Are you a visionary woman founder looking to elevate your communication skills and drive business results? This episode of #WisdomOfWomen is a must-listen! Join Coco Sellman as she sits down with Liz Sklar, a Director at Stand & Deliver, a global communications firm renowned for helping leaders and teams engage, influence, and inspire others. Liz's impressive career spans from acting to executive communication, offering a unique perspective on authentic leadership and personal growth.

Discover the secrets behind effective communication, from harnessing the power of voice to embracing vulnerability and feedback.

How can you maintain motivation and reconnect with your core values?

What strategies can you use to communicate data effectively and create meaningful connections within your team?

Liz candidly discusses these questions and more, providing practical advice on building confidence, fostering innovation, and driving growth.

Tune in to learn from Liz's experiences and gain the wisdom you need to enhance your communication skills and elevate your entrepreneurial journey. This episode is packed with actionable insights and inspiring stories that will empower you to take your business to the next level.

Chapters:

• 00:00 - Welcome to the Wisdom of Women Show
• 00:03 - The Power of Women in Business
• 01:33 - Introducing Our Guest: Liz Sklar
• 02:30 - The Influence of Theater on Leadership
• 14:06 - Embracing Vulnerability and Feedback
• 29:40 - The Art of Effective Communication
• 22:50 - Finding Your Values and Purpose
• 33:00 - Conclusion: Making an Impact Together

Takeaways:

• The wisdom of women in business is crucial for driving impact and profit.
• A new model of leadership emphasizes the importance of women's voices and presence.
• Feedback is a gift; embracing it can lead to personal and professional growth.
• Effective communication involves understanding your audience's needs and emotional state.
• Innovation in business requires a willingness to adapt and receive constructive criticism.
• Connecting with your core values can help you overcome stagnation in your business.

Topics

1. Introduction of Liz Sklar on the Wisdom of Women Show

• Coco Sellman warmly introduces Liz Sklar, a director at Stand and Deliver, renowned for helping leaders and teams engage, influence, and inspire others. They discuss the importance of authentic communication and the power of voice, and Liz shares ways for listeners to connect with her, including reaching out via email or exploring Stand and Deliver's resources.
• Leadership in the innovation economy

2.Exploring Influence and Transition

• Liz Sklar shares her journey from acting to her current role in executive communication and presence. She reflects on the challenges she faced as an actor and how she learned to embrace her identity and presence. She also discusses the impact of theater training on developing executive presence and the importance of owning one's role as a leader.
• Executive communication and presence

3.Embracing Vulnerability and Feedback

• Coco Sellman and Liz Sklar delve into the significance of vulnerability and feedback in personal and professional development. They highlight the need to view feedback as a valuable gift and to shift the mindset from defensiveness to curiosity and experimentation in order to foster growth and innovation.
• Feedback and vulnerability in leadership

4.Stand and Deliver Overview

• Liz provides an overview of Stand and Deliver, a communications firm that works with clients globally to help individuals and teams improve their communication skills and achieve business results. She emphasizes the importance of communication in leadership and highlights the firm's focus on coaching, team building, and cultivating cohesive communication cultures.
• Communication strategies for business growth

5.Maintaining Motivation and Reconnecting with Core Values

• Liz and Coco share insights on helping teams stay motivated and navigate growth challenges. They highlight the significance of reflecting on personal values, reexamining core purpose, and embracing flexibility to adapt to changing circumstances for sustained growth and impact.

6.Importance of Communicating Data and Creating Meaningful Connections

• Liz and Coco delve into the significance of effectively communicating data and fostering meaningful connections within teams to drive innovation. They highlight the importance of storytelling and linking data to a deeper purpose to motivate and inspire teams, emphasizing the role of emotions in decision-making and the need to create a positive environment.

7.Communication Tips and Connecting with Liz Sklar

• Liz and Coco engage in a conversation about effective communication, highlighting the significance of understanding the audience's needs and leveraging body language. They also promote Stand and Deliver, providing details about accessing resources and contacting Liz. The section concludes with expressions of gratitude and a reminder to support women-led businesses.
• Empowering women in business

Contact Information

Liz Sklar: Director at Stand and Deliver

Website: Stand and Deliver

LinkedIn: Liz Sklar

Email: liz@standanddeliver.com

Coco Sellman: Host of #WisdomOfWomen and Founder of @A Force for Good

LinkedIn: Coco Sellman

Twitter:  @cocosellman519 

Follow the #WisdomOfWomen show for more inspiring stories and insights from trailblazing women founders, investors, and experts in growth and prosperity.

