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Speaker 1: Hey, Atlantia, this is a special episode that we're dedicating

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Speaker 1: to the sparkling life of Marie Mama Ta Taro, who

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Speaker 1: is with us from June to December seven. Here's a

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Speaker 1: little clip of Mama dropping knowledge on social media from

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Speaker 1: at Landia episode A Little Meta, A little Mama in

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Speaker 1: Enjoy my grandmother in law, um, who is the most

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Speaker 1: active eighty seven year old I know on Facebook who

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Speaker 1: has recently converted and self taught um her way onto Instagram.

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Speaker 1: So have fun with this one, at Landia. What is

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Speaker 1: your name on Instagram? What is it? Yeah? Mamo? Okay,

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Speaker 1: Next we'll have to get you on Snapchat. Oh snapchat.

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Speaker 1: Oh that's where you put the ears to No, yeah,

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Speaker 1: all the filters. Oh, I'd never put my face like that.

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Speaker 1: Never Lucky put this face. But you have more photo

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Speaker 1: profile swaps than anybody I know with the seasons on Facebook.

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Speaker 1: You change your photo with like it's like a It's

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Speaker 1: like a calendar pin up to change my cover. But

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Speaker 1: are all your friends on Facebook? I'm curious, Like, do

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Speaker 1: they chat with you? None of them? They know what

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Speaker 1: the hell is all about? How about what I do

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Speaker 1: with those uh bit muljis. Yes, Oh, when I do

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Speaker 1: with those. Bimji is the girl who does my vendor placement.

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Speaker 1: I don't talk to anymore. I just send her a

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Speaker 1: bit Moji and she knows exactly what I want. She

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Speaker 1: looks forward. What do you say to her? Like? Give

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Speaker 1: me an example? Um? Like if she didn't? And some

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Speaker 1: my text and then there's a girl on me on me,

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Speaker 1: it's supposed to be me hand on the hit. Did

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Speaker 1: you get my text? Oh? I got so so day,

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Speaker 1: I can't how to? Could I get it on my

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Speaker 1: I pad? I'll show you, I'll show you. Make me

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Speaker 1: laugh so hard, I'm crying. What's up? I'm Laura Creni

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Speaker 1: and I'm Alexa Kristen. Welcome back to at Landia. Got

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Speaker 1: a great show today Stephanie Natty Olson on the mic.

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Speaker 1: So excited to have her. She started an amazing company

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Speaker 1: called We Are Rosie, and we Are Rosie was built

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Speaker 1: to really double down on remote work, and considering in

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Speaker 1: the majority of our industry and the world is working remotely,

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Speaker 1: we thought it would be really insightful to get Stephanie

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Speaker 1: on and share some of the lessons that she's learned

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Speaker 1: in building her business, certainly, but in what she's seeing

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Speaker 1: over the last you know, six seven, eight months, and

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Speaker 1: how agencies, brand marketers, corporations are adapting their model to

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Speaker 1: meet the moment. And given that Stephanie was so far

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Speaker 1: out in front of it, and honor to have her

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Speaker 1: here and share what she knows, and I love that

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Speaker 1: she is not just a gig platform or service. Really,

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Speaker 1: what Stephanie was doing up front was thinking about how

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Speaker 1: do we get the people, the others in the world

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Speaker 1: to become a part of this economy, to actually be

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Speaker 1: truly inclusive in the marketing and advertising space. And I

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Speaker 1: think that using inclusivity as one of the reasons she

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Speaker 1: got started is actually giving her a lot of legs,

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Speaker 1: especially at a time like now that we're in where

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Speaker 1: so many people are out of work, and also rethinking, frankly,

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Speaker 1: who do I want to be, what do I want

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Speaker 1: to do? And how do I take skill sets and

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Speaker 1: experiences that I've had and translate them maybe into something else.

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Speaker 1: So really excited to have Stephanie on and with that

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Speaker 1: we'll be right back. What's up, bad Landia. We're back

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Speaker 1: with our friends at yield MO for the third of

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Speaker 1: a four part series talking about making attention actionable. We

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Speaker 1: are here with Lisa Bradner, GM of Analytics and Teddy

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Speaker 1: jo d E, head of Product. It's really interesting to

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Speaker 1: think about context as an audience strategy. Can you talk

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Speaker 1: about how brands are working with yield Mo around building

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Speaker 1: contextually relevant strategies both on and off platform. We have

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Speaker 1: several ways that we work with advertisers. The company actually

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Speaker 1: started as a formats company, and it started because our founders,

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Speaker 1: and Teddy is one of them, said, you know, throwing

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Speaker 1: a display out on a mobile phone as a cousy experience.

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Speaker 1: Let's create something that's native to the device itself and

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Speaker 1: makes sense. And out of that grew our format's business.

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Speaker 1: And it's about creating something somebody wants to engage in.

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Speaker 1: So we just lost a format Mega Shopper. It's a

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Speaker 1: shoppable ad format that does a beautiful job of displaying

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Speaker 1: the brand. Right. It doesn't feel like some sort of

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Speaker 1: hokey d R book just to get eat a click here,

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Speaker 1: or no hula hooping cowboys or any of things we

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Speaker 1: all remember from the early days, right, But it's just

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Speaker 1: about a really quality brand experience that resonates that somebody

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Speaker 1: wants to go in and look and touch. And I

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Speaker 1: think the other side, and you're not saying it, Laura,

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Speaker 1: but it's true, which is you know, after three impressions,

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Speaker 1: if somebody is not signaling any interest, it's probably time

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Speaker 1: to go away for a while. Right that we need

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Speaker 1: to be equally sensitive to not the right time, let's

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Speaker 1: let's pivot, or not the right creative, Let's test something else.

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Speaker 1: Let's keep working and iterating the message and how we

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Speaker 1: put it together to make sure that we are showing

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Speaker 1: up in an authentic and right way. Um. And context

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Speaker 1: is absolutely part of that. Right. Even even a brand

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Speaker 1: I love, there are times when I don't want to

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Speaker 1: see it and don't want to hear from it. So

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Speaker 1: understanding the context I leaned and pay attention to and

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Speaker 1: the context I don't are really really important to not

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Speaker 1: offending or annoying people with our advertising experiences. And we

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Speaker 1: started Gilmo, we created these ads that we thought looked

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Speaker 1: better and we would like to see and they worked better. Um.

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Speaker 1: And one of the things we got from initial customers, right,

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Speaker 1: these were great. I'm seeing more sales from mobile, but

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Speaker 1: the click the rate is lower than than in They're

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Speaker 1: just trained to think that the click the rates I

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Speaker 1: need clicks because you know, I'm coming from search or

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Speaker 1: just been trained to think that this is the ultimate

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Speaker 1: goals get clicks. And that was really the genesis of

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Speaker 1: capturing attention because that's all we had, right, That's the

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Speaker 1: only way they can assess the quality of their advertising

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Speaker 1: was clicks. And especially if it's hard to kind of

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Speaker 1: measure sales and these these new environments, that's what allowed

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Speaker 1: us to get to creating attention and exposing a new

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Speaker 1: way to evaluate the quality even add and it's even

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Speaker 1: more important today because you're inundated with messages and being

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Speaker 1: able to get that feedback from a brand like this

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Speaker 1: is working, this isn't um and this is really working,

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Speaker 1: and attention is ultimately the closest proxy you can to

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Speaker 1: that in real time, like if someone is this working?

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Speaker 1: Is is someone? Does someone care about this message or not?

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Speaker 1: And the faster you can give that, the fast you

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Speaker 1: can kind of operate on that as a brand, the

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Speaker 1: better you're going to be. Well, the click through is

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Speaker 1: a really interesting thing, Teddy, right, I mean we all

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Speaker 1: malign click through rate is a terrible metric, and yet

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Speaker 1: media plans come across your desk and ctr is the goal. Right.

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Speaker 1: We worked with a specialty retailer who came to us

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Speaker 1: and click through rate was their KPI and we said, okay,

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Speaker 1: but if we can get fewer clicks but better clicks

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Speaker 1: right higher ROAs war conversion, are you interested in that?

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Speaker 1: And they said yes, And they put us head to

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Speaker 1: head with several other partners in the space, and we

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Speaker 1: beat them all. We didn't beat them on raw clicks,

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Speaker 1: but we beat them on return on I had spend.

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Speaker 1: We beat them on conversion. So you know, it's not

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Speaker 1: even as simple as all clickthroughs are bad. It's understanding

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Speaker 1: which ones are meaningful and which ones are somebody fat

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Speaker 1: fingering the phone. And if you can start to distinguish

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Speaker 1: those in the wild, you can start to develop a

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Speaker 1: click through metrics that actually matters and brings value. How

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Speaker 1: many clients are you working with that are starting to

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Speaker 1: use you to actually collect first party data and starting

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Speaker 1: to actually really build the coffer right their coffer, a

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Speaker 1: first party data around audiences that matter to their brand.

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Speaker 1: We are, and increasingly we have just launched our off

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Speaker 1: marketplace data product, and that is exactly what it's focused on,

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Speaker 1: is helping brands build their own corpus of a database

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Speaker 1: that basically tells them, who, what, where, when, why is

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Speaker 1: working for them? And that's going to look completely different

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Speaker 1: from one brand to another, and even between competitive brands.

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Speaker 1: Right now, you just you go out and bid on

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Speaker 1: an undifferentiated sea of impressions and you hope you pick

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Speaker 1: the right ones, right, and it's price driven and it's

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Speaker 1: auction driven, and you don't know what you're getting. We're

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Speaker 1: helping clients build their own proprietary way of evaluating. This

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Speaker 1: impression is actually worth a lot more to me than

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Speaker 1: that impression, even though they look the same, right, even

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Speaker 1: though they're both brands safe and they're both fraud free,

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Speaker 1: and they're both viewable, but they are not the same

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Speaker 1: for the brands. And you can do that from an

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Speaker 1: audience perspective, but can also do it from an inventory perspective.

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Speaker 1: And that's exactly the product we've launched and where we're

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Speaker 1: going after is we believe the future is brands bringing

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Speaker 1: their own view of the marketplace and developing their own

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Speaker 1: biddings rategy that's customized for their goals, as opposed to

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Speaker 1: just sort of this open auction where we all just

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Speaker 1: hope for the best. Thank you Lisa and Teddy so

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Speaker 1: much for joining us. For another discussion on making attention actionable.

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Speaker 1: For more, go to www dot yield, mo y I

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Speaker 1: E L D m O dot com and Atlantia. We

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Speaker 1: are back in the booth with Stephanie Natty Olsen, founder

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Speaker 1: and CEO of We Are Rosie, And if I may

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Speaker 1: add my favorite Twitter follow of the moment, Stephanie, Welcome

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Speaker 1: to Atlantia. Welcome, Thank you so much. I'm so happy

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Speaker 1: to be here. We're so happy to have you, Stephanie.

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Speaker 1: The question on everyone's mind what is we are Rosie? Oh?

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Speaker 1: This is a great question. I mean, we have spent

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Speaker 1: two and a half years kind of defining that ourselves.

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Speaker 1: We Are Rosie is a flexible talent solution um plugging

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Speaker 1: into companies big and small to offer agile, independent talent

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Speaker 1: onto and across the entire marketing spectrum. Take us to

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Speaker 1: the origin story. How did We Are Rosie start? What

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Speaker 1: was the sort of aha moment um that led to

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Speaker 1: this amazing business that you have been building? Oh? I

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Speaker 1: like I wish there was one Aha moment. There have

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Speaker 1: been kind of several in my life and when I

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Speaker 1: look back, I'll actually take you back like a little

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Speaker 1: bit further to even my childhood UM. My parents come

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Speaker 1: from two wildly different backgrounds. My dad grew up in

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Speaker 1: a refugee camp, multiple refugee camps, UM and lost his

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Speaker 1: mother at a very young age and came to the

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Speaker 1: States with a third grade education working as a tailor

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Speaker 1: UM and literally met my mother in a car accident

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Speaker 1: here in Atlanta. And my my dad is this brown

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Speaker 1: Muslim Arabic man the English as a second language. My

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Speaker 1: mother is this white, blonde hair, blue eyed Christian woman

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Speaker 1: from Nebraska. UM, and these two kind of came together

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Speaker 1: in like the most unexpected way and built this really

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Speaker 1: unexpect of family. That is kind of an AHA moment

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Speaker 1: for me, And that diversity for me is like baseline, right,

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Speaker 1: Like I have just always grown up around different people,

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Speaker 1: people with different educational backgrounds, different languages, different religions UM.

