When Teams Feel Seen, Revenue Follows

In this episode of Elements of Culture, we talk with Brittanie Knezovich, CRO at ShipSigma and unpack the real drivers of team performance—the ones leaders often overlook. It’s not about tighter dashboards, louder pressure, or more meetings. It’s about creating the conditions where people feel recognized, supported, and genuinely understood.

We explore how:

• Psychological safety fuels accountability
• “Coaching with curiosity” transforms performance conversations
• Recognition and visibility drive stronger execution
• Caring leadership in high-pressure environments leads to better outcomes
• Small culture decisions compound into big revenue results

Through real stories and practical examples, you'll learn why the most effective modern leaders focus less on control and more on connection—and how seeing your team more clearly can unlock the metrics that matter.

Perfect for leaders, managers, and anyone shaping workplace culture.

Join us weekly as we dig into the real stories behind work culture transformation.

Not theory. Not fluff. Just honest conversations with leaders and innovators who've been in the trenches.

Transcript

Formality Fades, Humanity Rises

Speaker 1 0:00

The formality has changed and the formality in leadership has changed. Some, you know, 20 years ago, 25 years ago, would I have gone to my leader and said, hey, I'm I'm having a mental health crisis. No, not, right? I would have been scared to death to do that. So I think the positive changes are that there is so much more attention around what makes us healthy and how to remain healthy and how we can do that from a cultural perspective where it's not taking away from productivity, it's not taking away from our goals and what we're trying to accomplish. In fact, it's feeding them because when you feel cared about, you are much more likely to work harder, right?

Speaker 2 0:37

At Elements of Culture, we sit down with experts in leadership and team building to explore the DNA that drives a thriving organization. Hello and welcome everyone to Elements of Culture. My name is Taryn, and I'm joined with my co-host Julie today. And we are talking with Brittany Kinesovich. She is the Chief Revenue Officer at Ship Sigma. And we're so thrilled, Britney, that you're here with us today to talk about all things work culture, people, leadership, all those different things. But before we do, just want to say thank you for joining the show. And if you don't mind, just give us a little bit about your background and kind of what's led you to where you're at today at Ship Sigma.

Speaker 1 1:15

Thank you for having me. I'm so excited to be here. Such a passionate topic for me, the people and the culture behind an organization. So thank you for having me. Um, I actually have been in the world of logistics for 25 years. I started with FedEx in 2005 as a field sales rep and um just kind of worked my way up trying to solve problems, really, whether that was internally or externally. Um, found my way into leadership uh in 2019 and then continued my leadership journey through different um portions of that business and then over into Narvar, um, where I took a VP of sales role prior to coming to Ship Sigma. So such a fun journey I've been on and something I'm just really passionate about.

Speaker 2 1:59

That's so good. You know, you mentioned one thing about being a problem solver. I think you can't be in, you can't be in leadership or sales without being a professional problem solver.

Speaker 1 2:09

Oh true. It's so true.

Speaker 2 2:11

Yeah, and it's just funny. Um, you know, we talk about sales, we talk about leadership, but I also think sometimes what ends up happening is you just kind of naturally fall into some of these roles based on your own, you know, kind of personal skill sets or just enjoying solving problems. Um, so tell me, tell me a little bit about Ship Sigma before we get into some of the leadership and people discussion. Um, what is Ship Sigma? What do you do there? Um, and and how do you serve your clients?

Speaker 1 2:37

Sigma is an amazing organization. So we use our proprietary software to help customers around the the US really just save save money and better optimize their overall logistics um revenue and and the space within logistics, it can be so complex. Uh, people think it's easy. It's it's pretty complex. And so, really, just using the software and using um the team we have to help these customers better understand what's happening with within their supply chain and then make it a little more efficient.

Turning Around A Struggling Sales Team

Speaker 3:05

So, Brittany, talk to me a little bit about um you were talking about the client experience. And we we we before the podcast were talking about your passion for people. Um, talk to me a little bit about your journey and leading people and leadership and how that's changed over the course and you know, in logistics in itself, like I know the sales side of it is because I have friends, but it's pretty aggressive. And so, like, talk to me a little bit about how you keep a team motivated, how do you keep them healthy? I would love to know that because I could probably give some advice right now to some people.

