5 Characteristics of High Performing Teams with Amanda Rodner
In this episode, we talk all about what makes someone the right candidate for a position, the qualities that are non-negotiables for employers, why experience isn't the most important thing on your resume, how to properly prepare for an interview, and the 5 characteristics of high-performing teams.
Today, I'm joined by Amanda Rodner. Amanda is an award-winning sales leader in the aesthetic device and surgical space. With her diverse background in marketing, finance, product launches, and sales force development, she also brings innovative vision and passion to her consistently evolving leadership style.
Amanda believes that in order for companies to stay relevant to their customers and the marketplace, they must be flexible, innovative, and connected. We discuss this, and much more, in today's episode.
“It's your own responsibility to be successful, not the responsibility of the company" – Amanda Rodner
Highlights
💫 2:06 A little about Amanda's career journey
💫 12:45 The qualities that stand out when Amanda is hiring
💫 19:15 Some skills that are untrainable in new hires
💫 24:12 Why having experience isn't the end-all, be-all
💫 32:56 Taking your success into your own hands
💫 40:46 Three takeaways from today's conversation
Connect with Featured Guest, Amanda Rodner
✳️ LinkedIn: https://www.linkedin.com/in/amandarodner
Understanding the Essentials in Medical Aesthetics
I would say the similarities among the different segments in medical aesthetics is first of all, I think customer service for anything is number one. And understanding and remembering that the customers – it is medical – and so you need to understand the clinical, the scientific, there's regulatory, there's guidelines, but also that the customers are paying for it out of their pocket and their cut and then their patients are also paying for it out of their pocket. So there's almost like more of this fiduciary obligation too, and that's no matter what you're selling. In aesthetics and understanding that if they're purchasing something that, you know, you're really obligated to train them, make sure that they are very well versed on your product, so that they can also do the best for their patients who are calling them and wanting to see, like, I spent this much money on this product, you know, I want to make sure that it's working. And so there's that obligation, no matter what you're doing in medical esthetics, I would say the differences and, and aesthetics from, you know, injectables, to surgical is just really understanding the practice that you're calling on.
So medical esthetics, what's interesting versus, you know, if you're selling like a urology product, you're only calling on neurologists. Medical esthetics is a wide range of specialties. So you have your core, which is your dermatologist, or facial plastics, or plastic surgeons, and they all run their businesses very differently. They come from different mindsets. And what's involved is also very different. So they say when I went from injectables, to surgical sales, I had implants. And at that time there was the aesthetic side, but there's also the reconstruction side where you're in hospitals. But on the aesthetic side, you have to understand all the other costs associated and the time that goes into things, and how do they figure out different sizes, all sorts of different things. And, you know, there's our time and a number of different things, that it's just a different, just a different segment of business. So the mindset is very different, and understanding how they're pricing things for their patients, you know, what their patients are asking for. And also, is it something that's permanent. Is it something that's temporary? Those are the things that you have to really look at that are very, you know, different. And also, when I was in surgical sales, you also have emergencies that you don't have an injectable, because, say for breast implant, whether it's reconstruction or cosmetic, you never know what's happening, you know, when the surgeon goes in, and maybe they need something different. So if you're someone who doesn't want to be called and say, I have a patient that's going to be on the table, I need to change an implant, I need you to find this particular implant, it might not be the best thing for you, because that can be nerve-racking for some people.
So surgical can be a lot more of a pivot for people and you're on call, not to the same extent that you aren't for trauma, but that cell phone there, you've got to react very, very quickly. You know, so I mean, I think some of the key things is, you know, and I would say and you worked in skincare for a long time, I think some skin care reps are some favorite because you have to differentiate yourself in a really big marketplace, and how do you set yourself apart and, and really make sure that your customers know, this is this is the right product for their patients. And then but also remembering that these are still patients, they're not customers going into Sephora, or something, it's still patients. So if they're gonna have a reaction, you've got to prepare. And it's still medicine, it's aesthetics, but it's still medicine. And that I think, is the most important thing for everybody to always remember, no matter what segment of the aesthetics they want to go into, it's still patients.
