Your Career Is a Business: Are You Managing It That Way? | Kim Sawyer

1080: Welcome to another episode of the Business Transformation Journey Podcast. Today we're exploring a simple question. If your career were a business, are you actually managing it like a CEO? Many professionals spend years reacting to opportunities, waiting for promotions, and letting circumstances shape their direction. But strong leadership starts with taking ownership of where you are going. Joining me today is Kim Sawyer, executive coach, entrepreneur, speaker, And founder of the Wealth Source. For more than 20 years, Kim has helped executives and professionals strengthen performance, clarity, and long-term success. Today, we'll explore how to build your career value proposition, develop social capital, and apply business strategy, organizational development, organizational trust, and business transformation thinking to your own career. Welcome Kim. Nice to have you here. Thank you for inviting me, Andre. I'm looking forward to our conversation today. Absolutely. We have a lot of things to discuss today, Kim. Beautiful. Could you share more information from your side? Where are you and you know, from your side what I mean, working with clients? How they treat their career? Okay, well, I've been an executive and business coach for almost 25 years now, Andre. I began this career after a career in entrepreneurship when my second business, a bigger business that I tried to launch, failed. And I learned a very powerful lesson because this is what I love to do, but I only would have found it because that business failed. And that was one of the first important career lessons I learned that I don't always know the right answer. All I can do is pick a goal and try for it. But then sometimes reality has something better in store for me. So when things don't go my way, if I don't fight it and go with it, I end up in a much better place. So I've had a chance to work with entrepreneurs and executives. as their coach and also teams focusing on leadership, performance, time management, communication, many different things over the years. And usually the corporation is hiring me to work with the executive. However, I've had a chance to watch a lot of executives in their careers. And I've often seen how often the problems that they have in their jobs are related to the fact that they aren't thinking about their careers. And as I've seen this, I've come to realize more and more that executives keep themselves so limited in their current role, trying to help their company succeed, that they never stop to think about why they even have a job? Do they have a career of their own? And is it bigger than their job? And do they have any responsibility for helping it succeed? Most of the time, the answer is no. The executives are so conscientious, so dedicated, so committed that they give everything that they have to their employer and have nothing left for their own future. So until they run into some wall at some point, and there's a number of those that we can talk about, they often don't understand that that doesn't work. long term. It sounds like you know waiting for promotion and you know go higher in the ladder in the company doesn't work today, right? For many of them and special in the age of AI. What you know our leaders can do to really take control of their you know on their roles to really be in the driver's seat. Well, it starts with the shift in perspective. As in most important changes in our lives, we get stuck in doing things a certain way because we see things a certain way. We have a picture in our heads about our situation. This is my job. This is my employer. This is our relationship. And as long as I'm stuck in that paradigm, it makes sense to do what I'm doing. If I work really hard, my company will love me. They'll promote me. They'll make sure my career is successful. And if we look far enough back in the past a couple of generations, that was often true. But it isn't anymore. So the start is to realize that I have a career that's a big part of my life. And I'm responsible for that career to be successful. And part of that is having a job that I can be good at. like, enjoy, and make a difference at right now. But that's not where it ends. That's just where I am now. And if I want my career to succeed, there's more to be done when I get done with work every day. good at the good point. It takes much more also more energy, more resources, right? And also having someone who can kind of help us and lead us, you know, okay, I'm today in this situation and stuck in the company for a couple of years. Where can I go next? And that's also role, you know, our coaches, right? Absolutely. And you know, An entrepreneur or a business owner is in the same situation as an employeeed executive. The business that we run right now is our job, but that business won't last forever. It may succeed and we sell it, it may fail. Anything can happen. And then I'm in this terrible position of what do I do now? And that's the worst possible place to be in. It's like when An executive gets laid off and suddenly they find themselves out of a job. That's the worst time to be thinking about how to grow my career and move on to the next step. The career mastery paradigm, the business of my career, is that while I'm happy in my job or while I'm enjoying running my successful business, that's when I want to be thinking about the future of my career. and be actively engaged in growing it like any