Culture-Building During COVID

Diversity Of Thought In Action

Speaker 1 3:39

Uh well, I'll take advice too. So this is not just about giving. I mean, I think, you know, I took over my very first sales team was at FedEx, and I took over this team of 10 people and um they were in a pretty bad place, honestly. Their beloved leader, who is a fantastic person, had been had been let go and his wife had had a terminal illness, and it was just this really devastating time for this team. And and I took this team and one of 10 was hitting plan, right? And I kind of was looking at this going, man, how do I not just get them to trust in themselves, but get them to trust each other and trust FedEx again? Because in that moment, there were just so many things that I think that they had lost and and the impact on morale was big. And so I took that over in December of 2019 and I thought, okay, we're gonna spend all this time together and we're really gonna start rebuilding relationships and it's going to be this really cool experience, lots of in-person, face-to-face a march and COVID hit. And I thought, well, I guess it's time to get creative, right? So we started um with like a fight the quarantine 15, where I was like, let's do a 5K. Like, I don't care if you walk or run or roll down a hill or have your kids pull you in a wagon. I don't care. Just get outside and get moving, right? And let's take some pictures and let's start building some type of culture and camaraderie around how we're all feeling right now, especially in supply chain during COVID, because it was a very, very rough time. Right. And so I started there and I really then started leaning in more of that because what I needed, you know, I was one of 10 and these conversations were incredibly difficult with customers, where we had gone from kind of, you know, everybody was single sourced with one of the two large carriers to we didn't pick up their volume. And so it was, you know, the supply chain was overloaded and and customers were very, very frustrated. Their business was bigger than it had ever been. And so I did a team chopped competition because I needed them to rely on each other because I couldn't be on every call, right? But I didn't want them to walk in alone. I think a lot of what we do in this world was like, oh, jump in and you can solve every problem by yourself. And the truth is you can't. Diversity of thought is incredibly important. And so I sent them all the same five ingredients and made everybody set up their Zoom cameras in their kitchen and gave them 30 minutes, right? With the same instructions and the same ingredients, and we did the thing. Some of their creations were epic. Mine was horrific, but theirs were epic. And I kind of like let everybody look around and we had taste testers in everybody's house, kind of sharing, like based on five qualifications of whether we liked it or not. But at the end of the day, I was like, okay, you all had the same ingredients and you all had the same instructions. And every single person came up with something so incredibly different. Right. So what I needed them to see was the diversity of thoughts in that. And so, you know, if you have a customer that's very, very difficult and you need someone to kind of hold their ground, you might want to bring in Kurt because he's very good at that. Or if you need somebody that can just smooth things over and just can kind of keep the keep the mood a little more mellow, bring in Christine. She's amazing at that, right? And it was sort of this ability to see things so differently because when you're looking at food creations, it's much more clear than when you look at it just from a who am I going to call and what am I going to do? And so in doing that, it completely changed the dynamic of the team. I mean, we went from uh one of ten to hitting plan to nine of ten hitting plan. And so there's obviously a revenue component there too, but it's much more about how are we making sure we're taking care of each other? Because if we're doing all the right things, the revenue comes, right? But it's when we stop doing the right things that I think we start seeing the revenues slow.

Speaker 7:22

So you talked about diversity of thought. I wanna, I wanna get into this because I would love to hear your thought process on how you feel that adds value. Because um I think I I would say I have not a lot of leaders, but a handful of leaders that would be a little skeptical about diversity of thought and be a little afraid of it.

Expectations, Metrics, And Accountability

Speaker 1 7:41

Geez, I think it's such an important part of any culture, right? So if we're not taking everybody into account and we're not thinking through things differently, we're going to continue to do the things the way we've done them, right? And that there's that old saying of what got us here isn't going to be what gets us there. Without adding that diversity of thought, we are, we are truly just limiting ourselves and in any growth, whether that's from a company perspective, whether that's from a personal perspective, right? And and that whole like, I don't want to be the smartest person in the room. First of all, I don't think I've ever been the smartest person in the room. But I also just think like we we judge intelligence in so many different ways. And the truth is, you know, Einstein says you can't judge a fish on his ability to climb a tree or he'll fail every time. We have to start looking at it like just because they're not perfect at X, they may be really, really thoughtful and helpful at thinking through Y.

