Deliberate Leaders: From Emerging Leadership to President with Lindsey Bowshier

Reading Time: 28 Minutes

About Lindsey Bowshier

Lindsey is the President at Tribute Media, a web marketing agency specializing in inbound marketing for B2B, B2C and nonprofit clients.

In this interview with Lindsey Bowshier, we discuss key traits for leadership, leading with authenticity, right sizing your organization, culture in the organization, flattening your Org Chart, servant Leadership, and how implementation of EOS impacts company structure.

After the Interview

Read the Transcript

This transcript was auto-generated from the original video recording using Otter Voice Meeting Notes.

While the transcript has not been human edited, we hope it will still help you to quickly find or reference useful information from the interview.

0:05 

Hey Deliberate Leaders. I’m your host, Jennifer Drean Executive Business Coach at Deliberate Directions, where we are dedicated to helping leaders build strong, thriving businesses. And each episode here on Deliberate Leaders podcast, we are bringing inspiring interviews to you to help you on your leadership journey. So today we have with us, Lindsey Bowshier of Tribute Media. She has, I guess, a big announcement, I don’t know, it can be kind of announced it to the world your new role?

0:33 

Yes. So go ahead. Tell us a little bit about it. Um, so I have been with Tribute Media for almost seven years now and have been a partner for about five. And as of October 1, I just stepped into the role of President of the agency.

0:49 

Awesome. Congratulations. And what were you doing before you became president? What were you doing?

0:56 

So you know, my official title was Director of Web Strategy and I’m, I’m still directing web strategy, Director of web strategy was actually not a job role or description until I, you know, kind of crafted it for myself anyway. So it’s not necessarily something that’s like vacant now I’m still a strategist, but also additionally leaving agency.

1:20 

Awesome. Well, congratulations on that. And we look forward to asking you a few more questions, particularly about where you hope to take Tribute Media in the future. And but we’ll ask a couple other questions first. So first and foremost is Tribune Media is a web marketing agency that specializes in inbound marketing and web design development. And can you and I think I saw on your LinkedIn that you are a HubSpot certified trainer. And can you tell us a little bit about like what Tribune Media does and what is a HubSpot certified trainer?

1:50 

My favorite thing to talk about? Yeah, Tribute Media. We’ve been around for 13 years started out as a web development agency quickly added marketing as it became clear that that’s, you know, your web presence is the foundation of all of your web marketing efforts. So they obviously go very hand in hand. And then about five years ago, we became HubSpot partners. HubSpot is very popular. Many of the listeners may have already heard it or may even be using it. Marketing automation tools, sales enablement, tools, client delight tools. And so you know, five years ago, we started working with HubSpot. We started helping people implement HubSpot in their businesses. And so I you know, both Cory our founder, who was serving as the president up until October 1, he and I both became HubSpot certified trainers when they launched the program in 2018. So Cory and I were actually two of about, I think the first like just 40 to 60 people in North America to become HubSpot certified trainers, the program’s much bigger now. There’s hundreds and hundreds but it’s very cool that we were kind of a part of that first like class of HubSpot certified trainers. Additionally, we provide support for the HubSpot community in Boise. So we host a HubSpot user group. And that is just a great community for all of the people here locally and really now that we’re virtual anywhere. All of Idaho. We actually had someone join us from Sun Valley on the last one. So we are a support community for people using HubSpot to just exchange ideas and tips and tricks on how to implement inbound marketing and the HubSpot tools in your business.

3:33 

Awesome. I mean, you answered my question. I had seen something that you had a HubSpot group. So what do you do at the HubSpot group? That’s a lot of words to say in a row.

3:41 

Well, so it’s fun, you just call it a hug because it’s the HubSpot user group. So we have a lot of fun with that. Both. And now in COVID times, it’s a little bit scary, but we used to joke about hugging everybody when they came, but now I feel like that just makes people feel extra uncomfortable. Um, but yeah, so I mean, a HubSpot user group, like most kind of software user groups, it’s a lot of people using those tools talking about different ways they’ve used tools to solve problems. You know, yeah, like case studies, really like in depth training on really specific granular tools within the larger suite of tools that you know, only makes sense to people who are using the tools day in and day out. So it is you know, it is really meant for people who are already fully implemented, we of course, invite people who are looking at HubSpot, or thinking about buying it so that they can get a feel for it. But we always make sure that the group focuses on how to like power users become even better at using it instead of like trying to sell the product.

