In this episode of the NextGen Work Culture podcast, we're excited to share our conversation with Ryan Houmand, author of the book "A Passion for Monday".
Ryan shares his insights on the four big mistakes that make people hate Mondays and what managers can do to help their teams avoid them. From trying to be good at everything like Michael Jordan to fixating on weaknesses like Marty McFly, Ryan uses relatable pop culture references to illustrate how these missteps can derail engagement and satisfaction at work.
He also previews a potential 5th mistake around imposter syndrome that disproportionately impacts women in the workplace.
Throughout the conversation, Ryan emphasizes the crucial role managers play in recognizing their people's strengths and allowing them to work in their zones of genius.
He shares examples from his own consulting work, including how focusing on Gallup's 12 elements of engagement helped turn around a struggling Home Depot store.
Whether you're a people manager looking to boost your team's engagement or an individual contributor who wants to love Mondays like Fridays, you'll find Ryan's advice both practical and inspiring. Let's dive in!
Connect with today's guest, Ryan Houmand:
Author of "A Passion for Monday" Ryan has a background in management with companies like ADP and The Home Depot. He's an established expert on employee engagement which he calls "Loving Monday just Like Friday but for a different reason" His particular expertise is in detecting where managers struggle and helping them succeed in engaging their teams for dramatic results in everything from productivity to client satisfaction to improving safety. Ryan lives in Salt Lake City, Utah.
LinkedIn: https://www.linkedin.com/in/ryan-houmand/
Love Monday Podcast: https://podcasts.apple.com/podcast/id1657009609
Connect with us at:
LinkedIn: @kortneyross
Instagram: @nextgenworkculture
Facebook: @nextgenworkculture
Welcome to the NextGen Work Culture podcast, where leaders learn
Speaker:to support working parents, because being a family friendly
Speaker:business isn't just a nice to have anymore. It's
Speaker:essential for businesses that want to stay competitive, and it is
Speaker:critical for the next generation and those who are raising them. I'm
Speaker:your host, Courtney Ross, and I am so glad that you're here.
Speaker:Welcome back to the NextGen work culture. Today I
Speaker:am speaking with, with Ryan Helmond, who is the
Speaker:author of the book a Passion for Monday.
Speaker:So, Ryan, can you tell us a little bit more about you and what you
Speaker:do? Yeah, I'd love to. I'm so happy to be on your
Speaker:podcast. First of all, it's just so, yeah. Thanks for joining us. Yeah, ever since
Speaker:I met you, we were at an event in Orlando, and I've been looking forward
Speaker:to this. I'm glad we finally got to put it together. So, yeah, my background
Speaker:is in, is in management, mostly frontline management,
Speaker:actually, and lots in several different organizations. Most of my time is
Speaker:spent to a couple of big ones, ADP and the Home Depot. And
Speaker:so my background really, my whole thing about a passion
Speaker:for Monday came ten years ago when I lost my job. They had
Speaker:told me at one of the companies I worked for that you're really good
Speaker:at engaging employees, and we don't know what you're doing, but whatever you're doing, keep
Speaker:it up. And I'm glad they didn't ask me because I didn't really even know
Speaker:what employee engagement was at the time, but they were telling me that every time
Speaker:they got a survey back, my scores for my team were really high.
Speaker:And so then a couple of months later, they walked me out
Speaker:the door and said, today's your last day. And so
Speaker:then I got to thinking, what am I going to do with the rest of
Speaker:my life? And I remembered, well, they told me I was good at employee engagement.
Speaker:Maybe I should figure what that, figure out what that is. So I started doing
Speaker:it, and then I actually got an opportunity to, well, I
Speaker:started actually consulting and training managers on
Speaker:this, and I actually got an opportunity to speak at an
Speaker:HR event. And I said, I want to speak on employee engagement. And they
Speaker:said, we're all kind of tired of hearing about employee engagement. You
Speaker:know, that's an old thing. And I'm like, huh? So I got to market this
Speaker:differently. So I decided, well, what it
Speaker:really is is that you love Monday, just like Friday, but
Speaker:for a different reason. So we know why we love Friday. We've got some time
Speaker:to do what we want. But what if we could do what we want Monday
Speaker:through Friday as well? And so that's really what it's been about. And building work
Speaker:culture, not to engage, engage people in what
Speaker:they do. And it's, we know from some of the data out there,
Speaker:Gallup gives us a statistic that says 70% of the variance on
Speaker:employee engagement is attributable to any, to your direct
Speaker:supervisor. And so while we can have something to do with it
Speaker:by what we choose to do, for the most part, it's on work
Speaker:culture. And so to be able to be on your podcast on
Speaker:next gen work culture is just an awesome opportunity for me. So
Speaker:I appreciate your willingness to let me. Come on.
