رونوشت کامل Leading with Heart: Mentorship, Team Culture & Empowering Others with Sarah Ford

progression. These women may leave one day. , Who do we look at as talent that might be able to move into those roles?" It just took actually speaking up and being like, "Hey, I've never learnt PowerPoint. Can you teach me?" And one of the EAs sat with me and showed me how to do it, because~ we...~ I was a receptionist. They didn't give you, ~uh,~ training or anything like that. That was reserved for the people who did~ the,~ the big girl work, and I was just sat out the front being like, "Well, I wanna learn, too." ~Um,~ and it took an EA to see that opportunity and be like, "Well, do you wanna learn? What do, ~what, ~what do you wanna learn? Like, I can show you." so I'll never forget that, either, and Sarah Ford: Yeah, I I think the people you've helped will never forget that, either Yeah. Well, ~I,~ I hope so. Like, I hope that they feel they've got something out of it when I'm like, ~um, you know,~ being there as a sounding board or, ~um, you know,~ giving them some advice or context around how they can develop a, ~you know, a~ relationship, ~um,~ with their leader.~ Um, excuse me.~ yeah, so I think, ~um, ~yeah, more of a natural evolution for me Candice Burningham: Yeah, I love that. And not everything has to be a, ~a~ [00:07:00] formal mentorship either.~ Um,~ I did a talk with Ray White yesterday, and one of their sessions was about mentorship and,~ uh, ~the lady who was doing it was saying that ~there are, there are s- l- uh,~ I can't remember what the first one was. The second one was teachers, and the third one was mentors. And it's like you've got the... Oh, cheerleader. Cheerleader, teacher, and mentor, and you've got these cheerleaders in your life. You've got these ~lead-~ leaders in your life that, like, teach you, give you books, recommend podcasts, and then you've got mentors. And I was like, "That's such a nice way of looking at it, that it doesn't always have to be, ~you know, ~a structured mentor thing. It can be~ p-~ all aspects and all sorts of people in your life that help build you ~in, in,~ in your career, but also in your personal life." I was like, "That's a lovely way of looking at it, and that you've got so many different people that do that for you." So let's talk about,~ uh, ~building people, not just processes, 'cause this award celebrates those who help others. ~Um, ~can you share, like, an example of a time that you supported a team member or a mentee development ~and,~ and, like, just saw them thrive? Sarah Ford: Yeah. So I think, ~um, ~one example that [00:08:00] comes to mind is, ~um,~ I had ~a,~ a newer EA who'd stepped into a really high volume role, ~um,~ very busy executive that she was working for. ~Um,~ and she was absolutely capable and, very much ready for that, ~you know, ~role. But I think she just needed a bit of guidance, ~um,~ to help her build her confidence and, ~um,~ step into really owning that role. ~Um,~ so I,~ you know, ~acted as a bit of a sounding board, helped her sort of,~ um,~ talk through how she could get into a rhythm with her, ~um, ~leader and start building that, ~um,~ really, ~you know,~ that trust and that partnership,~ um, ~so that she could start talking more about, ~you know,~ how she could, create impact in that role rather than just, ~you know,~ "I do these tasks," sort of moving into that more strategic sort of way of thinking. ~Um, ~so it's been really fantastic working with her and seeing her confidence grow.~ Um,~ and I've seen her, ~you you know,~ take initiative and, ~um, you know,~ work on projects and events [00:09:00] that really gave her a lot of visibility and show her skill set. So, ~um,~ seeing someone, gain that confidence and build that confidence, ~I guess,~ through actually doing the work has been really lovely. Candice Burningham: So how do you build confidence in others? ~Like,~ especially when they doubt their own abilities. Like, obviously imposter syndrome's a real thing, and just doubting yourself when you're moving, particularly from a junior role to a more senior role. Like, how do you build confidence like Sarah Ford: Yeah. I mean, I've definitely been there. We've all had that, ~you know, ~imposter syndrome moment or feeling like you're not ready yet when you're probably exactly where you need to be. Candice Burningham: that's a good thing. It means we're not a psychopath. Sarah Ford: Yes, I think it's really important,~ um,~ to call out the things that people, ~um,~ are doing really well. Like,~ you know,~ that recognition of,~ you know,~ you've got this. You've... Look back and see what you've already done, how far you've come. ~Um,~ I think when [00:10:00] someone doubts their abilities, ~um, ~breaking things down into, like, smaller steps that feel more manageable can really help,~ um,~ build confidence. So,~ you know,~ don't have to be,~ like, ~leading the, ~you know,~ offsite or,~ you know, ~doing something huge. But maybe it's about,~ you know, ~preparing some really thoughtful questions ahead of time, making sure you've, ~you know, ~got some talking points so in your next leadership meeting you're ready to speak up. Or if you're called on, ~you've got, you know,~ you're not on the spot and you're ready to go. So it's like that building confidence,~ um, ~through just,~ you know,~ those small steps where you,~ you, ~can see, okay, I've done this now, I've achieved this. I'm ready for the next thing. ~Um, ~and I think it's really... Like confidence sticks, I think, when you can look back and go like, "Oh, I did that." ~Like,~ "Nobody did that for me. I did that myself." Yeah. Candice Burningham: yes, it's lived experience. ~It's, ~it's getting through something and being like, "Oof, did that. Wasn't as bad as I thought," or managed to get, do that or pull that off and you're like, "Okay, I~ I c-~ can do this." But you need to be given opportunities to do that, and [00:11:00] you need to be given opportunities to fail in it as well and be like, "You know what?

