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Speaker 1: Hey, hey va fam, It's Mandra back with another episode

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Speaker 1: of the ba Q and A. This week's episode is

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Speaker 1: really special. We went into the vault and picked up

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Speaker 1: our favorite career questions so that you can finally win

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Speaker 1: at work and crush your career goals. Before we get

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Speaker 1: into the show, though, y'all do not want to miss

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Speaker 1: next week's episode on Wednesday. Listen. I can't give you

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Speaker 1: many details, but I will say that your favorite co

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Speaker 1: host and mine may or may not be back ish

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Speaker 1: backsh Okay. Listen. If y'all get it, if you know,

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Speaker 1: you know, If you don't know, just tune in next Wednesday.

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Speaker 1: You do not want to miss this episode. But let's

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Speaker 1: get in today's show. It's all about your career questions.

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Speaker 1: We took y'all's amazing questions dug up everything you need

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Speaker 1: to know about taking your job into your own damn hands,

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Speaker 1: from how to stay up for yourself at work to

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Speaker 1: the truth about imposter syndrome. Today's show, to be Honest,

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Speaker 1: is your essential Brown Ambition guide to advancing in your career.

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Speaker 1: All right, let's get into the show. All right, So

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Speaker 1: let's shake up this mailbag and see what kind of

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Speaker 1: questions y'all have this week, I've got a really interesting mix.

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Speaker 1: I'm loving all the career questions, y'all keep them coming.

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Speaker 1: Our first question comes from listener Ashley from the Gram.

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Speaker 1: She says, Mandy, how do you manage new job jitters

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Speaker 1: when you're moving into a corporate space as a career changer.

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Speaker 1: What rituals have you developed to manage imposter syndrome? All right, Ashley?

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Speaker 1: I feel this deeply because I think anyone who's starting

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Speaker 1: a new job, especially if you're starting a new job

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Speaker 1: and you've switched career paths, or you're in a different industry,

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Speaker 1: or even just joining a new company, it can be stressful.

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Speaker 1: But what I like to do is kind of turn

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Speaker 1: it on its head and look at it this way.

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Speaker 1: Nobody knows anything about Ashley. They don't know where you've been,

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Speaker 1: they don't really know what you've done. They are getting

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Speaker 1: the first impression of you right now. So really take

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Speaker 1: that as like an opportunity, an opportunity for a fresh start,

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Speaker 1: an opportunity to do things a little bit differently than

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Speaker 1: you did at your previous job. So sitting down and

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Speaker 1: thinking through, you know, what are some of the things

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Speaker 1: that I wish I had done at my previous job

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Speaker 1: that I kind of want to do differently here. For me,

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Speaker 1: a big one was boundaries. So setting boundaries when I

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Speaker 1: started a new job, the first thirty days of your

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Speaker 1: new job, that's when you really tell people, you know,

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Speaker 1: here's how I like to work. Here is where I

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Speaker 1: keep my boundaries. And when I say boundaries, I mean

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Speaker 1: are you going to be the person who's available at

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Speaker 1: nine pm to answer emails or even later? Are you

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Speaker 1: going to be the person who's you know, awake in

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Speaker 1: the morning at five am and they're going to get

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Speaker 1: a response from you. Those are little signals that you

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Speaker 1: can send to your manager or your colleagues that's going

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Speaker 1: to tell them, oh, you know, actually is available all

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Speaker 1: the time. So I should not feel any kind of

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Speaker 1: way about hitting her up on Slack or texting her

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Speaker 1: or sending her an email, you know, with an urgent

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Speaker 1: quote unquote urgent question whenever I want too. So in

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Speaker 1: those first thirty days, think about how you want to

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Speaker 1: work and what kind of boundaries do you want to

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Speaker 1: set For me? It was really important to you know,

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Speaker 1: establish Okay, I'm going to be available online between the

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Speaker 1: hours of nine to let's say four thirty when that's

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Speaker 1: my cut off time for when I have to go

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Speaker 1: pick up my kid, and making sure that everyone knows