Beyond Transactions: Train Problem Solvers

Speaker 2 8:33

Yeah, that's so good. I think that, you know, even from your example, the the cooking challenge, which I love that idea. First of all, I think more leaders need to be create creative with the way that they engage their teens. And because what you did there is you took an exercise and you made it really fun. Um, you made it an experience that they probably will continue talking about the rest of their career, about this crazy thing Britney made them do, right? Um yeah, but my point is that you created a space for them to shine in their own individual ways. Um, and I think that that's so important. I love that you value people and their their diversity that they bring to the team because what we're seeing the more conversations, Brittany, that we have with leaders like yourself is that there's continually uh being just a shift in culture, and that has to do with people. You can't not have a shift in corporate or in your workspace without it impacting the people. Um, I want to talk a little bit about, you know, you you gave a very specific exercise, which is really fun, and you went from one hitting plan to nine out of 10, which that shows the success of the collaboration. Um when you think about scaling your team, when you think about scaling, and obviously there's revenue, you are, you know, the chief revenue officer, your response is revenue and your team is. Yeah. So, but you're very focused on people. How do you effectively set some things in place to help scale when you're thinking about you know goals and budget for 2026? What does that look like for you guys?

Speaker 1 10:14

Yeah, I think it's interesting because we we think all the time that that, oh, somebody's not hitting a goal or they're not hitting a plan. And and many times the majority of people don't want to fail, right? Especially salespeople. Salespeople are very, very competitive in their mindset. So a lot of times it's do they understand the expectation, first of all, right? Do they understand what is needed to get to to that to whatever that goal is, whether it's a revenue goal or an activity goal or anything else? Do they one understand what that is, right? And and is it this many calls a day or is it this many emails, or what does that outreach look like? And then are they able to track that on their own without me having to call them every morning going, what the hell's going on with this account? Why are you doing this? Why are you right? Do they have the ability to track it? And so when when we have our one-on-one every week, or we're looking at the same metrics. And and look, I'm a huge fan of Stack Reiki because I don't think any salesperson likes to be kind of at the bottom. I don't think it's a bad thing. I think it's a really important area for growth and looking at it because any person that's ever been in this industry will tell you like, if they see their name on the bottom, next week it will not be, right? They will do something to change that. And so it's really just like stating the right expectations, having those expectations super, super clear and then holding them accountable. It's it's it's very simple, but I think when we don't hold people accountable to the expectations we set, it sort of feels like a moving target. Like, what is actually important to my leadership team? And am I achieving that? Am I doing a good job? That's a terrible feeling, right? I need to know that like here are the things I need to do to do a great job. And if I'm doing those, the numbers will follow.

Coaching Styles: Feed Tigers vs Whip Horses

Speaker 11:56

Yeah, I really like that because I think X clear expectations and the communication thereof of that is um interesting because I think before in sales, the people who got it got it, and the people who did it was left behind. Yeah. Um and I don't what you was what you would see, to be completely honest, is the same people having the same conversation week on week because what they needed was not, and I think the expectation wasn't clear. And so what happens is you saw them failing week after week, and the people that were succeeding were succeeding week after week. And it was just, it was like this gap that was happening. And I think it was a communication. So I love that you're saying that. I would love for you to talk to me a little bit about how you have seen in this um in this field how how you train and how you coach your salespeople to be not as, or maybe it is, I don't know. Maybe has the has the clientele changed? Are we still as transactional as we used to be? Or what does that look like in the logistics world? And how do we coach our um, how do you coach your teens to understand the customer better?