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Speaker 1: And so I've just had like a really unique appreciation

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Speaker 1: for that UM, and that appreciation married with kind of

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Speaker 1: my fifteen year career in the marketing and advertising space

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Speaker 1: UM has really borne we are rosy into the world. Right,

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Speaker 1: Like I have always had an eye out for people

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Speaker 1: who are overlooked and marginalized and underestimated in the way

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Speaker 1: that my dad UM and oftentimes the Muslim Arabic side

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Speaker 1: of my family has been throughout their lives UM. And

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Speaker 1: I was seeing that happen in the marketing and advertising space,

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Speaker 1: and I thought, this is a shame. You know, we're

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Speaker 1: we're having all these panels. We're talking so frequently about

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Speaker 1: caring about creating an inclusive industry, creating a place where

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Speaker 1: everyone can thrive, UM, increasing diversity. We've been talking well

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Speaker 1: this for ten years or longer, right for decades, and

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Speaker 1: like no progress to be made, honestly, And I thought

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Speaker 1: we were pushing a lot of people out of this

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Speaker 1: industry simply because they don't feel welcome here. And we

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Speaker 1: have created corporate refugees and those are my people. So

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Speaker 1: I built We Are Rosie to be a home for

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Speaker 1: all of the corporate refugees in the marketing industry. These

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Speaker 1: are the caregivers, the people who don't want to live

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Speaker 1: in a major market, people over forty, the LGBTQ community,

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Speaker 1: black marketers, people of color marketers, all of the people

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Speaker 1: that provide the richness that this industry wants. UM, that

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Speaker 1: haven't felt welcome and at home. And that's really you know,

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Speaker 1: my life's work and my passion UM and what lights

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Speaker 1: me up. So it's it's been really cool to translate

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Speaker 1: that into a new type of business and in the

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Speaker 1: marketing services space. Stephanie, how old is we are? We're

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Speaker 1: two and a half years old. We'll be three in March.

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Speaker 1: And Stephanie, I know you've shared with Alex and I

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Speaker 1: a story about your first brief. There's an incredible story

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Speaker 1: about the magic of Rosie coming to life seemingly overnight.

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Speaker 1: Can you take us back to that moment. Yeah, I

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Speaker 1: mean I was actually reflecting on this recently and thinking like,

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Speaker 1: the greatest gift we ever got as this small business

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Speaker 1: with a big dream was the complete lack of diligence

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Speaker 1: our first client did for us. Like we didn't have

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Speaker 1: a website, I didn't have a bank account, like I

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Speaker 1: was still trying to figure out insurance. And a giant

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Speaker 1: agency hired us to off board a piece of business.

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Speaker 1: And I had just kind of started telling people that

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Speaker 1: I was going to build this community of independent marketers

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Speaker 1: um and they other people started telling other people, and

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Speaker 1: it landed on the desk of this woman at a

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Speaker 1: big agency who was in a bind and she needed

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Speaker 1: ten media people to sail this q s R brand.

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Speaker 1: Into the sunset that the account was in review and

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Speaker 1: the agency wasn't going to defend it, and they wanted

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Speaker 1: to take all their full time employees off of it

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Speaker 1: and put them onto new Biz so that they wouldn't

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Speaker 1: have to lay them off eventually when this particular piece

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Speaker 1: of business left the agency. So I got on the

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Speaker 1: phone with them and pretended I had a business that

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Speaker 1: didn't quite exist yet, and um, they said we need

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Speaker 1: ten rosies. It was Thursday. They said we need ten

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Speaker 1: rosies to start on Monday, and I was like, oh yeah, yes,

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Speaker 1: sure absolutely, And I spent all weekend just hustling, you know,

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Speaker 1: like just calling everyone I know, finding out who was freelancing,

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Speaker 1: getting referrals from people on LinkedIn, like just hitting up strangers.

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Speaker 1: It was just like such a grind and we pulled

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Speaker 1: it off and we ran all uh programmatic and social

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Speaker 1: media for a giant QUSR brand for six months. We

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Speaker 1: launched six hundred campaigns, um had rosies and three time zones.

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Speaker 1: I mean it was just completely wild. So ten rosies

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Speaker 1: in nearly three years. How do you become a rosie?

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Speaker 1: And as a fast follow, how do you hire a rosie? Yeah,

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Speaker 1: so to become a Rosie. You go to we are

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Speaker 1: rosy dot com slash join and you fill out a profile,

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Speaker 1: and we're really trying to like revolutionize the way that

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Speaker 1: we evaluate talent that we are Rosie. We're trying to

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Speaker 1: question everything over here all the time. UM. But we

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Speaker 1: started to ask people, yes, of course, like what is

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Speaker 1: your experience and skills? What have you done? What types

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Speaker 1: of brands have you worked on? But we're also asking

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Speaker 1: like what lights you up? Like what do you care about?

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Speaker 1: What type of work really like makes you excited? And

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Speaker 1: so once we have all of that information, will match

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Speaker 1: people with projects as they come available. UM. From the

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Speaker 1: client side, we have a pretty deep client experience and

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Speaker 1: success team now we are Rosie. So our clients will

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Speaker 1: call us, sometimes just with a business challenge that they

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Speaker 1: need help thinking through how they can leverage ex talent,

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Speaker 1: sometimes with a really specific need where they say I

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Speaker 1: need this particular type of talent for a six month

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Speaker 1: project UM or a matt leave or something like that. UM,

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Speaker 1: and then we spin up, you know, hand pick a

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Speaker 1: team or an individual Rosie for them and say, here's

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Speaker 1: who we think can knock this out of the park

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Speaker 1: for you. Here's why, UM, here's why we love this

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Speaker 1: person for this, and then we kind of co create

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Speaker 1: the teams alongside our clients. Are you guys also doing

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Speaker 1: kind of non linear matching and giving people opportunities? And

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Speaker 1: if so, what's your process to do that? Yeah, to

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Speaker 1: be honest, it's much easier for us to do that

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Speaker 1: within our own four walls at the moment are four

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Speaker 1: virtual walls. So when we're hiring for our core team,

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Speaker 1: we use intuition over everything else. Right, Like my chief

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Speaker 1: of staff, who I absolutely could not live without UM,

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Speaker 1: came from a pe back to medical device company. Like,

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Speaker 1: it is not linear, and she is the one who's

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Speaker 1: negotiating contracts with all of our big clients UM and

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Speaker 1: keep being me from going off the rails and marketing

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Speaker 1: is a totally you know, new realm for her at

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Speaker 1: the to the extent that we're doing it here UM.

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Speaker 1: So we are always looking for people that are just

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Speaker 1: passionate about what we're doing and are aligned with our

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Speaker 1: ethos and values. I honestly care much more about that

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Speaker 1: than what's on your resume. So we've just kind of

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Speaker 1: done that throughout our entire company as we've grown UM.

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Speaker 1: For our clients. It's hard, right, because we're trying to

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Speaker 1: push them to change their culture through we are rosy. Um.

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Speaker 1: The beautiful thing is as our company is kind of blossomed,

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Speaker 1: is that a lot of our clients come to us

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Speaker 1: and say, I want my organization to look more like

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Speaker 1: we are rosy than what my organization looks like today,

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Speaker 1: for reasons around diversity and inclusion, agility, you know, transparency, um,

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Speaker 1: all sorts of reasons. And so we're able to say like, look,

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Speaker 1: this is how we do it. So we need you

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Speaker 1: to trust us. Right that this person on paper might

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Speaker 1: not look a perfect but if you keep using the

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Speaker 1: same requirements you've always used to bring talent into your organization,

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Speaker 1: you're never going to have diversity, right, Like, we have

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Speaker 1: to change the system if we want a different outcome.

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Speaker 1: So it's a lot of repetition on that the era

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Speaker 1: of remote work is it here to stay? Like the

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Speaker 1: cat is out of the bag. How are you going

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Speaker 1: to like look at anybody in the face after this

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Speaker 1: and be like, you know, you need to be in

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Speaker 1: the office to do your job, Like nobody's gonna take

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Speaker 1: you seriously, how has the conversation changed for you? In

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Speaker 1: I mean, remote work is a huge part of that, right. Like,

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Speaker 1: I my last business trip before COVID hit was to

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Speaker 1: meet our Amazon and Microsoft clients, and I was there

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Speaker 1: specifically to talk to them about remote work as a

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Speaker 1: form of inclusion. And you know, we had this wonderful

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Speaker 1: conversation about you know, if you really care about inclusion

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Speaker 1: in your organization, you cannot say I want a world

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Speaker 1: class organization and everybody has to live in this market, right,

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Speaker 1: What are you asking people to give up in terms

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Speaker 1: of community, um, especially from underrepresented groups of talent, if

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Speaker 1: you're forcing them to live in any specific market. Um.

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Speaker 1: So that was the conversation, and that that was the

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Speaker 1: that was kind of the angle that we had to

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Speaker 1: have at the moment to get people to come along

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Speaker 1: the remote work ride COVID. Kind of, as you mentioned,

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Speaker 1: like we're all here together now, we all know that

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Speaker 1: this is a thing and it's happening, and like we

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Speaker 1: were making work potentially much more complicated than we needed

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Speaker 1: to for a really long time. And so the conversation

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Speaker 1: has certainly changed from like tell me how people could

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Speaker 1: work remotely to oh my god, how do I support

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Speaker 1: people working remotely? Because we're here now and it's really

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Speaker 1: like been a huge evolution for our business where we

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Speaker 1: have moved over to like these full enterprise partnerships, where

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Speaker 1: our clients are saying, we need we are Rosie to

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Speaker 1: be this flexible layer on top of our full time

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Speaker 1: employees because nobody knows what the future is going to

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Speaker 1: look like. We're totally down with remote work now ow

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Speaker 1: um and we realized that we were never as innovative

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Speaker 1: and agile as we thought we were because we were

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Speaker 1: really caught on our heels when all of this COVID

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Speaker 1: stuff started. Um. So the conversation has changed in a

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Speaker 1: huge way. Is there we are Rosie playbook for corporate

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Speaker 1: culture of the future. I think there's two things. Um.

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Speaker 1: You know, there have been moments where I've wondered, like,

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Speaker 1: is it possible to turn the Titanic right? If you're

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Speaker 1: an organization of people, how can you incorporate meaningful change

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Speaker 1: on that that type of scale where we have seen

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Speaker 1: success with our clients in particular, I call them strategic rebels,

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Speaker 1: Like there are people in these massive global organizations that

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Speaker 1: want to institute change and have the power and influence

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Speaker 1: to do it in their sphere. Um. And people have

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Speaker 1: to see it work before they get more comfortable with it.

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Speaker 1: So you can do it from the inside, where these

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Speaker 1: strategic rebels start to really live their values out loud

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Speaker 1: and and force the issue and use all of their

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Speaker 1: influence and power to do that. And internally, you can

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Speaker 1: also do it through external partners like We Are Rosie.

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Speaker 1: I had a client the other day describe us as

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Speaker 1: like UM a cheat. They were like, by partnering with

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Speaker 1: We Are Rosie, my team gets to see what inclusion

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Speaker 1: looks like. My team gets to see what agility looks like,

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Speaker 1: and it becomes the norm here. So we're slowly shifting

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Speaker 1: culture because none of this stuff is going to happen overnight.

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Speaker 1: So I think that that's a really interesting way to

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Speaker 1: think about. You know, what are the micro actions that

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Speaker 1: you can take in some macro actions wherever you can

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Speaker 1: to just like get closer to the destination you want

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Speaker 1: to be in UM. And then what we've learned that

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Speaker 1: we are Rosie that I think, you know, we get

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Speaker 1: asked all the time, how do your rosies feel like

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Speaker 1: a team if they've never worked together before, and you know,

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Speaker 1: they're not playing ping pong together at the office. And

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Speaker 1: I can honestly say, like I've worked at huge companies.

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Speaker 1: I worked at Microsoft, I worked at a O l

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Speaker 1: UM and like, I have never seen a group of

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Speaker 1: people galvanized the way I have seen the We Are

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Speaker 1: Rosy com unity um. And it's the sense of purpose,

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Speaker 1: Like every single person that joins the We Are Rosy

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Speaker 1: community knows what they're getting into, Like we live our

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Speaker 1: values out loud. We're, you know, an activist organization, Like

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Speaker 1: I'm pretty plain about the fact that we Are Rosy

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Speaker 1: is in the business of creating access and opportunity and

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Speaker 1: wealth for people who traditionally have been left out of

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Speaker 1: those conversations and opportunities. And so when people join we

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Speaker 1: Are Rosy, like they understand what we are about as

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Speaker 1: a company and there's no ambiguity there. So we're like

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Speaker 1: this lightning rod for other like minded people. And that

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Speaker 1: is culture, right, Like culture isn't, you know, grabbing drinks

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Speaker 1: after work necessarily, It isn't you know, shooting the ship

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Speaker 1: around the coffeemaker. Culture can be especially for for a

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Speaker 1: much needed revolution, like what We Are Rosy is trying

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Speaker 1: to create with work. Culture can be a place that

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Speaker 1: has shared beliefs and values and where we're all working

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Speaker 1: towards normalizing a better way of work for all of us.