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The #WisdomOfWomen Show is part of the Force for Good Radio Network. Learn more at https://aforceforgood.biz/podcast/

Welcome to the wisdom of Women show.

Business is the most powerful, innovative force in the world.

And with visionary women leaders at the helm, we can lead in both impact and profit.

Today's world needs the wisdom of women in business.

This is why we are here to help women grow.

Are you already a successful, visionary woman.

Founder leading a high, high impact company?

The wisdom of Women show is designed just for you.

We are a community of women founders, investors and leaders who want to see you rise.

Join us as we unlock opportunities and prosperity for women led enterprises.

The future of business is women.

Are you ready?

Women's show we are dedicated to amplifying the voice and wisdom of women in business.

A new model of leadership is emerging and we are here to amplify the voices of women leading the way.

Thank you for joining us today as we illuminate the path to unlocking opportunities and prosperity for women led enterprises by amplifying the voice and wisdom of women.

And so on the show today, we have Liz Sklar.

She is a leader in executive communication and presence.

Think about how great it would be to have more of that.

She is a director at Stand and Deliver, a global leadership communication consulting and training firm renowned for helping leaders and their teams engage, influence and inspire others to achieve real world results.

I love that.

Liz has worked with an impressive roster of clients, including Genentech, which I actually have a connection to in a early part of my career.

Gilead, Twilio, Google, Waymo and Cartier.

Women's Initiative, crossing industries from pharma to finance, and focusing on leaders in the innovation economy.

I like to think of myself as part of the innovation economy, don't you?

All right.

So passionate about female entrepreneurs and executives, Liz is dedicated to empowering women to harness their innate power and wisdom, furthering their careers and expanding their missions.

Stand and deliver programs go beyond communication skills, delving into mindfulness and the psychodynamics of authentic connection.

Liz's unique background in film and theater with leading roles at premiere regional theaters like California Shakespeare Festival and the American Conservatory Theater, brings a distinctive edge to her work.

She holds an MFA in acting from aCt, a BA in theater arts from Brown, and studied at the Universite de Paris.

So welcome, Liz.

So happy to have you.

Thank you, Coco.

And thank you so much for that very warm introduction.

I'm almost a little nervous to speak now after hearing about myself.

Well, we're so happy to have you.

And I had such a wonderful time getting to know you.

Just a taste when we were on the how women lead visibility program, so I just loved being in your virtual classroom and getting the opportunity to work with you.

So I thought it would be so fun to bring you and introduce you to the audience here at wisdom of women.

So, as we get started, I always like to start with a book that was significantly influential in your life that was written by a woman.

Well, you let me know about this question ahead of time.

So I had a moment to think about it.

And when I was thinking about it, I realized, wow, the books that have been most influential in my life have actually been plays.

You said, I come from the theater world, so the plays have really been the things that have spoken to me.

And so the book that came up for me or the play that came up for me was a play called a melancholy play by Sarah Rule.

And actually, Sarah Rule is one of my favorite writers.

If any of your listeners haven't read any of her plays or seen any of her plays, please do go check them out.

She is an extraordinary female writer, and one of the things that she says about people is that she believes that they have an opera happening inside of them.

Wow.

Which is really what struck me when I first read this play and many of her other plays, was her ability and willingness to let her characters go on a full opera within maybe even the simplest of plays.

About the simplest of stories, it allowed for the silly, and it allowed for the heartbreaking, and it allowed for the passionate and the bravery to come out.

And I think so often, we limit ourselves, whether it's in our lives or in our work, to be what we think we ought to be.

And she broke that open for me, and that was really exciting.

Wonderful.

And was this a play that you were ever in, or did you ever perform?

Oh, I've been trying to perform it forever.

If you ask any of my friends, they'll tell you that I've.

I reached out to try and make it happen.

She turned it, actually, into a chamber musical.

Oh.

So that's very, very cool.

But not where I land normally.

The play itself originally was just a play with only speaking and no music other than a cellist that's in the background.

But it is a monologue.

There's a monologue in it that I've performed for auditions many times, so there's hope.

I'm still hoping one day.

Yay.

So, there's an opera happening inside all of us that's beautiful, right?

And compelling as we think about creating our businesses, leading our teams, and evoking whatever that presence is that we need in order to go and slay dragons sometimes in the world, right?

Yeah.

Slay dragons and, you know, save the damsel.

You know, us being the damsel, saving everybody.

You know, we have that potential, and we often hide from it because it seems like too much.