business would be. Absolutely, like if you're running your business, you basically are like CEO, right? How we can, you know, really be the CEO of our career these days? Well, if I think about a business, a business has many different functions that happen. It has operations that deliver services and products to the current customer, which in the case of career would be my current employer or my current business that I own. And then there's marketing, which is continually exploring. More customers, new customers, better customers. And where about going someplace new in the future, a different market? And then there's research and development. How can I continue to alter and shift and grow my products and services so they can become more valuable and find their place in a constantly changing market? For example, the AI shift we're going through right now. Yeah. And then there's the finance side of a business. Are we putting aside money to grow our business in the future? Or are we just spending it all today? And lastly, there's human resources. Who are the important relationships I'm going to build in my business so that I get the proper expertise and resources and support I need to grow my business into the future? So a CEO is looking at all those things. And as a CEO of the business of my career, There are very similar things I can be doing to help my career grow and prosper into the future. When I'm the CEO of my career, what can I do from the marketing side, you know, to really get attention, to be more visible, to get noticed by others? No different than any business, Andre. The first thing a business has to do when it's marketing is get really clear on its value proposition. What are its current core competencies? And how can those core competencies do things that will help a prospective customer? What positive difference can we make in the business of our future employer? In the business of our next customer, even our current customer. And if I can get clear on how to articulate, here's how what I can do can help you when you're my customer or my employer. That's the start. And then there is identifying which markets or customers will find that most valuable because they're going to be most likely to pay the most for my product or service. Which in this case is me. And once that happens, there's channels of communication to bring that message to a variety of people that might be pathways to future opportunities and future customers. So there's a whole system of marketing in career, no different than business. And that has to be built like a system. And the CEO of my career, me, I have to be doing things. when I'm done with my day job to run and build that system so that opportunities from the right places are continuing to come in. So what are those activities, you know, when we finish our work to really to be more visible, you know, maybe working our network connections we have right. We know some people from other companies. It's just something us what we can do. Well, once I get clear on my value proposition, which is one of the early phases of the career mastery program, like for any business, you've got to start at the center and move outward. Probably the most the first and most valuable tool is going to be what I call social capital. Now that's not networking. Networking is something people do to Interact with other people so that they can get something they want. And then when they get that thing, they stop. They're done. Building social capital is about building relationships for long-term future value, mutual value. They're like strategic alliances. So there are people I know from the past, people I've worked with in the past, people I work with now, customers, stakeholders, investors. There are People from other parts of my life I know. And those people may be well positioned so that we can help each other in the future. So I reach out to those people individually and I invite them to meet and explore this idea of long-term mutual support. And we build that relationship on purpose. We make agreements to meet regularly and compare notes and update and continually try on purpose to help each other. Each one of those relationships, if I take care of it, continues as an open channel of opportunity for the rest of my career. All I have to do once the relationship is established is reach out, schedule a meeting, maybe every six months, every year, and we can compare notes. And at that point, often think of people we can introduce each other to, ideas and other possibilities that might help one another. And that web of communicating my value proposition. is the number one source of future success. This is also one of the most trusted, like social capital, right? Our network. Yes. Absolutely. Can you give us tips how to expand the network? For example, you know, sometimes people switching countries, right? And in new country, new city, they don't have anyone from their network. Is this something they can do in advance? Well, the first thing is we have to jump out of this paradigm of I have to network with people who are close to me. That went by the wayside with the pandemic. And the fact is, our network, our social capital potential is global. With virtual interaction between LinkedIn, people we know we know, people we knew before who've moved away. We can use Zoom and other video means of communication. to have just as good a quality meetings with people and drive those relationships even as our paths change in the years to