Leading With Vulnerability And Care

Speaker 1 13:05

I would think if if anybody's transactional in sales, they're probably failing, right? You can't be. You you really have to be a problem solver. I think if you go in as a salesperson, look, I I've been in sales 25 years. I can tell you I don't like salespeople. When you ask me to go buy a car, I'm like, please no, please don't make me do this, right? Because it's just not my thing. So yeah. So I think um the most important part is you can't be a salesperson, right? You have to be a problem solver. You have to go in thinking about like, and and genuinely want to help as opposed to genuinely want to sell. Um, and so, but I think when we look at coaching and how I do coach, I would say, look, there's 20 leadership books over here of all the different types of leadership and all the cool things about it and all the different styles. But I really think if you boil it down, there are two types, right? There are the feed the tigers where you can nourish and you grow and you help build and you help strengthen and you allow failure, but you allow to fail fast and then to learn from it and move on. And then there's kind of like whip the horses, right? You're going to get there and you're going to get there fast and you have to. And it's this, this very um kind of pace setting leadership style. And look, there's a place for both. There's there's a time and a place that I think both are successful. I would say I am very, very much a feed the tigers leader. I'm not somebody that um expects somebody to sort of sprint a marathon. I think that causes ridiculous amounts of burnout and and just taking away a salesperson's confidence in themselves or in their process is the quickest way to kill their numbers. Right. And so really trying to feed them and understand what does motivate them and how they understand and how they accept some really hard conversations. It doesn't have to be criticism, right? But but we have to have hard conversations. And I think there's a way to do that kind, like with kindness and empathy. And there's a way to do that with with a little more grit. And so I think I I really try and focus on how can we get the the right messaging across and get it heard in a way that's not going to feel that I'm criticizing or attacking because I'm not. At the end of the day, I I wouldn't invest the time in somebody if I didn't see the value in them, right?

What’s Changed In Work Culture

Speaker 2 15:11

Yeah, that's so good. I think, you know, you have to, as you're training, it's like you're constantly investing in their development. One of the things that that I've experienced myself, Brittany, in leading a team and talking with so many leaders is that you're oftentimes like, not only are you a sales coach, you're a life coach, you're a therapist, you're like all these things, you're all these things. You're, you know, you're a chef who's coaching them along, you know, virtually on a cooking project. I want to, you know, kind of translate into that space of wellness, you know, with salespeople and and targets and quotas, life can be challenging. We all have so much going on. We're in a world that's so connected through technology, even through this podcast. As sales teams, you've got tools, you've got systems in place. There's such a level of connectedness, but at the same time, we're also going through this crisis of mental mental health that is just a big thing. So I want to talk to you a little bit, Brittany, just about how do you, as a leader, how do you show up for your team? What are the expectations that your team has? If somebody does have a crisis, a family situation, how do you navigate those things? Because I think for a sales leader, we're constantly talking about scaling, but people are still people. People still go through people things like mental health or a crisis at home. How do you manage through some of those hardships?

Talent Chooses Values-Aligned Companies

Speaker 1 16:36

Yeah, I think initially it starts with vulnerability on my end, right? So when I'm when I'm meeting my new team, when I'm talking through things with them, I am incredibly vulnerable about who I am and what my background is, that I am a mommy first, right? That I'm a triathlete, that I, that physical um fitness is very important to me. And you'll always find me running or you'll find this or that. I'm very, very honest with them and and talk about my kids and and want them to talk about theirs. I don't think it's ever a bad thing that, you know, and we have cameos of people's kids popping in to say hello. I I'm a huge fan of that because their their work self is such a small part of their overall self. And so the ability to better understand me, I think opens the door for me to better understand them. And then really talking through kind of what's important to them, if if I know that maybe one of their kids isn't doing well or or their spouse isn't doing well, really better understanding that because at the end of the day, it is all tied together and we're human. I I really don't, you know, AI is an amazing thing, but I don't want to use that to run an organization. I want the team to understand how how cared about they are and and that as a company, we're doing everything we can to continue to care for them.

Speaker 17:46

So, Brittany, you said you've been in the field 25 years. Talk to me a little about what has changed culturally in 25 years. And what has um what has changed for the better? And um, has anything changed for the worse? Or is there something that we need to be aware of as cultural dynamics have changed as generations have entered the workforce? I'd love to 25 years is a long time for you to see a lot. And so I'm very curious to see what has changed. And are you the type of leader that you had 25 years ago, or are you a completely different type of leader?