4:51 

So yeah, gotcha. Excellent. Well, I have a couple questions for you specifically about leadership. One of the things that I found when I was doing some research on you is that you were recently awarded Idaho Business Review accomplished under 40, which I just think is super cool. And then in general, kind of ask your opinion on like, you know, why do you think you were chosen? Because I know it’s a big pool of candidates?

5:17 

Well, yes, thank you. It’s, you know, it’s a weird year, obviously, you know, finding out that I was nominated at all was fantastic. Especially because I had been nominated a few years ago and did not end up being an honoree. So having that second shot, and just being noticed a second time was really wonderful. Of course, I had big dreams of my table with all of my people who helped me with all of my achievements being there. But this year, we did a little virtual event, which was also really cool. Because normally at the events, there isn’t an opportunity for each honoree to speak and we all got a chance to say a little something on video. So that was really I mean, you know, silver lining, right. But as far as you know, being honored, I mean, I have just, I’ve known so many other people who’ve been honored in years past that, it just, it feels amazing that I’m like, on the same playing field with those people, because in my mind, they’re just like, the best of the best. And so it was just yeah, it was amazing to have that recognition. And as far as you know, why it was chosen? I don’t know, I think in the last several years, just a lot of the work that I’ve been doing has becoming is becoming more visible. And particularly as it relates to some of the work I do in Meridian downtown. I’m president of the Meridian Downtown Business Association. And you know, there’s just a lot of activity happening in downtown Meridian. So I’m sitting at a lot more tables, getting a lot more input on a lot of things, you know, that are happening and being able to represent our community here in that way. So I don’t know, if it’s just a visibility thing. I’m also really not very good at saying no to like getting involved and getting on boards and volunteering for stuff. So, you know, could be those laundry list of other things that I do besides my role interview media.

7:16 

Yeah, for sure. I know, that’s something I struggle with too, is saying, no, it’s been a skill that I’ve been honing so that I can be a better leader is developing the word no, and my vocabulary, when I over commit to a lot of things so well, so what would be one, the number one maybe leadership tip that you could give our listeners today.

7:37 

Um, you know, I don’t know if it’s a tip, as much as it is just to share a little bit about my style of leadership that I think has been really effective, at least in the team that I serve. And I think that’s part of it is what I just said, I serve my team, you know, that’s how I look at myself as a leader is, you know, I’m here to support them and help them achieve their goals. So that’s, that’s part of it. The other thing that I would say about my leadership style that I’ve actually, on one hand have kind of gotten, you know, constructive criticism on or, or feedback. But I just sort of own it anyway, which is, I’m pretty vulnerable. And I’m very, you know, I think a lot of people take seriously people who come into a room and command the room, and they’re confident, and there’s no question marks at the end of their sentences. And they, they have a plan, they’re moving forward, and this is how it’s going to happen. And I’m a little bit more like I said, on the vulnerable side, I cry in front of my team. More often, I’d like to admit, but it’s always coming from a place of being like, aggressively advocating for what we do for our clients and what our purpose is, it comes from a place of just always wanting to make sure that we are putting our best foot forward as an agency and fulfilling our mission which is to help other businesses grow. So I put myself out there a lot and I, I asked for feedback all the time. I lead through asking my team, you know, what, could I be doing better? Am I am I showcasing our company values? Am I you know, am I am I leading a company that you’re proud to work for? So I think you know, like I said, I don’t know if that’s a tip because honestly, people have given me the tip like no, you should, you know, be you should sound more confident you should just, you know, it’s just not my style.