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Speaker 1: I just pulled up this tweet UM from seven hours

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Speaker 1: ago from recording this episode where you said, uh in

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Speaker 1: talking about we are Rosie. This business has grown a

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Speaker 1: hundred and twenty year over year without and capitalized, without

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Speaker 1: compromising our values, any outside funding tech. We're building that now,

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Speaker 1: client funded office space or a biz plan. You don't

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Speaker 1: have to follow anyone else's blueprint. You boots dropped the

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Speaker 1: whole thing. Yeah, what does that feel like two and

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Speaker 1: a half years later, And what have you learned or

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Speaker 1: wish you knew then that you know now to sort

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Speaker 1: of pass it on. It feels wonderful to bootstrop this business.

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Speaker 1: Like I've got to be honest, like no regrets. There

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Speaker 1: has never been a moment where I have been like

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Speaker 1: I wish we had outside funding UM. And it has

431
00:24:51,880 --> 00:24:55,320
Speaker 1: forced us to like be really smart about what we do.

432
00:24:55,480 --> 00:24:57,880
Speaker 1: It's forced us to listen to every signal we get

433
00:24:57,960 --> 00:25:01,800
Speaker 1: from our customers because they're funding this business UM, and

434
00:25:02,119 --> 00:25:05,639
Speaker 1: you know it's it's liberated our business. Like we're in

435
00:25:05,680 --> 00:25:08,840
Speaker 1: the business of liberation. We don't want to be tied

436
00:25:08,880 --> 00:25:12,480
Speaker 1: down with anybody else's money or energy. I want to

437
00:25:12,480 --> 00:25:14,520
Speaker 1: be free to grow this business the way I want.

438
00:25:14,600 --> 00:25:19,280
Speaker 1: So that is it's a really good feeling. UM. It's

439
00:25:19,280 --> 00:25:22,640
Speaker 1: not always easy, but like our business has grown so

440
00:25:22,760 --> 00:25:27,080
Speaker 1: quickly that like it. Honestly, we've been profitable since day one. UM,

441
00:25:27,280 --> 00:25:30,240
Speaker 1: we're more than doubling our revenue year over year in

442
00:25:30,280 --> 00:25:34,520
Speaker 1: the midst of all of this craziness of UM and

443
00:25:34,680 --> 00:25:38,240
Speaker 1: we're projecting three x revenue growth for next year. And

444
00:25:38,280 --> 00:25:40,959
Speaker 1: in terms of advice that I wish I knew, I

445
00:25:41,000 --> 00:25:44,439
Speaker 1: wish I knew that there are so many people that

446
00:25:44,520 --> 00:25:47,800
Speaker 1: want to help this business is like there I could

447
00:25:47,840 --> 00:25:49,800
Speaker 1: say like all the time, like there are angels everywhere.

448
00:25:50,080 --> 00:25:53,919
Speaker 1: We have grown with this tiny marketing team. We have

449
00:25:54,080 --> 00:25:57,440
Speaker 1: no like media budget or anything like that through word

450
00:25:57,480 --> 00:26:01,600
Speaker 1: of mouth and it's through these incredible influential people in

451
00:26:01,640 --> 00:26:04,639
Speaker 1: this industry that are our strategic rebels, that are like,

452
00:26:04,680 --> 00:26:07,080
Speaker 1: holy shit, we need more of this. That tell their

453
00:26:07,119 --> 00:26:09,719
Speaker 1: friends and tell their friends. And I wish um I

454
00:26:09,760 --> 00:26:12,000
Speaker 1: had known at the beginning that like it was okay

455
00:26:12,040 --> 00:26:14,679
Speaker 1: to ask for help and to say, hey, if you

456
00:26:14,720 --> 00:26:17,200
Speaker 1: know anybody that should know about we are Rosie, please

457
00:26:17,240 --> 00:26:20,040
Speaker 1: tell them who do you want to work with next?

458
00:26:20,480 --> 00:26:24,480
Speaker 1: Who's on the dream list, So we have like very

459
00:26:24,520 --> 00:26:27,160
Speaker 1: nerdy dreams over here. I want to work with Salesforce,

460
00:26:27,240 --> 00:26:28,960
Speaker 1: I want to work with Oracle, I want to work

461
00:26:28,960 --> 00:26:31,920
Speaker 1: with Adobe. We're killing it with the big tech companies

462
00:26:32,000 --> 00:26:35,359
Speaker 1: right now, and they can put so many rosies to work.

463
00:26:35,560 --> 00:26:38,080
Speaker 1: So I always think about it from like, who can

464
00:26:38,119 --> 00:26:40,600
Speaker 1: we get in with that can put a ton of

465
00:26:40,720 --> 00:26:44,239
Speaker 1: rosies to work UM at once and P and has

466
00:26:44,280 --> 00:26:46,679
Speaker 1: been will stay on our list until we crack that

467
00:26:46,720 --> 00:26:48,880
Speaker 1: one too. I think we have some people to see

468
00:26:48,880 --> 00:26:53,480
Speaker 1: see when this UH episode comes out on Twitter. Yes,

469
00:26:53,800 --> 00:26:57,160
Speaker 1: So talking about industry models, the shift from a award

470
00:26:57,280 --> 00:27:01,199
Speaker 1: project base work, which I have to imagine really leans

471
00:27:01,240 --> 00:27:04,000
Speaker 1: into the need for the agility model that you have

472
00:27:04,119 --> 00:27:06,520
Speaker 1: in co creating, getting and getting out, you know, producing

473
00:27:06,560 --> 00:27:08,520
Speaker 1: the best work with the right team. What are you

474
00:27:08,560 --> 00:27:12,760
Speaker 1: seeing in terms of a O R versus project and

475
00:27:13,359 --> 00:27:15,879
Speaker 1: do you are you running different playbooks depending on size

476
00:27:15,920 --> 00:27:17,840
Speaker 1: and scope or is the model the model the model?

477
00:27:18,240 --> 00:27:21,359
Speaker 1: The model remains unchanged, right Like we are Rosy can

478
00:27:21,400 --> 00:27:24,240
Speaker 1: give you individual talent or teams of talent to get

479
00:27:24,280 --> 00:27:28,040
Speaker 1: a project over the line, and we thrive as you

480
00:27:28,040 --> 00:27:33,560
Speaker 1: can imagine in project based environments, right because project based

481
00:27:33,640 --> 00:27:36,240
Speaker 1: environments are a great time to experiment, it's a great

482
00:27:36,280 --> 00:27:38,399
Speaker 1: time to innovate, it's a great time to really like

483
00:27:38,560 --> 00:27:42,600
Speaker 1: actually show up with diversity and inclusion, particularly if you

484
00:27:42,680 --> 00:27:45,520
Speaker 1: have access to a model like we are Rosy, So

485
00:27:45,960 --> 00:27:49,040
Speaker 1: we are killing it on the project based front um

486
00:27:49,080 --> 00:27:52,040
Speaker 1: and what we're seeing. You know, our clients are big,

487
00:27:52,160 --> 00:27:53,960
Speaker 1: right and so there they need an A O R

488
00:27:54,040 --> 00:27:56,760
Speaker 1: right like we work with Microsoft. We will never replace

489
00:27:56,800 --> 00:27:58,560
Speaker 1: your A R. I have no interest in that. Like

490
00:27:58,600 --> 00:28:00,960
Speaker 1: there is a place for an A O R and

491
00:28:00,960 --> 00:28:05,320
Speaker 1: I hat tip those folks. But for us to be

492
00:28:05,400 --> 00:28:09,680
Speaker 1: able to handle bolster in house teams to get project

493
00:28:09,680 --> 00:28:13,840
Speaker 1: based work done and over the line internally, UM is

494
00:28:14,200 --> 00:28:17,640
Speaker 1: invaluable right now, right as people just don't know what's

495
00:28:17,640 --> 00:28:19,920
Speaker 1: going to happen tomorrow or what they're going to need.

496
00:28:20,400 --> 00:28:25,000
Speaker 1: The ability to just tap into UM folks at a

497
00:28:25,040 --> 00:28:27,600
Speaker 1: moment's notice and get them into your organization in a

498
00:28:27,640 --> 00:28:31,520
Speaker 1: thoughtful way is really meaningful. So I think we'll continue

499
00:28:31,560 --> 00:28:34,080
Speaker 1: to see that the growth of project based work. Certainly

500
00:28:34,160 --> 00:28:37,399
Speaker 1: with all the instability, Are there any skill sets that

501
00:28:37,480 --> 00:28:40,680
Speaker 1: jump out right now or in the last year the

502
00:28:40,840 --> 00:28:44,400
Speaker 1: organizations or cmos are looking for. We haven't seen any

503
00:28:44,480 --> 00:28:48,240
Speaker 1: specific trends in that way. But in terms of what

504
00:28:48,480 --> 00:28:51,880
Speaker 1: our clients are asking us for, the only unique thing

505
00:28:51,920 --> 00:28:54,760
Speaker 1: that I think is really worth calling out is our

506
00:28:54,960 --> 00:28:58,440
Speaker 1: clients are asking us now for a flex talent resource manager.

507
00:28:59,000 --> 00:29:01,960
Speaker 1: So they're asking us for somebody that can sit inside

508
00:29:01,960 --> 00:29:06,040
Speaker 1: their organization listening on the business needs, what's coming down

509
00:29:06,040 --> 00:29:09,240
Speaker 1: the pipe, um, what they're gonna in, which ways they're

510
00:29:09,240 --> 00:29:12,120
Speaker 1: going to need to flex, and can translate that need

511
00:29:12,640 --> 00:29:16,920
Speaker 1: into a flexible talent you know, solution or outcome. And

512
00:29:16,960 --> 00:29:19,560
Speaker 1: so this is it's a new skill set, right, It's

513
00:29:19,600 --> 00:29:21,880
Speaker 1: somebody who's just kind of keeping an eye out for like,

514
00:29:21,960 --> 00:29:24,720
Speaker 1: how do we do this with you know, on our

515
00:29:24,720 --> 00:29:28,400
Speaker 1: own using this you know massive community and growing community

516
00:29:28,400 --> 00:29:32,360
Speaker 1: of independence and marketing is totally a talent producer, which

517
00:29:32,400 --> 00:29:35,560
Speaker 1: I love that idea. Yeah, I mean when you think

518
00:29:35,560 --> 00:29:39,000
Speaker 1: about it, to me, HR is one of the departments

519
00:29:39,160 --> 00:29:42,880
Speaker 1: or you know, expertise that needs to be totally disrupted

520
00:29:43,160 --> 00:29:45,920
Speaker 1: and it's still sitting in the world of like talking

521
00:29:45,960 --> 00:29:48,840
Speaker 1: about the future of work, talking about the gig economy.

522
00:29:48,880 --> 00:29:54,280
Speaker 1: But in most organizations it's not happening. No, it's not happening.

523
00:29:54,400 --> 00:29:57,600
Speaker 1: You know, there's contractors there's some freelancers, and then there's

524
00:29:57,720 --> 00:29:59,920
Speaker 1: f T R F T S and it's this stand

525
00:30:00,000 --> 00:30:03,760
Speaker 1: eared stuff. Yeah, are you meeting with c h R

526
00:30:03,800 --> 00:30:07,280
Speaker 1: O S, Like are you meeting with heads of HR? Yeah?

527
00:30:07,320 --> 00:30:10,560
Speaker 1: I mean most of our conversations center with the CMO

528
00:30:10,840 --> 00:30:15,200
Speaker 1: and actually UM D E and I. So those are

529
00:30:15,320 --> 00:30:18,040
Speaker 1: kind of our our main areas because we've made this

530
00:30:18,120 --> 00:30:20,800
Speaker 1: public commitment that of the people that we put to

531
00:30:20,840 --> 00:30:23,320
Speaker 1: work through we Are Rosy will be blacker people of color.