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Speaker 1: that and if I want to, you know, set aside

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Speaker 1: an hour or two once the baby is down to

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Speaker 1: answer some emails. That's fine, but really be careful about

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Speaker 1: what signals you're sending to people in terms of how

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Speaker 1: they can communicate to you when you're starting a new job. Now,

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Speaker 1: as far as imposter syndrome, no one really knows what's

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Speaker 1: going on inside your head, which can kind of be

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Speaker 1: some comfort. So when you show up, you know, no

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Speaker 1: one is thinking, oh, Ashley is nervous. You know, Ashley

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Speaker 1: does not sure if she can do this job. It's

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Speaker 1: fine and it is normal to have those feelings of

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Speaker 1: oh crap, I'm in a new role. Am I actually

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Speaker 1: going to be able to do this? Or is someone

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Speaker 1: going to tap me on the shoulder in a week

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Speaker 1: and be like, ooh, ash I don't know if it's

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Speaker 1: a good fit. That's probably not going to happen. But

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Speaker 1: I just want to normalize this idea of having imposter syndrome,

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Speaker 1: Like if you ever gone to a women's focused event

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Speaker 1: or a women's career event or a leadership conference. I

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Speaker 1: guaran freaking to you that there was a session on

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Speaker 1: imposter syndrome. But if you go to a conference like

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Speaker 1: a general business conference or a corporate conference where it's majority,

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Speaker 1: you know, guys, because that's just how the world works,

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Speaker 1: I doubt there's going to be a session on imposter syndrome,

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Speaker 1: or if there is one, it's probably going to have

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Speaker 1: pink and purple colors and be targeting women. The fact

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Speaker 1: of the matter is that both men and women have

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Speaker 1: imposter syndrome because it's a freaking human response. It's a

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Speaker 1: human response to being put into a new situation that

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Speaker 1: you haven't proven yourself in yet and just kind of wondering,

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Speaker 1: you know, can I do this? So, first and foremost,

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Speaker 1: imposter syndrome very normal. Women and men can deal with it.

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Speaker 1: But you ask me, you know, what rituals have you

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Speaker 1: developed to manage it? First and foremost, just acknowledged this

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Speaker 1: as a normal set of emotions. I'm feeling this way

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Speaker 1: because I am challenging myself and that is a good thing.

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Speaker 1: If it is terrifying to show up to work on

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Speaker 1: your first day because you are making a big leap

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Speaker 1: or you have moved up into a new, more senior role.

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Speaker 1: That's how it's supposed to be. You know, you haven't

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Speaker 1: been tested yet, so you're gonna feel a little bit nervous.

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Speaker 1: One of my strategies for not so much getting rid

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Speaker 1: of it, because like I said, you just have to

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Speaker 1: learn to live with it, but kind of easing that

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Speaker 1: is having sponsors slash allies that I can turn to

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Speaker 1: for advice. So if there was a hiring manager that

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Speaker 1: brought you into the company, they obviously see potential in

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Speaker 1: you and they wanted you for a reason. So remind

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Speaker 1: yourself that even if I don't know if I can

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Speaker 1: do this, you know, Janis or whoever hired you, Richard,

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Speaker 1: they believe in me. They think that I belong here,

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Speaker 1: So let me go to them and ask questions. Asking

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Speaker 1: questions is another really good tool to use and one

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Speaker 1: that you may be afraid to actually do because you're worried. Okay, well,

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Speaker 1: if I'm asking questquestions and people may not think that

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Speaker 1: I'm ready to do this, But your first thirty days

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Speaker 1: in a job like this is that honeymoon phase when

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Speaker 1: you can you can ask those questions. You can you know,

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Speaker 1: make sure you know where the bathroom is, and on

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Speaker 1: a larger scale, make sure you know how this system

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Speaker 1: works or how that tool works. Ask all your questions.

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Speaker 1: Ask all the questions. The worst thing you can do

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Speaker 1: is walk into this role and pretend like you already

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Speaker 1: know what's going on, and then just suffer in silence

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Speaker 1: because you're like, oh, crap, I have no idea what

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Speaker 1: anyone's talking about. I don't know what those acronyms mean.

