How to Get What You Want
Your career isn’t built by waiting for someone to notice your value. It’s built by learning how to advocate for yourself with confidence.
You’ve been told your work will speak for itself. Yet despite doing everything asked of you—and more—you’re still feeling overlooked and uncertain about your next step. Leadership isn’t just about managing a team; it’s navigating the complexities of internal relationships and consistently advocating for your growth.
On Get What You Want, Susie Tomenchok is your silent partner, empowering you with the mindset and tools to negotiate your career—and life—with intention.
Unlike podcasts that focus on climbing the ladder or hustle culture, this show is for women who want to own their careers authentically. You’ll learn practical strategies for everyday negotiations, from asking for what you deserve to confidently handling tough conversations. Because negotiation isn’t just for raises or promotions—it’s how you navigate every opportunity in your career and beyond.
Susie is a negotiation expert who understands the challenges of being in a male-dominated industry and the struggles women face when advocating for themselves. She’s helped countless professionals unlock their potential and will show you how to do the same.
If you’re ready to stop waiting for your career to happen to you and start creating the opportunities you want, hit follow and join Susie each week to build your confidence, advocate for yourself, and finally Get What You Want.
How to Get What You Want
Observations from seasoned executive leaders with Jacob Warwick & James Capps
Ever wondered how to build real influence within your team? How to make transparency and trust a reality rather than just buzzwords? Today I'm joined by Jacob Warwick and James Capps to embark on a mission to illuminate the often-overlooked aspects of leadership, delving into the art of effective communication and the power of authenticity.
Navigating the challenges of leadership, we dissected the role of cascading information in building trust and highlighted the importance of replication in communication. We also peeled back the layers of the complexities of the organizational middle ground, a space often neglected despite a leader's best efforts.
In this episode, Jacob and James opened up about their leadership journeys, emphasizing the role of active listening and goal-setting beyond titles. Rounding out the discussion with a deep dive into negotiation, we shared insights on maintaining relationships while negotiating and the vital role of character and integrity. Tune in for an enriching exploration of leadership dynamics.
Connect with Jacob:
https://www.linkedin.com/in/jacobwarwick/
https://www.thinkwarwick.com/
Connect with James:
https://www.linkedin.com/in/capps/
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🚀 Ready to Get What You Want?
Listening is great, but real change happens when you take action. Join my newsletter for exclusive negotiation strategies, scripts, and real-world case studies you won’t hear on the podcast. Sign up now at www.negotiationlove.com—it takes 10 seconds and will change how you view and negotiate forever.
📖 Continue Your Professional Growth with These Resources:
Get my Book: The Art of Everyday Negotiation without Manipulation:
www.susietomenchok.com/the-art-of-everyday-negotiation
Work With Me: Speaking, corporate training, and executive coaching:
www.susietomenchok.com/services
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Remember, negotiation is more than a skill—it’s a mindset.
💕Susie
www.linkedin.com/in/susietomenchok
Welcome to the Leaders with Leverage Podcast. I'm your host and negotiation expert, suzy Tomonczuk. It's time to be your own advocate and negotiate for what you really want out of your career, not simply the next role or additional compensation. I want to show you that negotiation happens each and every day so that you opt in and say yes with confidence. Together with other business leaders, you'll learn the essential skills you, as a leader, needs to become that advocate in growing your professional skills, to increase confidence, gain respect and become the future leader you're poised to be, and when you face a high-stakes situation, you're ready, no matter how high those stakes are. So let's do this. Let's lead with leverage. Hey, welcome to Leaders with Leverage. I'm your host, suzy Tomonczuk, and I'm super excited today because I have two people with me, two people that I really enjoy sharing space with. So I'm here with two friends, jacob and James. How are you guys?
Speaker 2:Proud to be here.
Speaker 3:Thanks for having us. I'm good, I enjoy the banter, the green room banter. I mean, you don't see, you don't see what goes on behind the scenes here, right? So just know, you're in for a treat today. There's a lot that's beneath the iceberg, so to speak Really.