532
00:30:23,880 --> 00:30:26,280
Speaker 1: And so the D E and I teams with that

533
00:30:26,320 --> 00:30:29,640
Speaker 1: are partnered with the cmos are quite interested in how

534
00:30:29,680 --> 00:30:33,600
Speaker 1: we are Rosy can create that cultural shift and showcase diversity,

535
00:30:34,000 --> 00:30:37,400
Speaker 1: um and inclusion through our partnership so that they can

536
00:30:37,440 --> 00:30:40,479
Speaker 1: begin to move things along themselves. I agree with you,

537
00:30:40,560 --> 00:30:43,600
Speaker 1: there is such a huge opportunity on the HR side

538
00:30:43,600 --> 00:30:46,600
Speaker 1: because we hear all the stories from our rosie's who

539
00:30:46,640 --> 00:30:49,240
Speaker 1: are like I actually wanted to stay at this company

540
00:30:49,480 --> 00:30:52,040
Speaker 1: and am incredibly valuable. And I told them that I

541
00:30:52,080 --> 00:30:54,840
Speaker 1: needed to work remote pre covid obviously and they said

542
00:30:54,880 --> 00:30:57,120
Speaker 1: no way. Or I told them that I needed to

543
00:30:57,200 --> 00:30:59,480
Speaker 1: work three days a week or that I needed flex

544
00:30:59,520 --> 00:31:02,320
Speaker 1: hours and they said no way. And like there is

545
00:31:02,400 --> 00:31:06,000
Speaker 1: just incredible talent streaming out the doors and they have

546
00:31:06,080 --> 00:31:10,560
Speaker 1: options now, and so the HR teams should be paying

547
00:31:10,600 --> 00:31:14,080
Speaker 1: attention um and start thinking about how they can retain

548
00:31:14,200 --> 00:31:16,960
Speaker 1: talent as people begin to have more flexible options. And

549
00:31:16,960 --> 00:31:18,760
Speaker 1: I think COVID is pushing a lot of folks in

550
00:31:18,800 --> 00:31:21,400
Speaker 1: that way. So Stephan, you have to highlight something for

551
00:31:21,440 --> 00:31:23,920
Speaker 1: a minute. At Age named you Visionary of the Year

552
00:31:24,000 --> 00:31:29,120
Speaker 1: this year. Congratulations, thank you. And as I'm sitting through

553
00:31:29,160 --> 00:31:32,720
Speaker 1: this episode hearing you know from your origin story too,

554
00:31:32,840 --> 00:31:35,240
Speaker 1: to the roadmap to to where you're headed, how you're

555
00:31:35,280 --> 00:31:37,840
Speaker 1: handling you know, the things coming in your inbox. Well

556
00:31:37,880 --> 00:31:41,400
Speaker 1: we are Rosie Jesta and advertising and marketing, I don't

557
00:31:41,400 --> 00:31:45,040
Speaker 1: think so. It has become so apparent, like greater than

558
00:31:45,080 --> 00:31:48,240
Speaker 1: I've ever realized, right that there was so much pent

559
00:31:48,360 --> 00:31:52,120
Speaker 1: up demand on the talent side, UM for people to

560
00:31:52,200 --> 00:31:54,280
Speaker 1: work in a way that gave them more dignity and

561
00:31:54,360 --> 00:31:58,640
Speaker 1: humanity UM and a better life. And the ripple effect

562
00:31:58,720 --> 00:32:01,040
Speaker 1: that we've seen through the work that we're just doing

563
00:32:01,040 --> 00:32:03,520
Speaker 1: in marketing and advertising, where if you can give one

564
00:32:03,600 --> 00:32:06,640
Speaker 1: person an opportunity to work in a way that you

565
00:32:06,680 --> 00:32:09,680
Speaker 1: know gives them, uh the life that they desire and

566
00:32:09,720 --> 00:32:11,880
Speaker 1: the career that they want. There's a ripple effect, and

567
00:32:11,920 --> 00:32:14,920
Speaker 1: I think stopping at marketing would be a disservice because

568
00:32:14,960 --> 00:32:17,760
Speaker 1: we certainly have the blueprint, like we know how to

569
00:32:17,800 --> 00:32:20,400
Speaker 1: make it happen UM, and we know how to integrate

570
00:32:20,440 --> 00:32:24,120
Speaker 1: this talent into other organizations in a really meaningful way.

571
00:32:24,200 --> 00:32:26,680
Speaker 1: So you know, we aren't making any moves in that

572
00:32:27,040 --> 00:32:30,160
Speaker 1: in that way our direction at the moment, but it's

573
00:32:30,200 --> 00:32:32,760
Speaker 1: certainly something that I have an eye on, and I

574
00:32:32,800 --> 00:32:35,400
Speaker 1: think that the potential for us to have an impact

575
00:32:35,800 --> 00:32:39,640
Speaker 1: in other verticals is you know, a no brainer for us. Yeah,

576
00:32:39,680 --> 00:32:42,000
Speaker 1: because I'm just I've pulled up your website and it

577
00:32:42,000 --> 00:32:44,280
Speaker 1: says about, you know, a new era of marketing and

578
00:32:44,320 --> 00:32:46,320
Speaker 1: I'm waiting for the day I see marketing with the

579
00:32:46,360 --> 00:32:48,240
Speaker 1: line through it and it's just like a new era

580
00:32:48,360 --> 00:32:51,240
Speaker 1: of working period. So what is in the road map?

581
00:32:51,280 --> 00:32:56,120
Speaker 1: What's next? UM? We are building tech, which is really exciting. UM.

582
00:32:56,320 --> 00:32:59,800
Speaker 1: You know, it's totally client funded and I encourage anyone

583
00:32:59,840 --> 00:33:03,280
Speaker 1: who wants to build tech like get and get four

584
00:33:04,240 --> 00:33:06,560
Speaker 1: cases where you're doing it manually first, which is what

585
00:33:06,600 --> 00:33:09,880
Speaker 1: we've done. UM. So we're really excited to be building

586
00:33:09,880 --> 00:33:12,640
Speaker 1: a tech platform that will allow our clients to come

587
00:33:13,000 --> 00:33:16,480
Speaker 1: see their rosies UM who's working on projects now, A

588
00:33:16,600 --> 00:33:19,480
Speaker 1: custom curated bench of talent that we've kind of hand

589
00:33:19,520 --> 00:33:24,120
Speaker 1: picked UM that makes sense for their organization, diversity metrics

590
00:33:24,160 --> 00:33:27,240
Speaker 1: around the rosies that are we're plugging in UM and

591
00:33:27,280 --> 00:33:30,040
Speaker 1: also like some ways that we want them to stretch UM.

592
00:33:30,160 --> 00:33:32,600
Speaker 1: So we're about to launch a big partnership that I

593
00:33:32,640 --> 00:33:36,000
Speaker 1: can't name yet that is really digging deep into matching

594
00:33:36,040 --> 00:33:40,200
Speaker 1: people to work based on what lights them up and

595
00:33:40,240 --> 00:33:43,760
Speaker 1: what they're capable of and less on you know, what

596
00:33:43,840 --> 00:33:45,760
Speaker 1: school they went to and what they've done so far.

597
00:33:46,360 --> 00:33:48,680
Speaker 1: So that will allow us once we have all of

598
00:33:48,720 --> 00:33:52,560
Speaker 1: that data UM, i'll overlaid on our roses, it'll allow

599
00:33:52,680 --> 00:33:55,080
Speaker 1: us to make more thoughtful recommendations to our clients about

600
00:33:55,080 --> 00:33:58,000
Speaker 1: how they can push themselves. So I think that's that's

601
00:33:58,040 --> 00:34:00,640
Speaker 1: giving people a lot of light. A lot of insights

602
00:34:00,840 --> 00:34:02,680
Speaker 1: UM that you've derived over the last two and a

603
00:34:02,680 --> 00:34:08,080
Speaker 1: half years have culminated in a podcast and the Rosie Report.

604
00:34:08,360 --> 00:34:10,200
Speaker 1: Can you talk a little bit about the Rosy Report

605
00:34:10,239 --> 00:34:12,920
Speaker 1: and the direction you're going from a thought leadership standpoint.

606
00:34:13,400 --> 00:34:17,759
Speaker 1: There is a Desmond Tutu quote that I love that says, UM,

607
00:34:17,800 --> 00:34:20,439
Speaker 1: at some point, we have to stop just pulling people

608
00:34:20,520 --> 00:34:23,120
Speaker 1: out of the river. We have to go upstream and

609
00:34:23,160 --> 00:34:26,360
Speaker 1: find out why they're falling in. And I remember reading

610
00:34:26,400 --> 00:34:29,560
Speaker 1: that UM like six or eight months ago and thinking,

611
00:34:29,600 --> 00:34:31,760
Speaker 1: oh my god, we are Rosie is just pulling people

612
00:34:31,760 --> 00:34:35,240
Speaker 1: out of the river. How do we influence the future

613
00:34:35,280 --> 00:34:38,000
Speaker 1: of work in a way that prevents so many people

614
00:34:38,040 --> 00:34:40,239
Speaker 1: from falling in to begin with? And I really I

615
00:34:40,560 --> 00:34:42,319
Speaker 1: really took it to heart and said, like, this is

616
00:34:42,320 --> 00:34:45,359
Speaker 1: our responsibility to our Rosie's in our community, and like

617
00:34:45,719 --> 00:34:48,120
Speaker 1: our mission to create a better way to work. And

618
00:34:48,120 --> 00:34:51,040
Speaker 1: that has kind of come to fruition in a few ways. UM.

619
00:34:51,080 --> 00:34:54,520
Speaker 1: The Rosie Report started out as an actual report, right, Like,

620
00:34:54,560 --> 00:34:57,160
Speaker 1: we have an incredible view of this industry. We work

621
00:34:57,200 --> 00:35:03,120
Speaker 1: with brands, forty five agencies, we have data on marketers, UM.

622
00:35:03,200 --> 00:35:06,000
Speaker 1: So we we've compiled all of that into a report

623
00:35:06,040 --> 00:35:08,840
Speaker 1: and case studies on what the future of work cannon

624
00:35:08,840 --> 00:35:11,560
Speaker 1: should look like in marketing. UM. We didn't want that

625
00:35:11,640 --> 00:35:13,719
Speaker 1: to be a static thing, so we really kind of

626
00:35:13,760 --> 00:35:16,160
Speaker 1: put our heads together on like, what are the other

627
00:35:16,200 --> 00:35:19,360
Speaker 1: ways that we can influence the future of work UM

628
00:35:19,400 --> 00:35:23,160
Speaker 1: and the Rosie Report franchise has certainly expanded. So there

629
00:35:23,239 --> 00:35:25,560
Speaker 1: is a podcast. We just launched season two of The

630
00:35:25,680 --> 00:35:29,520
Speaker 1: Rosy Report UM, where again we're maintaining that commitment that

631
00:35:30,520 --> 00:35:33,359
Speaker 1: the people represented on our podcast will be blacker, people

632
00:35:33,400 --> 00:35:38,279
Speaker 1: of color. We are so wholeheartedly um uh into the

633
00:35:38,280 --> 00:35:41,520
Speaker 1: fact that the future of work must be created and

634
00:35:41,640 --> 00:35:45,080
Speaker 1: ideated by everybody and not the same people that gave

635
00:35:45,160 --> 00:35:47,680
Speaker 1: us this current system that's not in service of everyone.

636
00:35:48,080 --> 00:35:51,240
Speaker 1: So we have the podcast, we have our actual Report

637
00:35:51,320 --> 00:35:53,520
Speaker 1: Insights Report that will be coming out again at the

638
00:35:53,560 --> 00:35:56,279
Speaker 1: beginning of next year UM. And then we also have

639
00:35:56,360 --> 00:35:58,960
Speaker 1: the Rosy Report dot Com. So that's kind of the

640
00:35:59,000 --> 00:36:02,040
Speaker 1: trifecta of the Rosie Report and the Rosie Report dot

641
00:36:02,040 --> 00:36:05,360
Speaker 1: Com is a content hub um all about the future

642
00:36:05,400 --> 00:36:08,560
Speaker 1: of work, not justin marketing, and it's about how do

643
00:36:08,640 --> 00:36:11,480
Speaker 1: we create a more inclusive, equitable future of work and

644
00:36:11,520 --> 00:36:13,799
Speaker 1: how do we kind of seize the moment that has

645
00:36:13,880 --> 00:36:16,759
Speaker 1: laid at our feet here to rebuild in a way

646
00:36:16,800 --> 00:36:20,160
Speaker 1: that creates meaningful change that we've been chasing after for decades.