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Speaker 1: Ask a lot of questions, and if you don't feel

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Speaker 1: comfortable speaking out in you know, semi public settings like

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Speaker 1: in a group meeting, that's when you turn to that sponsor,

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Speaker 1: that mentor that ally, the person who brought you in,

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Speaker 1: the person who referred you, or your directs, your direct supervisor,

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Speaker 1: and just ask them, hey, I've actually I've been here

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Speaker 1: a few days and I've come up with a list

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Speaker 1: of questions I would love to grab, you know, half

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Speaker 1: an hour of your time and just walk through these

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Speaker 1: questions so that I feel more prepared to do the

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Speaker 1: job that I'm here to do. Largely in companies, you

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Speaker 1: know you're going to have a team there who's gonna

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Speaker 1: want you to succeed, because if you don't succeed, then

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Speaker 1: it makes them look bad, and you know people don't

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Speaker 1: like to look bad, right, so they're gonna want to

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Speaker 1: help you. Ask for help, ask questions. Recognize that if

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Speaker 1: you're feeling like a bit of an imposter, that's just

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Speaker 1: a sign girlfriend, that you are doing the right thing,

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Speaker 1: that you are probably in the right place for yourself

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Speaker 1: because you are growing. All right, BA fan Up next,

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Speaker 1: more on how to be your best advocate at work.

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Speaker 1: All right, ba fam, we are back. Our next question

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Speaker 1: comes from an anonymous IG fan. Again, we're at Branda

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Speaker 1: Mission podcast on IG, so follow us. You can dem

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Speaker 1: us your questions there. Okay, So this person says, Hey, Mandy,

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Speaker 1: I just saw your TikTok about that Mercedes recruiter. I

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Speaker 1: have a question, and I hope it's not too forward

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Speaker 1: or bold of me to ask. I want to renegotiate

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Speaker 1: my pay. I feel like I'm underpaid as the only

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Speaker 1: billing specialist doing work for two emergency rooms. Any advice

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Speaker 1: on how I can go about that? Okay? So, if

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Speaker 1: you guys haven't seen this yet, you've got to check out.

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Speaker 1: You can go to my ig. I'm at Mandy Money

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Speaker 1: on Insta and I'm at Mandy Money with three a's

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Speaker 1: on TikTok, and basically what happened was there is this recruiter.

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Speaker 1: Her name is Mercedes S. Johnson. I'll never forget her

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Speaker 1: name now. So she posted on LinkedIn a screenshot or

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Speaker 1: she posted on LinkedIn, and she was bragging about having

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Speaker 1: a job candidate accept an offer for eighty five K,

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Speaker 1: and she decided to take time out of her day

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Speaker 1: to go on LinkedIn and make fun of this person

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Speaker 1: and say, you know, the budget was actually one hundred

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Speaker 1: and thirty five K, and I don't have time to

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Speaker 1: help people learn how to negotiate. I just want you

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Speaker 1: guys to know it's really important to know your value.

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Speaker 1: And I think I, like a lot of people had

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Speaker 1: a visceral reaction to that post from Mercedes because one

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Speaker 1: it was just dumb. Two it was not helpful at all.

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Speaker 1: I think she thought she was really doing something profound

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Speaker 1: with that post, trying to inspire people to know their

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Speaker 1: value and to negotiate. But I just don't see how

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Speaker 1: she can say she didn't have time to give advice

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Speaker 1: to that job candidate, but yet she did have time

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Speaker 1: to go on the internet and post about it. You know,

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Speaker 1: I just thought it was really especially for someone in

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Speaker 1: her position as a recruiter, you know she's in a

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Speaker 1: place of power. And also you know she in her

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Speaker 1: public persona talks about herself being someone who helps people

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Speaker 1: negotiate and you know, fulfill their career ambitions. And I

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Speaker 1: just think it was, oh, I don't know, it was.

