlooked.
Speaker 3: So I say get people by themselves and really get
Speaker 3: to know what they're going through. Because you've already done
Speaker 3: some damage in your first few months, I think that
Speaker 3: the first thing you should do is to have a
Speaker 3: big meeting to apologize and say, hey, I take ownership
Speaker 3: for kind of coming in with, you know, guns blazing
Speaker 3: and trying to make some changes. I want to do
Speaker 3: things differently and I need y'all's help. I'm gonna and
Speaker 3: tell them what you're going to do. I'm going to
Speaker 3: have you know, a half hour one on one with
Speaker 3: each of you guys individually. Then we're going to come
Speaker 3: and come together and have some touch points and have
Speaker 3: some meetings, and we are going to fix this as
Speaker 3: a team. I can't do it without you start from scratch,
Speaker 3: because you can't go back to your first impression. It
Speaker 3: was already a bad one. And you can't ask your
Speaker 3: supervisor to lay a hammer down. You want them to
Speaker 3: all quit, Go ahead, try that's what's going to happen. Yes,
Speaker 3: you need to take ownership yourself as a leader. You
Speaker 3: can't go to your bandager and ask them to fix
Speaker 3: things for you. They didn't hire you for that. They
Speaker 3: hired you to fix the problem for them, you know
Speaker 3: what I mean. You have to make them look good
Speaker 3: by fixing it, and your team has to make you
Speaker 3: look good, you know, implementing these new strategies. So that's
Speaker 3: your first Your first stop is your apology tour, and
Speaker 3: there's and you know what, it is not bad to apologize.
Speaker 3: I it's never You're not going to lose their respect
Speaker 3: by not by apologizing and showing weakness. It I think
Speaker 3: is a sign of strength that you can admit when
Speaker 3: you were wrong and just ask for a new beginning
Speaker 3: and do things different.
Speaker 2: Yeah.
Speaker 1: Yeah, it's not easy because I think people don't realize that, like,
Speaker 1: leadership is not a bad I said this.
Speaker 3: It's like the reason why I was giggling is because
Speaker 3: it reminds me of me trying to like manage my
Speaker 3: four year old, Like he does not care to listen,
Speaker 3: and it's I try to you know, Me and Enrique
Speaker 3: were like dictators like no, you can't do that, No
Speaker 3: you can't do this, Sit here, sit there, And I'm like,
Speaker 3: now if when I'm really impatient, that's how I try
Speaker 3: to parent.
Speaker 2: And it does not work.
Speaker 3: Does not work because he's me and yeah, reincarnated as
Speaker 3: a four year old, and he's very stubborn and like,
Speaker 3: so I have to build his trust in other ways,
Speaker 3: like hey, let's yes first and then you know, so
Speaker 3: it's not unlike.
Speaker 2: Leadership is collaborative.
Speaker 1: That's the thing I think that you know, I think
Speaker 1: it's almost like it's almost like you know, when you're
Speaker 1: learning to like you think, well, you're gonna drive a car,
Speaker 1: You're you're steering, really think you go back and forth
Speaker 1: back or forth, back and forth. It's like, yeah, nobody
Speaker 1: drives a car like that. And so it's like some
Speaker 1: people think, like on the on the surface, if they
Speaker 1: see if I'm a far that leadership, they have a
Speaker 1: cartoon version of what they think leadership is, where it's like, oh,
Speaker 1: I'm the boss, you just do what I say. And
Speaker 1: it's like, yeah, no, in real life, it actually doesn't
Speaker 1: work that way, or people just won't work for you,
Speaker 1: or you'll get people who will stay because they have
Speaker 1: no place else to go because they're not good, but
Speaker 1: the good people will be gone. And truly good leadership
Speaker 1: gets people like excited. They feel autonomous. They know that
Speaker 1: you don't care as much about the how as long
Speaker 1: as it's done. You know, they feel like I'm collaboratively
Speaker 1: working with you to like get stuff done, and they're
Speaker 1: part of a larger goal, like there's a larger mission
Speaker 1: of foot in that and if they play a valuable
Speaker 1: role in making sure that mission happens. I'm reading like
Speaker 1: you know, like y'all know, I'm reading that ten X
Speaker 1: is greater than two. We's in chapter six it's all
Speaker 1: about creating a self managing team. And there was like,
Speaker 1: you know, just really great feedback about like what does
Speaker 1: it look like to be a really good leader.
Speaker 2: And so I had her.
Speaker 1: I was like, girl, don't read the best and just
Speaker 1: skip to chapter six. Not so hopefully I'll be able
Speaker 1: to give some updates about how it's going for her.
Speaker 1: Fingers crossed.
Speaker 2: That's the book.
Speaker 3: Recommendation is Dare to Lead by Brene Brown, the First
Speaker 3: ninety Days by I don't know who, just google it.