647
00:36:20,719 --> 00:36:24,319
Speaker 1: Let's go to our game, Stephanie Naddie Olsen, what would

648
00:36:24,320 --> 00:36:31,040
Speaker 1: you kill by do yourself kill in office work? Requirements obviously,

649
00:36:31,920 --> 00:36:36,839
Speaker 1: um by like products, stock investment, whatever you can get

650
00:36:36,840 --> 00:36:39,480
Speaker 1: your hands on from companies that are building a more

651
00:36:39,480 --> 00:36:43,680
Speaker 1: equitable future in any way shape or form um and

652
00:36:43,719 --> 00:36:47,200
Speaker 1: I d I Y like d I Y the life

653
00:36:47,480 --> 00:36:50,479
Speaker 1: that will bring you joy. We all should be doing

654
00:36:50,480 --> 00:36:53,560
Speaker 1: that right now. And Stuff. If people want to get

655
00:36:53,560 --> 00:36:56,919
Speaker 1: in touch with you to learn more about Rosie, where

656
00:36:56,920 --> 00:37:00,960
Speaker 1: can they reach you on Twitter at Stephanie n olsen

657
00:37:01,200 --> 00:37:05,120
Speaker 1: o l s O n um and my email is

658
00:37:05,200 --> 00:37:08,200
Speaker 1: stuff at we are Rosie dot com. Thank you for

659
00:37:08,280 --> 00:37:25,040
Speaker 1: having me. Thank you, this is awesome. Thanks Steph. So

660
00:37:25,040 --> 00:37:27,279
Speaker 1: so great to have Stephanie on the show. We've been

661
00:37:27,320 --> 00:37:29,959
Speaker 1: watching the trajectory of her career over the last few

662
00:37:29,960 --> 00:37:33,480
Speaker 1: months and years. Is she's built We Are Rosie and

663
00:37:33,600 --> 00:37:35,600
Speaker 1: just really great to get the insight not just in

664
00:37:35,640 --> 00:37:38,520
Speaker 1: bootstrapping her business, in the origin of the company, but

665
00:37:38,680 --> 00:37:43,319
Speaker 1: really how she's emerged going from ten Rosie's one thing

666
00:37:43,600 --> 00:37:48,319
Speaker 1: that I will leave at Landia listeners to think about is,

667
00:37:48,600 --> 00:37:51,439
Speaker 1: you know, we had Ross Martin and curn Sheerson from

668
00:37:51,480 --> 00:37:54,000
Speaker 1: known on and the question was what do you want

669
00:37:54,040 --> 00:37:58,359
Speaker 1: to be known for? And I think corporate culture needs

670
00:37:58,400 --> 00:38:01,080
Speaker 1: to ask the same question, what do you want to

671
00:38:01,080 --> 00:38:03,440
Speaker 1: be known for, And it's not just your product, and

672
00:38:03,480 --> 00:38:06,440
Speaker 1: it's not just your price, and it's not your logistics.

673
00:38:06,800 --> 00:38:08,799
Speaker 1: What do you want to be known for? Isn't that

674
00:38:08,800 --> 00:38:12,279
Speaker 1: what we're pushing towards. What's your legacy? What's your legacy?

675
00:38:12,640 --> 00:38:15,200
Speaker 1: Talent at the end of the day, is one of

676
00:38:15,200 --> 00:38:20,160
Speaker 1: the most brand double things right in the best way.

677
00:38:20,400 --> 00:38:22,960
Speaker 1: It is one of the most important things that makes

678
00:38:23,000 --> 00:38:24,680
Speaker 1: you stand out. So what do you want to be

679
00:38:24,800 --> 00:38:26,840
Speaker 1: known for? You want to be known for your people

680
00:38:27,840 --> 00:38:31,399
Speaker 1: and how you've taken care of them and how you've

681
00:38:31,400 --> 00:38:34,840
Speaker 1: put them to work. That is completely ownable to who

682
00:38:34,960 --> 00:38:37,840
Speaker 1: your company is. I'm gonna double down on that, Alexai.

683
00:38:37,840 --> 00:38:40,200
Speaker 1: I just talked to a CMO the other day and

684
00:38:40,360 --> 00:38:43,239
Speaker 1: something that came up in the conversation is I bet

685
00:38:43,239 --> 00:38:45,879
Speaker 1: on you, I bet on people. You know I don't

686
00:38:45,920 --> 00:38:49,280
Speaker 1: care if your organization was www dot whatever, dot com.

687
00:38:49,320 --> 00:38:52,280
Speaker 1: I bet on you and you know so and everything

688
00:38:52,280 --> 00:38:55,600
Speaker 1: that you just said and really betting on people. I

689
00:38:55,719 --> 00:38:58,839
Speaker 1: co sign that. And with that, Laura, we're gonna bring

690
00:38:58,840 --> 00:39:02,520
Speaker 1: an Ian Schaefer, who we teased in our last episode,

691
00:39:02,719 --> 00:39:05,279
Speaker 1: is going to talk about a question that he put

692
00:39:05,320 --> 00:39:09,320
Speaker 1: out to the ad Landia community and on his Twitter handle,

693
00:39:10,120 --> 00:39:14,280
Speaker 1: and Ian started an organization called Kindred. He's the CEO

694
00:39:14,320 --> 00:39:18,080
Speaker 1: of Kindred and it's all about training and talking about

695
00:39:18,120 --> 00:39:21,920
Speaker 1: and having really difficult conversations about how we're actioning on

696
00:39:22,040 --> 00:39:25,359
Speaker 1: purpose and profit at the same time. And with that,

697
00:39:25,560 --> 00:39:29,560
Speaker 1: Ian Shaefer with the Burning Question. Ian's invited a guest

698
00:39:29,600 --> 00:39:33,239
Speaker 1: for this segment, Mita Maleck, head of Diversity and Inclusion,

699
00:39:33,280 --> 00:39:37,719
Speaker 1: Equity and Impact at Carter. Welcome, Ian and Nita, Hi,

700
00:39:38,440 --> 00:39:41,160
Speaker 1: thank you so much for having me. Thank you for

701
00:39:41,239 --> 00:39:45,360
Speaker 1: having me. I'm very excited. So this segment, the Burning Question,

702
00:39:45,480 --> 00:39:50,279
Speaker 1: focuses on the fear of effing up? How do we

703
00:39:50,320 --> 00:39:55,600
Speaker 1: get leaders and CEOs today to actually make decisions? And Ian,

704
00:39:55,680 --> 00:39:58,200
Speaker 1: you wrote a piece about this on LinkedIn that I

705
00:39:58,200 --> 00:40:03,000
Speaker 1: thought was great. Don't let the fear of effing up

706
00:40:03,160 --> 00:40:05,759
Speaker 1: stop you from making decisions. And we are seeing this

707
00:40:06,200 --> 00:40:08,560
Speaker 1: all over the place, and I think it's more extreme

708
00:40:08,680 --> 00:40:12,839
Speaker 1: right now, especially amidst COVID. The place that I wanted

709
00:40:12,920 --> 00:40:16,960
Speaker 1: to start is why are we facing such an extreme

710
00:40:17,080 --> 00:40:19,840
Speaker 1: as you put it, faux fu in today's c suite.

711
00:40:20,160 --> 00:40:22,799
Speaker 1: I think people fear consequences just like they always have.

712
00:40:23,000 --> 00:40:26,319
Speaker 1: Right now, the consequences are. Um. It's one thing to

713
00:40:26,360 --> 00:40:31,120
Speaker 1: have a reputational consequence in the workplace. It's another thing

714
00:40:31,160 --> 00:40:35,879
Speaker 1: to have a reputational consequence like in society, like where

715
00:40:35,880 --> 00:40:38,879
Speaker 1: you live. And I think the amount of attention that's

716
00:40:38,920 --> 00:40:44,359
Speaker 1: been paid to cancel culture, or at least the theoretical

717
00:40:44,480 --> 00:40:48,040
Speaker 1: construct of cancel culture, um, you know, has has been

718
00:40:48,200 --> 00:40:52,560
Speaker 1: enough to basically put a speed bump. But in some

719
00:40:52,600 --> 00:40:56,280
Speaker 1: cases of wall um, you know, between intent and action,

720
00:40:56,640 --> 00:40:58,400
Speaker 1: you know, when it comes to decision making at a

721
00:40:58,440 --> 00:41:01,120
Speaker 1: company or brand for that matter, um, which you know

722
00:41:01,239 --> 00:41:04,600
Speaker 1: oftentimes is just the some of the actions that a

723
00:41:04,680 --> 00:41:08,640
Speaker 1: company takes, including right it's it's commerce and commercials. But

724
00:41:08,719 --> 00:41:11,719
Speaker 1: the reality of the situation is that people do get

725
00:41:11,760 --> 00:41:15,319
Speaker 1: caught up um, you know in that in that net

726
00:41:15,520 --> 00:41:17,640
Speaker 1: or or in front of that wall. Um, you know,

727
00:41:17,640 --> 00:41:19,480
Speaker 1: when it comes time to take an action. I was

728
00:41:20,000 --> 00:41:23,120
Speaker 1: I was watching the movie manc on Netflix this weekend

729
00:41:23,719 --> 00:41:26,640
Speaker 1: about the screenwriter Citizen Kane and about the story that

730
00:41:26,640 --> 00:41:30,200
Speaker 1: went into that. And there's this great scene, um, you know,

731
00:41:30,239 --> 00:41:32,920
Speaker 1: where where Mac goes into the office of Irvin Thalberg,

732
00:41:32,960 --> 00:41:37,120
Speaker 1: who's running day to day at MGM. Um and and

733
00:41:37,120 --> 00:41:42,120
Speaker 1: and and mag is confronting Mr. Thalberg about UM the

734
00:41:42,200 --> 00:41:45,680
Speaker 1: political TV spots that he's running, UM that are meant

735
00:41:45,680 --> 00:41:49,240
Speaker 1: to basically change people's opinions of the candidate they're running

736
00:41:49,280 --> 00:41:53,040
Speaker 1: for by not necessarily like saying any facts, but just

737
00:41:53,239 --> 00:41:56,640
Speaker 1: like raw emotion and just appealing the lowest common denominator

738
00:41:56,840 --> 00:42:00,520
Speaker 1: to get somebody to choose one candidate over another. Obviously,

739
00:42:00,560 --> 00:42:04,520
Speaker 1: they're they're they're powerless here to modern politics. But um,

740
00:42:04,520 --> 00:42:07,359
Speaker 1: what Albert said was interesting, and he said, I know

741
00:42:07,400 --> 00:42:09,080
Speaker 1: when I am at when I come to work, I

742
00:42:09,080 --> 00:42:12,160
Speaker 1: don't consider it slumming. I don't humor to keep myself

743
00:42:12,200 --> 00:42:14,799
Speaker 1: above the fray. I go to the mat for what

744
00:42:14,880 --> 00:42:17,120
Speaker 1: I believe in. I don't have time to do otherwise.

745
00:42:17,160 --> 00:42:20,400
Speaker 1: But you, sir, how formidable people like you might be

746
00:42:20,880 --> 00:42:24,399
Speaker 1: if they actually gave at the office. And to me

747
00:42:24,440 --> 00:42:27,000
Speaker 1: like that, there's a lesson in that saying, like, you know,

748
00:42:27,040 --> 00:42:30,520
Speaker 1: there's it's it's easy to talk, it really is, but

749
00:42:30,719 --> 00:42:33,160
Speaker 1: it's not easy to take an action because again, like

750
00:42:33,600 --> 00:42:36,640
Speaker 1: you have to learn to be unafraid of those consequences.

751
00:42:37,000 --> 00:42:39,040
Speaker 1: And so I think that's that's ultimately what this is

752
00:42:39,040 --> 00:42:43,719
Speaker 1: all about me to Obviously, you've perspective on this. You

753
00:42:44,000 --> 00:42:47,520
Speaker 1: were with Unilever for what almost eight years, the big,

754
00:42:47,560 --> 00:42:51,799
Speaker 1: big corporate organization. How do you think about what's happening

755
00:42:52,040 --> 00:42:56,080
Speaker 1: right now around c suite and cancel culture and decision making.

756
00:42:56,400 --> 00:42:58,480
Speaker 1: It's a great question and something that I know is

757
00:42:58,520 --> 00:43:00,600
Speaker 1: going on all of our minds. And I'm just going

758
00:43:00,640 --> 00:43:02,600
Speaker 1: to be really, really vulnerable for a second and say

759
00:43:02,640 --> 00:43:04,960
Speaker 1: I wouldn't want to be canceled. No one does, right.

760
00:43:05,080 --> 00:43:07,279
Speaker 1: I think with the power of our wallet, it's really

761
00:43:07,280 --> 00:43:10,040
Speaker 1: easy as a consumer to say, I'm really offended by

762
00:43:10,040 --> 00:43:13,480
Speaker 1: this ad. The SAD is racist, sexists, homophobic. I'm going

763
00:43:13,560 --> 00:43:16,000
Speaker 1: to stop buying right. And I think to Ian's earlier

764
00:43:16,040 --> 00:43:20,080
Speaker 1: point is about intent versus impact and really understanding that.