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Speaker 1: It was a bad look for miss Mercedes. But to

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Speaker 1: this questions point, it was a good reminder, and we'll

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Speaker 1: just try to find a silver lining here. It was

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Speaker 1: a good reminder of why it is so important for

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Speaker 1: us as job candidates. Advocating for ourselves in the workplace

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Speaker 1: is so important because even the people who think maybe

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Speaker 1: there to help you get what you deserve, ultimately, we

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Speaker 1: are always going to have our best interest and we

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Speaker 1: should have our best interest at heart all of the time,

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Speaker 1: and we have to learn to step up for ourselves

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Speaker 1: and to do our own research to find out when

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Speaker 1: we are not being valued way that we should be valued.

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Speaker 1: So in your situation, Anonymous, where you say you actually

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Speaker 1: want to renegotiate your pay, you feel like you're being underpaid,

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Speaker 1: it sounds like you're working in the medical field. And honestly, listen,

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Speaker 1: I've got family who work in hospitals and it is

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Speaker 1: grueling work, and there is so much turnover as a

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Speaker 1: result of the pandemic that there are people like you

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Speaker 1: who are being left doing more work than ever but

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Speaker 1: not actually getting paid anything differently, So renegotiating pay Listen,

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Speaker 1: I am the person who will who will always push

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Speaker 1: people to just ask the questions, no matter how you

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Speaker 1: know bold they may seem. Ask the question. You know,

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Speaker 1: go to your manager and just say, point blank, you know,

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Speaker 1: I've I have been taking on all this additional work.

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Speaker 1: Is there any opportunity to discuss my compensation and to

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Speaker 1: get an increase? You can absolutely do that. You don't

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Speaker 1: have to wait for your animal review cycle. Just go

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Speaker 1: ahead and do it. I can't promise you they're going

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Speaker 1: to do something about it. I'm not even gonna I

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Speaker 1: don't even know what the odds are that they may

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Speaker 1: do something about it. Your best bet is to get

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Speaker 1: a competing offer from another job that's actually going to

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Speaker 1: pay you more, and then you can actually bring that

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Speaker 1: to your current employer and say, you know, I've got

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Speaker 1: an offer from X, Y Z, and they're offering me

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Speaker 1: double what you're paying me, or fifty percent more, whatever

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Speaker 1: it is. You have to be ready you should be

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Speaker 1: ready prepared to take that new offer and walk. But

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Speaker 1: that can be some that can be really good leverage,

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Speaker 1: especially if you're you know, you want to stay, but

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Speaker 1: you just want to be paid what you're worth. Sometimes companies,

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Speaker 1: you know, if you don't give them a reason, like

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Speaker 1: a really good reason to give you a pay raise,

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Speaker 1: they can like drag their feet. They just don't have

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Speaker 1: that incentive, you know, So the risk of you walking down,

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Speaker 1: like walking away from the job and leaving them in

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Speaker 1: the lurch. Sometimes you just got to like play hardball

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Speaker 1: in that way. You got to say, like, yo, I'm

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Speaker 1: ready to walk, I've got this juicy offer, what are

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Speaker 1: you going to do about it? And then you can

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Speaker 1: see how fast they move to get you that raise. Okay,

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Speaker 1: So that's my advice to you. You can ask the question,

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Speaker 1: and I would go ahead and ask that now, just

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Speaker 1: to establish the fact that they know, okay, she's asked

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Speaker 1: for this, she's feeling overworked, and then they can actually

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Speaker 1: then you give them some time to figure out what

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Speaker 1: they're going to do, and then on your own going

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Speaker 1: out and you know, leveraging your network, telling everyone that

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Speaker 1: you're looking for a new opportunity, seeing what else is

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Speaker 1: out there getting some interviews you know, and fine and

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Speaker 1: potentially even getting a different offer. Then you can bring

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Speaker 1: that additional leverage to them and use that for your

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Speaker 1: negotiation process. All right, thank you very much for that question. Hey, hey,

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Speaker 1: bea fam it's Bandy and I am back to answer

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Speaker 1: more of your juicy, juicy career in finance questions again.