The Next Five Years In Logistics

Speaker 1 18:19

Yeah, I think um formality has changed dramatically, right? I I used to show up to work in a suit every single day. That was what we did. And the other day I looked in my closet, I was like, I still have like 10 suits, and I'm not sure why nobody wears them anymore. But uh the formality has changed and the formality in leadership has changed. Um, you know, 20 years ago, 25 years ago, would I have gone to my leader and said, hey, I'm I'm having a mental health crisis. No, not, right? I would have been scared to death to do that. So I think the positive changes are that there is so much more attention around what makes us healthy and how to remain healthy and how we can do that from a cultural perspective where it's not taking away from productivity, it's not taking away from our goals and what we're trying to accomplish. In fact, it's feeding them because when you feel cared about, you are much more likely to work harder, right? And so I think overall it has changed very dramatically in our willingness just to be more open and human with each other. Um, you know, I think there's always, I would love to say that nothing's changed for the worse. I think I think a lot has, right? I think um companies have definitely gotten more revenue focused, they've gotten more kind of top line focused over people focused. They, I think they kind of forget what got them to where they are. And so I think it's incredibly important to change that dynamic back. And the only way to do that is through modeling that behavior.

Scaling With Clear, Stable Goals

Speaker 2 19:45

Yeah, that's so good. I think you talk about the suits and just the way that you know people showed up. I think I always have this picture of the 90s, you know, like everyone's in a suit, suit and heels. And I can't remember the last time I wanted to show up to a you know a meeting or a corporate event, you know, like that. And and I do think there's a level of professionalism that we've gotten away with, especially with virtual meetings and things. And so, but there's, you know, it it's culture has changed. Um, I I do think, you know, if you were having like needed a mental health day, you would never have gone to your boss. I don't know that I would have gone to my boss and said that 10 years ago. But now I think there's been so many different world events and things that we've all experienced that we do have to make room for that. The other thing that I think has made a big impact on that is that, you know, when we when it comes to talent and and recruiting and talent acquisition, it's very competitive, you know. So people are actually looking for companies that they're aligned with that can they can share their own personal values with. And so they don't want to, they they're no longer willing to work for a company that doesn't have a space for them to be healthy as an individual. And so you see them leaving. And there's been almost, and Julie and I have talked about this, there's been this like mass exodus from some corporate companies because people are no longer willing to stay. I don't know if you've seen that over your career.

Speaker 1 21:10

Thank God, right? Like let's all be thank God they left. Thank God we left. Thank God they did the right thing for themselves and their mental health. Nobody deserves to be unhappy, right? So, yes, I've seen it. I think we need we will continue to see it. I think, you know, it's funny. I have a 26-year-old son and he is, you know, finishing college and he's sort of like it's it's interesting to look at like the types of roles he's interested in right now because he is very, very thoughtful about like glass door reviews. And is this somewhere I would want to work? And and if those reviews are poor, it's almost like an immediate no for him. You know, and I think it's it's technology has done so many great things and it has taught us that we can listen to what others have experienced within an organization. And by doing that, we take that very seriously. I take that very seriously as I'm looking at kind of growing into into different roles.

Speaker 22:03

So, Brittany, I would love to know what are your thoughts on what is logistics looks like in five years? And what's gonna change? Like, do you have like when you're looking at AI, you're looking at all the platforms that are out there, but it's moving so quickly. Where the I just think like what I know now, like by the time I get to it in three months, something's changed and something's new, there's new technology. I'm like, I can't keep up. So talk to me a little about what this is gonna look like because I'm really because I think for the world that doesn't know logistics, they think, oh, it's the same. But so much has changed. And oh yeah, yeah, so much has changed. So, what is the next, what do you think a few years looks like in logistics? And what do you what are you expecting on the forefront of that?