No one died. You're good." Sarah Ford: Yeah. Well, I think that's important to remember, like, ~you know,~ obviously our roles are very important ~you know,~ but is it the end of the world if,~ you know, ~something~ goes... You know, often in, in,~ in, in things like events and stuff, you're like, "Oh my God, something's just gone really wrong." But you know what? You figured out a solution. You got it back on track, and I guarantee probably no one even knows that something happened there that wasn't supposed to.~ It's like, you know,~ and then you can be like, "Okay, I can work well under pressure. I do, ~you know, ~know how to solve problems that pop up or..." Yeah, and I think that just builds your confidence in that, "You know what? I've got this. Like, Candice Burningham: Absolutely. Like, the show goes on. Like, I remember at the conference last year, the, ~um, ~the AV guy was meant to play particular songs as the speakers came on, and ~I had,~ I had hyped Sam Cox up saying, "You and I are doing Beyoncé when you come on stage." And as I called her up, I look at the AV guy, and he's micing up, like putting a [00:12:00] lapel on someone else, so he didn't play the music. So we both ~kind of,~ kind of looked at each other and was like, "Okay, let's just jump in with it." We were like, "The show goes on. The show goes on." No one else knew that, but we did, and we were both just like, "Well, we just lost our Beyoncé moment." Anyway. ~Um, ~but no one else yet will notice those things. But I know especially when you're new to these kind of things, you, ~you ~take those things so personally and you're like, "Oh gosh, I stuffed up that. Did- didn't do that. This was missed." The show goes on. The show goes on. ~Um,~ so, like, ~was the... ~Do you have any, like, strategies that you do to create, ~like,~ a positive, empowering team culture,~ like,~ especially during really busy or high pressure times? Sarah Ford: ~Um, ~yeah, so I think it's really important,~ like~ in those hectic moments and stuff, I'm like very much ~like~ my strategy is ~like~ go back to the basics. So what's actually urgent? What can wait? ~You know? Um,~ who needs what from me? Like, when do they need it by? ~Um, ~I think that really clear communication and ~like~ setting really clear expectations is really important, and I [00:13:00] think if you're communicating well with everyone, ~um,~ everyone breathes a bit easier. ~Um,~ and it's like important to keep that energy steady, I think, because I think as, ~um, ~EAs, if we're that sort of calm in the storm, calm under pressure, that really, ~you know, um, ~reflects on the rest of the team. Like if you're running around frantic,~ you know,~ oh my God, you know, everything's out of control, then that~ kind of~ spreads to other people too. So, I think that~ like, you know,~ just being calm,~ um,~ and like with the team, ~like~ quick check-ins are really important. Like, how are you going? ~Like, ~do you need help? ~Like, ~are you stretched? ~Like,~ what can I step in and take off your plate? ~Um,~ just making sure people see that the support is there.~ Like, ~I want people to come and be like, "I am so under the pump. ~I-- ~Can you just, ~you know,~ step in and do this for me?" I'm happy to do it because I know that I can turn around and do the same thing,~ um,~ and be like, "I am, ~you know, ~drowning here. Can you help me out?" ~And, ~and you'll get that back. Yeah. Candice Burningham: Yeah, absolutely. I think I often refer to it that we're like the air hostesses of [00:14:00] the office. Like, people look to us if there's turbulence, and they're like, "Does she look okay? Okay, if she looks okay, we're okay." ~Um, ~because if we're flapping and panicked about things, other people go into panic mode, and they're like, "Oh, if she's stressed, we're stressed. What's going on?" There's... But if you just keep that calm, collected vibe, it's just like, "We got this. We've got this as a collective." ~Um,~ but I think also that comes with time and experience. I remember in my early days, I was not that cool and calm Sarah Ford: Oh, no, I think we've all gone through that. ~ Like, uh,~ yeah, I think back in my early career, there's times when I probably just looked like a deer in the headlights. Like,~ Like,~ "Oh my God, what's going on?" Like, "I don't know what, I don't know what to do." ~Um,~ but ~you know, you, ~you live through a few, Candice Burningham: live, you learn. Hectic moments, and you're like, "Oh, it's just another day. Sarah Ford: It's just another day. You know, we'll get through