9:36 

That’s I like that kind of being authentic, right like vulnerable but also authentic and not apologizing for being the leader that you are, it’s obviously working well for you. You’ve got a lot to show for it. So which is super cool. I think that one of the things that you kind of mentioned just now that really spoke to me was like the vulnerability and the crying in front I I’m in a very male dominated industry. In my primary profession, which is as an optometrist, and so one of the things that I have to consistently remind myself is it’s okay to be a soft squishy, like, vulnerable person. And actually, that makes me a better leader for it. Because those people relate to me, instead of seeing me on this pedestal of being this, like high up figure of authority, they kind of see me as a part of a team, which I is what I consider myself. So it sounds like you kind of do something similar to that.

10:29 

Yeah. And I think another piece of that, too, is it’s very consistent, I’m consistent in leading that way. My team doesn’t just see me get like upset and frustrated and cry, they see me read a blog post that’s very well written and be like, I’m so proud of you, you know, they see me cry those happy tears when I’m super energized and excited about something they’ve done. So it’s just, it just is me being very, I wear my emotions on my sleeve, or and I don’t even know if it’s emotions. It’s just, it’s just like water that comes out of your eyes.

11:11 

That’s funny.

11:13 

Yes, agreed. I think it’s good. But I think that energy is really cool. And it’s probably part of the reason that I think I saw it for a couple years, you guys attribute media had one of the best companies to work for in the valley, or Boise, Idaho.

11:25 

Yeah. And I would love to just say that, you know, I feel that we still are, I think our team would tell you, we still are, we’ve actually just come to the realization that we were not the high growth company that I think we thought we were at one point, and we’ve very deliberately, like kind of, you know, not through like layoffs or anything like that. But just sort of through evolution and attrition, we’ve sort of just kind of right sized into this very small group that we’re kind of just operating more like a creative, collaborative sort of environment now. So we actually don’t even have enough employees to qualify to be a part of that. competition or, you know, recognition format anymore. But I would think if you would ask any of our employees now, through that process of becoming a smaller lifestyle agency, they would tell you that just all of those reasons that we were recognized, the years we were recognized, have just gotten better, because we’ve focused so much on the culture and making sure everybody has the freedom and flexibility to do their best work and the best way for them.

12:42 

Yeah, one of the things that you kind of just mentioned there, that I’m just aware of from having known you on a personal level, is that you did go through a pretty big shift in the company, where you went from this kind of more hierarchical type of accountability chart. I know I said, I wouldn’t talk about accountability charts. But I, I’ve been told by you that you’ve recently flattened that out, and made a really collaborative team where everyone’s on the same team working towards the same common goal. Do you want to speak a little bit about that?

13:12 

Yeah, I would love to, yeah, I don’t even know if these are like real business words, but I’ve just been, yeah, I’ve just insane. Like, we’ve flattened our organizational structure, you know, we used to be pretty management heavy. And there was this idea that, like, there was somebody who oversaw development, and someone who oversaw marketing, and you know, and it just was, again, with the size of our team and some of the shifts, it just didn’t really make sense anymore. We, we were too heavy in that area. And really, what it comes down to is, there are so many facets to being online. And it takes a lot of different types of experts to be able to do what we do. And so what it really comes down to is we have people who own their area of expertise. So I might be the president of the company. But there is nobody more qualified in this company to direct the design of a website, then Don Elliot, our art director, there was nobody more caught, you know what I mean? So, every, again, that vulnerability that, you know, being like a servant leader, I just, I lean on all of my people and their area of expertise, and I let them you know, make decisions about the best way for tribute media to develop our own best practices. So anyway, all of that is to say instead of having departments that all report to a manager, we’ve just sort of said, we’ve kind of made those departments more granular and we’ve said okay, you are the Department of design and you are the Department of back end development and you are the Department of search engine optimization, and so on. on and so forth. So, um, so yeah, I mean, that’s really been the big the big shift is just having a lot of owners, you know, a lot of everybody is a leader in their own right.

15:13 

Yeah, I like that that’s a really good rule of thumb. And I think it instills a really high level of accountability and ownership within the company. And then everybody wins for it. You guys tribute media and your clients, right?

15:29 

Hundred percent?