Challenges in Medical Aesthetics In Terms of Sales and Promotion
There was one thing that I remember that was a differentiator for skincare is that you're competing; your competition is on multiple levels. The first one is your patients either have a choice to go to Sephora, Bloomingdale's, Nordstrom to get product, or online or the influencer that they follow or any celebrity out there that now has a skincare line. So there's that avenue, right? And then once you convince the physician that there's value in bringing skincare into the office, then there's probably 25 different skincare brands that they can then bring into the office. And then from there, you're suggesting why is ours the best? And then in addition to that, why should every single patient be going home with that skincare product? So there's multiple layers to that sales process depending on where that physician is when it comes to bringing in a product and choosing the product that's right for their practice.
Absolutely. And you know, in skincare in particular, I used to tell people like okay, if you're doing a facelift, they've invested all this money for a facelift or laser treatments. You've got to manage that investment and skincare is the best way to do that. But it's also one of the best ways to be proven additive, so that you can push off those really expensive procedures down the road. And it also brings in, for a customer, it brings in a different clientele. And I think in aesthetics, it's about even for the customers and our physicians. It's having a diverse mix of patients in their practice that are coming in for different things. Maybe they're just starting off with, “Okay, I'm just dipping my toe into aesthetics. What are the things that I can do to maybe hold off on doing some injectables down the road? But I, you know, I want to feel good. I want to make sure I'm doing all the right things to keep my skin looking great. So that I don't have to do a facelift or something else sooner versus later.”
That's what I say. So I started Botox when I was 30 years old. And then everyone goes, “Why did you start young?” Yeah, because I don't want to be preventative. I know that maybe eventually – because I care about the aesthetics of how I look – but I maybe don't want to get a facelift at 40 years old, maybe only 50-60, whatever it is, but if you take good care of the health of your skin now, then that's what's going to set you up for success in the long run.
It's like eating well, too. It's like what you're putting in your body, it's like taking care of yourself. So that down the road, things aren't falling apart. It’s like you've got to take care of your house. It's preventative. It's, you know, doing all the things right from the start; and which has been the most wonderful thing to see – the evolution of the aesthetics market in general is that, I think, just like in general health care where they're doing things earlier to take care of themselves which I think is phenomenal. And I think there's really good education out there.
The Management Team as the Heart of Success
I like how we're moving more towards this preventative movement versus reactive type treatments, whether it's aesthetics or medical. So you are now in a West Area Director role. And you have built teams, where you're leading teams of individual contributors, as well as leading first level leaders, so and you've built them from the ground up to either take over teams or built from the ground up. So what are some of the things that you look for? When it comes to the people that you're bringing onto your team? What are the qualities that you look for?
Sure, and, you know, and there's some things that I look for the same whether it's an individual contributor, a sales rep, or a manager. Just talk about my most recent experience at Endo, which has been phenomenal. And it was great to be able to build something from the ground up. And so first and foremost, the management team is really kind of the heart, I always think that they're the heart of everything. And you know, we've all heard the adage that, “People don't leave companies, they leave leaders.” And I do believe that that's true. And so when I came on here, one of the most important things was, I need to hire the most important hire that I can make. And I take a lot of time. So a couple of things that I look for in managers are:
Somebody who doesn't let their ego get ahead of them.
-Because when you go into management, or the higher you go, it's not really about you as much anymore. It's about your team.
People who are authentic.
-They care about their team, and they're strategic.
People who have a record of success.
People that are not afraid to hire people that are different than them.
-I think the best managers are those that hire the right people for that position, that territory, that market area, and they're just looking at what's right for the customer. “Will they be successful? Is this the right role for them?”
People who aren't afraid to get their hands dirty.
Someone who can lead by example.
-So I'm really looking at people who – and that part of that's putting your ego aside because being a leader is not about being boss, it's about getting a group of people to an end result and motivating and coaching and pulling them all together – so I look for people who really want to do this because they care about their team and they are not afraid to be wrong, too, because we're all wrong at some point. And it's, you know, it's about pulling everybody together and getting a fantastic result. But I think empathy, the drive, being strategic, and I think someone who leads by example – that's the most important thing to me. Because you can't expect people to do things for you that you're not doing for the team.
That was one quality when my husband – so my husband joined the military at 32 years old and eight months after he got married – and I'll never forget when he was talking about one of the leaders that was most influential at basic training, and most of people that are going through basic with him are 18 years old, you know, early 20s, and he said, “I'll always remember the person that got the leader, that guard, the drill sergeant that got in the trenches with me.” And this is somebody who's been in basic, has already served several years of their time, but is still getting in the trenches with these newer members. Because it's, “I'm not going to ask you anything that I haven't done myself, but I'm also going to go along with you through this process, and be that boost of motivation, and be there to support you, and link arms with you, and go through the trenches with you.