Speaker:Yeah, Ryan, I'm glad you're here. So we talk about how you could
Speaker:support working parents a lot, but most of that really just
Speaker:boils down to having an excellent work culture. And
Speaker:as you said, a lot of that kind of comes back to the managers and
Speaker:the people managers and how they're treating their people right. So I
Speaker:wonder, can you tell me the four mistakes that might make
Speaker:people hate Monday? Yeah. And I appreciate you asking that because
Speaker:it's what I talk about in my book, compassion for Monday. And
Speaker:it's interesting because I'm going to probably share a little fifth
Speaker:one that somebody brought up to me the other day. I was on a walk
Speaker:with a friend of mine, and she said, you know, there's another one you ought
Speaker:to think about adding into the next edition of your book. So I might
Speaker:update that. But we're going to talk about the four because I haven't really figured
Speaker:out that fifth one yet. I'll talk about it, but I don't have an icon
Speaker:for it. So one of the things that I decided a while
Speaker:back is I needed to have some sort of icon for
Speaker:these mistakes so that people are like, hmm, I can relate to that. So the
Speaker:four mistakes are these. The first one is what I call the Michael Jordan
Speaker:mistake, and that is trying to be good at everything. So
Speaker:it kind of goes back a ways. But Michael Jordan, at the pinnacle of his
Speaker:career, went to play baseball, and
Speaker:everybody was thinking, what are you doing, Michael? And even
Speaker:after a year and a half, he started wondering, what am I doing here? This
Speaker:isn't what I do best. So trying to be good at basketball and baseball and
Speaker:golf and whatever else made it so he couldn't really be great
Speaker:at what he was best at. So he ended up going back to
Speaker:basketball. So how often do we do that in our careers? We see somebody get
Speaker:recognition for something over here. And we think, oh, they're getting
Speaker:recognized. Maybe I should be good at that thing, too. And it's not what you
Speaker:do. And so we unplug from what we're really good at because
Speaker:somebody else is getting recognized for something they're really good at. So
Speaker:that's mistake number one, trying to be good at everything. I call it the Michael
Speaker:Jordan mistake. Mistake number two is what I call the
Speaker:Marty McFly mistake. So if you know the movie back to the future, and this
Speaker:goes back a ways, too, there's, in the first. The
Speaker:first movie, there's a memorable moment where he's walking along with his
Speaker:girlfriend Jennifer, and she says, marty, you got to send
Speaker:your demo tape for your band into the record company.
Speaker:And he's like, what if they don't like me? What if they say I'm no
Speaker:good? What if they say, get out of here, kids. You got no future? I
Speaker:just don't think I can take that kind of rejection. Because he was fixated on
Speaker:his weaknesses. So mistake number two is fixating on your weaknesses, what I call
Speaker:the Marty McFly mistake. And we do that, too. We think,
Speaker:I'm not really good at anything. And it holds us back from being
Speaker:really, again, really trying to excel in what.
Speaker:What is. What we do best. You know, maybe what our calling
Speaker:is. Mistake number three. I've got an icon for this
Speaker:one, too. It's the Bruce Jenner mistake. Now, this one goes back a ways,
Speaker:too, but at the time, wrote the book. It was
Speaker:really apropos. So Bruce Jenner in. Well, actually,
Speaker:Caitlyn Jenner in the first interview said, I was
Speaker:Bruce Jenner for 65 years and miserable. And how often do we do
Speaker:that? We take the advice of some trusted counselor or
Speaker:advisor or parent, a great friend or whatever, and they say, you should go
Speaker:do this for your career. And then we get down that path, and we realize,
Speaker:this isn't what I wanted to do. I know somebody who
Speaker:followed his father in his father's footsteps. His father
Speaker:was an electrical engineer, and this guy was the youngest of eight children, and
Speaker:nobody else had gone into the family business of being an electrical
Speaker:engineer, so he kind of felt pressured to do that. Well, by the
Speaker:time he got to be 40, he said, this isn't what I wanted to do.