15:30 

Well, great. That’s awesome. So we kind of touched on a little bit. I know, the accountability chart is not your favorite thing. But one of the things that is different about your current structure is that you obviously became the new president. Right? And, and what was something that kind of I know, we’ve talked in the past about, you know, rocket fuel and traction, and you guys are working on implementing traction and EOS in your company? How has that played a role in some of the decisions that have been made recently about your leadership?

16:03 

Yeah, so I’m very much you know, you were a big part of this is, you know, you made the recommendation to me to read rocket fuel a couple of years ago. And so I actually read rocket fuel before reading traction. And it really spoke to me because again, as I kind of mentioned, you know, we were we were sensing, there were some things that weren’t ideal about the structure of our company, but we couldn’t really like pinpoint what, what the pain there was. And through reading rocket fuel, what I realized, and again, this just goes right to how I’m explaining that we’ve been right sizing without laying people off, is what happened is we just realized there’s this huge overlap, first of all, in what we were doing so you know, as you know, some of the basic tenants there are, you know, for each area of responsibility, like one person can wear multiple hats, but you can’t have multiple people in charge of one thing, and we had that all over our organization. So we realized why that felt so painful. And then we also realized that Cory and I both shared, primarily visionary traits. And we have a great integrator in our Director of Operations, and another partner in the agency Gillian. And but Cory and I were both visionaries. So as you can imagine, we were very often like, both trying to do our visionary thing. And we weren’t always aligned in that, um, or there was just too much there’s too much vision, you know, that can be a problem, sometimes too much vision and not enough integration. So anyway, when we kind of came to that realization, that’s when we knew we needed to start making shifts that would ultimately put me in the seat of the President. Now, it could have gone either way, right? Like, it could have said, okay, we need to find a different way for me to be a visionary in this organization. But ultimately, it worked for Corys big ideas and his future plans to let me move into that. So yeah, I mean, that was really the foundation for kind of making these shifts was coming to that realization that we had to visionaries. And a lot of people trying to do the same jobs. And yeah, it was it was not, not the best.

18:28 

So one of the struggles that a lot of leaders, especially visionaries, have is kind of letting go. And I know that from our conversations in the past, that’s something that kind of maybe got struggled with a little bit in your organization, as you were kind of going through some of these shifts, whether that was you letting go of something you had been doing and aren’t anymore and Corey letting go the role of President? Can you speak to what some of that letting go pain felt like and how you guys overcame it?

18:57 

I sure can. I hope Cory is okay with me.

19:01 

I’m sure he is. But no, I mean, it. It’s kind of scary, right? Like we had in the days leading up to me taking on this president role. So like, literally two weeks ago, I think we both got into like a very fear place. And, you know, it just it got it got scary for a minute. But we again, we’ve been planning this we’ve been working towards this for a really long time. So you know, ultimately, it was just something that we had to talk through and just kind of really put all of our fears out there and talk through them. But, um, but yeah, I mean, it is like I there are I’ve had every job in this company, pretty much at some point or another. So yeah, I I’ve brought in lots of different people to take over those different responsibilities. And, you know, letting them run with new ideas because, you know, I know how much like, work and effort and pain I went through. To create certain processes, and then somebody else has different pains from the processes I put in place, and I just have to let them do their new thing. And so, one thing that I have been trying really hard to do is I have this really bad habit of, well, it’s okay. It’s not a bad habit, when I first start explaining it, you know, I hear a great idea. And I start building on it, but, but the way it comes out is Oh, yeah, but and so like, I just never realized how that occurred for people, when I would come right at their idea was like, ooh, but something else? And I’m like, No, this isn’t it’s like improv. It’s like, yes. And like, that’s really what’s actually happening in my brain is I’m getting really excited about someone’s idea. And I want to, you know, give them something else to run with. to that next level. Yeah, yeah. And but it just wasn’t coming out that way. Like, that’s not again, it’s just that powerful word. But that just, we’ve all been programmed to be like, Okay, so now. Yeah. And also that powerful word of and which, you know, I always tell clients, that that’s our word that gets us unstuck, right. So when we use but and, and I don’t know, those are words that can keep us stuck in the current. And our goal is to always be moving forward and growing, and is that perfect word. And that’s the one I coach people on to is just like, yes, and I’m working towards a better solution, this, this might suck. And I’m working towards a better solution, right? And so then you instantly get put in problem solving mode and solution mode, versus just being stuck in where you are, even if it is good thing, right. So, yeah, that’s great. So tell me something that makes you feel super inspired, or like you’re being your best self.