come. So once it's built, we have the tools now to never lose a relationship. Absolutely. I think it's also like, you know, having plants in our garden, we're nurturing it, right? But also as an other seeds come out and come in. So also take care of those connections and be also open other gardens, in other words, online on Lincoln and other countries and cities. Yes. And paradigm shift, because social capital is a different way of looking at business relationships. Every time we do business with somebody, every time we interact with somebody, we have first the purpose of that interaction. There's something we're trying to do together. Okay, and it's great. We want to do that. But what most people don't realize is once that's done, they think they don't need to interact anymore. Every relationship has the potential to become social capital. So it's important to have this lens. through which we look at all relationships and ask ourselves, well, while I'm doing this with this person, do I think in the future it's likely we can help each other? Maybe in ways we don't foresee yet, but because of who you are and who I am and the paths we're on, I think there's a reason to stay connected. And then after we're doing done with our business, I reach out and say, hey, I really like that connection and I think we can help each other. Let's get together. And explore that. So as long as I'm watching in every new relationship for that potential, that's how I add new assets to my social capital portfolio. Absolutely. until today I have so many connections and I'm keeping them for a long time. And also, as you mentioned, it takes time to take care of them, you know, meeting once or twice a year and keep them alive, right? Yes. Outside of this connection, there are also like pro professional networks and B and I networks. Is it something what you also recommend? It depends upon the group. But those groups demand a lot of time and they're very limited. So, from my own experience, networking events and networking groups are good for networking, but I don't think they're a great source for expanding a portfolio of continually value-producing relationships. I find that Better is to get involved in larger professional organizations, trade associations, and places where the people that I might work for in the future or work with, where they're involved. And then we have this common purpose. We're working toward it could be a charitable organization or a professional association, and then get actively involved in that role where I'm in a position of visibility. And people actually get a chance to see what I can do. They watch me work and they watch us accomplish things together. And in the process, they see what I might bring to the table in an employment or business opportunity in the future. So next to individual outreach and maintaining individual relationships, I find strategically getting involved in the right organizations. can often be the next best source of opportunity. Good point. I believe that's also very beneficial. I see that many professionals network transactionally, if at all, you know, and they reach out only when they need something. Is it something what they you know can they change, you know, we get away from this approach and be more like providing value, for example? Well and I think that's what we're talking about is if I s if I don't look at relationships strictly to accomplish a purpose. And look at them, not stop looking at them that way, but expand how I look at those relationships, then not always, but sometimes there's this potential for something more. you know, the cliche or stereotypical situation in this is there's the executive who gets laid off by their company. And then without a job, they go get involved in an outplacement organization or a between jobs ministry where they learn about writing resumes and cover letters and they learn about networking. And so they start meeting people looking for a job. So every meeting is about can you help me find a job? Who do who do you know that might help me? Or even the information interview. where everybody knows that's actually what's really happening, but we don't call it that. And that's a terrible way to build relationships because I'm in this one down position. Can you help me? I don't have a job. I need some help. I need some help. And so I feel less than. And the person that I'm reaching out to feels very uncomfortable because they know there's this yes or no that has to happen. And so the whole conversation is not natural, fluid, it's not reciprocal. It's very difficult. No wonder people don't like networking and they don't want to make those calls. Then they find their job. And immediately what's the first thing they do? They stop networking. Yeah, that's when the networks sometimes die, right? That's right. And they leave it behind. The thing that helped them find the job, they stop doing. They don't realize, because they don't think of their career as a business with a future and a present. They don't realize that there's a next job and a next job after that. And so those relationships, now that people see who they are and the value, they could be potentially the source of future opportunities. But my job is to be proactive about putting myself out there and nurturing that social capital. I believe it's even more important than ever before, be more proactive and be active to create a network and nurturing it. Yes. But that's not where it stops, Andre, because career mastery is