Absolutely, and you need people to that are going to have tough conversations with, because unfortunately, you know, as leaders, your favorite is when you can have those fantastic conversations about how well someone's doing. But you also have to have tough conversations. And I think that you kind of have an obligation; people want to be developed, you know, and if you really want someone to succeed, then sometimes you've got to sit down and really be real with them. But part of that, first, you've got to build the trust, because your team needs to know that you have their back and that you are there to help them. It's not about you, it's about their success. But they also have to trust that you're going to be open and honest with them, too. And part of that is sometimes just sitting down going, “Hey, listen, you know, what's going on here?” Digging in, and coming from a place of understanding, like what's going on. You can't want something more than somebody else wants to. I mean, no matter how great of a leader you are, you just can't, and you zap all of your energy. But if you know that someone's got that drive and energy, like I feel it's a personal obligation to help, coach, and develop that even though the conversation sometimes are not tough, but it should be coming from a place of you want to see them do well. And you know, that they want to do well, too.
Characteristics of a Valuable Team Member
Yeah, there's, there's something to be said, where your manager and your leader can show you the way; it can give you guidance on what steps to take to get to where you want to go, and help provide some clarity around that. And what steps that work, then avoid the ones that don't. Ultimately, when it comes to accelerating your career, when it comes to getting promoted – taking that next level – it's going to come down to you doing the work.
Absolutely, it's about ownership. In most of the places that I worked in, even when I'm hiring – we're hiring reps – you know, the managers, it's ultimately their decision. But we do a lot of panel interviews; one, because it's good to have a lot of different eyes. And it's good for the person being interviewed; I know that if I'm going to make a change and go to another company, I want to kind of see not just the person I'm working for directly, but what's the company about? One thing, especially, in hiring people here but also at every company, is I always look for the things that you can't train. And number one is a sense of ownership, right?
You know, as a company, we have an obligation to train you and do all these things. But there's also an ownership that you have, whether you're a medical student, sales, or anything you do – you're ultimately also responsible. And I tell this to my son, I said, “You know what, you're gonna have good teachers, you're gonna have bad teachers; and you're gonna have great bosses and bad bosses. But at the end of the day, you're responsible for the result.” And sometimes you've got to do some things on your own, but you have to own it too. You have to own your success.
So I look at ownership; whether someone has experienced it or not. I look at what kind of the story of their history – I think a lot of people in startups go, “Oh, you just want to hire people in aesthetics.” Not necessarily. Sometimes, you know, hiring someone who's been in aesthetics for one role for a very long time, and you wonder, “Can they look outside, out of the box? Can they do things differently?” I'm looking for people who always like to take ownership, they're in charge of their own development, as well. And when they want to do something or grow, they ask; they speak to their manager. Also people that are self aware, too. And I always ask people, “What are two things that your current boss would say are fantastic about you, and what's one area of development?” And the caveat I always put out, I go, “Listen, everybody's got an area of development. There's nobody, there's no people at the top of their game,they always have an area of development.” It's knowing that you have an area of development, and then and then back to the ownership. And then what are you doing to grow in that area, because I think self awareness is incredibly important.
It's important for customers, it's important that someone is coachable. So those are the things I'm always looking for, things that you can't train and the drive. You can't create drive, you can't create motivation. You know, you can help it grow, you can foster it; but someone who really cares about the customers, who is seeking to understand, and who's a problem solver? And they sound so generic and basic, but it's shocking how many people come to interviews and they don't have that. And, you know, those things will make you successful in the long term. Because you're gonna have ups and downs in a company, there's not a single company out there that there's not an up and down. So you're looking at people who take ownership to try, you know, who can pivot and have a great attitude.
And for me, the one thing I will always look at or things that are my absolute no’s is no drama, and no ego. If you've been number one somewhere, that's great. But if you're bringing an ego that's bigger than life – and that's the most important thing – that's going to be destructive to the team. And at the end of the day, we're all still responsible for doing the right thing. And you know, you don't get a pass because you're number one. So I said, the ego is the no. And everything else, it's just like, you're just looking for that individual person and if they care about the customers.