And I think the potential is there.

I love it.

So how did you get from acting?

I'm sure everybody asks you this, right?

I mean, I kind of understand how it could all work.

Right.

Actually, I did a lot of acting when I was young, too, but, like, pretty young, like, you know, through high school.

But tell us about.

And I found that for me, that the acting in ballet really does give an opportunity to connect with your own ability to project and so forth.

So how did your journey from acting lead you to this role that you now have in executive communication and presence?

Yeah.

Thanks, Coco.

I think it's kind of a circuitous journey, but also a straight line in some ways.

I started off, obviously, as a young actor, attempting to pursue this thing and kept finding myself running up against walls, especially when I was trying for grad school.

I applied first time, didn't get in.

Applied a second time, didn't get in.

Applied a third time, didn't get in.

And, of course, the next thing that happens is I go to hang out with my family, and my dad takes me over to the corner and says, are you sure this is really what you want to do?

And so, of course, I started to freak out.

Maybe it's not really what I want to do, but I took another take, and I really thought about who it is I wanted to be, why I started this journey, and realized that I had to actually own it.

Instead of trying to do it, I had to just do it.

Wow.

Big belief shift for me.

I had, for this entire period, tried to be an actor, tried to get the part, and finally, I had to say, no, actually, I am an actor, and I'd like more training.

And I spoke with the director of the program at ACT, which is where I ended up going, one of the top theater programs in the Bay area in the country.

And I asked her, what was it that made you invite me to the program on the fourth time?

What was different?

And she said, well, you walked in the room like you belonged.

Well, that's something.

Yeah.

And I take that with me into every room I'm in now, as a coach, we have to walk into the rooms like we belong.

And one of the things that theater training did offer me was the time and space to discover and be willing to break open the pieces of me that I might have been hiding.

And it also gave me some really technical tools, how to use my voice, how to use my body, how to have presence, how to be present and practice that.

And all of those things become essential when you're trying to have executive presence in a room with other people and to move and motivate other people to action.

I think the thing that we so often find ourselves doing in our business roles is attempting to convince people, and that's what I was trying to do.

And so as an executive coach, I have to remind myself and all the people I'm working with that we don't have to convince anyone.

We have to walk in owning it and offer the way for people to follow us as leaders.

I love that.

Own it and offer a way for people to follow us as leaders.

Very profound.

And so at what point did you decide, was it at that point early on that you decided to make the shift?

It was much later, right?

It was much later.

I knew of the company stand and deliver, actually, because I had been Peter Myers, our CEO and founder.

I had been his assistant.

When I came out of college, I was looking for a job.

He needed an assistant.

I came in, I helped, but then I took a hiatus, and I went off to do what I knew I really wanted to do, what I was meant to do, which is to become a performer.

And then I was homeschooling my two daughters.

I have two daughters.

They are now eight and eleven.

And we were at home homeschooling them during the pandemic, and I realized, oh, dear, my brain needs to be fed.

My intellect needs to be fed, and I have more to offer the world.

Not that spending time with my children wasn't enough, but that there was something else that I needed to be offering.

And I wasn't performing at the time because the theaters were closed.

And I needed a way to continue to offer my voice to folks and to be in communication with folks and learning.

And so Peter Myers reached out to me and said, are you ready to come back?

And I said, oh, yes, I'm very ready.

And what do you think now?

How does it feel to be in these shoes, filling this role versus sort of being an actor?

Are they integrated?

How does it, how does it feel now?

Yeah, you know, it's.

It feeds a whole nother side of me as a performer.

I was a collaborator, and I was a leader in my community, but I wasn't the leader of a group, right.

I was losing my full leadership capacity, and I kept finding myself running up against a wall saying, I'm adding this piece.

But I don't have the full capacity to share what I really want to share.

I'm an actor in this role, and having this other side, this ability to reach so many different people through my coaching, has really opened up those doors.

The other thing that it has done for me is made the world so much bigger.

I can say more about that because I can imagine, but say more about it.

Yeah.

As a performer, you know, I reached 200 people, 300, 400, maybe 500 people or a thousand a night, but I don't actually get to interact with them.

And they're local.

It's a theater.

They all have to show up in the space.

But I've been able to fly to other countries to zoom in or Webex in or Google, meet in with people around the world.

I've done storytelling programs with people in China and Singapore and Japan.

I've done powerful conversations with preems who are in India.

I've done leadership programs with folks in Europe.

My world has expanded, and it's only fed my artist as well.

That's outstanding, you know, and as an entrepreneur, I often.