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Speaker 1: Hit us up at brandonbissionpodcast dot com or are ig

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Speaker 1: at brand and Bission Podcast with all of your juicy

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Speaker 1: money and career questions. I am really excited about this question,

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Speaker 1: Rebecca says, First and foremost, send my love to Tiffany

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Speaker 1: as she's healing. Thank you very much for that, and

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Speaker 1: I will send some extra love to Tiffany myself. Rebecca says,

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Speaker 1: I love you both, and I get so much great

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Speaker 1: advice and insights into navigating the professional world as a

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Speaker 1: woman of color. My question today is about my boss.

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Speaker 1: I'm a recruiter and the company that I work for

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Speaker 1: is wonderful. I love the culture they're cultivating. I don't

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Speaker 1: want to make a move, but my boss is extremely

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Speaker 1: tough to work with right now, she's overstressed and obsessed

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Speaker 1: with hitting all our KPIs regardless of whether we hit

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Speaker 1: our financial goal that we commit to every month. To

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Speaker 1: boil it down, she finds a way to give us

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Speaker 1: backhanded compliments on our performance as an office and it's

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Speaker 1: honestly demoralizing. I've heard this from many co workers as well.

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Speaker 1: We've been venting to each other and it's becoming toxic

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Speaker 1: to the culture. I want to say something to her,

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Speaker 1: but she is a domineering and stubborn force. I would

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Speaker 1: love if you can give me some tips on how

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Speaker 1: to approach her. Ooh yeah, toxic bosses? Why do they

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Speaker 1: have to ruin everything? And you know what's great about

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Speaker 1: this question? I mean, obviously it sucks and I feel

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Speaker 1: bad for you, but I love that you can have

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Speaker 1: at least you're identifying and recognizing that your company culture

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Speaker 1: is largely good. So what sucks is that you've got

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Speaker 1: a boss who's like screwing it up because largely the

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Speaker 1: culture itself is very different than what your interactions with

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Speaker 1: this boss have been. So how can we tattle on her?

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Speaker 1: That's what I want to know. I don't actually think

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Speaker 1: it's your job to fix her or make her a

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Speaker 1: better manager. My question is like, how can we tattle

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Speaker 1: on her in a strategic way to get her out

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Speaker 1: of your way so that you can actually enjoy this

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Speaker 1: great culture that this company is committed to building. And

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Speaker 1: I think toxic managers like her deserve to be called

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Speaker 1: out and dealt with because they're ruining like an employees experience.

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Speaker 1: And if companies want to retain employees and not have

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Speaker 1: us all quitting on them, they need to know who

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Speaker 1: their shitty bosses are. Who are the shitty managers who

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Speaker 1: actually could use a little bit of professional development support,

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Speaker 1: some training like who deserves and the manager sect to

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Speaker 1: get a performance improvement plan, And it sounds like your

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Speaker 1: boss does. So what are the levers that you can

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Speaker 1: pull within your company to actually let people know that

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Speaker 1: this manager is making it harder for you to do

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Speaker 1: your job and it's not just you. So that's my

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Speaker 1: first question. I've worked at places where you could actually

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Speaker 1: once a year, they would have a survey that you

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Speaker 1: could send out and you could provide anonymous feedback on

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Speaker 1: your manager. But if you guys have that annual survey

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Speaker 1: and if it's not coming up in the next couple

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Speaker 1: of weeks, then I think it's time to actually take

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Speaker 1: this to it can be either someone in HR. It

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Speaker 1: can be your boss's boss. You can arrange something called

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Speaker 1: the skip level meeting, where you intentionally reach out to

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Speaker 1: a person above your boss and have a candid conversation

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Speaker 1: about what you've been experiencing. Do not go in there.