Speaker:I've been an electrical engineer for now, what, 20 years? And I
Speaker:hate it. And he always wanted to be a doctor. So what did he do?
Speaker:He had the courage to unplug from being an electrical engineer and go to medical
Speaker:school at age 40, but now he's a doctor. Wow. In his mid fifties.
Speaker:So those are the types of things we're talking about. And the fourth mistake is
Speaker:having a bad boss and keeping them. So having a horrible boss. So the
Speaker:horrible bosses is those movies. And my icon for this one,
Speaker:you have a horrible boss and you keep them. That's your mistake. And sometimes it's
Speaker:like I say that to people. It's like, well, I have a horrible boss, but
Speaker:that horrible boss was inflicted on me. I didn't choose them.
Speaker:And sometimes we don't. But sometimes we did apply for a job and we find
Speaker:out after the fact that we have a horrible boss. So it may not be
Speaker:your mistake that you made initially, but make no mistake, it
Speaker:is your mistake. If you continue to have that horrible boss, we have to do
Speaker:something different because it's just going to ruin your work
Speaker:experience. And we don't just live to work, but if we're going to work anyway,
Speaker:we ought to be happy. And then I'll just give you a little insight into
Speaker:that fifth one. So I was walking along with one of my friends about a
Speaker:week or so ago, and she said, I was reading your book, a new friend,
Speaker:and she said, there's something you're missing. And this one might be, I think
Speaker:this is kind of apropos to your audience, too. She said, it's, it's
Speaker:imposter syndrome. So I need an icon for that. Maybe it's the
Speaker:character, and catch me if you can. I don't know, but imposter
Speaker:syndrome. And she said, she's a doctor, and
Speaker:she said it's a problem for everybody. But she says it's particularly a problem
Speaker:for, for working women in that men seem
Speaker:to just, you know, if there's an opportunity that comes up,
Speaker:if they meet two of the qualifications, they go for it. But women tend to
Speaker:think, no, I don't. I only meet two of those qualifications. I can't go for
Speaker:it. But men do it, and then they sometimes get that job or get that
Speaker:opportunity. And she's like, we need to talk about that more.
Speaker:So in an upcoming edition, when I put a new cover on that book, it's
Speaker:going to have the fifth mistake that makes people hate Mondays, and that's imposter
Speaker:syndrome. So, so that's just a little view into
Speaker:what I see as a consultant out there now for
Speaker:ten years, working with organizations, these are the things I see people
Speaker:doing. And then what I try to do is help
Speaker:managers because I think people, leaders should be doing people
Speaker:things I stole that from a friend of mine. He's an
Speaker:HR senior person. He said, people leaders should do people things. And
Speaker:I try to get organizations to help their people do that because
Speaker:so many organizations are just getting that wrong. They're having their people leaders
Speaker:do project management and other
Speaker:initiatives within the organization, and they get maybe 20% of their time
Speaker:to devote to their people. And that's just a shame because
Speaker:then people get ignored. So anyway, it's a long story. Thanks for letting me
Speaker:tell it. No, I love it. So I think
Speaker:that a lot of the kind of research out there indicates that
Speaker:people leave bad managers, not necessarily bad
Speaker:places or bad companies. Right. A lot of it has to. It boils down to
Speaker:the manager. So what can managers do
Speaker:to help people avoid these five big mistakes?
Speaker:Yeah, that's a great question. And when we think about that, we
Speaker:think about those mistakes. It's, you know, people are typically
Speaker:reacting to the environment around them. And when we think
Speaker:of, like, trying to be good at everything, it's
Speaker:managers can be better at recognizing, giving
Speaker:praise and recognition for doing good work. Now, we know some of the data
Speaker:out there says that praise and recognition has a shelf life, and
Speaker:it's usually around seven days or so. So we got to make sure
Speaker:we're giving frequent praise and recognition to our people.