765
00:43:20,360 --> 00:43:23,319
Speaker 1: I like to think that of the people in this

766
00:43:23,360 --> 00:43:26,239
Speaker 1: world lead with really good intentions, otherwise I can't do

767
00:43:26,280 --> 00:43:27,960
Speaker 1: this work. And then there's two percent who are in

768
00:43:27,960 --> 00:43:32,280
Speaker 1: the headlines who don't have great intentions, but really allowing

769
00:43:32,360 --> 00:43:36,800
Speaker 1: people and brands the opportunity to apologize and bounce back

770
00:43:37,320 --> 00:43:40,480
Speaker 1: and show after the apology, I think what's really important

771
00:43:40,520 --> 00:43:42,040
Speaker 1: is what do you do next? What are the actions

772
00:43:42,040 --> 00:43:44,680
Speaker 1: that you're going to take? And it's just like relationships, right,

773
00:43:45,040 --> 00:43:48,360
Speaker 1: you think about relationships in your life and how forgiving

774
00:43:48,400 --> 00:43:51,400
Speaker 1: you are, and how you will allow for grace and

775
00:43:51,440 --> 00:43:54,839
Speaker 1: allow for people to show you that they can do

776
00:43:54,920 --> 00:43:56,600
Speaker 1: better and be better. And I think it's the same

777
00:43:56,640 --> 00:44:00,000
Speaker 1: for brands. You know, I see a big distinction between

778
00:44:00,239 --> 00:44:05,120
Speaker 1: brands and the leader. I think that consumers would rather

779
00:44:05,520 --> 00:44:09,360
Speaker 1: cancel a leader. I think culturally we'd rather cancel a

780
00:44:09,440 --> 00:44:12,239
Speaker 1: person than a company. It is easier to cancel a

781
00:44:12,280 --> 00:44:16,120
Speaker 1: person because that they are a like we can picture

782
00:44:16,719 --> 00:44:19,600
Speaker 1: them as a living, breathing thing that makes decisions right,

783
00:44:19,640 --> 00:44:21,759
Speaker 1: and we all know that like people don't. I mean,

784
00:44:21,800 --> 00:44:25,440
Speaker 1: companies don't make decisions. People do. So it's the people

785
00:44:25,480 --> 00:44:28,120
Speaker 1: that work at these companies, and it's it's more way

786
00:44:28,120 --> 00:44:33,239
Speaker 1: more convenient to have a villain in a typical like

787
00:44:33,320 --> 00:44:36,920
Speaker 1: human construct than it is to construct some kind of

788
00:44:37,080 --> 00:44:40,759
Speaker 1: you know, boogeyman of an entire company. I think because

789
00:44:41,120 --> 00:44:46,320
Speaker 1: of the advertising model being what it is, the algorithms

790
00:44:46,360 --> 00:44:49,160
Speaker 1: of all of these social media platforms where a lot

791
00:44:49,200 --> 00:44:52,440
Speaker 1: of this quote unquote cancelation is happening. Um, Like, the

792
00:44:52,480 --> 00:44:56,080
Speaker 1: algorithm favors the anger, it favors the outrage, so it

793
00:44:56,120 --> 00:44:59,919
Speaker 1: almost feeds into it. So I think the actual cancelation

794
00:45:00,000 --> 00:45:04,839
Speaker 1: in um of an individual is generally more temporary than

795
00:45:04,880 --> 00:45:07,360
Speaker 1: we think it is. By that, I mean, um, you know,

796
00:45:07,360 --> 00:45:10,839
Speaker 1: if they're willing to feed into um, you know, the conversation,

797
00:45:11,520 --> 00:45:14,600
Speaker 1: the take the hate and vitriol that is really there

798
00:45:14,680 --> 00:45:18,920
Speaker 1: temporarily because people pile on in order to favor the

799
00:45:18,960 --> 00:45:21,440
Speaker 1: algorithm so that they get more seen on these social

800
00:45:21,480 --> 00:45:24,759
Speaker 1: media platforms. So when all of that is said and done,

801
00:45:25,000 --> 00:45:27,600
Speaker 1: I believe we do still have forums where somebody can

802
00:45:27,640 --> 00:45:31,799
Speaker 1: be redeemed. Redemption happens all the time. Um. You know,

803
00:45:31,920 --> 00:45:34,600
Speaker 1: it's uh, and we conveniently forget about that because every

804
00:45:34,640 --> 00:45:37,960
Speaker 1: moment on the internet feels like a year now. UM.

805
00:45:38,000 --> 00:45:40,600
Speaker 1: But I think there's um, you know, I actually I

806
00:45:40,680 --> 00:45:43,120
Speaker 1: think that the again, like the the act of cancelation

807
00:45:43,200 --> 00:45:46,799
Speaker 1: is quite real. But I think the results of that

808
00:45:46,880 --> 00:45:50,080
Speaker 1: are sometimes overblown. In fact, I think many people have

809
00:45:50,200 --> 00:45:54,239
Speaker 1: created entire businesses out of getting canceled. Every day. I

810
00:45:54,280 --> 00:45:58,640
Speaker 1: think the industry talks about trust and empathy and all

811
00:45:58,680 --> 00:46:02,640
Speaker 1: of these things which many of us in organizations don't

812
00:46:02,719 --> 00:46:05,719
Speaker 1: actually see that coming to light in our day to

813
00:46:05,800 --> 00:46:09,120
Speaker 1: day lives within our organizations. How do you create the trust?

814
00:46:09,600 --> 00:46:12,240
Speaker 1: I think it's really important that that trust is rebuilt.

815
00:46:12,280 --> 00:46:15,440
Speaker 1: And I don't think you can just like say, you know, hey,

816
00:46:15,480 --> 00:46:18,240
Speaker 1: baby have changed now trust me. It doesn't. It doesn't

817
00:46:18,239 --> 00:46:20,560
Speaker 1: work that way. You have to establish a pattern of

818
00:46:20,840 --> 00:46:24,640
Speaker 1: promises delivered. You have to invite people on that journey

819
00:46:24,719 --> 00:46:27,400
Speaker 1: with you. You have to exhibit a sense of transparency

820
00:46:27,719 --> 00:46:30,480
Speaker 1: that shows people like, there are a series of micro

821
00:46:30,640 --> 00:46:33,400
Speaker 1: actions that we're taking that is going to deliver on

822
00:46:33,440 --> 00:46:37,680
Speaker 1: the macro action that we're promising. This is the horizon, um,

823
00:46:37,719 --> 00:46:39,319
Speaker 1: you know, and how long it will take to get there.

824
00:46:39,480 --> 00:46:41,839
Speaker 1: This is how we want to be held accountable. Um.

825
00:46:41,840 --> 00:46:43,719
Speaker 1: This is how we're holding ourselves accountable. This is the

826
00:46:43,719 --> 00:46:47,279
Speaker 1: governance you know, we're putting into play. And this is

827
00:46:47,320 --> 00:46:49,600
Speaker 1: how it's you know, frankly, like if you're a CEO,

828
00:46:50,040 --> 00:46:53,400
Speaker 1: like I want there, you know, compensation if that's what

829
00:46:53,480 --> 00:46:56,320
Speaker 1: motivates them, tied into that too. And guess what actions

830
00:46:56,360 --> 00:46:59,560
Speaker 1: are contagious. So when people see like like, it gets

831
00:46:59,640 --> 00:47:01,680
Speaker 1: less rageous to take an action the more people do

832
00:47:01,719 --> 00:47:04,320
Speaker 1: it right, and so you know, eventually they stopped becoming

833
00:47:04,320 --> 00:47:06,920
Speaker 1: a courageous act and start becoming the north I think

834
00:47:06,960 --> 00:47:11,360
Speaker 1: to the earlier conversation on cancel culture, and canceling brands

835
00:47:11,400 --> 00:47:15,480
Speaker 1: and people. I do want to allow for grace and forgiveness,

836
00:47:15,600 --> 00:47:19,480
Speaker 1: but consumers retired, progress has been slow. So you see

837
00:47:19,520 --> 00:47:22,440
Speaker 1: the same mistakes being repeated by brands, and you wonder,

838
00:47:22,560 --> 00:47:25,160
Speaker 1: didn't you just see that happen two years ago? And

839
00:47:25,200 --> 00:47:28,239
Speaker 1: so that, I think is where also the tipping point is.

840
00:47:28,280 --> 00:47:30,160
Speaker 1: And I think you know, Ian and I were talking

841
00:47:30,160 --> 00:47:34,120
Speaker 1: about a recent example with Bird's Bees, and they actually

842
00:47:34,160 --> 00:47:38,239
Speaker 1: sell all day apparel, pajamas and so on their website

843
00:47:38,280 --> 00:47:43,880
Speaker 1: they feature a great, great intention featured families wearing different pajamas.

844
00:47:45,200 --> 00:47:47,920
Speaker 1: The family they featured that was black did not include

845
00:47:47,920 --> 00:47:50,920
Speaker 1: a black father, and all the other families included what

846
00:47:50,960 --> 00:47:53,759
Speaker 1: you would say is an intact family. So you can

847
00:47:53,800 --> 00:47:58,000
Speaker 1: imagine the outrage as as it should be from the

848
00:47:58,040 --> 00:48:00,800
Speaker 1: black community and for people like me who don't identify

849
00:48:00,840 --> 00:48:03,520
Speaker 1: as black, identify with the black community. And I'm an advocate.

850
00:48:03,560 --> 00:48:06,040
Speaker 1: I'm trying to be every day a better advocate for

851
00:48:06,040 --> 00:48:09,320
Speaker 1: the black community. And you wonder, why are we perpetuating

852
00:48:09,360 --> 00:48:12,680
Speaker 1: the stereotype that black fathers are missing from their families.

853
00:48:13,360 --> 00:48:16,000
Speaker 1: And also, if you just take a step back and

854
00:48:16,040 --> 00:48:18,280
Speaker 1: look at all the images, why why are we saying

855
00:48:18,280 --> 00:48:20,560
Speaker 1: that an intact family is a mom and a dad

856
00:48:20,600 --> 00:48:22,759
Speaker 1: and two kids or a mom and dad and one kid. Right,

857
00:48:22,840 --> 00:48:25,400
Speaker 1: so if you it's multi layered. But that is not

858
00:48:25,600 --> 00:48:29,600
Speaker 1: something that's new, right. That is something that as marketers,

859
00:48:29,840 --> 00:48:32,440
Speaker 1: you know, one of the most important things is I know,

860
00:48:32,920 --> 00:48:35,680
Speaker 1: Alexa you so well. I can surprise and delight you

861
00:48:35,719 --> 00:48:37,920
Speaker 1: with a product and service you didn't expect. But do

862
00:48:37,960 --> 00:48:41,160
Speaker 1: I know the history of your community that if I

863
00:48:41,200 --> 00:48:44,440
Speaker 1: want to serve you and my culturally competent and so

864
00:48:44,560 --> 00:48:46,840
Speaker 1: that to me is one where it's like wow, like

865
00:48:46,920 --> 00:48:49,760
Speaker 1: that's not the first time we've seen it propan. So

866
00:48:49,760 --> 00:48:55,000
Speaker 1: so this outrage is warranted. I think it's part of

867
00:48:55,040 --> 00:48:59,320
Speaker 1: a consumer's right, um, you know, to hold the companies

868
00:48:59,320 --> 00:49:02,160
Speaker 1: that they do business is with accountable for their actions, um.

869
00:49:02,239 --> 00:49:04,080
Speaker 1: And I also believe that should be the same way

870
00:49:04,080 --> 00:49:06,600
Speaker 1: for the employees who work with these companies too. And

871
00:49:06,680 --> 00:49:09,640
Speaker 1: the distance that we have now from each other and

872
00:49:09,719 --> 00:49:13,120
Speaker 1: from the four walls of our offices for for a

873
00:49:13,120 --> 00:49:16,080
Speaker 1: lot of us, UM, you know that is it makes

874
00:49:16,080 --> 00:49:18,560
Speaker 1: it easier to speak up and out right, so we

875
00:49:18,600 --> 00:49:21,480
Speaker 1: see more of this, you know, of the rants that

876
00:49:21,560 --> 00:49:24,560
Speaker 1: might happen in a Twitter thread, that would never happen

877
00:49:25,040 --> 00:49:27,759
Speaker 1: in the hallway or in a meeting because of the

878
00:49:27,880 --> 00:49:30,600
Speaker 1: very problems that you know that that created that situation, right,

879
00:49:30,600 --> 00:49:32,960
Speaker 1: which is that people you know have just been afraid

880
00:49:33,000 --> 00:49:35,560
Speaker 1: to speak out because of the consequences. But I think

881
00:49:35,680 --> 00:49:37,880
Speaker 1: above all else, one of the qualities that you have

882
00:49:38,000 --> 00:49:41,160
Speaker 1: to look for in the leader is decisiveness. But then

883
00:49:41,239 --> 00:49:45,520
Speaker 1: also um, you know, the willingness to uh to actually

884
00:49:45,640 --> 00:49:48,680
Speaker 1: like deal with the results of those decisions. Like a

885
00:49:48,719 --> 00:49:50,400
Speaker 1: lot of time, a lot of times like decisions are

886
00:49:50,440 --> 00:49:52,080
Speaker 1: made and then the leaders walk away and leave it

887
00:49:52,120 --> 00:49:54,239
Speaker 1: for other people to clean up. I think again, this

888
00:49:54,320 --> 00:49:57,440
Speaker 1: is about setting future goals, whatever those goals might be,

889
00:49:58,040 --> 00:50:00,120
Speaker 1: and kind of writing a story. And that story, I mean,