So one of the things that people would often ask me in hiring – I only hired, I think, in my seven years as a hiring manager the people from aesthetics. And it was interesting because I still see companies or I still see hiring managers going, “I want aesthetic experience” or they’re hiring managers in dental and want this specific experience. And what happens is, you're not bringing diversity to the team. And one of the things that I always say when I work with hiring managers when they're building out their teams is look for those intangible characteristics – drive, motivation, teamwork, collaboration, adaptability. I mean, especially through this pandemic, an extremely valuable characteristic to have is empathy. You can teach somebody the industry, you can teach them the products – all of that is teachable; but you can't teach somebody to wake up in the morning and say, I want to make a difference.
The Importance of Diversity in a Team
And you know, some of the most successful people that I've hired are the ones that had very little esthetics experience or no aesthetic experience. But they have this drive and energy and they wanted to figure things out. And they didn't come with any preconceived notions, too, because I think that's one thing I look at too. I think in doing so many diverse things in aesthetics, you know, what made me successful in one place is not necessarily going to make me successful here. There are things that you can pull from just like any role that you've ever had. But you have to look at that particular role and go, “Okay, what do I need to do to be successful in this role?” And come at it with fresh new eyes. And so sometimes hiring someone from outside of aesthetics is a boost, a fresh set of eyes, because this market is still fairly young. I mean, it's evolved so much. But the only way you can move forward is by having diverse experiences and people who aren't afraid to do things differently. And, you know, it gets back to when you're building the team, you don't want everybody to be the same because you're going to become stagnant. And you want people that challenge each other in a positive way. And when we were hiring our teams, we would all meet and we're like, “Okay, (if you've got this position open), what do you feel like missing from your team, as someone who's just amazing in marketing?” Or is this type of experience like what's missing from your team, because you want to give everybody an opportunity to grow; and you grow from people who are different, not from being around people that are all the same.
Paving the Way in Medical Aesthetics
And you've worked for brands that are very well established when it comes to the portfolio of their products. And now you're working for a brand where you're completely making a new segment. And that in itself, thinking about the skill sets that are that really helped people thrive in different roles, whether it's capital equipment, or sales, skincare, cells injectable. Okay, now, let's also talk about this very well established brand. Is this a newer brand? Is this a completely new segment market where that's really going to take new skill sets, people that can thrive in launching new products, or come up with creative ideas and can pivot very quickly as you're creating that new segment? And those are some skill sets to look at as well. So it's not a just a one approach, one size fits all. There's so many, and I think you've said this before, it’s really understanding the needs of the customers, the territory, and the organization. And it may be different from one company to another.
And I think the other thing, too, is not going in because you've been in aesthetics. I think sometimes laser capital equipment can get a bad rep, or everyone is pigeon-holed which is terrible. But in every single segment somebody brings something to that market. And in our teams, we have a mix of everything. Aesthetics, modesty, ethics, capital, equipment, skincare, everything. What we're doing now is not for the faint of heart. I mean, building a new segment. I mean, I tell people it wasn't like everything was just flying off the shelf from the beginning before. Like, I'm not doing that, I'm not putting that in. And it's never easy to launch in a new market. It's exciting, but it takes a different type of personality. And it's okay, if it's not for you, some people would much rather go into a market that's just established, and they're kind of managing their customers maybe growing the market a little bit. But when you're going in and it's something very new and you know, for example, cellulite. Not everyone understands cellulite. Many women think it's their fault, which it's not. And 90% of women have it, but there's a lot of education in the market.
So when you're hiring people, I really dig in to, “Okay, what's the hardest thing that you've ever, you know, had to launch or what's been the most challenging part of your career? And how did you get through that because there's going to be ups and downs, you know, with a launch?” And kind of, “What gets you out of bed every day?” I think people forget that it's okay if this certain position is not the right thing for you. It's also recognizing when you go into an interview and you're like, “Oh, I want to be in aesthetics or I want to go to this other company.” But instead, viewing it as, “Okay, what do I need to do to be successful in this role?” And looking at it completely different and doing your research. That's one thing I look for in candidates and like, “What's the research that you've done like? How do you know this is what you want to do?” You know, you want people that are obviously not running from something, they're running to something; but you know that they are going in with their eyes wide open, as well.
So launching is a lot different than something that's established. Or even just a segment that's established, even launching a new skincare product. In skincare, you're like, “Okay, people know how to do that.” You've got to establish why your products are different, which is a whole other set of challenges. But it's also like, if you're just building the segment, and really getting people to understand like a completely different modality, or how to do something completely different, who you target as a customer is different, how you manage those customers, everything is completely different.