an entire system of thinking and acting and regular practices and systems that we build. And it starts first with learning how to make the most of my time and resources. So I'm doing the most valuable things with the time I have and take ownership of my time so I can begin to allocate time to other places like my career. When I can begin to carve out that time, then we look at value proposition. So what is it I'm bringing and how can I communicate that to people? We begin the process of building social capital and getting involved in the world, letting people know what I can do. But then It's necessary to begin looking at my business plan for my career, my strategy. Where do I want my business to be in two years, five years, 10 years? Is it a completely new direction, a new industry, a new market, like an entirely new career? Is it moving out of the corporate world to start my own business? Is it moving out of my functional area as a finance executive into becoming a more broadly business executive, a COO, a CEO, looking ahead and having some idea where I might like my career to go, I can then become active communicating that to my social network. And I can also begin learning and exploring things I need so I can be qualified for those things. And ultimately the right opportunity comes up. It becomes my new job. And then I re reshuffle my strategy to be aiming in some new directions. I have to have that looking strategically at my career beyond my job. And that entire process is what career mastery is all about. It's something I do from now until the end of my career, which by the way, doesn't end with retirement. It just becomes a different phase of career where I'm making decisions, not just based on money. I'm always growing and evolving my career if I want to be a master of it. It sounds like continuous improvement when it comes to your career and owning it and be it in the driver's seat. So you will always have a good position and the roles where you want to be. Yes, absolutely. Just as if I were running a business. It's no different. Businesses survive to the extent that they do well with their present. They're aiming at what's next and they're looking at their long-term future all the time. Exactly. Sometimes like business transform from one industry to another, right? Or the product portfolio explodes, right? Yes. When it comes to like I'm in one position and I'm changing industry, you know, I'm still in this position, but what can I do to really get, you know, in to step into other industry? Well, as with anything else, I have to begin to probe and explore. I want to go begin meeting and talking to people in that industry, maybe take some courses, do some research. I want to find out first if that industry is truly attractive to me and if it's something I want to pursue because gaining knowledge in a new industry is a very challenging, time-consuming process. And so I want to be sure it's a path that's going to take me where I want to go in the future. Now, oftentimes, people make the mistake of wanting to change industries or job roles because they are burnt out or tired of their current job. They've been in it so long, or they've let their career path be determined by their employer that they're no longer in positions that are really satisfying or fulfilling for them. And so perhaps, as with one of my clients, they were an attorney practicing law for a very successful law firm, making lots of money, been doing it for years, but they were just exhausted and they didn't enjoy law anymore. So they thought what they wanted to do is they wanted to quit law and go do something else. But fortunately, I started working with them before that happened because every move has to have a transition. If I stop doing what I'm great at today, where all the value I've built is, and go off and do another thing, I've thrown all that away. And I'm entry level all over again in a new area. So there's a way to transition from what I'm doing now to maybe the next thing that's takes what I'm doing but puts it in a new place. So for example, I had a client. He wanted to get out of law. He did not like it anymore. So he thought. I think what I might like to do is become a general counsel. So I'm working inside a company as their legal advisor, not just working as a lawyer for clients. So while he was doing his law job, he began exploring the idea of becoming a general counsel, meeting other lawyers who'd become brought into companies to do that, going to conferences. And then one day while he was flying to a conference, He was sitting up in first class, which is a good thing to do when you're a senior executive and traveling, having a conversation with his co-passenger, who was just launching a big business and brought in some financing in the area of entertainment. Something my client had never thought of before. And they needed someone to help build out the business plan and make sure the things they were doing were going to hold up legally. And so the opportunity was there for him to join that business on the leadership team early on in an industry he might never have imagined. And it turned out to be just the right thing. Now you might say, well, what's the point of working so hard to go find this general counsel role? When this is actually the right thing that happened. But my answer is, would he have found that opportunity if he hadn't been on that airplane, heading toward the general counsel conference, doing the thing he thought he wanted to do? And