890
00:50:00,120 --> 00:50:01,640
Speaker 1: if twist in terms of getting there, but you still

891
00:50:01,680 --> 00:50:03,719
Speaker 1: arrive at that point, then you get to tell the

892
00:50:03,760 --> 00:50:06,080
Speaker 1: story of how you got there. And I think that's

893
00:50:06,200 --> 00:50:07,560
Speaker 1: you know, I think that would be a great story

894
00:50:07,560 --> 00:50:10,080
Speaker 1: for brands. But right now, what more brands wind up

895
00:50:10,080 --> 00:50:13,000
Speaker 1: doing is telling people what they're going to do, um

896
00:50:13,080 --> 00:50:15,239
Speaker 1: instead of what they've already done, and generally it's what

897
00:50:15,280 --> 00:50:19,040
Speaker 1: they've done externally, which is you know, again, it's like

898
00:50:19,080 --> 00:50:21,960
Speaker 1: kind of just putting a thin layer of paint um,

899
00:50:22,000 --> 00:50:27,480
Speaker 1: you know, on something that actually has uh infrastructural issues um,

900
00:50:27,520 --> 00:50:30,440
Speaker 1: and that's usually their own company. And reacting to what

901
00:50:30,480 --> 00:50:33,880
Speaker 1: Ian saying and thinking about the notion of ally ship

902
00:50:34,640 --> 00:50:38,120
Speaker 1: and how not just individuals but brands, like how do

903
00:50:38,120 --> 00:50:40,600
Speaker 1: you show up as an ally? And being an ally

904
00:50:40,680 --> 00:50:43,520
Speaker 1: is a continuous journey of learning. There's no destination that

905
00:50:43,600 --> 00:50:45,880
Speaker 1: I'm a great ally And and when you are an

906
00:50:45,880 --> 00:50:48,520
Speaker 1: ally for someone, you're only an ally when they tell

907
00:50:48,600 --> 00:50:51,440
Speaker 1: you that you've become an ally, right, because you have

908
00:50:51,520 --> 00:50:53,680
Speaker 1: to show it in your actions and in your words.

909
00:50:54,360 --> 00:50:56,439
Speaker 1: But the thing I think about is when people ask

910
00:50:56,480 --> 00:51:01,120
Speaker 1: me about ally ship. Allyship is difficult, and you were

911
00:51:01,160 --> 00:51:04,760
Speaker 1: going to make mistakes. It will likely cost you your pride,

912
00:51:05,360 --> 00:51:08,719
Speaker 1: It can cost you your comfort, It can cost you financially,

913
00:51:09,000 --> 00:51:14,000
Speaker 1: it can cost you all sorts of things. But the

914
00:51:14,040 --> 00:51:20,319
Speaker 1: impact of not being an ally is UM so much greater? Right,

915
00:51:20,680 --> 00:51:23,000
Speaker 1: And what history do you want to be on the question?

916
00:51:23,040 --> 00:51:26,160
Speaker 1: You have to ask yourself. But so even when brands

917
00:51:26,200 --> 00:51:28,360
Speaker 1: are making these mistakes, like I go back from the

918
00:51:28,400 --> 00:51:31,720
Speaker 1: words the example and I applaud them because they actually

919
00:51:31,719 --> 00:51:33,800
Speaker 1: had an apology very quickly. They saw what was happening

920
00:51:33,800 --> 00:51:36,839
Speaker 1: on Twitter, and they responded, but even in their apology

921
00:51:36,960 --> 00:51:39,600
Speaker 1: you could tell they were scared because the apology was

922
00:51:39,680 --> 00:51:43,319
Speaker 1: very vague rather than saying, we actually understand what we

923
00:51:43,320 --> 00:51:47,120
Speaker 1: were doing was perpetuating stereotypes of what families look like,

924
00:51:47,600 --> 00:51:49,600
Speaker 1: and so here's how we're going to do better, right,

925
00:51:49,640 --> 00:51:52,040
Speaker 1: And so there's that fear like, Okay, I'll apologize, check,

926
00:51:52,520 --> 00:51:55,480
Speaker 1: but I'm scared to actually say and may admit the mistake.

927
00:51:55,520 --> 00:51:57,959
Speaker 1: I mean because if they did that, then others would

928
00:51:58,000 --> 00:51:59,919
Speaker 1: learn from it and say, Okay, now through that lens,

929
00:52:00,000 --> 00:52:02,319
Speaker 1: as I understand what that mistake was, Like, what are

930
00:52:02,360 --> 00:52:06,000
Speaker 1: the filters that should be applied to people, um, you know,

931
00:52:06,080 --> 00:52:10,120
Speaker 1: inside an organization as you're exploring promotion into senior management

932
00:52:10,160 --> 00:52:12,840
Speaker 1: for example, and their ability to make these kinds of

933
00:52:12,880 --> 00:52:16,759
Speaker 1: decisions and overcome that fear versus you know, let's say

934
00:52:16,760 --> 00:52:19,239
Speaker 1: like the copyrighting process and things that that that go

935
00:52:19,320 --> 00:52:22,839
Speaker 1: into that. Are those fears similar? Yeah, I think They're

936
00:52:22,920 --> 00:52:26,359
Speaker 1: very similar, and they're also very connected. Right. I think

937
00:52:26,360 --> 00:52:28,080
Speaker 1: that if you want to lead in business today and

938
00:52:28,080 --> 00:52:31,680
Speaker 1: you have no understanding of the socioeconomic world around you,

939
00:52:31,760 --> 00:52:36,600
Speaker 1: and you have no understanding of the as I say

940
00:52:36,640 --> 00:52:39,400
Speaker 1: the New America and as we know, I think Nielsen

941
00:52:39,440 --> 00:52:42,920
Speaker 1: released three point one trillion dollars of spending power from

942
00:52:43,000 --> 00:52:46,400
Speaker 1: the multicultural consumer. If you don't have a plan to

943
00:52:46,440 --> 00:52:49,799
Speaker 1: reach that consumer now, you're likely not going to be

944
00:52:49,840 --> 00:52:53,120
Speaker 1: around in ten years. So I think that is like

945
00:52:53,520 --> 00:52:58,000
Speaker 1: this idea of empathy, right, And I think that's what's

946
00:52:58,000 --> 00:53:00,719
Speaker 1: also been lost in marketing actually into simulate enough with

947
00:53:00,760 --> 00:53:03,400
Speaker 1: like hyper personalization, you would think that that would be

948
00:53:03,440 --> 00:53:05,799
Speaker 1: something that we would be honing it on. I think

949
00:53:05,840 --> 00:53:08,960
Speaker 1: we've lost the plot amongst so much pressure to hit

950
00:53:09,000 --> 00:53:13,440
Speaker 1: targets and also be inclusive and feature people. Is this tokenism?

951
00:53:13,520 --> 00:53:16,400
Speaker 1: Is it not? You know all of those things, And

952
00:53:16,440 --> 00:53:19,600
Speaker 1: so I think that there needs to be much more

953
00:53:20,320 --> 00:53:24,080
Speaker 1: of an emphasis on how culturally competent are do you?

954
00:53:24,600 --> 00:53:27,720
Speaker 1: Because that is actually, I would say the driver to growth.

955
00:53:28,160 --> 00:53:30,920
Speaker 1: I'd love to think about that. It is kind of

956
00:53:30,960 --> 00:53:35,000
Speaker 1: the centerpiece of this burning question as a leader, what

957
00:53:35,080 --> 00:53:37,520
Speaker 1: community are you a part of? And what community are

958
00:53:37,560 --> 00:53:40,080
Speaker 1: you building? And how are you starting to think about that?

959
00:53:40,120 --> 00:53:44,080
Speaker 1: And does that build a modern almost network right for

960
00:53:44,280 --> 00:53:47,719
Speaker 1: brand and a company both from a buyer standpoint, a

961
00:53:47,760 --> 00:53:51,359
Speaker 1: partnership standpoint potentially m and a standpoint, you know, our

962
00:53:51,480 --> 00:53:54,000
Speaker 1: leaders thinking this way or do we need to do

963
00:53:54,160 --> 00:53:58,719
Speaker 1: much more education around this kind of mindset. I think

964
00:53:58,760 --> 00:54:01,800
Speaker 1: we're moving from an era cult brands to community brands

965
00:54:02,120 --> 00:54:05,000
Speaker 1: in the sense that there's a lot more dialogue happening

966
00:54:05,040 --> 00:54:07,680
Speaker 1: between the people who make that brand work, including the

967
00:54:07,719 --> 00:54:09,799
Speaker 1: people who buy it, and the people who are making

968
00:54:09,800 --> 00:54:12,759
Speaker 1: the decisions on behalf of that brand, like the feedback loop.

969
00:54:12,800 --> 00:54:15,279
Speaker 1: And I don't mean like social media engagement and things

970
00:54:15,320 --> 00:54:19,240
Speaker 1: like that, I mean like actual feedback loops between customers,

971
00:54:19,239 --> 00:54:21,719
Speaker 1: like all the stakeholders like of a brand, even the

972
00:54:21,760 --> 00:54:24,760
Speaker 1: communities that that brand operates with them, right, Like, getting

973
00:54:24,760 --> 00:54:27,120
Speaker 1: that feedback helps create a sense of awareness that makes

974
00:54:27,160 --> 00:54:30,799
Speaker 1: you realize that just like every issue is probably intersectional

975
00:54:30,840 --> 00:54:34,120
Speaker 1: in some way, like every decision is intersectional in some way,

976
00:54:34,120 --> 00:54:36,320
Speaker 1: there's a cause and effect for every one of those.

977
00:54:36,560 --> 00:54:38,560
Speaker 1: So you have to be able to provide those channels

978
00:54:38,560 --> 00:54:40,960
Speaker 1: of feedback, but then also show that you're acting on

979
00:54:41,000 --> 00:54:43,680
Speaker 1: that feedback. And it's not just about good ideas, it's

980
00:54:43,680 --> 00:54:46,680
Speaker 1: about you know, constant, you know, improving. A big part

981
00:54:46,719 --> 00:54:48,960
Speaker 1: of the getting over the FOFU is, as I wrote

982
00:54:49,040 --> 00:54:52,120
Speaker 1: in my piece on LinkedIn, you know is about validation

983
00:54:52,160 --> 00:54:54,080
Speaker 1: and feeling like you're not on the journey alone. And

984
00:54:54,120 --> 00:54:55,960
Speaker 1: going back to your question about community, I mean it's

985
00:54:55,960 --> 00:54:58,439
Speaker 1: basically like what we build kindred, you know, to give

986
00:54:58,719 --> 00:55:01,680
Speaker 1: leaders an opportunity for them to talk about those fears,

987
00:55:02,080 --> 00:55:04,040
Speaker 1: like a way for them to learn from others who

988
00:55:04,080 --> 00:55:06,920
Speaker 1: have overcome those years and have made you know, better

989
00:55:06,960 --> 00:55:09,600
Speaker 1: decisions on behalf of those companies and made those decisions

990
00:55:09,600 --> 00:55:12,680
Speaker 1: more often. Um, it's like, uh, I mean the reason

991
00:55:12,719 --> 00:55:14,680
Speaker 1: why Peloton works. I mean, it's the reason why they

992
00:55:14,760 --> 00:55:17,080
Speaker 1: chose that word to name their company. It's a group

993
00:55:17,160 --> 00:55:19,800
Speaker 1: of writers you get, you know, because they're traveling together,

994
00:55:20,040 --> 00:55:22,160
Speaker 1: are going to get to where they're going faster. And

995
00:55:22,160 --> 00:55:24,680
Speaker 1: whether it's because like one is providing wind shear for

996
00:55:24,719 --> 00:55:28,319
Speaker 1: the other or just providing motivation, right, I think there

997
00:55:28,320 --> 00:55:30,560
Speaker 1: are there is strength and numbers, and I think there's

998
00:55:30,560 --> 00:55:33,279
Speaker 1: courage and numbers two. You know, I would add that

999
00:55:33,320 --> 00:55:35,680
Speaker 1: I just don't think we celebrate failure enough. We don't

1000
00:55:35,680 --> 00:55:38,840
Speaker 1: talk about familiar enough in our companies. Um. My husband

1001
00:55:38,840 --> 00:55:41,640
Speaker 1: has this famous quote. He always tells me when I complained,

1002
00:55:41,800 --> 00:55:44,840
Speaker 1: success has a thousand fathers and failure is an orphan.