The Cost Of Moving Targets

Speaker 1 22:44

Yeah, I mean, look, I would love to say I have a crystal ball, and I can tell you if I did, I would be rich and I'd never probably have to work again. I think it will continue to change. I mean, I think technology, look, when I would sell a customer in 2005, it would take them three to six months to transition from one carrier to another because of moving technology and doing all the things today. That's that's the flip of a switch. They can do that per shipment, they can switch carriers, right? And so I think we'll continue to see technology have a big play in that. But I also think regional carriers are becoming more and more prevalent than they've ever been. And and for good reason, right? It's actually a lot more sustainable. It seems, right, when you look at these hub and spokes networks of the two big carriers, everything is going to a centralized hub and then going back out. And so, you know, if I'm in California and and I'm shipping to Colorado, it it may go from California to Memphis to Colorado, which which doesn't feel as sustainable as some of these local carriers can do. So I think we'll continue to see see a rise in that. Obviously, the gig transportation network has changed things pretty dramatically. So I think that will continue to have an impact. And then just the overall way that we manage supply chains, the overall way that we look at them and think through the best way to get something from somewhere. Over the last five years or so, surcharges within the supply chain world have have doubled and tripled, and there's been all sorts of different ones that have come up. And and I remember telling customers during COVID, I did this. I'm so sorry, all those customers I told this to. I was like, look, I've been here 20 years. This isn't gonna, this isn't going to continue. It's not going to continue to happen. This is a very weird time in the world. This is COVID. This is that. Guess what? It didn't just continue, it started compounding like more and more and more. And all of a sudden I was like, oh my gosh, I couldn't have been more wrong, right? About my experience having, you know, foreshadowed anything. I was wrong. The the bottom line is we're going to keep seeing that because they can. And so how do we then look at that and get smarter from a supply chain perspective and from a customer perspective of how do we ship this and how do we do that a little differently?

Speaker 2 24:58

Yeah, I think that's a good things continue to evolve. When you think you know something, you actually don't. There's more, there's more room to learn, right?

Managing Pressure Without Spreading Panic

Speaker 1 25:07

I have never felt more dumb in my whole life than every year I get older, right? Like I'm like, oh my gosh. My 16-year-old knows everything though. So she she is very smart.

Speaker 2 25:18

I'm sure she really is, but I'm sure she really feels like she's very smart. Everything.

unknown 25:23

Yeah.

Personal Priorities, Discipline, And Balance

Speaker 2 25:24

It's so funny. It's so funny. You you said this on earlier on the call, your mom first, and it's funny, you know, you bring those experiences um, you know, into your work too. And and it's just interesting that you say that because I think that there are there's even leaders though. I think it's also a mind, it's a mindset too. There's leaders who are well established in their career, and they also don't want to come away from from change. Like they don't want to shift into doing something new, even though everything in their environment is pointing to it's not working. You know, there has to be a change, but yet there's like this, this mindset where they don't want to move away from it. What would you say for for companies that are scaling? We've obviously talked about, you know, people, people is part of the scaling. In a in a world that we don't know everything, things are continuing to shift and change. What do leaders really need to have as top of mind in in scaling their teams and setting their companies and their teams up for success? I mean, what are some key things that you think leaders need to be aware of?

Speaker 1 26:25

I think documented goals, right? We have to know what we are searching for. So what is our end game? Beginning with the end in mind and knowing, hey, if my goal is X, here is how I get there, and really backing into that, right? So if we're not documenting that, and that is not clear and super understandable to everybody involved, right? If I say it, then every person on my team should be saying the exact same thing because it is so easy to understand and it is so clear, and we're all heading in the same direction. So I think without goals and without clearly documented stated goals, you're setting yourself up for failure. Right. And then just accountability to those goals, right? Again, if they're not able to track exactly how they're getting there, or if I'm not able to understand that without having to call them, there's no way that's that's sustainable. The scalable way to do that is communicate the goal really clearly, have it an easy, simple way to be accountable to that goal for the team as well as for yourself, and then monitor that progress on a weekly basis, right? It's not, it's every single week. What are we doing to get closer to that goal? It's not just we're going to state it and then every quarter we'll do a check-in. We get way too far behind if we do that. It's a weekly check-in of, hey, what did we do this week that got us closer? Even if it's a simple one thing, right? That got us closer to that goal. How are we monitoring that? And are we where we need to be along the progress line of what our timeline is to achieve the goal?

Speaker 2 27:50

That's so good. It's it's almost like, you know, you as leaders and you know, company leaders, CEOs, you have to hold yourself accountable, right? To meet those goals. Because what what I've seen happen in core leadership is there's been things communicated, but then there's not a check-in balance along the way. And it's like, what was what was the point of the strategy meeting of the three months of strategy planning when there's not that communication along the way? You if you're laughing because you know what I'm talking about.

Speaker 28:19

So true.

Speaker 1 28:20

I I remember at one point a sales team member of mine said, Oh, it's okay. I'm not gonna be upset by this because it'll change again next week. We had this later that that was very like, well, this week this is what's important, and next week something else is going to be important. And it was just impossible to keep up with. Right. And so, like, you have to having targets that move is the most frustrating part of being an individual contributor, of being a leader, right? We need to have targets. They need to be very, very stable, and we all have to be marching toward that same goal.