I'm launching a book in a couple months, and in my book, I talk about the journey of being an entrepreneur.

My first real company I started was when I was, like, 22 years old.

And, you know, as the journey that you take as an entrepreneur, it opens you up, splits you in half, it crushes you.

It, you know, it's all the things, right?

It's.

And you think at certain points in the journey, this is what I'm here to do.

And yet it's true.

You're here in the moment to be and do what you're doing always, right.

At least I believe that.

And, like, here I am.

This is where I am.

It must be where I'm meant to be.

And I can give from a full cup, and yet it transforms and it changes.

And, you know, it doesn't always work out the way that you wanted, but it can.

It can often work out.

I think, even better.

You end up following those instincts and so forth.

One of the things that you were talking about and what, you know, I was thinking about being in, even in that workshop that I was with you, is the vulnerability that it takes to do the kind of work that that's required, right.

To work with you and to become present and to ask for feedback on how you're doing, what you're doing, and how you're saying, what you're saying and what people are seeing that nobody wants to tell you, but Liz gets to.

It's a vulnerable thing, right?

And yet it is like, why are we so afraid of it?

It's so interesting.

A colleague of mine have been having this conversation around feedback for a long time, and he and I both speak French.

So the other day we were talking and he said, you know, I have to tell you, I've been using AI to work on my French.

And I said, oh, cool, tell me about it.

He said, it's fascinating.

The AI gives me feedback and I still feel that pang inside me.

That's so cool, right?

Yes, it's so cool.

But also the reality that even when it's not another human, just being told that we're doing something wrong makes us go, ooh, right, that need to, as a leader, as many of you who are listening to us right now are doing, to improve, to grow, to develop, to be able to bring whatever it is you have to bring to the world to make sure people get it requires getting that feedback and not diving in and saying, oh, I feel bad, but saying, oh, great feedback, let me move forward from that.

Let me use that.

And some of it requires practice just getting lots of feedback and the results when you actually use it, and some of it requires changing that story around it.

Say more about that.

What do you mean, changing the story?

Well, so many of how, so much of how we perform has to do with our beliefs.

And one of those beliefs is that when someone tells me I have to change something, that is that I'm doing something wrong.

I see it in my kids, I see it myself, I see it.

My colleague, who's getting feedback from AI and thinks he's doing something wrong, and if we can shift that story and realize that actually it's a gift to receive that feedback, it's a gift to know, oh, there's something else I could do.

Some of the great leaders that I see and some of the great performers that I see know how to receive that feedback and shift it right away into an action that they can try, that they can experiment with.

And I think, yeah, go ahead.

No, I was just going to say that I really do believe that is, that's the difference between an entrepreneur that makes it and an entrepreneur that just can't because you get stuck.

Yeah, right.

We all have to evolve and change and grow, and a lot of times our businesses get to a certain size and then it flattens.

And there's a reason.

Right?

Sometimes we try a new initiative and it's not getting off the ground, it's because we're not listening, we're not hearing our customer.

We're not getting the feedback.

We're not taking the feedback, and then innovating.

You talk about an innovation economy, but it's like innovation is change.

Innovation is code for change.

And so how do we become good at change?

And so how do you set that up with your clients, Liz, when you're working with someone to make it possible for them to be vulnerable, to be willing to hear the feedback, and then to make the change and have the breakthrough.

Yeah, it's not easy.

Being willing to take that space is not easy.

There's two things that I do at the very beginning of our conversations.

One, I say flat out, this is a space where you're going to have to be brave.

That's the space we're in.

And if you're not ready for that, we'll come back to it later.

But if you are, so let's dive in.

And then the other thing I do is I ask a lot of questions and get curious.

When we come to things from a curious mindset, I find that my clients and myself, we learn so much more.

And if we can stay in a space of curiosity and experimentation, that feedback comes as a potential step forward rather than a step backwards.

So set up the space as the challenge of can you be brave here?

And then two, you know, be willing to be curious, why doesn't that work?

And what else might we try and then try it instead of just staying in the mind space of thinking it?

I love that.

So, tell us, just so our listeners really understand what stand to deliver is, what kinds of programs you offer and.

And who are the kinds of customers who are the like.

So if a founder wanted to work with you, what would be the reason that they would come to you?

What would be the problem they're trying to solve?

Yeah.

Cool.

Thank you.

So, stand and deliver is a communications firm.

We work with clients around the world, and we say communication, but also we're in the business of supporting people to make their voices heard and to make their voices seen in a way.

And for business results?

For business results.