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Speaker 1: This is my advice to you. Don't go in there

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Speaker 1: empty handed. In terms of data and information and actual

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Speaker 1: examples of what has happened, I think you should definitely

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Speaker 1: be in the collecting of data phase right now. So

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Speaker 1: start writing out what has she said, what has she

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Speaker 1: done that has created a toxic work culture, And the

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Speaker 1: more concrete examples you can give, the more likely it

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Speaker 1: is that they will actually do something about them. So

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Speaker 1: if you walk into your manager's manager's office and you say, hey,

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Speaker 1: I'm having a really hard time with Tracy. She's making

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Speaker 1: my job just you know, horrible and awful. Now, you're

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Speaker 1: just creating a problem that this manager's manager has to

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Speaker 1: figure out, make their job a little bit easier, and

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Speaker 1: also make it more likely that they're going to take

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Speaker 1: your claim seriously. By having some cold, hard facts. Not

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Speaker 1: only does this illustrate the reality of what's going on,

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Speaker 1: but it also shows them, well, this person is bad

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Speaker 1: enough where Rebecca feels like she has to keep tabs

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Speaker 1: on all these different instances and occurrences. So put the power.

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Speaker 1: Take the power back in a little bit of control

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Speaker 1: by starting to document all of the situations that have

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Speaker 1: occurred where this boss has, like I said, created a

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Speaker 1: toxic environment, ben demoralizing. Take screenshots if she's texting or

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Speaker 1: sending emails or slack messages, whatever it is that are

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Speaker 1: causing these situations. Take your screenshots, get organized, and then

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Speaker 1: plan a meeting. And if you want to combine forces

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Speaker 1: with the other people on your team, there really is

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Speaker 1: power and numbers if a company knows that it's not

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Speaker 1: just one person who's having an issue with this boss,

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Speaker 1: it's six people. And by the way, this team is

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Speaker 1: in danger of falling upon heart, as are our financial

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Speaker 1: goals and our business goals for this team. Believe me,

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Speaker 1: they will listen to you. So I think there's power

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Speaker 1: and numbers if you want to get together a little

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Speaker 1: consortium or a group of colleagues and maybe set up

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Speaker 1: a group meeting to speak in a safe space with

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Speaker 1: your manager's manager, whoever else at the company you can

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Speaker 1: identify to accept this kind of complaint. That's a good strategy,

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Speaker 1: but definitely walk in there with concrete examples. It's going

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Speaker 1: to make everything go a lot faster and be a

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Speaker 1: lot more likely that they're actually going to take action. Now,

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Speaker 1: how they react to your complaints about this manager and

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Speaker 1: your documentation is going to tell you the real truth

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Speaker 1: about their work culture. If they really are committed to

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Speaker 1: creating the kind of culture that you're describing, where they

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Speaker 1: want people to feel welcome, where they want you to

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Speaker 1: do your best work and to be thriving, and yes,

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Speaker 1: we're going to achieve our business goals, we're not going

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Speaker 1: to do it at the expense of our mental health

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Speaker 1: and the expense of our happiness in general, then they

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Speaker 1: will take your complaints seriously, or they should and actually

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Speaker 1: either do something meaningful to get this manager, you know,

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Speaker 1: on the right path. They should get rid of her,

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Speaker 1: reassign her, maybe they can reassign you to someone else.

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Speaker 1: They should do something, take some sort of action, maybe

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Speaker 1: give them, I don't know, a few weeks to do something.

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Speaker 1: But if they don't do something, then that actually tells

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Speaker 1: you what they really mean about that culture they're trying

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Speaker 1: to cultivate, Because if they're not going to solve this problem,

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Speaker 1: then that culture was always a ticking time bomb. It

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Speaker 1: was always going to fall apart because they're not protecting it.

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Speaker 1: Companies have to be protective. They have to be unapologetically

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Speaker 1: protective about anything that can be a threat to employee retention,

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Speaker 1: employee happiness, and to that culture that they say that

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Speaker 1: they want to cultivate. And the uncomfortable truth about that

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Speaker 1: is that they're going to have to identify these shitty

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Speaker 1: managers and do something about them. And the more companies

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Speaker 1: are willing to acknowledge that it's not just the lowest,

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Speaker 1: you know, entry level employee that they have to pay

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Speaker 1: attention to, it's managers, Like why aren't we training better

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Speaker 1: managers like we cause they're causing so many issues out

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Speaker 1: there right. So I'm obviously really really fired up about

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Speaker 1: how important it is for companies to identify, you know,

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Speaker 1: crappy managers, give them the support and training that they need.