21:45 

Um, I think it comes down to just the idea that tomorrow, I’m going to be better. Like, every time that I’m in a struggle, or I’m accomplishing something great. I think about what that means for tomorrow, I think about what that what I just learned, what I’m taking away from it, what mistake I can avoid in the future, what I can continue doing wonderfully in the future, you know, so like, I think that’s just always it’s always looking toward how much better I’m getting every day. Um, I don’t know, that I think that’s, that’s the best way to sum it up. I know, it kind of sounds weird.

22:27 

But no, I get that I totally understand. I think it’s a neat perspective to have, you know, like there’s that struggle with staying in the moment, and being where you are, but there’s also that there’s you can always do better. And I’m a firm believer in human potential, and there is no limit to how much better we can be and, and you can appreciate where you are now and still be looking forward to where you’re getting to go next. And so I think that’s a really cool perspective to have. So and what are some of the consistent behaviors that you have as a leader implemented in your life and your career up to this point that’s kind of gotten you to where you are?

23:03 

Well, crying, obviously.

23:11 

No, I think going back to, you know, what I just said about, you know, looking forward to tomorrow, and being that much better is, is remembering that yeah, that’s all every, you know, struggle is, is getting another step ahead. And so I think what, yeah, what it’s kind of gotten me here is, you know, knowing that everybody, every I love the phrase, like everything is figured out a bowl, like, you know, we’re all just I and I also feel like we’re all just people. But we’re all just people who like either, you know, develop the talent that we had innately, or that we learned from scratch, or, like, we’ve all just kind of chosen a path in life and then figured out how to do the best job we can on that path. And so like, I don’t know, there’s just no like, magical being that can do what you’re doing better than you just because they’re magical. You know, everybody is putting in this, maybe not, they’re not putting in the same work. But like you said, like human potential, everyone has the potential to do that. So yeah, it’s just you know, that whole we’re all just figuring it out, everything can be figured out, and we’re just getting better, the more we work towards figuring things out.

24:29 

That reminds me a lot of the I am sure you’ve heard this before the whole fake it till you make it thing and I tell my employees this a lot. And I know that’s sometimes people think that that’s not very authentic, but I have a really firm belief that we to be who we want to be We have to do something different. And so we can’t keep doing the same thing to get different results. And so in order to become the president of tribute media, you had to do certain things and actually certain ways and be certain things you had to be that President before you ever got there and practice being her right and, and the idea that you were just mentioned, like we’re all just people, we’re all just trying to figure it out like that really is what it’s all about. And if you want to be this or that, or have this great goal accomplished, like really, at the end of the day, you just have to start being the person who already has that. And you’ll get there kind of naturally and organically, which is pretty cool. So do you have one characteristic that you believe every leader should possess? humility, humility, yeah. How do you feel like you write on that? humility scale.

25:39 

I’m outwardly like a 10. Like I, but I sometimes have to look at what I’m really thinking and what’s really motivating me on the inside and kind of check myself and make sure that I don’t just think I’m right, because I’m biased towards myself, you know, I do, you know, fake it till you make it, I know that I strive to be as humble as possible. And so I really try hard. And I’m always working towards making sure that’s how I show up for people. But I do also have to kind of check to make sure that because if I don’t, if I don’t truly believe that I have something to work on, then it’s not really authentic. So I think it’s, you know, that’s where, you know, I don’t know, maybe I’m like a seven when it comes to like internal humility, but I’m always working on it.

26:37 

Yeah, good. What would you say is something that maybe I, so we’re cheating a little bit. So being my childhood best friend, I know quite a bit about you. But what is something that maybe I haven’t asked you yet? That maybe I don’t know enough to ask that you would like our listeners to know?