see, that's our job, Andre, is to pick a thing or two we think we want to do and go explore. And while we're exploring, we may find that opportunity or we may discover a completely new opportunity. but we only find it because we're out there in the world being available for opportunities. Kim, I believe we shouldn't have the limitation, our mind be always open to try something new, to catch the opportunity and try it. And the opportunity might be also the transition to different role or different industry. Absolutely. Or starting your own thing. Or deciding after you've sold your business that you want to become. A board member on other people's businesses, or perhaps an investor in businesses, or perhaps work with private equity to help them find good businesses to buy. There are new versions of everything for people to explore, but they can only happen gradually by staying in the process of proactively moving my career forward while I do my day job. Absolutely, I think be proactive is one of the points and also see yourself where you want to be in the future, right? You don't want to be stuck in a company for many years without progressions, right? To just get a paycheck, right? And as we mentioned today, then you are stuck, you can can burn out, and then some people don't lose maybe they lose the motivation, like, okay, now it's late. Maybe that's not the things to do. We should be proactive and always looking something new where we progress in our career. That's my message, Andre. And if a few of your audience can grab hold of that and take it seriously and begin to take some action, everything is possible. Absolutely. I believe a lot of things is possible. That we need to open the our view more broader, you know? Like the birdview to see the full picture, the full opportunity, where we can be in the future. Yes. Yes, yes, yes. Tell us what are the common problems your clients having these days when it comes to career? Well again, it starts with perspective. So even people Who understand that there's more to career than their current job, they will wait around for recruiters to call them. And when you're good and you're at a relatively high level, it will happen. And then they'll look at the opportunity, and if they don't think it's a great fit, they'll say no. So one of the first mistakes is saying no to a conversation. Because a conversation can always lead to new relationships and other conversations. And you can always say no if you get an offer. Now, the fact is, even doing that, recruiters will contact me because they want to put me somewhere doing what I'm already doing. That's why I'm attractive to them. And if I really want to evolve my career to wider possibilities, I have to be talking to people. who can see my value doing different things than what I'm doing now. So again, even responding to recruiters is a passive way. It's a little better than waiting for my company to promote me, but it's still about letting the world control what happens to me next. So proactivity, again, is always the most significant shortfall that executives lack when they try to grow their careers. What they can do to be, you know, and get the proactivity, you know, for longer time, not okay, I feel there's a layer of coming up. You know, now I'm proactive and after a few months I find a new job but stay there for a couple of years and lay off my s happen again, right? How we can keep the momentum for long period. We build practices and habits and systems. We decide what are good, smart things to do. We use our calendar and we schedule future activities. We block time in our calendar each week to focus on career so we don't get preempted by demands of our job. And we make sure that every social capital relationship. Has a reminder in the future to reach out and set a new meeting. We get involved in organizations where we have a purpose and a role where people are expecting us to continue showing up. We take smart things to do and we make them part of our work life, not just something to do for now. And then we've created something around us that will come and remind us all the time. Go do this next thing for your career. It'll be there in my calendar. There'll be a reminder. Call Bill, set your next meeting. Go to the meeting of your professional association. Spend some time looking over your resume and responding to recruiters. We have those things in our calendar with this amazing technology we have these days. And once we've made a decision that something's good to do, we don't have to keep thinking about it all the time. We just put it out there so it comes back and knocks on our door and says, okay, time to do the next thing. Then we can relax and go and do our job and be good at our job, knowing that when the time is right, my calendar will tell me time to focus on my career. Absolutely, I think it should be, you know, a daily habit, you know, spend some time each week, each day to really get out there and be active and then it's become a habit for a long time, right? Yes. When people start reaching out, many times they have a problem to describe the value they can bring in, right? What they can do to really identify the value and then I say nicely sell out themselves. So I just talk about it marketing myself, like anything else. So I have two tools I use that work together. The first one is the three by three value survey. So I pick a list of maybe 10 people that I've known, the past and the present, people who've been above me, peers, below