Speaker 1:And it's funny, we decided to quit talking in the green room because we were talking about so many interesting things, so we were like, let's just press record. So I think where we should go is let's talk about what are the hidden treasures that you've discovered as leaders, and maybe we should. I should step one step back and tell us, give us your elevator pitch about what you do, just so that people have some context to where your voices come from. So, james, tell us, give us your elevator pitch about what you've done in your career.
Speaker 2:You know what I tell people is at the end of the day, you know I'm a technology person and I really enjoy technology, but the fun part for me is the people part, and so I take great pride in getting the most out of people and helping those that tend to be in the technology space really to grow and succeed. And I've worked with small and large companies and find that ultimately, you know, the technology is the easy part. It's the people part that's hard, and, using my experience and my skills, I've been really lucky to grow multiple CTOs, grow multiple leaders and really help people fulfill, you know, what they're capable of.
Speaker 1:Awesome. All right, Jacob, tell us about you.
Speaker 3:So I'm supposed to follow that.
Speaker 1:Yeah, you are yeah.
Speaker 3:So I built a career in Silicon Valley, became a VP of marketing, realized that I didn't particularly like it too much, although I agree that the people part is more fun than the tactical part. Then I turned to founder and was the CEO of Discover podium for about five years and that was a multi-million dollar career coaching business and basically helping others to accelerate their career and we had about 25 employees. So people problems were a plenty, I'll say. And then I didn't understand how to delegate for the life of me, so I had like 15 direct reports just because I was dumb. I did a whole bunch of stuff bad. I learned a lot as a CEO and why I would probably never be a CEO again. And now I am a negotiation coach, still in that career sector, working for myself, working about 10 times less and making 10 times more than being a CEO. So I've decided that people problems are other people's problems, but I have plenty to share from the trenches.
Speaker 1:Sure, and so your career has been a product of figuring out who you are and where you're best. I think that's true for both of you. Would you say that's true, james?
Speaker 2:Sure, I think that's the entire journey right. I mean, I'd like to think that you find the stuff that you're good at and we've talked we've done a couple of shows in the past, susie about job crafting and how, ultimately, you want to be your genuine self, your true North, and if you're doing that and then surround yourself with the folks that make that special, then you're going to be more successful, and so I think that's true. I often say that I have a master's in electrical engineering and I wrote code for a while, and I always say, if I write code again, it's because every other developer on the planet has died. I was a horrible coder and so that's just not where I should be, and I found that I'm better knocking down barriers than I am busing out lines.
Speaker 1:What has been kind of one of the leadership hidden treasures or surprises that you've discovered.
Speaker 2:Well, I think that there are more. So the things that people just don't see about leadership I wouldn't call them treasures necessarily. I would say they are the dirty underbellies of leadership and I think that one of the things about the people part that we were talking about earlier is that the ability to influence people is not a one time thing. You don't walk into a room and influence a room of 10 people walking into that room and that ability to influence those 10 people was built on a foundation of weeks or years of Collaboration, communication, transparency and trust. So, yeah, that meeting with 10 people was easy and people who may be at that table thinking how good you are, but they don't understand the work you put in to get there, the work. It took the time, the effort and the energy to create that that, that that one meeting.
Speaker 1:Yeah, so how do you build that influence? How do you, how do you help your leaders Find that ability to build that influence?
Speaker 3:Yeah, you can definitely accelerate that process. I'll share a couple of I guess I'm using stories from being a CEO myself when we were doing an off-site or an all-hands meeting. Have the whole staff there, right, it seems like you know it's a 90-minute conversation. You prepare the slide deck, you do all the things. You're ready to go. But what often what people often don't recognize is that if you have 25 people in that all hands, you probably did 25 one-on-ones, or at least you had you live lieutenants do stuff in your cascading information, and this only gets more complex the larger the organization. So if you can imagine the type of knowledge cascading that James and Susie have had to done, had to have done it, that Masses of the organizations they've had this is where I've earned a lot of respect for you too Is that I could barely do it for 25.