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Speaker 1: I'm not even saying that it's your boss's fault, that

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Speaker 1: maybe she's creating this. She may not even be aware

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Speaker 1: of it, and you know what, it may be coming

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Speaker 1: from her higher ups. They may be putting pressure on her.

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Speaker 1: So we need to like get to the root cause

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Speaker 1: of it and they need to fix it. And if

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Speaker 1: they don't fix it, then I think it's okay for

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Speaker 1: you to move on, you know, find a company where

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Speaker 1: you can work for, you know, work for that actually

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00:19:26,840 --> 00:19:29,520
Speaker 1: enforces the culture that they, you know, talk about creating

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Speaker 1: or potentially moving to a different team at your company.

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Speaker 1: So keeping an ear out and an eye out for

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Speaker 1: who says they love working for their manager and see

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Speaker 1: if maybe you could request a transfer to that team.

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Speaker 1: Even like, you got to look out for yourself, right,

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Speaker 1: and you got to you gotta put your own foot

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Speaker 1: forward when it comes to coming up with solutions. Sometimes

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Speaker 1: that work best for you because the company may not

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Speaker 1: always know what's what's best for you personally, but you're

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Speaker 1: always going to have, you know, your best interests in mind, right,

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Speaker 1: So if they don't have a good solution that works

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Speaker 1: for you, sometimes colming with your own idea of a

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Speaker 1: solution can help. Thank you so much for your question.

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Speaker 1: Thank you for setting this in. I hope things improve,

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Speaker 1: but definitely pluck up the courage, get a couple of

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Speaker 1: your colleagues together, go at this as a team and

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Speaker 1: a unified front, and I think you'll actually have a

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Speaker 1: really good chance about getting some sort of action taken

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Speaker 1: in this case. Thanks y'all for listening. This is Mandy

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Speaker 1: again with Brown Ambition. Remember hit us up at Brownambition

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Speaker 1: podcast dot com. That is your one stop destination for

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00:20:29,880 --> 00:20:32,720
Speaker 1: submitting your questions. If you want to be anonymous, just

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00:20:32,800 --> 00:20:36,000
Speaker 1: let us know. Anything career and finance related is on

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Speaker 1: the table. Ask us anything, we will answer it all right.

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Speaker 1: Can't wait to hear from y'all. Also, remember to tune

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Speaker 1: into next week's episode. Like I said, may or may

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Speaker 1: not have a returning co host who is back ish.

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Speaker 1: I am so excited for you guys to hear it.

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Speaker 1: I'm so excited for this new chapter in Brown Ambition's history.

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Speaker 1: Thank y'all again for the incredible support and helping us

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Speaker 1: secure not one, but two Webby Awards. Can y'all even

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Speaker 1: believe this? Two oscars of the Internet on our shelves.

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Speaker 1: We could not be prouder and it's because of you,

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Speaker 1: Ba fam for helping us get this recognition. It's as

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Speaker 1: much your win as ours, So lah big kiss to

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Speaker 1: you all, virtual hugs. Thank y'all for tuning in, and

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Speaker 1: I will see y'all next week. Hey, Ba Fam, we

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Speaker 1: could not do this show without your support or the

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Speaker 1: support of our team behind the scenes. The Brown Ambission

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Speaker 1: Podcast is produced by Cumulus Podcast Network. It's edited by

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Speaker 1: the wonderful Imani Crosby and produced by Tanya Bustos. Dennistimplinsky

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Speaker 1: is our in house tech guru, and I am Bandy

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Speaker 1: Woodrid Santos your co host, and I will see y'all

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Speaker 1: next week.