Speaker:So if somebody's making the Michael Jordan mistake and trying to be something,
Speaker:trying to be good at everything, it's because they're seeing other people getting recognized for
Speaker:things they're good at doing. And it might be because I have this need to
Speaker:be recognized for what I do well. And if my manager never sees that,
Speaker:never notices, it never gives me praise and recognition for doing what I do best,
Speaker:I'm going to start to think I'm not doing the right thing. I'm going to
Speaker:start to think that what's expected of me is what they're all doing. And
Speaker:so one of the things that we also know is about half of people in
Speaker:the US who have jobs don't know what's expected of them at work. And part
Speaker:of that is how are they being recognized and
Speaker:reinforced? What reinforcement are they getting for the good
Speaker:work they're doing? And a lot of managers I talk to say, well, I don't
Speaker:do that because they get paid for doing their job. I'm not going to
Speaker:recognize them for doing their job. And I always turn that on them and say,
Speaker:well, what if nobody on your team showed up tomorrow? Would you be happy that
Speaker:they were just showing up to just do their job and
Speaker:that usually turns the table on that a little bit. And they say, yeah, okay,
Speaker:good, good point. And when you think about it for
Speaker:the last time, you got recognized for just doing great work.
Speaker:How did that feel? I mean, you probably had more energy
Speaker:for three or four or five days. After that, you know, you're more productive because
Speaker:you got more positive energy. One thing,
Speaker:when it comes to some of those other mistakes, like your
Speaker:weaknesses, well, we tend to do managers tend to exacerbate that
Speaker:problem because they, we have an annual review or
Speaker:something and we talk about, we maybe pay lip service to
Speaker:somebody's strengths and we say, yeah, but you don't need to worry about those. Let's
Speaker:work on these areas of improvement or our
Speaker:weaknesses. We hate weaknesses so bad. We come up with some
Speaker:goofy name like areas of improvement, which they aren't, by the way. If it's a
Speaker:weakness, you can work on it and make it better, but it's never going to
Speaker:become a strength. So, so we say, we say, well, that's
Speaker:great. Those will take care of themselves. Work on these things that you're no good
Speaker:at doing. So managers need to stop doing that
Speaker:and play. Allow people to play to their strengths. For the third one, it seems
Speaker:like. Those two really go hand in hand a lot, you know,
Speaker:that's a great point. Find your strengths, play to your strengths. Don't focus on your
Speaker:weaknesses. Find somebody else that's good at that and let them focus on it.
Speaker:Exactly. As a manager, it seems like you can kind of help the team
Speaker:figure out who's the best at this and who's the best at this and, and
Speaker:try to get them kind of in their lane, so to speak, and working on
Speaker:the things they're really great at. They're kind of zone of genius and
Speaker:don't focus on those weaknesses and areas for
Speaker:improvement. You're exactly right. I mean, and that's so, that's
Speaker:so key, and that's what
Speaker:we tend to do. And about 60% of people think it's a better idea
Speaker:to work on their weaknesses than their strengths because for the same reason, we get
Speaker:that drilled into our head, that, well, their strengths will take care of themselves. But,
Speaker:yeah, you're right. I mean, that's a key point as managers.
Speaker:If I'm a manager, I have the bird's eye view to say, well,
Speaker:somebody's really good at this and somebody's really good at this. And, you know, a
Speaker:job description is 5 miles wide and somebody might come in at really excellent
Speaker:at mile one and good out to mile two, but mile three, they're okay.
Speaker:But miles four and five they should never even delve into because they're going to
Speaker:mess it up royally. And somebody else on the team comes in strong at mile
Speaker:five. So we can individualize what people do on our teams and that's the
Speaker:luxury we have as managers. So you're exactly right. That's a great point. And I'm
Speaker:glad you mentioned zone of genius because that's a concept in a book that
Speaker:really changed my life ten years ago. The big leap.
Speaker:And we don't tend, tend to work in our zone
Speaker:of genius. The people who are really famously successful tend to work in their zone
Speaker:of genius. Oprah Winfrey has a quote that I love. She said, I know
Speaker:you made reference to staying in your lane. And she says, I know where my
Speaker:lane is and I know how to stay in my lane. And that's what we
Speaker:need. That's what managers can help people do. So just
Speaker:some ideas there. And I've got more for those other mistakes, too,
Speaker:but I know. Yeah, what about them? Give us a quick
Speaker:version. What about mistakes three or four? What kid managers do to help with
Speaker:that? Yeah, so that's the other thing about, like the Bruce Jenner
Speaker:mistake and trying to be something you're not. This also kind of
Speaker:goes, managers don't have to work too hard to find these things.