Speaker 3:It was a pain in the ass, but you're You're working with folks individually behind the scenes and sharing. This is how you can show up in this meeting. Here's what the team's gonna expect from you. Here's what I need from you. Here's what will best serve your career, and it's about being transparent and open in those things and I think one of the the ways to accelerate is to really care about that individual on your team personally, so it doesn't necessarily have to be for a goal that you need it at your organization. What is something they're trying to solve in their life and how can you connect it to a business goal so they can do both those things at the same time. They'll be more inclined to work on something that will help themselves and influence that meeting for you, because it helps them in two ways rather than just the company need as an example.
Speaker 2:Yeah, that makes me think of some of the advice that we talked about, and I've talked about how you Really reach people at different levels of their maturity, their career, their age, their demographic. And I think what you're saying there is you need to find a way to touch that that person's at a personal level. How do you connect with them? And I think those, what those individual meetings, are successful when you can Say, look, the message is this let me tie that to you and let me show you how that matters to you. Yeah, and I think that's that's how you.
Speaker 2:That's one of the keys to being a good leader and ability and having the ability to influence people is you understand that the message has to be More customized than you'd want it to be and you can't say one size fits all. If you want to bring people along, you got to show them how that, what their path is as an individual or even maybe as a department. You know you can't have an all-hands and assume that the engineering team and the marketing team are gonna hear the same story. A lot of that, that that ability to move the needle requires some of that pre-work to talk to them at their level yeah.
Speaker 3:Yeah, and you have to sift through a lot of the status quo and automated responses that you'll get from your 101s and so true. I'll give you an example. So I had an employee who is a copywriter and I asked him what do you want to do? And they you know basically any canned response from an employee as well I want to do a little bit more than what I'm doing so I can make more money, but I don't want your job Right because I don't want to threaten you. So that's almost always the canned response. I said no, not at work. What do you want to do in your life?
Speaker 3:Yeah and he told me, like I am a, he's a rock artist, he's got a band, he enjoys playing at the local bars. He said you know, jacob, I'd really like to be a regional rock star, like to go around to different cities locally and play. I said, great, what's in the way of you doing that? And it's not money, but it was. I don't know how to market my band to these other places. I'm kind of scared to get on the phone and do that. And I was like great, here's a situation like at work, instead of just doing copywriting stuff. Now, let's connect you with the marketing team so you can and what I want you to do when you're on these meetings Learn. I want you to learn what the marketing team is doing so that you can apply it to yourself. I don't want you to contribute to the marketing team unless you're comfortable doing that, but I want you to learn from them and if that inspires you, I want you to show me how that's affecting your regional rock star Activities journey.
Speaker 3:So the next one on one we did a month later he had booked another place. Right, you started to sell more albums and things. Because he's like hey, I learned this from marketing, we could do this and do that, and so he started to become more involved with work Because we were connected to something he was truly passionate about. So that, sifting through the bullshit response you have to, sometimes you just have to ask a bunch of times in a row, five wise. If you ask someone why five times in a row like an annoying toddler which I'm gonna have here pretty soon you ask somebody five wise in a row, you'll eventually get to the true meaning of what they're talking about.
Speaker 3:So it's something that you constantly have to sift through as a leader of like how do I break this down so it's not a canned response, and how do I make sure that they feel safe that I'm not gonna hold that information against them?
Speaker 1:Yeah, you know what I'm gonna Point out, some leadership things that you guys are doing. Naturally, you're teaching those people how to build influence and others because you're modeling that. You're also that the questioning and listening, the active listening and understanding the context of the other person. That's building that trust and that does build influence as well, and Sitting in it. I find that leaders go from one meeting to another and they don't think about that dwell time or even practicing that silence or giving space to somebody else, because even using silence Can help you draw out what is still kind of percolating and other person's mind, instead of just jumping right in so changing that cadence.