me, in my companies, outside my companies, who have different perspectives on me and my capabilities and who I am. And I send them a survey with three questions, three by three. And each question asks for three answers. Question one: When you think of me, And how I create value, what are the first three words that come to mind? Second question: As you've known me and seen how I create value in the world, what are the three most important ways that you've observed? Third question is: how of what are the three ways I've had the most valuable impact on your life? And we send out the email and people fill in their responses and send it back. And there's a process I walk people through. To group those responses into themes and areas that are similar and come up with statements that express the core idea of how other people see the value I create. Because oftentimes I find it's difficult to see our own value and to see our own strengths. Partly because we don't stop to think about it and partly because we're often made to feel guilty. Boy, if I think about my own strengths, that's somehow being. Conceited or self-promotional. But for me, I have to acknowledge my strengths and my weaknesses in order to know how I can make the best difference in the world. The other thing is, I have my clients go through their resume with a highlighter and they ask themselves the question: if I'm talking to the prospective hiring manager of the job I'd like to have next, and I could guarantee that they would remember 10 things about me. They would forget everything else. What would those 10 things be? And so now we're talking about specific experiences and skills and competencies of mine demonstrated, top 10, plus how all other people have seen the ways I really make a difference in my business world. And those things come together in the form of a summary, which is the first third, maybe two thirds of the first page of a resume. in which I tell the reader, this is how these things about me will make your business more successful when you hire me. That's really smart. Like describe like my skills, like self myself, how that helps you in the business when you hire me. Yes. That's what the reader is interested in. Not about me and all my information and all my accomplishments and all my jobs and all my education. They want to know when I'm working for them, how will their business be more successful? How will they be more successful? Then they'll look at the rest of my resume and see that you know what? I think that's true. There's documentation here that shows what he just told me is true. But they're not going to think through all that on their own. Takes too much time, too much creativity. I have to literally tell the reader: these are the things about me that I bring that will help you like this. And the rest of my resume will show you that you can believe what I just said. Absolutely, that's a very highlight for me. And see I see the from a different perspective now, which brings more value. And also also for listeners, because that's a very our eye opener. So that's remarkable. That's my job. Absolutely. That's also how you make your clients to succeed, right? Yes, sir. Speaking about CVs, and you know cover letters, all the things I run these days is written by AI. AI is you know, writing the job post, AI is helping us to, you know, make all the materials, but I mean C V and cover letter and then apply, you know. Do you see the pattern even more? AI is like any other tool or technology or methodology. It's something that people can use in a variety of ways, and people are creative and they come up with all kinds of ways to use it. Some of those ways are helpful, some of those ways are harmful. It's not about the tool, it's about the people and how they use the tool. So AI in and of itself is a neutral thing. Lots of possibility, lots of potential, like the internet when it first happened, like video interaction and virtual interaction when the pandemic brought that about. It's been abused and it's been used in great ways. So it's up to each person to embrace where they feel like the tool of AI can help them do what they do more successfully. So for example, that process I described of the value survey and grouping things together and looking for common themes and crafting statements, that used to be a thought process. It was very involved and complex. And I would have to walk my clients through it and then craft all that into a summary. Well, right now I'm building an AI tool with the help of a colleague of mine. So, all people have to do is send out those emails, and then they copy and paste all the responses and they upload it into the tool. And AI goes through the whole process of looking for common themes, breaking it into separate ideas, grouping things together that are similar, finding the theme, and crafting a statement of the format. This about me will help you. And so they come up with statements. The report comes up with here's your statement. And here's all the data points from your emails that justify it. Now I'm working on the next AI tool to take those along with the 10 things from the resume and craft it into a summary that has a certain format and a certain structure and intent. AI can do that brilliantly. And it can also bring in knowledge of industries and job titles and other things to make sure that. What gets created fits all of that. And so now what might have taken a few hours over five or six coaching sessions can be done in about 