it." Candice Burningham: Yep. I remember when I started at SBS, I did not know their talent at all. I'd come from Channel Nine where, you had talents on TV every day, and I didn't really watch SBS. It was old people's channel, and I was still young [00:15:00] and cool. And, ~um,~ I remember the first day Les Warren came up to,~ um,~ my desk and said that he needed to speak to my CEO, and I was like, "Oh,~ um, ~he's not here. Can I take your name?" And he literally just looked at me and walked away like, "You idiot." He was literally the face of SBS, and I was just like, "Oh, God." I knew who Lee Lin Chin was. I just didn't know who the sports guy was. But you live, you learn. Uh, uh, I don't think I could ever look him in the face after that again, but, oh, all these things make you a stronger person. ~Uh, ~let's talk about leadership in action. So how would you describe your leadership style, and how do, do you think it's g- evolved over time? Sarah Ford: I think, ~um,~ I'd say I've become more confident with my leadership style over time. I prefer to sort of that,~ um,~ to lead from behind more. ~Um,~ I think it's, for me, my leadership style is more about like influencing things from, from behind, ~um, you know,~ taking [00:16:00] initiative, and strong relationships as well, like developing strong relationships with other people. ~Um, ~I've realized that that

kind of leadership is actually just as,~ um, ~relevant and has just as much impact as ~like ~if you're that leader who's out the front,~ you know. Um, um... um, ~ I'd say I lead by example by staying true to my values as well. That's really important to me. ~Um,~ like we've talked about staying calm under pressure,~ um,~ and being a trusted sounding board for the team Candice Burningham: Yep. So important to have that safe space and to be able to run things by. And I think people who have never been in leadership think that there is this typical style that you see in the movies, or you see where it's, like, the boss and they're rah, rah, rah, rah. And it's like, ~you know,~ no one gets ~a g- ~the best out of people ~if you, ~if you lead ~in that ma- ~in that manner. And if people don't feel like they can come to you Or ... And don't get me wrong, I,~ I ~hate when people come to me with a problem rather than a solution. Like, tell me what's wrong, but then just tell me what are you gonna do about it. ~Um,~ but ~I,~ I hate the thought that people [00:17:00] think ~le-~ leadership is a fist iron and this is my way or the highway. It's like, "No, dude, we've evolved." Sarah Ford: Yeah, I think definitely for me, I'm-- I prefer that more, ~like, ~collaborative leadership style where, like you said, ~you're,~ you're there and that person knows that they can, ~um, ~come to you with anything.~ Um,~ you're that open book, like, ~you know,~ I'm always here, my door's always open sort of style.~ Um,~ but yeah, I think the, ~um,~ more of that quiet leadership, I would say Candice Burningham: Yep. Yep. And we need different leadership styles. Like, I mean,~ uh, um,~ Susie Miller, who was talking on leadership at the conference last year, was just so great at explaining how we hold leadership roles in our positions. And my next question was gonna be, what do you think separates a good manager from a great leader? But I think you- you've kinda just hit on that as well, of exactly that, of how different leadership styles get different results as well. Like, ~one of the things that~ one of the guys at ~the conf- uh,~ the talk at Ray White was saying, he said, ~"Do, do you think that...~ Hands up if [00:18:00] anyone came to work today wanting to stuff up. Hands up if you came to work thinking, 'Yep, today I'm just gonna make life hard.'" Obviously, no one put their hand up. And he's like, "So why do we punish people for it? Why do we make people feel bad when they've made a mistake? Like, no one a- no one goes into these things trying to stuff up.~ We,~ we need to learn from it. We need to look at opportunities from it." And I'm like, "Yes, that is such a good leadership quality to look at it like that." Sarah Ford: Yeah, I really look at it as like, ~you know,~ a great leader is someone who is there to support the people doing the work, to show them the why and give them the context~ and,~ and let them have the ownership of that. Candice Burningham:

And leadership can sometimes mean having tough conversations. ~Uh,~ so ~how, ~how do you approach feedback or challenges while trying to keep the trust and morale kinda going? Sarah Ford: Yeah, I think it's important to just be really honest and direct, ~um,~ but keep that anchored, ~um, ~on the work and the impact and not on the person. So ~it's,~ it's [00:19:00] like it's not personal. ~Like ~you're there to help them improve and grow, and ~it's,~ it's not an attack. ~Um,~ I think that,~ um,~ people can take hard feedback well if, ~um, ~it's specific and they feel respected and heard in the conversation as well. ~Um, ~so ~I mean, ~I know I would much rather someone came to me and was like, " You know, this isn't working," or ~like,~ "We need to find a new way of doing this because it's not working out at the moment, ~um,~ so we can fix it together." Because it's very hard, ~you know, ~going on thinking that, oh yeah, everything's fine, and then later on, actually it surfaces, and it's very hard to unwind at that point. Like, I don't wanna find out in my end of year performance review that I haven't been doing something that you wanted me to be doing. Like, if I'm not doing it, please just... I'm not gonna take it personally and be like, "I need you to step up and do this." I'd much rather that. So I think that's how I approach, ~you know,~ those tougher conversations, just being really [00:20:00] honest, listening to the other person's view as well, because you don't know why something's maybe happening behind the scenes that you don't know about. Like, ~you know,~ people have things going on in their lives that we don't always know. So sometimes you can look at someone and, you know, you're like, "They're coming in late every day," or, you know, maybe there's something going on at home that we don't know about. So I always think that like, you know, don't, don't judge before you've kind of like taken a step back, talked to that person, figured out what's happening. Candice Burningham: Mm-hmm. Yep. So true. And we're, we're managing people, we're managing humans. We all have a life. We all have things going on. We all have elderly parents. ~Um, you know,~ life, life Sarah Ford: Yeah, exactly Aware of that, that, that whilst, yes, business is important and, but p- humans are important, too. ~Um, ~one of the examples, again, from yesterday, 'cause it's all just fresh in my head, is ~they were,~ they were saying that this girl was underperforming, and it turns out that she just had, like, a proper phobia of [00:21:00] speaking to people on the phone in front of other people. Candice Burningham: So then when they were able to put her in an area where she could be by herself, she thrived. Sarah Ford: Yeah, Candice Burningham: Do it. But having that conversation and finding out what the problem was is what needed to happen, and then finding that solution. But if you're not having the two-way, yeah, conversation, you're not finding ~what, ~what's the problem. You're just going, "You're not doing well." Well, do you wanna find out why? And Sarah Ford: think that's the thing. ~Yeah. Oh, no, I was just gonna say, I think it's, it's, ~it's about, ~you know,~ making sure that when you're having those tough conversations, ~it's not-- it,~ it's so that that person can grow, be better. Like, ~you know, ~you want that person to succeed. So it's about, it's about helping them do that. It's not about, ~you know,~ "I'm here to point out all your flaws" kind of Candice Burningham: Yes. And that's a great leader. Exactly. That's-- Yeah. Okay, so on that, let's talk about creating a culture of support, 'cause it leads perfectly into it. ~How, ~how do you foster a sense of, like, belonging and collaboration within your team? Sarah Ford: I think being approachable, ~um, ~it's [00:22:00] important to me that people feel like that they can come to me at any time.~ I'm,~ I'm not too busy, ~um,~ to spare them, ~you know, ~10 minutes to have a chat or whatever. I think, ~um, ~it's making people feel like they have a voice and that, ~um,~ they feel safe to contribute in conversations. ~Um,~ sharing credit where credit's due as well, like making sure that people know that actually wasn't me, this person ran that. They did such a great job.~ Um, you know, um,~ I think checking in if someone seems like they're under the pump or, ~you know,~ offering to help. Like, if I've got capacity and I can see someone's, ~you know, ~struggling, I'm like, just a quick Teams message or whatever, like, "Hey, are you okay?" ~Like,~ "What can I help you with today? I've got some time." ~Like,~ I think that makes such a nice team environment, like where people feel like, you know what? We can rely on each other.