Coming Prepared In as Early as The Interview Process
So this really speaks about going into the interview; when you are interviewing for a new role, a new company, really understanding the business is important. Because I know that I have helped several people interview through the end, through the process, with Endo aesthetics and some other companies in the aesthetic market. And a lot of the conversations we have is around your marketing plan and your business plan and really going into that strategy. Because when you're launching a new product, you're looking at the segments of who are your innovators, your early adopters, your majority adopters, your late adopters, and who's never probably going to jump on the bandwagon. So having a strategy for each of those, or if you have an existing well marketed brand, and how are you going to position yourself differently than some of the other competitors out there. And every single medical company, every single one, and even in the aesthetics – even though it's an aesthetic industry – what you bring to the table in your interview is going to be different. When you're working with Endo, when you're working with Allergan, when you're working with Galderma, MERS, all that, that's a lot of where I focus a lot of time with my clients; let's build the marketing strategy really strong. Because if you can go in and you can show him that you understand this business, you are the top candidate.
And it's doing your research, not only for yourself because you want to be successful and whatever role you're going after, but you want to do your research to make sure you understand that because it's not the company's responsibility to make you successful. It's your own responsibility to make you successful. And it could be things from, you know, territory, size, I mean, we're going to have facial filler injected company and their territories may be very small. And that might for your personality, your lifestyle would have been much better to manage. But, you know, other markets, you go to skincare, surgical, the territories are much larger. Maybe it's fewer customers, but it's really, you have to look at the entire skip and then doing that research then going okay, how would I tackle this to be successful? How would I manage this? How, if you're bringing on like, you have no established customers, who am I going to go after? And why am I going to go after them? And, you know, they might be a great thought leader for facial injectables if they don't do anything with the body. Is that the right person to go after? Or is it going to be much more difficult to get them up and running. So you know, you're looking for people who are really kind of thinking and processing because every customer and aesthetics is different. And you've got to do research on each one of your customers.
So back to what you're saying, like I'm looking for people who at least did their research, because if they're going to go out and feel I feel like I always feel an obligation to make sure we're putting the best people out there for our customers because that's our reputation, right? They don't, you know, I think it's important for people who are wanting to go into sales or go into a different role in aesthetics to realize that you're representing that company. So if you're not doing your job, well, that's a reflection on all of us. And I've always taken that to heart, that no matter what role make sure you're doing your research. Because you should be doing your research on your customers to make sure you understand their business and how your product fits into their business and if it makes sense for them. So what you do in the interview is also telling people how you are going to be in the field. This is your best showing.
I'm so glad that you mentioned that interviewing is such a small step of really setting yourself up for success in the long term because I work with clients and we go through the whole strategy and put together this business plan. And now it's like, “Okay, well, now you got the job. And now what?” That's when the deep dive goes into, “Okay, let's look at your territory. Let's do a SWOT analysis. Let's look at contribution margin. Let's look at where, you know, where are you going to spend your time.” And here, again, it's so much strategy in this business and setting yourself up for success. And when you have a clearer understanding of where the opportunities are, and how you can work smarter versus harder, and add value every step of the way, that's what success is.
Efficiency versus Productivity: Taking It to Next Level
And I tell people all day, every day I go, “I don't care if you went to work at 10. And you came home at 3, it's about what was the output. What are you successful at?” It's about being efficient. It's not about getting a job. People go, “Oh, I work so hard. I work so many hours.” I'm like, “But are you effective?” And part of that is taking a step back and being really strategic about what you're doing. And that takes a lot of time in aesthetics. And I am always looking for the strategy. I'm like, “Okay, what's your strategy? How are you going to go tackle this? I don't expect you to have all the answers because you haven't been trained on everything in the company. But I want to kind of see how you went about it.” So I always dig in. With people, no matter where they worked, I'm like, “Okay, well, what made you successful? How did you go after new customers? How did you do this?” I’m not necessarily looking at just, you know, aesthetics. I'm looking at how they process to make sure that they're successful. And I think that's the thing that people just forget all the time, that there’s so much strategy involved in this business; so much strategy, and it's not like a disease state where you're like, “Okay, there's this many patients that come in your door that need to come in, and have this prescription written for them. It's a completely different animal, and you have to have that business hat. And also, every practice runs very differently, so you have to figure out, “Okay, what's going to work for this individual practice, too.” So you've got to be a chameleon.