26:59 

Oh, wow, that is really tough. Because, you know, in leading up to this, I just kept thinking, Oh, she gonna mention this. Is she gonna mention this? So? You know? I don’t know. I think I already like mentally prepared myself and just feel like you know, everything about me, but of course, the listeners don’t, I don’t know, what do you know about me that you want me to? Tell?

27:20 

That’s kind of a loaded question a little bit.

27:25 

I so I like humans, people are like my favorite. I think when we know things about people that aren’t business related, that it really helps us connect and empathize with them on a level that makes them an even better person, and makes us a better person for having known that. So something that I know about you that’s just super quirky, that I think that probably no young emerging leader would possibly think is okay to be is a so called maybe groupie of something. So you have a particular passion will go with passion. That seems like a real subtle word for whatt it is, but a passion for something specific. And I’m sure you know what I’m talking about. Will you tell us about it?

28:10 

Yeah. So um, I do love some live music. And I love traveling for concerts. So 2020 is, like, really extra hard for me. But I mean, I and you know, through the years, I’ve kind of, you know, had a few bands that I want to just see over and over and over again, but the one that I think you know, you’re referring to is Third Eye Blind. And including when I made you, let me give you a ticket to third eye line concert for your birthday, so that we could go see my concert on your birthday? Hey, yeah, yeah. Um, but yeah, no, I mean, truthfully, I, I love the camaraderie that you feel at concerts, I love the like getting to I’d like to get there early and get up front. So I like getting to know other people who’ve been excited enough to show up as early as I have to get up front and make I’ve made so many friends that way. I actually have friends now. And again, not necessarily in 2020. But you know, through the years that I’ve actually gone to visit just to visit because we became friends through going to Third Eye Blind concerts together, or if I happen to be traveling to their city for work or whatever that we connect. And so it’s just like, I don’t know, like, it’s, it’s, like 70% about the music. I don’t even know I think at this point, it’s like 5050 it’s like it started being about the music and about just the shows and just live music in general. And that being a passion, and then it has just turned into like a whole community. So and there’s like I said, there’s a few other bands that I’ve definitely seen multiple times, but I think there’s the biggest like fan community in Third Eye Blind.

29:59 

That’s a really interesting perspective, kind of the idea of using it almost a little bit as like a networking tool, right? And whether, yeah, whether that’s for personal or professional, have you ever gotten any really awesome, like business or professional leads from your interactions?

30:15 

Um, that’s a really good question. Because, you know, honestly, like I said, the lines are so blurred now that it’s like, sort of, I have to kind of trace back how certain relationships even came to me. But I mean, I definitely have, you know, made connections with people who like, at least look to me for advice, or like, in fact, I remember actually, one time after a concert writing home with someone, they were like, Hey, you know, I’m giving a presentation in a couple weeks, and like, what kind of tips do you have about, you know, speaking in front of these audiences, and so like, just having those kinds of conversations, so they might not have led to like, a transaction or anything, but to actually then be seen for, like, who I am in my career, and getting to engage with people again, about things other than the music and just, you know, making each other better as people. So I think that’s probably what speaks the most to that is just, you know, people knowing what I do, and asking me questions, like, you know, someone will start an online store or a business venture, and they’ll say, like, Hey, have you used this tool before? Or like, what do you recommend for this? And, and I just, I mean, I love talking about this stuff. So it’s fun to help people I know, you know, be successful.

31:29 

Yeah. Great. So last question about that. How many concerts of Third Eye Blind? Did you attend? In? 2019? Can you count? Ah, okay. It was a lot. And I can actually remember the number but I can tell you that I went to five shows in nine days, I want to say is no wasn’t. Yeah, I think five shows in nine days.

31:55 

That was probably and I’m assuming Yeah, yeah, exactly. Um, yes. Okay. So

32:07 

Are there any things that you’re kind of willl shift off of your  love of Third Eye Blind now, but have you, as I’m sure you could talk about it all day long. But Have there been any personal development tricks and tools that you have kind of implemented in your every day that kind of help you feel like you’re getting to the next level in your career?

32:26 

Huh?