Speaker 3: I was one of the books I read when I
Speaker 3: joined my team. And anyway, Oh, and ask your boss
Speaker 3: for some professional development. Yeah, fund, find a conference, find
Speaker 3: a seminar. You guys, we're gonna take a quick break, Tiffany,
Speaker 3: does that sound good?
Speaker 1: And Dad have to plug in my computer because it's
Speaker 1: about to die, so in the.
Speaker 3: Meantime put it on life support. We'll be right back,
Speaker 3: BA fan with one more Q and one more A. Okay,
Speaker 3: BA Fan, we are back with another ooh, mysterious anonymous question,
Speaker 3: and so let's jump into it. Hey, I'm new to
Speaker 3: the pod and I love y'all. This is probably a
Speaker 3: dumb question, but my husband and I fight about money
Speaker 3: all the time. It's miserable. We have credit card debt
Speaker 3: we're paying off. But once we pay the debt off,
Speaker 3: then what do we do. Oh, oh, okay, we have
Speaker 3: credit card debt we're paying off. But once we pay
Speaker 3: it off, then what do we do? Combined? We make
Speaker 3: two hundred and fifty K a year, which I feel
Speaker 3: like is a lot of mone but we're constantly asking
Speaker 3: where does it all go when our debt is paid off?
Speaker 3: Do we get a CPA? Do we get a financial planner?
Speaker 3: We need help with everything from a budget to how
Speaker 3: much we should invest, to how much we should be saving.
Speaker 3: We need someone to tell it to us, like we're stupid.
Speaker 3: Where do we start when the debt is paid off? Thanks?
Speaker 3: This is so real.
Speaker 2: Yes, I love this. We need someone to tell like
Speaker 2: we're stupid.
Speaker 1: Well, obviously you guys are not stupid, you know, but
Speaker 1: I remember maybe you were telling me, like a long
Speaker 1: time ago, when you had hired Helen and your financial planner.
Speaker 1: She was like the tie breaker, you were like, and
Speaker 1: sometimes she would side with the rika. You're like, oh wow, girl.
Speaker 2: Sister planner. Yes, that's exactly what I was speaking.
Speaker 3: It's fine once in a while, they're going to have
Speaker 3: to give the guy a win, you.
Speaker 2: Know what I'm saying.
Speaker 3: I think even she knew that. Let me let Enrique
Speaker 3: feel included, but you will get nowhere to get like you.
Speaker 3: I always have this analogy of like me and Rique.
Speaker 3: Sometimes it's like we are holding hands while we're each
Speaker 3: trying to go different directions at a crossroads, like we're
Speaker 3: constantly and we're just like yanking each other like this way, No,
Speaker 3: it's this way.
Speaker 2: I know.
Speaker 3: You know, you get absolutely nowhere. You just do you
Speaker 3: feel like dumb dumbs, which is how you feel, and
Speaker 3: that's how I've felt many times. Financial planners help so
Speaker 3: much because they are objective. Yea, yeah, objective, and they
Speaker 3: can help. It feels so much less like, so much
Speaker 3: less fraught and there's no blame. You know, they're just
Speaker 3: looking at the facts. And I think that would be
Speaker 3: completely helpful to you in addition to a financial planner,
Speaker 3: like reading books on your own, yeah, can be really
Speaker 3: helpful for your education. Tiffany's book is like the foundation
Speaker 3: that I feel like it sounds like you need and
Speaker 3: you're part with money, Get it with money dot Com.
Speaker 3: Get that book, then get the workbook. You know, if
Speaker 3: you're anything like my husband or your husband's like mine,
Speaker 3: you're gonna be the one who wants to read books
Speaker 3: and he's like I'll red it stuff, read and find
Speaker 3: out about investment. But you have your style. He has
Speaker 3: his just trust with the financial planner that it will
Speaker 3: help lead you guys in the right direction.
Speaker 1: You go right And I say this that like yeah,
Speaker 1: so introducing someone to help kind of like God, just
Speaker 1: do it.
Speaker 2: And here's the thing.
Speaker 1: You don't have to wait until the debt is gone,
Speaker 1: like you can start next.
Speaker 2: I know you said, what are we doing? We're debt free.
Speaker 1: Since you don't have to wait, you can start to
Speaker 1: look for So I have I partner with this organization
Speaker 1: called wealth Ram.
Speaker 2: I think it's called But if you go to is
Speaker 2: it your money match, I'll always forget.
Speaker 1: So the way it works because a lot of people
Speaker 1: ask where do you find Well, there's a bunch of places,
Speaker 1: but I like the wealth Ramp your money match. Let
Speaker 1: me just make sure that that's what the name of
Speaker 1: the side is. Your money mets dot com.
Speaker 2: Your money match dot com. Let's see if it comes.
Speaker 3: Your money that's wealth Ramp.
Speaker 2: Yes, I don't think it's your money match.
Speaker 3: It's called money match.