I'm extremely grateful for the years of experience and what I learned working in aesthetics, because that really was the foundation of understanding how to be successful in growing a business. Most entrepreneurs don't build a six figure business within the first five years. But when you're able to do within the first years because you're able to understand the strategy and what it takes to be successful, and being smart as to the foundation that you're laying, that all came from the experience and aesthetics. So it is the core of the business.
It really is. And it's funny, because people want to get in there. Oh, it's glamorous, they say. I'm like, “Listen, aesthetics is great, but it's business.” And it's medicine, though, but it's really hard work, you work incredibly hard. And the whole goal is to build a long term successful business, and for the customers too, because it affects your reputation too. So when people want to hop to different aesthetic companies, I mean, it's a small world, too. And so your reputation is everything, and there's so much value that you can bring – your business, your practice, and I tell people, “Listen. You don't have to be Einstein, but you have to listen, you have to do research, and you have to seek to understand. Number one, if you're just going and doing your own thing and never taking a step back long term,you're gonna run into struggles. But it's a great industry because it's always evolving. And you know, there's a lot of people that depend on you because you know your thing better than anybody else. And there's nothing better to see than a practice that you first bring something into. And, you know, you really train them well and they're getting really good outcomes and they feel really confident. But, it can be a very satisfying business tool. That it's like if anything, it has ups and downs and when the markets go up and down, that business goes down too. And you have to be able to pick for your customers, as well.
Well, we've talked about everything from how to get into aesthetics and different qualities that you look for in people that you're bringing onto your team. We've also talked about how to be successful in sales. And we've also talked about some of the skills that you look for when it comes to promoting people into leadership type roles. So a lot to unpack in this. Grateful that I could talk to you for hours, I love the conversation that we have. What are three things you want to leave our listeners with that maybe they could potentially implement walking away from our conversation today?
Three Final Takeaways
Well, I'd say the number one and I got this from Kelly Burr, who was one of my favorite leaders and she is one of the most empowering leaders I've had, be your true, authentic self.
→ I think it's really important to be authentic, just in general. It’s sales, but you don't have to be ““salesy”; be authentic, and be true to who you are. And I think whether you're male or female, don't be something somebody else wants you to be because it will come across, you can tell when people aren't authentic, and they're not comfortable.
Don't apologize for any lack of experience that you have in a certain area.
→ I think everything that you do in life is you learn from it and everything you've done from a career standpoint. So if you're looking to go into another role – get into aesthetics or anything – I think it's looking at all of the experience that you do have and what have you learned from it, because the most important thing is how are you growing and how you've been developing and never apologize for it and be confident.
Be in charge of your own development.
No matter if you're the number one salesperson, you know, at your company 10 years in a row, that doesn't necessarily mean you deserve a management position. Because the skills it takes to be a good manager are very different than what it takes to be a good salesperson. But if you want to be a manager, when I say be in charge of your own development, I mean, like find a mentor, find people you trust, take on projects, don't wait for everything to come to you. Because that's just not going to happen. But if you're willing to put in that work, you will find people that will let you come on to projects and who will mentor you. But be in charge of your own development. And if you want something like Go for it, and don't be shy to go, “Hey, can I be part of this? Or how can I learn?” Because nobody owes anybody anything. But if you want to move forward, it's the best way to do it.
That is excellent advice for those of you that are really asking yourself, how you would feel if you had clarity on where you want to go in your career, and what would it look like if you knew exactly what steps to take and what to avoid. Because if you can have somebody that you can lean on that you can have open,authentic conversations with, and can guide you through the process and bounce ideas off – I mean, I've always had a mentor throughout my entire career, I have a business coach now. And I will always invest in personal development – because I know if there's certain areas in my business, or my life, or my career that I want to achieve, then it's a matter of investing the time. And when you invest in time and having a foundation and you know what works and what doesn't, that's what's gonna get you faster there.
Absolutely. And especially if you've got a mentor here, because you want a mentor who wants to see you do well, but is also going to be honest with you because you've got to be open to really good feedback in your career. You've got to be open to feedback, and that's how you grow and develop. AndI'm always looking for new mentors. Be inquisitive. You know, that's how you learn. So don't be afraid to get outside of your comfort zone too and ask a lot of questions. And I think you'd find that some people are like, how do I get a mentor? Look at people that you respect. I think a lot of times if you just ask they'd be very honored. They'd be really honored. You know, to be a mentor to you, but definitely to be someone you trust, and someone who gives you really good honest feedback as well, and as looking out for your best interest.
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