We work with clients all over the world.

We work with individuals as their coaches.

We work with teams to help build the flywheel effect of multiple people coming together and growing.

Because when one person grows and another person grows and they grow together, they grow faster as one.

And we also work with teams on team building and building cohesive communication cultures so that the teams can move quickly and pivot quickly.

Especially in an innovation economy, our work is sometimes in groups and sometimes one on one.

And the big thing that distinguishes our work is that we look at communication and most things from the vision of first principles and then practice in communication.

We think about communication as three prongs.

There's the content, the delivery, and the state.

And that state piece is sort of what we were talking about earlier in terms of your mindset, your psychological and emotional state when you're speaking, when you're leading, when you're communicating with others, so that you can be truly present to the moment instead of having two conversations happening in your head.

The way that you would reach out to us is just to reach out to me.

You can email me.

My email will be in the link here at the bottom of this.

And also, you can look our work up on stand and deliver.

But really, what's important for all of your listeners to know is that if you are a founder or a leader looking to take that next step in your communication, you're finding yourself or in your career hitting a wall.

Leadership is about communication, right?

It's no longer just about the work.

It's about how you move people, how you get your idea across so that people will follow you, how you let people know what you see as the future step and get people to take go on the journey with you there.

Because we can't do any of this work alone.

We work with a lot of founders who are, you know, looking to raise money and show up at those pitches, ready to pitch and ready to listen.

And we work with leaders who are at that next level of their business and realizing that the way that they've been leading before isn't driving the kind of business results that they need to be driving.

Now, we also work with a lot of organizations who have teams who are struggling to stay motivated, and they're realizing, I need to pivot in some way to make sure that my team stays motivated, can see the future that we're driving towards.

So what would be some ways that, like, you know, our listeners can reflect for themselves?

Let's say they have gotten, I think we all get to that place where we built a successful company, and yet, you know, we're going through growing pains and maybe things have plateaued and we're struggling to go to that next level.

And there's, you know, a lot of times it's that place where we're still, we're still kind of the bottleneck.

We're still the ones making too many of the decisions.

We feel alone.

Right.

And it's hard to go on vacation.

Like, what is it that you would, how would you help someone like that.

How would you help a listener like that to sort of take the next step?

Because maybe they really want to have a growth spurt in their company.

They want to connect to their audience, and they want to achieve a certain amount of impact.

What would you invite them to consider?

Yeah, it's such a good question because so often in those moments, there's that sense of overwhelm.

You're working so hard and trying to accomplish so many things, and it's hard to see the forest for the trees.

I recently read this book by Pooja Lakshman, which is a real self care, and it asks you to take a step back and look at what your values are and really identify those.

And we have some tools and some exercises that I've done with many of my clients to take a step back and say, okay, what is it that really matters to you?

And 90% of the time, we go through these exercises and we realize, oh, gosh, it didn't talk about any of the work.

It talked about my impact on people.

It talked about the spaces that I created, and it talks about the human interactions that I had.

And when we zoom out and look at those values, which you have to re examine on a regular basis.

So even if you've done this work, you know, five years ago, when you started the organization, maybe you have to redo it and then start to make choices about your next steps based on those values.

And it will often require letting go of some of the work you've been doing so that you can focus on a bigger picture item and shifting your priorities to achieve those values, rather than just all the work to get the job done.

That's a wonderful piece of advice.

Is that idea of stepping back and really reflecting.

Right.

And finding out what's important to you.

What is that core purpose of the business?

What are your values?

What's that Mount Everest?

Your long term trying?

What's your vision?

What are you moving towards?

And reconnecting yourself and your team to that can often be a huge breakthrough.

Absolutely.

And it requires that flexibility that we were talking about in terms of receiving feedback.

Why are you being willing to say, oh, what was true for me two years ago isn't true for me today?

And that's okay.

Yes, that is okay.

That's okay.

It's part of the growing process.

Right?

It's like I have this theory that wisdom is always changing, right?

Because the universe is changing.

We're always, at any given moment, we can receive wisdom, and it can guide us.

But if we use that old wisdom.

Tomorrow, then it's just old wisdom.

It's just our, it just becomes a crutch.

Versus fresh wisdom is meeting us where we are and can guide us to the next, to the next place.

You know, one of the things that I, that I'm thinking about is certainly we need to have our clarity about what our purpose is, our mission, what we're trying to discover in a big room, but we also need it in meetings.

What innovation?

This, I like to use the term rituals rather than meet regular meetings because it creates a little bit more of an intention space around it.