32:30 

I mean, I can’t think of anything we haven’t already really, like covered. Um, like I said, I mean, going back to ideas from traction and ideas from, you know, the visionary integrator relationship that I learned about in rocket fuel, are, are consistent, I would say, I mean, well, like weekly, just in the way we structure our meetings and everything and following that format. So I would say that’s probably been the most impactful, at least in the last couple of years.

33:00 

And yeah, that’s definitely one of the more impactful ones in my business, too, is been implementing the EOS model and traction, and I’m still working on getting the best integrator ever. And I am really, really good at visionary. And I tend to start a lot of tasks and lots of these visionary ideas, but I don’t have the people that like, keep it going to finish and, and to completion, right? Does that something as a visionary you struggle with at all?

33:27 

Um, it isn’t just because I was like, gifted the best integrator ever, I mean, has been with tribute media for like, 11 of the 13 years, we’ve been in business. So I mean, she’s just been here from the beginning. She’s like, the epitome of an integrator I could not like, I mean, seriously, like, if I were starting a new business today, and could pick anybody in the world, like, I would still pick her, it blows my mind. Because, you know, I think so many people tend to go into business like business with people they know, not necessarily friends, family, but people they know. And when you when you start that way, there can be a challenge, because, you know, that maybe does come with a friendship or something like that. And Julian and I, of course, are like very good friends today. But we started this professional arrangement as a professional arrangement. So like, I just seriously like can’t even say enough good things or like, convey how lucky I feel that like that’s, that’s just who I ended up with, like without even having to work for Finder. It’s too good.

34:36 

As a as a visionary and who and you kind of like really own that part of yourself. What do you think? Do you think doing the job that you are and being the role of the president is challenging in a way that if you didn’t have a really great integrator, you’d be able to do what you’re doing.

35:00 

Okay, so here’s that part where like, maybe I’m not as humble as I as I should be. But like, I will say, I do think I have some integrator qualities, you know, when you compare, like the way someone like Cory, who was the entrepreneur who started this amazing company and built something that I couldn’t have built myself, like, you know, he is visionary through and through, I mean, I, whatever the scoring is 100% visionary, and like, where my score came in, like, you know, 87% or whatever. So, I, you know, I definitely have and I don’t know if it’s because maybe for so long I, I felt like I was supposed to be an integrator, like I, I was always in some kind of like, middle management kind of position. And so I felt like I was my job was Oh, and because I wasn’t the president of tribute media for the last almost seven years, I always felt like it was my job to integrate the vision. And so I think maybe through trying to, like force that to be a thing, I got some I picked up some good traits there. So I guess what I’m saying is, you know, I think that I could get so far but not nearly as far as I can with a great invader.

36:14 

Well, that is a really great segue into where you and Jillian hoping to take the company kind of going forward. And maybe also like, what’s your next step as a professional? Yeah, that is a great question. I believe in two weeks.

36:31 

I believe in two weeks, and I’ll bet your I know, I know. Right. You know, like I said, we’ve been kind of planning this forever. I even we even joked about it, like when we put out the press release that like Julian and I have been planning our mutiny. years. But no, I mean, I think that we have a lot of like, you know, product and service offering ideas, we have a lot of, I mean, really even just the shift that we’ve seen this year with everything, I think it kind of has renewed our passion for really having like products and services that are accessible to small business owners, you know, kind of where we started, but then we sort of evolved into this like cream of the crop, like when you want the best, coolest, most custom design, you come to tribute media, but we weren’t like our price points weren’t accessible to smaller businesses. I think that seeing how much people even more so have relied on the web, for their marketing presence and doing business online in this COVID environment. It really just ruin it, for me, like really renewed my focus and passion for like helping businesses grow from like, nothing into something amazing instead of starting already great and just getting greater. So if I think we have got some ideas, again, for being accessible to you know, some more price points, and you know, helping people grow, like I said, from the ground up. And, you know, just continuing this idea of this lifestyle agency and really making sure that we are hiring people who are just really great at what they do and don’t necessarily need like micromanagement that they can just run with their ideas. I mean, like, honestly, the perfect employee for us is somebody who’s owned their own business before and we’ve got tons of employees now and in the past that like come from owning their own business, I’ve owned my own business before tribute media, Jillian owns her own business before Tribune media, like, you know, we just have all been there and, and again, like, but from one skill set, and so we all wanted to be able to provide more for people. And that’s where we kind of all come together in this collaborative environment where we just do that thing we’re really great at along with people who are great at other things. So all that is to say is just to continue to like, recruit and hire when needed, which is honestly not often because we do have such a solid team. Those same types of people and really just continue to be able to hold up you know, as leadership, our promise to our people, which is you know, work from where you will do your best work, work at the times that are best for you. Stand up sit down, I don’t know there’s just like a million different examples of things that we’ve implemented over the last couple of years. That just that we want to make sure that we just keep making it like better and better to work here