Speaker:And it's like, I made this mistake as a
Speaker:new manager. I would say, I would look at what the work of my
Speaker:team, and they had similar roles in the job I first had. And so I
Speaker:thought, well, they need to be similarly good at everything. And so
Speaker:sometimes I'd fixate on something that somebody wasn't doing well
Speaker:at the expense of knowing or realizing and
Speaker:recognizing the things that they did really well. So again, it comes into that five
Speaker:mile wide job description. I'm harping on them, I'm
Speaker:taking corrective action. I'm giving corrective feedback on this one
Speaker:thing. They're not very good at ignoring all the things they're really great at instead
Speaker:of just unplugging them from that and saying, look,
Speaker:it's like when I was taking my driver's test to get my driver's
Speaker:license for the first time, and the guy who was giving me my
Speaker:test, he was, I was supposed to parallel park and I was going to screw
Speaker:it up. And he said, I'm way behind. Don't tell
Speaker:anybody this. No, I'm telling everybody this. But he said, it's going to fail
Speaker:you on parallel parking because if you hit the cone, you fail the whole test.
Speaker:So just don't, we'll just give you 90 instead of 100 and we'll
Speaker:both move on from this. And so he's like, you're going to screw this up,
Speaker:so don't do it. And that's what I should have been doing with those people
Speaker:on my team. You're going to screw this up. And that's okay because you're really
Speaker:good over here. So that's another thing managers can do. And then
Speaker:on the horrible boss mistake, don't be a horrible boss. I mean, look at
Speaker:the things that engage your team. And I like to fall back on
Speaker:the twelve elements that Gallup has rolled out. And
Speaker:the survey they use is called the Q twelve. And they have things like, I
Speaker:know it's expected. I've received praise and recognition the last seven days.
Speaker:My opinions seem to count those things. If managers can focus on those
Speaker:twelve things and knowing that their people agree
Speaker:or strongly agree with those things, they're going to be not a horrible boss. And
Speaker:so that's how you can do that, right? Yeah, it seems like that one should
Speaker:be the easiest thing for managers to control.
Speaker:Exactly. Just stop. If you're being a horrible boss, just stop. And if you don't
Speaker:know if you are, look at your engagement surveys and if you're having
Speaker:one and we don't look at those very,
Speaker:in the appropriate way. The engagement survey really is
Speaker:a report card for the manager and a lot of organizations don't treat it that
Speaker:way, and it really is. And we should pay
Speaker:attention to those. And when you have a good survey that
Speaker:asks the right questions, you can really, and this is what I do for organizations.
Speaker:I'll go in and say, oh, this manager is struggling here. And here's
Speaker:why. Because on this question, his or her team is
Speaker:rating this really low. And then when they, when they do that, this is probably
Speaker:what it's telling you. And invariably I'll go in and say, could this be
Speaker:happening on your team? And they're like, yeah, it is happening on my
Speaker:team. What do I do about it? You know? So those are the things. So
Speaker:look at your engagement survey if you want to resolve mistake number four.
Speaker:Yeah. And I'm sure that those engagement surveys could bring a
Speaker:lot to the surface. You know, if you really actually look at them
Speaker:as a reflection on the managers, you know, as a report
Speaker:card for the managers, they're very telling.
Speaker:They can be, for sure. Yeah, I'm working with an organization right now and we're
Speaker:just recently my most recent one where we did an engagement survey
Speaker:and now we're looking at those and it's like, oh, well, this manager is probably
Speaker:struggling here. And that's what we do. We go in and say, could this be
Speaker:a problem? And they're like, yeah, it is. I thought, how did you know? You
Speaker:know, but surveys can tell us, if we use a survey
Speaker:that asks good questions and the right questions, it'll tell you a
Speaker:bunch of stuff. Yeah. So do you use a
Speaker:specific engagement survey? Do you have your own? Yeah, actually I
Speaker:do use the Gallup on that q twelve when I'm consulting because there is
Speaker:so much science behind it. But the other thing is a lot of surveys
Speaker:ask similar questions and so you can use that as a
Speaker:proxy. And I've helped other organizations. When I worked for the Home Depot, I helped
Speaker:one of the Home Depot stores that was really struggling and they've been struggling
Speaker:in the lowlands of their engagement for about three years in a
Speaker:row. And they used their own survey and
Speaker:it asked some similar questions to those twelve.
Speaker:But regardless of how that survey came out, when they asked me to help this
Speaker:store, I said, all right,
Speaker:let's use these twelve elements.