Speaker 1: I did so your money mess dot com is like,
Speaker 1: so if you go to your money mess dot com,
Speaker 1: I partner with this company that if you like, you
Speaker 1: fill out some like you know, questions that you and
Speaker 1: your your partner will fill out or you can do
Speaker 1: them by yourself or whatever, and they will match you
Speaker 1: based upon what you say to up to three different
Speaker 1: financial certified financial planners.
Speaker 2: That was critical. That's why I partner with them.
Speaker 1: Certified financial planners are the gold standard of financial planners,
Speaker 1: you know, So think about a financial advisor is a teacher.
Speaker 1: Lots of people can be a teacher, but a certified
Speaker 1: financial planner is a university tenured professor.
Speaker 2: So it's like the gold standard of financial planners.
Speaker 1: And they have to they have a fiduciary responsibility, mean
Speaker 1: where they got to put your interest first.
Speaker 2: They have to have continued education.
Speaker 1: There's a bunch of stuff that they have to do
Speaker 1: in order to become a certified financial planner.
Speaker 2: And most financial advisors are not.
Speaker 1: So one you're going to look for that and there
Speaker 1: the reason why I created a money match is because
Speaker 1: I give you all these tools that you can use
Speaker 1: to help that out the right financial planner. The tools
Speaker 1: are free. You know, Like here's something called like I
Speaker 1: call it your so called financial life where you kind
Speaker 1: of fill out this, like what.
Speaker 2: Are all your finances?
Speaker 1: So when you look for a financial planner, you can
Speaker 1: share it with them and they can see if they
Speaker 1: even are a match with you. But even questions to
Speaker 1: ask ustin financial planner, So that way before you bet
Speaker 1: the three people that they suggest to you, you know
Speaker 1: you are like fully like, Okay, this is a question
Speaker 1: that we're going to ask. We know exactly what we're
Speaker 1: looking for and to make sure you find the right person. Yeah, yeah,
Speaker 1: because honestly, because I mean, we hired when Jerelle was
Speaker 1: still here, my late husband, we hired Angelie and it
Speaker 1: was so helpful. We didn't fight about money, but it
Speaker 1: allowed us to like like kind of get our goals
Speaker 1: out and say what do we need to do and
Speaker 1: have a professional guide.
Speaker 2: Us along the path.
Speaker 1: That was really helpful because it was like Drelle and
Speaker 1: I had talked about our goals, but it was kind
Speaker 1: of like how do we get there? I don't know.
Speaker 1: So Angelie helped to map out like kind of like
Speaker 1: this like year one, we're going to do this, Year two,
Speaker 1: you should do this, And it was really helpful. And
Speaker 1: you know, I personally where I look for a financial
Speaker 1: planner or anyone that's gonna teach me anything that'd be
Speaker 1: a good teacher.
Speaker 2: Are they really patient?
Speaker 1: Like? Literally, I tell Angelie, like, I know I'm the
Speaker 1: bunchets and ab girl, but I don't know nothing about
Speaker 1: all this. So I'm gonna ask you questions like I'm
Speaker 1: in fifth grade and so I have my notebook out and.
Speaker 2: I'm like, so, explain what that word means.
Speaker 1: So you want someone who's not condescending, who's really kind
Speaker 1: and easy to navigate.
Speaker 2: Yeah, and so yeah, so that should be helpful.
Speaker 1: You'll find your money match dot Com to find a
Speaker 1: financial planner, and your girls stop fighting with that need
Speaker 1: about money chat. I'll get somebody else to you know,
Speaker 1: in the mix.
Speaker 2: In the mix good, right.
Speaker 1: So if you like our show and we know that
Speaker 1: you do, we want you to leave a review or
Speaker 1: two A. If you're like a show and we know
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Speaker 1: A two by. You know, I'm gonna forget that song
Speaker 1: next week, so don't expect me to remember it.
Speaker 2: Many do we have any new reviews?
Speaker 3: We do? I want to read your reading from Vicky
Speaker 3: seven four one two who loves to review just a
Speaker 3: couple of days ago. All right, she says, or he
Speaker 3: but she we know it's so she Get your life
Speaker 3: together and tune in is her review. This podcast has
Speaker 3: not only enhanced my life in the career and personal
Speaker 3: finance sector, but provided the space for my girl gang
Speaker 3: to share knowledge and discussion. Thank you, Mandy and Tiffany
Speaker 3: your commitment to serving women of color, For your commitment
Speaker 3: to serving women of color in an authentic and vulnerable way.
Speaker 2: Yes, girl gang, we love that, Bicky can't You could
Speaker 2: be like Vicki and get it shouted out too.
Speaker 1: If you leave us a review on Apple Podcasts or
Speaker 1: wherever you listen to podcasts, because it really helps to
Speaker 1: get our podcast out there and share the EPI, you know,
Speaker 1: especially be like, oh, this sounds like my sister needs this.
Speaker 1: Go ahead and press she girl, go keep it to yourself. Okay,
Speaker 1: So until next week, y'all.
Speaker 2: Bye,