~ Um, you know,~ no one's just sitting here alone, no support,~ um,~ having to deal with everything on,~ you know, ~by themselves. ~Um, ~so I feel like that really sort of sets the tone in a Candice Burningham: Yes. [00:23:00] Yes. And it sets the vibe as well. Like, if you're in a nice environment where you feel like, "I can speak up, I can ask for help," you're gonna do better. You're going to flow, flow better because you feel like, "Yes, I'm supported in this." ~Um,~ so in your view, what role do admin professionals play in shaping organizational culture? Do you feel that's something that we do? Sarah Ford: Yeah, absolutely. I think,~ um,~ we probably shape culture a lot more than we get credit for really, ~um,~ because we sit right in the middle of how work actually happens. ~Um,~ we're often the first point of contact for new starters.~ Um,~ we work closely with leaders in the business, and we're the ones who sort of can connect people across teams. ~Um,~ I think the way we communicate, how we welcome people, ~um, ~and how we behave under pressure, like we've talked about, sets the tone. ~Um,~ so if we model that calm, clarity, generosity as well, I guess, with our time, ~um,~ and our knowledge,~

um,~ that [00:24:00] spreads. And I think at the same time, like if we're, ~you know,~ if we gatekeep things, that kind of can spread too. So I think it's really important, like we, we do set the tone, and we can create that culture in a team. Candice Burningham: ~Mm-hmm.~ There's nothing worse than that culture, and this happened in my earlier career where there was a more senior EA who people were like, "Oh, you can't ask her to do anything," or, "You can't approach her," or... Like, why not? Why? Like, isn't that literally in the title assistant?~ Like,~ I never understood that, nope, once you get to a certain level or CEO level, that you sit in an ivory tower and people, y- you're not expected to be part of the group. And I was just... I never understood that.~ Uh, it--~ throughout my whole career, I was like, "No, absolutely. I'm one of the assistants. I'm here to help. Where do you need me, coach?" Like, "Call me up." Sarah Ford: Yeah, exactly. I think it's, ~um,~ that thing that like,~ you know,~ you create that culture in your team if you're like the person who's like living the values and,~ um, ~stepping up when people need help that, ~you know, if,~ if people need something they know they can come to you and you'll [00:25:00] help,~ you know.~ ~You need, ~you need, urgently need time ~with, ~with the executive. No problem, we'll make it work. Like I'll-- I think that people feeling like they, they can, ~um, ~come to you ~if they,~ if they need things is really important. ~It does,~ it does make a difference Candice Burningham: Yeah, it makes a huge difference. It makes a huge difference if people feel like they can approach you for what they need~ in, ~in helping the business, and that, as you said,~ that's, ~that's coming from you shaping that culture of being like, ~"No,~ no, we're approachable. We're here. Sing out." ~Uh,~ so what advice do you give to others who wanna step up as mentors, even if they're not in formal leadership roles? So they might just wanna put their toe in and see how they can expand? Sarah Ford: ~Um, ~I absolutely think you don't need a title to step up as a mentor. ~Like,~ you just need to be willing,~ um,~ to share your knowledge and, ~um,~ you can start by being the person who shares that template or explains the why to give some context or, ~um,~ make the [00:26:00] introduction that saves someone two weeks of guesswork on who, who am I supposed to talk to for this? Or where do I go if I need to get this done? ~Um,~ I think that's leadership because it's creating an environment where everyone can succeed and grow and, ~um, ~contribute Candice Burningham: Yeah. Yeah, so true., So let's chat about lessons and looking forward. What's one leadership or mentorship lesson you've learned the hard way but are grateful for? They're a curly one, aren't Sarah Ford: No, I love it. ~Um,~ I've learned that if you step in too quickly, you can accidentally kick someone's ball. ~Um,~ so I used to want to protect people,~ um, ~from the hard bits, especially if they were new,~ um,~ step in to fix things for them. ~Um, ~but it might seem helpful to just jump in and take over ~like,~ "Oh, don't worry. I know how to do that. ~I'll just, ~I'll just go ahead ~and,~ and get that sorted for you." ~Um,~ but ultimately, that [00:27:00] really doesn't serve the person that you're trying to help.