Speaker 2:Yeah, I think that one of the things we like to talk about is asking a lot of questions, that five wise love that. But I think there's a subtlety to that too, that I know that I've worked for people who, when you, when that boss or that stakeholder asks you questions, there is a feeling of interrogation.
Speaker 2:There is a feeling that you have to have the answer no matter what, and I think it's important as a leader if you want to engage in that type of modeling, which I love.
Speaker 2:You know, one of my favorite phrases is you know when. When you're listening to somebody speak, instead of thinking about what you're going to say next, think about what question you're going to ask next. Just having that mind shift is shift in mindset is so important, but you've got to do it over time and it's got to be, there's got to be some style to it, because if you are seen as somebody who's always asking him, peppering questions, that's that's not the positive outcome. You're not going to get the answer, jake, that you described. You're going to get somebody who's defensive and so you know it is one of the other. I think the back to the secrets of being a leader. You know it's a long game. You don't become rarely are you an effective leader overnight and you have to do the investment and you have to change your style and really you know, do things that that grow that, and you know asking the right kind of questions has to come with you know the type of style that that ensures those questions land correctly.
Speaker 1:Yeah, that's exactly right. I I completely agree with you. It's that building that trust. They will feel in, in, in, interrogated if they don't know what your intention is True. And so when you, as you build that relationship and that trust that comes from seeing the person holistically. I also like the cascading of information. You know, there there's research that shows that the senior team will live in the strategy for so long that they'll send out that email or that town hall infirm. They'll give the information once and they'll figure that everybody understands and it takes a while for people to understand how that connects. So that one on one before helps people understand and synthesize the information after and after, yeah.
Speaker 3:They also feel like they're on the inside scoop when you let them know it's coming Right. So this is what's going to happen, right, this is coming down the pipeline. You're one of the first to know about it, right? That helps people feel value too. I'm going to let the whole team know. I'm going to let your team know. Next, right, that way you can control the message if necessary.
Speaker 3:But that takes that extra work. If you could trust your lieutenants to do that, then that's one thing. But sometimes, at least in my case, I couldn't quite trust my lieutenants yet. So I had to go to their team too, and sometimes I'd ask them are you comfortable cascading this, or should I be there, right, and help put? Continue that. And then to your point about continuing with the follow ups.
Speaker 3:You have to beat the drum of consistency, and that's why a simplified message works better. It's easier to remember that game of telephone where you go around the circle and all of a sudden you hear a different sentence at the end of it is very true, especially in a corporate environment. Simple message, repeated and repeated. You could tie this back to OKRs and doing all that obnoxious stuff and doing some people management. There's tools like 15.5 that I used in one of my last people leadership rules. It was phenomenal. And then I could do temperature checks on my entire team and I can see data reports on who's feeling what and when and why and when I gave them the information and how that declined their performance, and being able to track all of that. It's just a phenomenal asset for a leader that you often don't see behind the scenes. Hey there.
Speaker 1:Love this podcast. I'm taking 10 seconds out of this episode to ask you to leave an honest review. More reviews on the show help us to reach more professionals who are ready to lead with leverage. Now let's continue the conversation.
Speaker 2:I think this highlights another hidden aspect of leadership that I think is I think it's well known, but I've I just don't think we talk enough about it. The fact of the matter is there is a layer of leadership that is just crappy at cascading information. I've never worked anywhere. I've always called it that clay layer. For whatever reason, it just doesn't get down to the next level. And I don't care what size of company you're in, whether it's you have 1,000 people, you have 10,000 or you have 50, there's some sort of psychological middle ground there that constantly occurs that I think that no matter how hard you try as a leader, you've got to either both work hard to break through that clay layer but also accept that you're going to have to skip over it. You're going to have to make it so that next layer down gets it, because I just love to hear from listeners and other people to support that and hear from you guys. It just seems that that clay layer has always existed and it's a real challenge.