30 minutes and then put into practice. So to me, what an amazing way to leverage my own, what I think my own creativity and thinking, but turning it into something that's very efficient. and effective that my clients can use. So we all have opportunities to leverage AI that way. But again, it's time to explore the tool, learn some of the techniques, and start small and practice with it in certain areas. The first place I practiced AI when it first came out is I was getting ready to be married for the second time. Okay. And we went and eloped and had a beautiful wedding. In Puerto Villarta. But when we came back, we wanted to gather family and friends to celebrate our wedding instead of having the big wedding, the reception, the rehearsal dinner. And so when we invited people, we wanted to have some of the people coming in from out of town. We wanted to have a dinner with them the night before. But we didn't want it to be like a rehearsal dinner where we were spending thousands of dollars to rent a place and pay for everybody's meals. But we did want to treat them as special because they were coming in from out of town. Now, how to communicate that in advance? So I sat down with AI and described that whole situation and say, how can I send an invitation to these guests to invite them to join us the night before the wedding, but communicate to them that they will be paying their own bill, but in a very tactful, gentle way, so it will seem that it will be comfortable for everybody. It was amazing, gave me three different options. I offered a few concerns and I came up with an email. Nobody complained. It was amazing. When I saw that that could happen, because I could not have thought of that wording. I realized the power of AI. I think it's good to use AI, you know, where bring us value or give us different perspective as you mentioned, the new idea, right? And that's also apply using AI to our, you know, C V cover letters, whatever that might be. Well, and here's another metaphor for you. I think this might even be a good way to wrap. You decide. AI is a tool. It's a process. There's many things behind there that are getting analyzed processed reorganized explored but nothing comes back to me from it that's any better than the prompts I give AI my job is to get clear on what I want and the goal my job is to give it the proper information and then drive the process challenge it Offer corrections, make sure that it gets to the place I want to go. Career is the same way. There's many things out there in the world of business and the marketplace that can affect what happens in my career in the future. And I can't control most of it. However, if I take the right actions, have the right conversations, put the right prompts out into the world. Then I can have an influence on the quality of what I get back in my career. Absolutely. Also, when you're using the technology AI, we want to be in the driver's seat, right? We have to change it. We need to prompt it that way, you know, to get where we want to be, not what we want to hear many times what A actually AI do these days. Very well describe it. Thank you so much. Can I ask you? If listeners remember only one principle from your career mastery system five years from now, what do you want that principle to be? You have a life with many aspects. And it's your job to make it as rich and meaningful as possible. One aspect of life is your career, which is something that will be with you for the rest of your days. And it's an area of life that can provide fulfillment and impact and livelihood and so many good things to add to the quality of your life. Here's your life. Here's your career. Now part of your career is what are you doing right now? Your job. So I own my life, I own my career, and I do my job, and each one serves the bigger picture. If I can keep that in mind, if you audience members can keep that in mind, it'll be really clear on what's more and less important as you make your decisions. Wonderful. Thank you so much. If there is something else you want to share with our audience, what it will be. Well, Andre, first of all, I'd like to thank you very much for having me here. I appreciate the invitation. I've enjoyed it a lot. And in order to express my appreciation, I'd like to make an offer to your audience. If you're an executive if you're a successful executive out there who aspires to something more in your career and wants to have a real say in what the future looks like, I'm offering my $300 career mastery session. To the first three listeners who sign up at no charge. In it, we'll discuss your career history, where you are now, where you want to go, and what's really possible for you. And you'll leave with a couple of specific action items that will help launch you forward. So there are only three openings. Sign up today, and Andre will put all the necessary information for you to redeem that offer in the podcast notes. Absolutely. The link will be Podcast description and this amazing offer so take action. With that said, where are also our listeners can find you? Well, I will give you that information to share with them, but my LinkedIn profile is Coach Kim Sawyer. And my website is thewealthsource.com, thewealthsource.com. Well, thank you so much. It was wonderful to have you on this podcast. For our listeners, now the podcast will be released every single week. So more experts, more coaches, more wisdom is coming to you. Thank you so much, Kim, again, to have you on this podcast.