1003
00:55:45,719 --> 00:55:48,320
Speaker 1: Every time I complain about something happening at work because

1004
00:55:48,320 --> 00:55:52,640
Speaker 1: we that's just how we're wired. Do we provide psychological

1005
00:55:52,680 --> 00:55:55,399
Speaker 1: safety whether it's in our communities as we're talking about

1006
00:55:55,440 --> 00:55:57,680
Speaker 1: our corporations and it has to start there before it

1007
00:55:57,680 --> 00:56:00,920
Speaker 1: even shows up on Twitter or social media externally, Like,

1008
00:56:01,000 --> 00:56:03,399
Speaker 1: do we provide that? So? I think that those are

1009
00:56:03,400 --> 00:56:05,880
Speaker 1: the honest conversations you have to be having because you

1010
00:56:05,920 --> 00:56:08,920
Speaker 1: have to allow to be able to unpack failure and

1011
00:56:09,000 --> 00:56:12,560
Speaker 1: we don't we just bury it. There are CEOs, founders,

1012
00:56:13,080 --> 00:56:15,520
Speaker 1: leaders you know who get that and understand that are

1013
00:56:15,520 --> 00:56:18,200
Speaker 1: setting great examples, and I think, um, you know, it's

1014
00:56:18,200 --> 00:56:21,040
Speaker 1: on everyone to tell more of their stories right as

1015
00:56:21,040 --> 00:56:22,440
Speaker 1: to how they did that so that we can set

1016
00:56:22,480 --> 00:56:24,920
Speaker 1: the new example for leaders to follow. I think there

1017
00:56:24,920 --> 00:56:26,640
Speaker 1: are a lot of companies that are that are figuring

1018
00:56:26,640 --> 00:56:28,600
Speaker 1: out and are trying a lot of new things that

1019
00:56:28,680 --> 00:56:31,239
Speaker 1: are working that would have been thought of like a

1020
00:56:31,320 --> 00:56:33,239
Speaker 1: year ago as being like two out there and even

1021
00:56:33,280 --> 00:56:35,880
Speaker 1: experiment with. But now that we're seeing you know, the

1022
00:56:36,280 --> 00:56:38,799
Speaker 1: results paying off for them, um that this may be

1023
00:56:38,880 --> 00:56:41,920
Speaker 1: the way we go. Uh you know, moving forward, Ian

1024
00:56:42,239 --> 00:56:45,680
Speaker 1: me to what brand or leader is actually doing this? Well,

1025
00:56:45,840 --> 00:56:48,719
Speaker 1: I'll go back to one of my old brands that

1026
00:56:48,760 --> 00:56:52,120
Speaker 1: I love, and I love ice cream giving it away,

1027
00:56:52,200 --> 00:56:54,239
Speaker 1: But Ben and Jerry's I think has been on a

1028
00:56:54,360 --> 00:56:57,439
Speaker 1: really long journey and road. So sometimes when I work

1029
00:56:57,480 --> 00:57:02,200
Speaker 1: with brands, especially after the killing employed earlier this year,

1030
00:57:02,400 --> 00:57:06,600
Speaker 1: and brands really wanting to step up and be inclusive

1031
00:57:06,640 --> 00:57:08,560
Speaker 1: and start the journey to be an ally for the

1032
00:57:08,600 --> 00:57:11,440
Speaker 1: black community and black consumers, It's like, where do I start,

1033
00:57:11,800 --> 00:57:14,400
Speaker 1: Because I'm not Ben and Jerry's, But then and Jerry's

1034
00:57:14,480 --> 00:57:16,280
Speaker 1: has been I mean, their history is in the Voting

1035
00:57:16,360 --> 00:57:20,000
Speaker 1: Rights Act, and so working with them in sixteen when

1036
00:57:20,000 --> 00:57:22,080
Speaker 1: they came out with their statement on Black Lives Matter,

1037
00:57:22,120 --> 00:57:24,840
Speaker 1: which was not vernacular or words we could even say

1038
00:57:24,840 --> 00:57:28,400
Speaker 1: out loud, right, and then you fast forward to and

1039
00:57:28,440 --> 00:57:31,200
Speaker 1: so I think that is a brand consistently and that's

1040
00:57:31,240 --> 00:57:36,640
Speaker 1: that's It's about the consistency piece. And they're very very

1041
00:57:36,680 --> 00:57:39,320
Speaker 1: sure on who they are and who they're not, which

1042
00:57:39,320 --> 00:57:42,120
Speaker 1: is again what we talked about with the magic of marketing.

1043
00:57:42,160 --> 00:57:44,200
Speaker 1: You can't serve all people, but they know what their

1044
00:57:44,240 --> 00:57:47,600
Speaker 1: values are and what they will stand for and who

1045
00:57:47,640 --> 00:57:49,840
Speaker 1: they will stand with. I want to go like the

1046
00:57:49,920 --> 00:57:53,480
Speaker 1: non traditional lab with this, and I don't think anyone

1047
00:57:53,920 --> 00:57:59,480
Speaker 1: is UM, you know, is doing everything perfectly unless they are,

1048
00:57:59,720 --> 00:58:02,000
Speaker 1: like you want to see them through the lens of

1049
00:58:02,000 --> 00:58:04,680
Speaker 1: a more activist brand, like like a Ben and Jerry's right,

1050
00:58:04,720 --> 00:58:08,680
Speaker 1: because I think most brands can't afford to be activists

1051
00:58:08,680 --> 00:58:11,040
Speaker 1: necessarily because it may not just be part of their

1052
00:58:11,080 --> 00:58:13,800
Speaker 1: founding story. But I look at I I look at

1053
00:58:13,800 --> 00:58:16,800
Speaker 1: a lot of brands, UM in the context of like

1054
00:58:16,960 --> 00:58:20,520
Speaker 1: what is the lens that they make their decisions through? UM.

1055
00:58:20,560 --> 00:58:22,600
Speaker 1: And there's some that I've gotten to know over the

1056
00:58:22,680 --> 00:58:26,240
Speaker 1: years that are so aware of what that lens is

1057
00:58:26,720 --> 00:58:30,919
Speaker 1: that prevents them from making um, you know, the catastrophic

1058
00:58:30,960 --> 00:58:34,280
Speaker 1: decisions and encourage them and make the good ones. UM.

1059
00:58:34,320 --> 00:58:38,640
Speaker 1: You know, I think HBO is one of them. UM.

1060
00:58:38,680 --> 00:58:42,040
Speaker 1: You know, HBO as a company has had kind of

1061
00:58:42,080 --> 00:58:47,360
Speaker 1: a set of like ethical guidelines that they've operated with. UM.

1062
00:58:47,400 --> 00:58:50,040
Speaker 1: You know that has really informed a lot of the

1063
00:58:50,080 --> 00:58:52,600
Speaker 1: work that they've done. UM. You know. In fact, you know,

1064
00:58:52,600 --> 00:58:55,320
Speaker 1: we worked with them on a on a mental health

1065
00:58:55,440 --> 00:58:59,120
Speaker 1: initiative UM and you know they put they were able

1066
00:58:59,200 --> 00:59:03,360
Speaker 1: to all is like overnight put together a real with

1067
00:59:03,560 --> 00:59:07,080
Speaker 1: that that just shows like literal decades of speaking responsibly

1068
00:59:07,240 --> 00:59:11,880
Speaker 1: about mental health about you know, eliminating or racing stigmas

1069
00:59:11,920 --> 00:59:15,000
Speaker 1: around these very difficult conversations. And whether that was a

1070
00:59:15,040 --> 00:59:18,440
Speaker 1: little show about it called intreatment or you know the

1071
00:59:18,440 --> 00:59:22,480
Speaker 1: therapist popline sopranos, or it's the anxiety you know in

1072
00:59:22,560 --> 00:59:26,200
Speaker 1: euphoria and and the impact of drugs on that anxiety.

1073
00:59:26,360 --> 00:59:29,320
Speaker 1: Like they just have a herrhage of being able to

1074
00:59:29,360 --> 00:59:32,000
Speaker 1: talk about that. So when they do say something, you

1075
00:59:32,000 --> 00:59:34,920
Speaker 1: know about it quite publicly, or you know, one of

1076
00:59:34,920 --> 00:59:39,080
Speaker 1: their talent is dealing with an issue also like very publicly.

1077
00:59:39,400 --> 00:59:42,400
Speaker 1: You know, they're able to have an authoritative voice. They've

1078
00:59:42,440 --> 00:59:45,080
Speaker 1: done the work, they've they've partnered with the nonprofits to

1079
00:59:45,080 --> 00:59:47,800
Speaker 1: get it better understanding. It goes way beyond you know,

1080
00:59:47,920 --> 00:59:50,919
Speaker 1: philanthropy and gift giving. It's actually you know, making sure

1081
00:59:51,000 --> 00:59:54,240
Speaker 1: that again these stories are told in the right way, um,

1082
00:59:54,280 --> 00:59:56,520
Speaker 1: you know, both in front of and frankly also behind

1083
00:59:56,560 --> 00:59:59,120
Speaker 1: the camera. So it's like, you know, they're really living

1084
00:59:59,400 --> 01:00:02,640
Speaker 1: their mission. Um you know. And I think it would

1085
01:00:02,640 --> 01:00:06,280
Speaker 1: move all brands to take a step back before the

1086
01:00:06,360 --> 01:00:09,560
Speaker 1: end of this year and um and and give their

1087
01:00:09,600 --> 01:00:12,120
Speaker 1: mission like a long hard look and say is this

1088
01:00:12,480 --> 01:00:15,440
Speaker 1: a good enough lens that we can you know, filter

1089
01:00:15,600 --> 01:00:19,280
Speaker 1: every decision we make not just branding decisions, but also

1090
01:00:19,280 --> 01:00:23,200
Speaker 1: like personnel decisions, hiring decisions. This every can everything filter

1091
01:00:23,320 --> 01:00:24,960
Speaker 1: through this in a way that leaves us as a

1092
01:00:24,960 --> 01:00:27,320
Speaker 1: better company and leaves the world in a better place

1093
01:00:27,360 --> 01:00:30,160
Speaker 1: because we're in it. Um you know. And and again

1094
01:00:30,240 --> 01:00:32,320
Speaker 1: like it's just one example of that that there are

1095
01:00:32,320 --> 01:00:35,320
Speaker 1: many others, but you know, you want to see that

1096
01:00:35,320 --> 01:00:38,840
Speaker 1: that that mission lived, not just stated everything you just

1097
01:00:38,880 --> 01:00:42,880
Speaker 1: describe as the company's brand. And then that filter and

1098
01:00:42,920 --> 01:00:46,120
Speaker 1: how then you execute how and who who with and

1099
01:00:46,120 --> 01:00:49,120
Speaker 1: who you choose to do business with all of those decisions.

1100
01:00:49,360 --> 01:00:54,200
Speaker 1: A call to action for brands before the end of

1101
01:00:55,040 --> 01:00:58,880
Speaker 1: what a year. Meeta Ian, thank you for joining us

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01:00:59,640 --> 01:01:04,880
Speaker 1: for the learning question. Thank you for at Landia. Before

1103
01:01:04,920 --> 01:01:07,840
Speaker 1: we wrap up, it's time for good Landia, a partnership

1104
01:01:07,920 --> 01:01:11,320
Speaker 1: between at Landia and the AD Council. This episode, we're

1105
01:01:11,360 --> 01:01:14,000
Speaker 1: featuring the work the AD Council and partners are doing

1106
01:01:14,000 --> 01:01:17,480
Speaker 1: around COVID nineteen, which focuses on mental health and loneliness,

1107
01:01:17,600 --> 01:01:19,600
Speaker 1: which many of us are facing as a result of

1108
01:01:19,640 --> 01:01:24,120
Speaker 1: more isolation both personally and professionally. The AD Council recently

1109
01:01:24,200 --> 01:01:27,800
Speaker 1: launched research that found nearly one in five. People experience

1110
01:01:27,920 --> 01:01:32,200
Speaker 1: consistent loneliness and sometimes resources are hard to find, so

1111
01:01:32,320 --> 01:01:36,040
Speaker 1: the AD Council launched a new campaign, Coping nineteen, which

1112
01:01:36,120 --> 01:01:40,040
Speaker 1: provides actionable tips and strategies to help cope. You can

1113
01:01:40,080 --> 01:01:43,960
Speaker 1: find over a hundred vetted resources in English and Spanish

1114
01:01:44,240 --> 01:01:49,400
Speaker 1: at coping dash nineteen dot org. And that is good Landia.

1115
01:01:49,920 --> 01:01:51,600
Speaker 1: Laura hit it with the list of all of our

1116
01:01:51,640 --> 01:01:53,480
Speaker 1: friends and family at I Heart who have been so

1117
01:01:53,560 --> 01:01:56,120
Speaker 1: good to us and helped us get back on air.

1118
01:01:56,360 --> 01:01:59,960
Speaker 1: Big thank you to Bob Connal, Carter, Andy, Eric Gale,

1119
01:02:00,160 --> 01:02:03,080
Speaker 1: though Michael Jen we appreciate you. Thank you so much

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01:02:03,120 --> 01:02:11,560
Speaker 1: for this opportunity. We'll see you in two weeks. M