Speaker 1:Is it the individuals? Is it that they don't know how to do it, or are they not doing it?
Speaker 2:I have a theory, I think it's an information hoarding subconscious. They're at the table, they have the information and that's power. And so I don't think it's 100% of everybody and it's not every vice president, by definition, is not going to share, but I do think it's a pretty common trait that there is a problem with that.
Speaker 1:How do you check yourself on that? What are some of the things that leaders that are up and coming can say to themselves to make sure that they're not becoming that? Because when you said that, I thought is it conscious or not? What are some of the things that mindset shifts that people, as they're becoming leaders and leaders of leaders, that they need to check themselves by doing? Or what are some of those things that you guys have done?
Speaker 3:I found a big red flag is when somebody really, really wants to be promoted but they don't deserve it. Somebody that really wants the title and the pay and the things but don't know what it means. Now this sounds a little contrarian, but when I talk to clients, when I ask them why they want the things that they want, I'm really listening for. As soon as somebody says I'm not sure I do, that's when I know they're qualified.
Speaker 2:Yeah, anybody who says they want to be a manager has never been a manager.
Speaker 3:Right, like being a CEO. I would never want to do that again. I may I mean, don't completely hold that against me I may do it again, but it was the most exhausting and mentally committed I've ever been in my life. I was very engaged.
Speaker 3:It was a CEO during COVID, managing all sorts of chaos and it was 100 hour weeks, no problem, like week after week after week and just circling with employees, breaking through that clay layer, making people feel safe when, economically speaking, we had no idea what was going on, especially during the pandemic years, and trying to convince folks that I will take care of you, even though corporate and better knowledge has said that, oh, companies don't care about people, right, and so it was exhausting knowing like, hey, I will be the one that's different.
Speaker 3:We will be the ones to take care of your family, we are offering opportunities to stay employed, even though we don't know the economic certainty. You'll hear it from me first, and that's the stuff that, being a good executive leader, I'd argue. Maybe not all my employees had felt that way, but some would say I was probably a good leader in that, like, I will die on the hill of integrity for you, I will go to battle for you, and that's the stuff that characters defined in the hard moments, not in the good ones. So anyone can be a leader when it's good, when everything's up and to the right, like you can accidentally lock yourself into a VP role at, maybe, google when it first started right Not now right but maybe there was a day like you followed a rocket ship up but you didn't deserve it technically. Now it's how do people respond when times are hard?
Speaker 1:Yeah.
Speaker 3:And then that's what those of the folks are like. Yeah, I don't know if I want to do that again. Oh, you're qualified because you know what's into it. Right, you know what it means.
Speaker 2:Yeah, I think that's that other thing about you know that it's not always glamorous. People want to be in charge, people think it's great. You see it in the press that you know how easy CEOs and they're overpaid, etc. I'm not saying there aren't executives that are overpaid, because there certainly are but it is a challenging role that has a lot of really difficult nuances to it that I think that just aren't seen and I think that it's when the tough times are. That's where that's the crucible, where that character is shown. And I think that there's even further manifested itself in the people that you follow. You know there are people I don't care where they go work, I'll work for them.
Speaker 2:I know a guy that had that. I worked with that. We were at a small software company for their custodian and he was the CEO of that company. Before that he was a leader at a helicopter ski company but people followed him because he was a good leader and you know it didn't matter where they were and that type of that's. That's what you know. People say that you don't leave companies, people leave your boss, and I think that's that's the other side of that phrase.
Speaker 3:I think it becomes dangerous, too, when lifestyle creep forces people to be leaders, because that's where the compensation will pay for their lifestyle creep.
Speaker 3:So there starts to become a lot of fight or flight, because if you lose your job, you lose your mortgage, you lose your house, you lose your family, you lose all that. I have these types of conversations with clients. Often I say why do you need so much? What would your life look like with less? Oh, like my wife's not going to live in a smaller house, or or, you know, my husband won't accept this, or I'm the breadwinner, or they.