But like how, how important it is.

And I know this is important to you, how important it is when you have these meetings where you're going to hold your dashboard up and you're going to look at your numbers and talk about how many sales college did you do last week and how many of those converted into the next meeting and how many asks and what's the energy?

Because innovation requires a certain amount of accountability and so forth.

But what do you talk to?

I mean, you're helping teams sort of build real innovation and collaboration.

What are the kinds of conversations that you have with those teams to help them do that better?

Yeah, well, it's so interesting.

You know, we work with a lot of very data oriented organizations.

I mean, especially in the innovation economy, everybody wants the numbers.

Is it gonna work?

And even with Genentech, you mentioned at the beginning that you have a connection with them.

They are working with these tiny molecules and getting all of these little pieces of data.

And the thing that Melissa Marshall says, she is another presentation trainer who works a lot in science, she says science not communicated is science not done.

And I think that's true for every piece of data.

If you can't communicate it, it isn't real in a way.

And as you look at delivering that data, we talk to clients a lot about what is the story behind it and what is the elevation?

What is the meaning behind it?

It's information, but what does it mean?

And in working with those folks at Genentech, we often say, why are you here?

What is the end goal of this?

Information.

Information.

And it comes down to saving people's lives.

Right?

Actually, really big stuff.

Yeah, really big stuff.

Right.

And whether you're doing, you know, a new app or whether you're, you know, helping with the climate crisis that we're facing, or whether you're saving people's lives, there's probably a deeper reason why you're doing what you're doing.

It's not just the numbers.

And if you're trying to motivate folks, figure out what matters to them, why are they in that room?

And how can you connect that information to the story that they need to hear to help keep them motivated?

Because so rarely do we react or respond simply based on numbers.

We also respond on how we feel about those numbers.

You know, if I walk into an apartment and I'm looking to rent an apartment, it has the right square footage and the right, you know, number of rooms, but I walk in and I think, oh, this doesn't feel right.

But if I walk into an apartment with maybe a little bit smaller rooms, but, man, it feels right, I'm going to say, yes, I'm willing to make the sacrifice.

It's talking about state, right?

Like, what do you want to feel when you're in that place?

And what do you want your team to feel?

And what's the opportunity to create right when you're, when you're inspiring people?

So what would be a couple of good tips that you would offer to us on being better communicators, just in general?

Yeah.

Number one, think about your audience before you think about what you want to say.

What does your audience need to hear?

What are they scared of?

What are they hoping for?

What are they dreaming of?

Number two, remember that your body, your voice, your eyes, all the things that you walk around with every day that make up you are just as expansive as your ideas, as the opera in inside you.

And to not hide from sharing that with folks because it will elevate your communication, it will elevate your words.

And in fact, we make so many decisions as listeners about what someone is saying based on how it's being delivered.

So don't ignore that practice, that use your humanity that comes out on the outside of you to reach the humanity on the other side of those listeners.

And number three is just breathe before you start.

Breathe.

Recognize your feet are on the ground, your head is on your shoulders.

You are here because if you're trying to achieve executive presence, you have to be present.

And breath is one of those fabulous tools that will bring you present every single time.

I love that.

Amazing.

So as everybody just breathes that in and takes in those really wise and very actionable instructions into our day, I want to remind everyone that you can learn more about stand and deliver by going to the website.

So it's standanddeliver.com.

and when you're there, you will find on the people page, you'll see Liz is there and you can find her email there.

It's also going to be in the show notes, so you'll be able to get Liz's email from there.

You'll also see that there is a book that was written by the founders of standing Deliver called as we speak.

I have a copy of that book.

It's a very good book and it does walk through those elements that you talked about, Liz, those pieces of content state and what was the last one?

Delivery, delivery, delivery.

There we go.

So is there any other, anything else you want to share with our folks on how to connect with you and I and learn more about you?

You can look me up on LinkedIn as well and I would just say I would welcome the conversation.

I'm always learning from my clients as much as they are learning from me, so please reach out.

It really is an honor.

Every time I work with someone new or a new team, I learn so much and that's why I'm in.

It is to continue learning and learning with my clients.

That's wonderful.

Well, it's just been a joy to be with you today.

Liz on the wisdom of women show thank you for illuminating the path to unlocking opportunities for growth and prosperity for women led enterprises.

We value your experience and wisdom and as a friendly reminder to our listeners, please remember to like and follow the show.

We appreciate your support and the world is made better by women led business.

So let's all go make the world a better place.

Thank you.

Have a great day.

Bye.

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