~ Um,~ now I'm like more intentional about focusing on staying close, ~um, ~but without overstepping. So I'll be there to be the sounding board, talk things through, let's brainstorm, ~you know, ~problem solve,~ you know, ~how would you approach this situation? ~Um,~ but ultimately let them take the lead, ~um,~ because that's where they're gonna build their confidence. Candice Burningham: Yeah. I still get reminded of that. Like, my mom or my sister will ask for help with computer stuff, and it's just easier for me to do it, and they're like, "No, show me. Sarah Ford: Yes, Candice Burningham: Me how to do it so I can learn." I'm like, "Oh, okay. Step back." ~Like,~ but I'm just so used to just getting it done, Sarah Ford: I know, and ~it, it's like,~ it's like, "I can do it in five minutes." It's ~like, ~yes, no, you can, but then that person's never gonna have a chance to figure it out for themselves or, you know Candice Burningham: And my mom always says, "You get so frustrated when I ask you. I wanna be able to do it." I'm like, "Cool," 'cause you've asked [00:28:00] me seven times. ~Um,~ but that's on me. I should just write better notes.~ Uh,~ but yeah, ~I can f- uh, ~I think that's a very good example because I think we're all guilty of doing that. We wanna just be able to jump in and help or fix it. But yeah, they Sarah Ford: I think that's the nature of our roles too. Like we're, we're the ones who jump in ~and,~ and fix the problems ~and,~ and figure out solutions. ~But you know,~ it's like, okay, take a step back. Let that person have a turn, Candice Burningham: Yeah, exactly. Exactly. And it's hard. It is hard. ~Um, ~so where do you see the next chapter of your leadership journey heading? Is there something you wanna be doing? Sarah Ford: I truly love being an EA, so I have no immediate plans to make any major changes in my career. ~Um, ~I love what I do. I feel like every day I do something different in my role now, especially I get to work on some amazing events and projects. No two days are the same. ~Um,~ so I think it's more about,~ um,~ for me, focusing on growing my influence through how I support leaders, ~um,~ and how I help build up the EA [00:29:00] community Candice Burningham: Yes. That's so important.~ Uh,~ and that is such a leadership quality. ~Um, ~okay, so what message would you like to share with the other admin professionals about the power of mentorship and leading by example? Sarah Ford: Probably say, ~um,~ don't underestimate yourself.~ Um, ~mentorship isn't always formal, like we've discussed. ~Um,~ it's how you show up

day-to-day, ~um, ~the standards you set, the patience you give, the generosity, ~um,~ of giving your time and sharing what you know with other people. So Anyone can be a mentor Candice Burningham: I agree with that, and I think so many people don't think that. They're like, "Well, I've got nothing to give," or, "I'm only this," or... And it's Sarah Ford: I, I've definitely felt that. Like,~ uh, you know,~ someone starts asking you for help on something and you're like, "You know what? Actually, I'm very good at this." Like, I do have something to offer.~ Like, ~everyone's probably got their little niche. ~Like,~ you don't have to be an expert at everything, [00:30:00] but maybe you are the PowerPoint queen, or maybe you are absolutely, ~you know,~ great at, ~um, ~external comms or stakeholder management or... So everyone's got that thing that they've,~ you know, really,~ really good at that they can share with others and help improve other people who might be struggling in that area Candice Burningham: Yeah. I mean, I even do reverse mentee type stuff with my nieces. Like, ~they,~ they can teach me things that I don't know. Like, ~uh, ~I don't understand half the apps that they use. ~Like, uh,~ they use Snapchat to communicate, and I said, "Well, teach me. How do you do this?" ~Like, ~"What do you do?" And it's very different to what we do. Like, they just send stupid pictures of each other as a form of communication. But what they said to me is, "You don't actually have to send a response. It's just a way of saying, 'I'm thinking of you.'" Or like, there's no... Not like in a WhatsApp, you have to-- you've sent a message, there's to be a response. And I was like, "Oh, okay." And they were explaining that TikTok, they don't use it for dance stuff, which I thought was the main thing of it. They're like, [00:31:00] "No, you know, we look up how to fix things. We look up how to cook things." I'm like, "Oh, I thought it was like a dancing app." So you- you've got these kind of lessons being learned and people mentoring you from all sorts of parts of