39:38 

Awesome, and has recruiting and kind of gaining some of those new employees that do fit that model has that been I know you’ve got a lot of great ones now. Have you guys have struggles with finding those people in the past and if you have any tricks or tips for our listeners that have like getting that right personality fit you?

39:59 

My struggle is the other direction, my struggle is when I meet, like I have, I could, I could think of a handful of people right now that I would love to hire. I just don’t have the need, you know. But I think that I, you know, again, we attract people who are interested in our company that are that fit that we, you know, I meet through again, you know, involvement and other community organizations, other people who are very active in that same way and very engaged. So, obviously, I feel like they would make a great addition to my team as well. And so I wish I wish I had more jobs to give out because I could, I could see hiring, you know, five people tomorrow that I know, would just be absolute rock stars. So I, I know, that’s not really like bragging now, if you need a great employee, call me I’ve got some ideas, or you know, and then they’re also all people who like, you know, most of them have other jobs, and they’re happy, like, I would just love to get my hands on them at some point. Gotcha.

41:02 

You organically gotten this awesome team, and then you are just you’re tasked with keeping morale and everything high?

41:14 

Mm hmm. Yeah, let it grow. And growing enough that I can add some jobs, you know, like I said, we’re not going to be a high growth agency, we’re not going to be you know, hiring lots of people every single year and growing year over year, we’re, we’re growing in different ways we’re growing in profitability, we’re growing in, you know, our processes and being great at what we do. We’re just, you know, like, we’re not just adding client after client after client after client, like, we really also want to make sure our clients are a good fit. And so, you know, that’s just kind of where our growth paces a bit slower.

41:50 

Which I think you kind of hit it right on the head that there’s other ways to measure success, right. And, of course, in a business, like it’s not about revenue, it’s about profit, right? Like, really, that’s what you got to look at the end of the day. But there are other ways as a company to identify your successes and celebrate those successes and those wins. And it’s not always just money, right? It’s almost always actually some of these other things like a great team that has great flexibility and their schedules and really enjoys working together as a collaborative team. And, and, you know, creating some of the systems and processes maybe that you haven’t had that will provide some stability for really great consistent growth and healthy growth, because growth for the sake of growth is not always good, and usually just kind of throws us a little bit into chaos, at least in my opinion, and what I’ve seen with some of some of our clients, so great. Well, thank you for all of those questions, hot firing questions at you. What is the best way to connect with you and tribute media online?

42:57 

Okay, so you know, we’ve got some social media out there, as you can imagine. So yeah, I mean, LinkedIn is, you know, I’m definitely getting more and more active on LinkedIn. Personally, Tribute Media is very active on LinkedIn. So you can find us there as well as on Facebook, Instagram, we do a little bit more about just our culture. So you can check us out there if you just kind of want to see some of the behind the scenes nonsense. Um, but yeah, and then, you know, I’m an open book, and, and always will, I mean, like I said, I’m a huge nerd about this stuff. Always love connecting with people just about, you know, growing their businesses. And so if I can ever be a resource to anyone, I genuinely want to be that.

43:40 

Awesome. Well, thank you so much for taking time to meet with me and talk to our listeners and kind of give them some encouragement and inspiration and their leadership journeys. And we look forward to seeing what you do with tribute media kind of going forward. Awesome. Thank you so much. Thank you.

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