Speaker 3:Their life choices in keeping up with the Joneses has put so much pressure on their earning that they need to survive. And that's where the political chops come out and that's where you get some of the more gut wrenching stories you hear about, you know, stabbing people in the back and those types of things. That happens all the time, politically speaking, in every major organization out there. If someone loses their job, they could lose their marriage. If someone loses their job, they can lose their home. They can lose their kids.
Speaker 3:When that starts to happen, you're no longer qualified to lead in that position too. This goes back to negotiation advice too. Your strongest ability negotiates when you don't need something, when you can walk away, so when you don't need to be a leader because you're very comfortable in yourself and your ability to manage or whatever that is. That's when you're more qualified, I'd argue. But when you find yourself in that position of desperation, we need to relook at your life choices and we need to have a lot of stuff to unpack there, and I think that causes a lot of unwanted stress that cascades down. That stress will the shit rolls down, so to speak.
Speaker 3:Right, that stress will roll down quickly and it will start to cause dissension in the ranks, and that's really dangerous.
Speaker 2:Well, that's where you start seeing the organ. You look objectively and go what is the decision making going on over at this company? Why is this leadership doing these things? And I often say there's just something else going on, right? No person with the information I have would make that decision. But you're right. It could be that they're in over their head and they have two country club memberships and they can't shake that. It could be that they've got another job on the hook. Leadership is infected by lots of things and I think that's the reality of it, and some folks just shouldn't be where they are because of other choices.
Speaker 3:And others just say I know we were talking about the hidden right. Those are the things you don't always see, right? Yeah, yeah.
Speaker 1:And it's those behaviors it makes me think of finite mindset versus abundance, right, and so that also can be triggered by lack of information, feeling like what's going on in the business. These uncertain times too, you know when are. How do you make people feel confident so that they're not in this finite? Because then that does cascade into these things hoarding information, playing kind of dirty politics, making yourself look good compared to somebody else, and those are things that we need to be aware of as leaders.
Speaker 2:Well, I think it reminds me of one other thing that I'll mention before we go is that the companies that I've seen do handle those situations really well are the ones that worked really hard to have clear talking points, and I know that.
Speaker 2:You know we've worked with the corporate comms people in the past Susie that were amazing, and at the companies I'd left have gone to since then, it was always about making sure we had good, clear talking points before and after.
Speaker 2:Clear messaging, consistent messaging. You know that was one of the things I thought was so amazing about Comcast is you would see we would be sitting in a room with our local leadership and they would tell us something and you turn on the television and there'd be Brian Roberts saying the exact same thing on SquawkBox and that that is an amazing amount of effort and time and work that goes into that. But talk about it and the ability to influence and drive through that collator, et cetera. And I think I know companies that I've worked for have not appreciated that energy and time it takes to do that upfront and then does pay the price after the fact. And I've specifically seen us invest more so in that and as of late, because you do get into complicated conversations, especially with COVID and the market. It takes a lot of time to make sure everybody's on the same page.
Speaker 1:Yeah, that's so good. All right, before we go, I wanna ask you both a question to consider, because I believe and I know you do too that leadership is always something that is a work in progress. So, when you think of your future self as a leader, what is something you need to be more intentional about, to be that future leader that you're striving to be?
Speaker 3:I'm a bit of a contrarian in this regard and that I, since shutting down the position where I was the CEO and scaling back and we took a year to unpack that to make sure everyone was taken care of I started working with some career coaches. I do eat my own dog food, thank you very much. Started working with some career coaches and they were asking about goals and things that I'd want, aspirations and stuff, and I'm contrarian. And then I'm perfectly content with where I'm at and they said well, what kind of promotion do you want? What kind of job, what kind of company? Like I don't wanna work for a company.