Speaker:We're going to focus on these things and we're going to do initiatives around,
Speaker:I know what's expected of me and I have the tools and equipment I need
Speaker:to do my job right and those sorts of things. And when we did, did
Speaker:that for a year and we took the survey the next year and where they
Speaker:had been struggling. So they have a hundred point scale on their
Speaker:survey and this store had been at a 72
Speaker:for three years running and you have to be at an 80 if you're going
Speaker:to be a successful store manager at the Home Depot. And
Speaker:this manager had come to me and said, I know you do this, I know
Speaker:you do this because I actually was working with the Home Depot
Speaker:after I started this consulting and she
Speaker:said, I just need help or I'm not going to have my job next year.
Speaker:And we don't need to get to 80, but we need to start showing some
Speaker:upper progress. Well, in that year we went from 72 to 79. It had been
Speaker:72 all year long. We made the
Speaker:progress by focusing on those twelve elements. And some of
Speaker:the questions in the Home Depot survey actually mirror those. So it was
Speaker:easy to see where they were struggling and actually kind
Speaker:of surgically do the right things for that store. And
Speaker:it paid, you know, it got everybody's attention because it's sort of unprecedented
Speaker:to go up seven points in a year. Like that. So, yeah, that's
Speaker:a lot. I think that's another kind of important thing to note about surveys, I
Speaker:guess, is you can't just, like, send the survey out once a year and be
Speaker:done with it. You got to do something with the data, right. You got to
Speaker:do some work. Yeah. And it's funny because when she said, can you help
Speaker:me? I said, yeah, but I'm not. I honestly
Speaker:know, slagging on the Home Depot, but their process, at least
Speaker:back then, was not a good one for improving those scores. And I said, if
Speaker:I'm going to help you, you got to let me do it my way. And
Speaker:she said, I'll run all the interference you want. Just help me not lose my
Speaker:job a year from now. So she went on to great things there.
Speaker:So it was good. Yeah. Well, good. That's good.
Speaker:Ryan, is there anything else that you want to share with my audience
Speaker:before we end here? Yeah, I would just say
Speaker:the kind of the catchphrase I use is everyone should love Monday, just like
Speaker:Friday, but for a different reason. And if you
Speaker:don't start to look at those things for yourself, too, are
Speaker:you in your zone of genius? And if you don't know much about that, that
Speaker:book that I referenced, the big leap, really does a good job
Speaker:of going through that. But what do you
Speaker:do? What are you sort of called to do? And if you're not doing that
Speaker:thing, take a good, hard look at it and say, what do I need to
Speaker:do to make those changes? And it's hard because if you're,
Speaker:like, in your zone of excellence, that's where people want you to
Speaker:be. Your family wants you to be. Your employer wants you to be. The voice
Speaker:in your head wants you to be there because it's easy, but there's
Speaker:still something calling to you that you might be able to break
Speaker:into, and it's not always as hard as you think.
Speaker:So love Monday, just like Friday, but for a different reason. If you don't have
Speaker:start asking yourself some questions. I love it. We're going to love
Speaker:Mondays. So, Ryan, where can we find you at? So actually,
Speaker:I am between websites, but by the time this gets posted, it should be
Speaker:out there again. Find me on LinkedIn. So we'll get a link for that. But
Speaker:also it's going to be lovemondaylikefriday.com. lovemondaylikefriday.com
Speaker:dot. So I had. I'm transitioning over, and I'm actually
Speaker:without a website for the next couple of days, but it should be up there.
Speaker:Very soon. So go out to there. Hit me on LinkedIn. I mean, if you
Speaker:find my name out there, I'm the only person that I know of on the
Speaker:web with my name. So if you find me, you found me. So. Yeah.
Speaker:And we'll be sure to put the links in the show notes, too. Ryan, thank
Speaker:you so much for, for chatting today. Thank you. Thanks for having me on.
Speaker:Courtney. If
Speaker:you enjoyed this episode, I know you'll love the future ready work culture
Speaker:framework. Head over to courtneyross.com
Speaker:to download your copy and start building a family friendly,
Speaker:future ready workplace today. Don't forget to
Speaker:subscribe to the nextgen work culture so you never miss an episode.
Speaker:I'd love it if you'd also take a moment to leave a review.
Speaker:Until next time. Take care.