the world where they wouldn't see themselves as mentors, but Sarah Ford: Yeah. It's absolutely usually a two-way street. Like, you learn as much from the person that you're talking to because, ~you know, you,~ you ask them how they would approach an issue, and they might say something and you're like, "Wow, I'd actually never thought about it that way, but that's fantastic. Maybe I'll also use that in, ~you know,~ the next time I come across that issue." So 100%, it's always a two-way street, and you're always learning. Like Candice Burningham: Always. Always never stop learning. Never be closed off to learning. Absolutely. Well, Sarah, thank you so much for reminding us that leadership is about lifting others. ~Um,~ and congratulations again on your Sarah Ford: Thanks so much. Candice Burningham: AIOP awards. Your impact a-as a mentor and a leader is a really powerful example of how admin professionals continue to shape culture, [00:32:00] connection, and confidence in the workplace. So I really applaud you~ on, on,~ on the work that you're doing in this space. And we would love to get you involved in our mentor, ~uh, ~program in AIOP ~and,~ and get your advice for stuff like that as well, because obviously,~ you know,~ the more voices, the more contribution to shaping this, the better. Sarah Ford: Yeah, I would love to Candice Burningham: and is there anything you'd like to say about, ~uh, you know,~ being nominated for the AIOP awards? Is there advice that you would give others about-- for the twenty-- upcoming twenty twenty-six awards? Sarah Ford: ~Um, ~I was nominated out of the blue by someone, so it was quite a shock to be nominated, ~um,~ I have to say. So, ~um,~ I think reading what people said about me was one of the loveliest things I've ever, I've ever received. ~Um,~ so I guess just, ~um, you know,~ get involved in the community. Nominate yourself. If you've been doing something really great, don't be afraid to nominate yourself. ~Um,~ I think that's really important because~ I... ~Last year I was just like, when I was seeing all of the, ~um, ~on LinkedIn and socials and everything about, ~you know, ~it's time to nominate, get your nominations in, I just had that feeling [00:33:00] like, "Oh no, I could never do that myself." And after being nominated and reading the lovely things that people said about me, I'm like, you know what? Like, I think we've all, I mean, as EAs, I think you'd naturally sometimes feel like ~you're, ~you're the behind the scenes person. ~Um,~ but just, ~you know, ~if you've got some, ~you know,~ if you've done something, and I'm sure everyone's done something, ~um, ~just nominate yourself or, ~um, you know,~ drop some little hints in people's ears about nominating you. Candice Burningham: Yes, and be bluntly obvious about it and just be like, "Hey, the 2026 awards are coming up. I would really like to be recognized for the work that I've been doing on X project. Would you be willing to nominate me?" Like, what's wrong with that? What's wrong with saying, "Actually, I feel like I've done a really good job with this. I would like ~to,~ to have some recognition with it." No one is ever gonna be like, "Oh yeah, let me see what I can do to help this person get ~vis- like, ~being seen this year," except for obviously your media reviews and things like that. But it's like, speak up. There's no embarrassment to it at all. It's... You would be surprised [00:34:00] how much people would be willing to do that and be like, "Absolutely, I would love to do that. ~Uh,~ what a great idea." And then out of nowhere you win. Sarah Ford: Yes. Shocking. You, you'll have to Pull a speech out of nowhere at the last minute. Candice Burningham: the loveliest feeling though? Like, it's just to be... To, one, to get your nomination, the best feeling that someone felt that, to take the time to nominate you. Two, to find out you're a finalist. Wow, I'm sitting amongst people who have really made a difference. And then three, collecting the award being like, wow, someone has seen this as the impact that I have given this year or throughout my career. ~Um,~ it just to be validated. Like, I just think that's a beautiful way of, of closing the loop on, on what we're trying to do with this. So I'm so happy for you, so glad to have you involved with AIOP, and to learn more about Sarah and her journey, ~uh, ~we'll put her LinkedIn in the,~ uh, ~show notes. And stay tuned for more inspiring stories here on the Admin Avenues podcast. Thank you again, Sarah, for [00:35:00] joining us, and, ~uh,~ we'll see you soon.