Speaker 3:I feel like if I'm working for a company, I've failed somewhere. Like I'd now work for myself and do better than I've ever done before. I have a lot of time with my family and those types of things and I'm very mindful of, especially because I get paid to give my opinion all the time, which is tricky and it really will mess you up as a coach. Like it's kind of a power trip too, especially with the type of executives that I work with, really mindful, consistently that I need to have two ears in one mouth. Two ears in one mouth, no matter, I'd get myself into consulting your CEO mind at family dinners Like you go to a family dinner and they're all complaining about something and I'm trying to solve it.
Speaker 3:I'm like this is what you do, this is what you do and I'm solving the problem. And they're like who the hell is this kid? This is little Jacob that you see crayons in the backyard. Now he's like controlling the family dinner, like I couldn't turn off CEO mind. So I don't know if I'm even answering your question. I just recognized that like I don't want that. I don't want to grow in that particular context. I want to create in my own way and kind of like that, frank Sinatra, my way is like that's the song I won't play it at my funeral, just want to done my way right, and I know that's not at all a good leadership trait to have. That's why I'm more of on the solopreneur side there. So that's like my perspective.
Speaker 2:No, I'm going to agree with that to some degree, because I think that for me, what I want to be doing is I want to I'm issuing the same thing in the corporate environment, which is I don't I'm not aspiring to be the CTO of BlackRock. That you know. I know those roles are tough and and. But for me it's about how can I increase my ability to influence further, how can I expand my reach to grow and empower people, and if that comes through a promotion or or not, I don't care.
Speaker 2:I feel like my goals are not necessarily tied or specifically, just like Jake's, not tied to a promotion or a title. But I also have to fight hard to say that, like the system isn't wired for me to do what I want to do, so I have to find pathways and I have to to find systems and create conversations to allow me to do that without waiting for a promotion. James, there's a promotion. Now you run the city, now you have the ability to influence everything that's going on in Budapest. No, I need to find a way to influence Budapest without all that, and that's the, that's the unique challenge.
Speaker 1:That was so great. I think of what I heard from both of you is it's not about the spotlight on you. You really want to think about how can you have a bigger impact on the people around you, and that's pretty powerful.
Speaker 3:We should hire you to do all the speaking for us. That was way cleaner.
Speaker 2:I know it. Summary yeah, thank you, that's what I meant, I just rambled a lot. No, let me have Susie. Now repeat what I said with a cohesive and coherent sentence.
Speaker 1:I appreciate that You're welcome. So tell people how can they find you. Tell a little bit about how to connect with you. So, jacob, you go.
Speaker 3:LinkedIn's great. Linkedin is the easiest. I have no social media other than LinkedIn and I will measure success. When I'm able to delete my LinkedIn, I'll be very happy. Otherwise, my website is thinkwarwickcom. There's a sweet little contact form and I respond to everybody.
Speaker 1:Awesome, all right.
Speaker 2:How about you, james? You know I can also be reached on LinkedIn. I also have no social media whatsoever other than that I also do a fun little podcast called Quicktakes with my dear friends.
Speaker 1:Oh, check that out.
Speaker 2:It's highly entertaining. You get all of this and more. We can be found on Spotify, as well as Apple or anywhere you stream your content.
Speaker 1:I am so proud of you. I'm like it's a proud mom moment, so well. Thank you both. I really appreciate your wisdom, your insights, your companionship, friendship, all of that Well it's fun being here.
Speaker 2:Thanks so much, awesome. Thanks, suzy.
Speaker 1:Thanks for joining us. This has been Leaders With Leverage. We'll see you next time. Thanks for listening to this week's episode of Leaders With Leverage. If you're ready to continue your professional growth, commit to accelerating your career development and say goodbye to that anxious feeling in your stomach any time you need to advocate for yourself, then get my book the Art of Everyday Negotiation Without Manipulation. In this book, you'll learn the essential steps to take before entering into any negotiation or conversation, any interaction. In your day-to-day You'll discover what the other party really needs and be clear about what you're going after. You'll bust through your fears and boost your confidence and embrace that negotiation truly happens all around us. Head to the link in the show notes for more, and you can even get a bonus if you buy it today.