Speaker 2 28:50

Yeah, I agree. I I've definitely been a part of conversations like that. It's like, oh, don't worry about it, it's the hot topic of the week, you know. It's like how success, how successful are we really being right now? You know?

Speaker 29:03

Yeah, I think the moving target creates inconsistency and lack of trust. So what happens is like we can't when the moving target comes every week, you know, in our team meetings, it's kind of like, you know, you give the eye roll and you're like, okay, I can't take you seriously now. Because and it compromises the core value of what we're trying to do, I think. It's and it communicates inconsistency. We don't know what we're doing, and then lack of trust on from the leadership part. And so um, I've been on both ends of that, I think because like I I think, you know, like in my younger years, I would say as a leader, like giving moving targets uh because in my panic of not understanding that, hey, like, you know, I need to do something, right? Like that we need to have value that maybe they can catch on to, but it's really like the consistency factor I think creates stability um for sales leaders and it communicates the same thing over and over again to create that rhythm. So um I've I've been on both ends of that where I've been rolling my eyes. Eyes in the meeting, and then also providing a moving target, like because I just didn't know you're just wanting some type of result, right? From it.

Speaker 1 30:09

I think panic is panic does very, very interesting things to leadership style. I have I have seen myself exactly as you as you stated, like really all of a sudden not being me anymore because I was panicked about the pressure I was getting from from other individuals, right? And and it's an interesting thing to see when all of a sudden it stops you in your tracks and you're like, oh my gosh, I don't know who I am anymore because I feel so panicked about whatever is happening. And so it's this fine line of making sure the team knows where you're marching toward, but also not being a conduit of that panic to the team. And it's incredibly difficult to keep those two things separated.

Speaker 2 30:52

That's so good. Um, I I want to before we wrap up, Brittany, um I've loved this conversation just about leadership, transparency, clarity that you can bring to the team. I think that more and more workplaces need to put just a focus on that because at the end of the day, it's the people that get you to where you need to go to move the needle. And so, what can you as an organization do to show up for your team and for your people? Um, at the end of the day, each of us is an individual as well. You have your own personal needs. Brittany, you mentioned your mom, your mom first. You have a 24-year-old who's on the job hunt and a 16-year-old who knows everything that she needs to know about life, as as most 16-year-olds do. But you also mentioned, I want to touch on this, you also mentioned you're a triathlete, um, which that takes a lot of discipline, a lot of dedication. So as a leader, as a chief revenue officer, um, who, you know, you're in this space where there is constant change, but you're also a busy mom, but also someone who is very disciplined. How do you, how do you manage to balance like all the different areas of life's demands on you so that you can continue to show up for yourself?

Speaker 1 32:00

Yeah, I think it's priorities, right? I I talked to somebody one day and they said, like, oh, how do you get up every morning and work out? And it's very much the same as like deciding you're getting up every morning and taking a shower or brushing your teeth, right? You would never go into a meeting without doing that. And it really just has to be a mind shift of like, look, this is a very important thing for me. And so I'm going to prioritize that. Um, you know, as as we all know, as moms, kids make themselves a priority, right? There is it is very difficult not to prioritize your kids because they they just they're very good at whether it's sports. Yeah, it's so so they they take care of that one sport, maybe. And then I think, you know, work it's fun to prioritize because I I work for my team and I have an amazing team of people who are just, you know, putting so so much time and effort in to continue to grow with me. So for me, the priority is fun on that front because I get to show up for them in any way that I can.

Speaker 2 32:58

That's so good. Yeah. It's just it's a mindset. You just make a decision to show up and you prioritize the things that are important to you, whether it be, you know, uh physical movement, which I think that we all need more of that because, you know, we've been sitting down this whole podcast, you know, like we're all we all spend our lives doing so much sitting and not enough movement. Um, but I also think that we can reap just great health benefits from it. Well, Brittany, thank you so much for joining us for the elements of culture, just your your conversation, your your passion and leadership for people. It really shines through. And we just thank you to contributing to the conversation.

Speaker 1 33:33

Thank you both so much.

Speaker 2 33:34

Such a pleasure.

Speaker 1 33:35

Have a great day.