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
What’s on the other side of imposter syndrome with Maika Leibbrandt
What if the imposter syndrome you've been battling isn't a curse, but an opportunity? The intriguing idea is what Maika Leibbrandt, an executive coach with a passion for abundance and service, and I dissect in our enlightening chat. Maika unveils a fresh perspective on imposter syndrome, suggesting it's not a condition to be "suffered", but rather a chance to dig deeper and bridge the gap between self-doubt and self-belief.
Maika and I delve into the delicate balancing act of coaching others while also pinpointing your unique skillset. We share insights on how focusing on serving others instead of self can lead to a liberating self-realization, and how observing your conduct can help understand your true value. This conversation leads us to discuss the importance of credibility, self-reflection, and their roles in overcoming imposter syndrome, advocating for oneself, and taking charge of one’s career growth.
In this episode, we underscore the importance of stepping back, observing ourselves, and understanding the role we play in the world. Additionally, we shed light on the importance of credibility and how it plays into overcoming imposter syndrome. So, tune in, dive deep, and let's transform that self-doubt into self-belief!
Connect with Maika:
https://www.linkedin.com/in/maika-leibbrandt/
https://www.hellomaika.com/
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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.
Speaker 1:Hey, welcome to Leaders with Leverage. I'm Suzy Tomonczuk and I am thrilled to have a girl crush of mine. Good friend, I have so much deep respect for this woman. Micah Librant, hi Micah, hi Suzy, so excited that you're here. And for the few people in this universe that don't know who you are, tell us a little bit. What is the elevator pitch that you give people about who you are and where you've come from?
Speaker 2:I am an executive coach and I'm on a mission to help people see that there is enough good work to be done and enough good people to do the work. And if you believe those two things, then you can operate from a place of abundance and truly understand what your talents are and how you offer your best in collaboration instead of competition. I've never said that before. How did it sound?
Speaker 1:That is so. I mean I can't even believe that just kind of flew out of you without. That's what I love about you you have a mastery of really articulation, especially around leadership and the reason I'm so in love with Micah. I know it sounds funny, but it's true. I love you, pat. So you were. I've seen you in front of big crowds. I've heard you on podcasts Like definitely follow and look up and Google Micah because she's done some amazing things. You are able to really help people understand themselves, whether it's a big room full of people or it's one-on-one and you have this superpower around that and so excited because I think this conversation is going to be gold.
Speaker 2:Thank you, it is about superpowers. Just to give people an example, I think sometimes when we talk about this, it feels like, oh, I need to bookmark that and come back later and figure out what mine is. But let me give you an example. What you just highlighted about me, I would say, is one of my strengths or my superpowers. I'm at my best on the spot, out loud around something positive and good. So I don't expect that everybody who listens to that would agree that that's their best. But that's the essence of how are we helping people name what they bring to the table so they can bring it more on purpose?
Speaker 1:And I love that you said that because I think that ignites something in me that wants to go okay, what's mine? If Micah can be so clear and so strong about what she does, really well, I can do that too, and what's funny is that the collaboration and you doing that, you've just made me better. And we think about imposter syndrome and we think about these things that we talk about and we believe that is this experience that is mine to own and that I have to struggle through, and I want to talk about that today. What is your position on that? And let's kind of dive into what leaders need to be think how do they just surround themselves to be at their best?
Speaker 2:My position on imposter syndrome A. I'm not convinced it exists, and I know that's like super click baity to say. But I don't like the term imposter syndrome because it carries with us this idea that there's something wrong with you, that you are suffering from it, right, or that you are somehow ill. And I think far too often, similar to how we deal with burnout in the workplace, this idea of imposter syndrome says okay, we've named it and now it's yours to solve. Right, it cannot be environmental or it cannot be what I believe it really is, which is probably some clues that there's something going on in the relationship that you're in that is lacking trust, lacking transparency or maybe even just lacking some truth. So my position I'm not sure that I have practiced this yet, but I would say it's probably, if you're feeling something you want to label as imposter syndrome, that's a clue to investigate further, because there's probably something more actionable, more solvable going on below the surface.
Speaker 1:All right. Well, let's talk about how it shows up and then let's see about how do you? What do you do about that? So, for me, imposter syndrome is that voice in my head that goes why do you think you could do this? Or you're not going to be very, you're not going to be successful, those things of, and they're not even that. It's very nuanced to me. It's like all of a sudden me going. Why are they asking me to do this? They should ask somebody else that's much better at it than me.
Speaker 2:Yeah, and the fear right, so it also brings the fear. Why are they asking me and who's going to catch me and use one of those old timey canes and yank me off the stage because somehow I was the wrong choice?
Speaker 1:Yes, yes, like as if there is a sergeant in town that is going to the job.
Speaker 2:That's probably just your own self-saboteur, your own judge, who lives inside your head. The reality of it is, and I think there's this bridge that a few leaders cross where they get to the other side and they just are over there flagging everybody else across to say come on over here. Here's the truth. The truth side of the bridge is there are no magical judges. Just like when you realize that your parents are also just human beings, like there's this amazing awakening of there's no man behind the curtain right, there is no wizard. All of the people that you're speaking with also have their own self-doubt, and you can investigate yours, you know, if you. I genuinely remember a transformational moment when I earned my master's degree and I did it online, from overseas, and it took me, you know, about two, two and a half years to do, and it's in adult education, and I remember the moment that I got it, which was an email. I remember where I was sitting and realizing, oh, I feel like I earned my seat at the table.
Speaker 2:And I feel like I've solved imposter syndrome, but what I felt like I had solved was I'm no smarter than I used to be. I just played the game in a comparable way to the people I felt like were in my audience, and I remember almost being underwhelmed of this, like anti-climactic moment of oh now I have this and now I'm enough, and I do feel like a little bit more solid that I have those letters behind my name. It does help, but I don't feel smarter because of it. I just feel like I've earned it, and that is probably just pointing out how much of a game it all is and we don't have to play that game.
Speaker 2:I could whisper back to my old self and say, okay, what is it that you feel like is missing? What is it that you really feel like people are gonna call you on? And then, how legitimate is that? How credible is that and how can you offer something good in the midst of it? Also, maybe what is that telling you might be a developmental opportunity for you, because that's also, I mean, the fear, the lack, the scarcity. Turning it all the way down to zero and saying ignore it probably misses the fact that perhaps those are whispers of opportunity. Perhaps those are nudges in a direction that's gonna be helpful for you, that's worth pursuing.
Speaker 1:Yeah, it makes me think that as leaders it's a good tension to always have, is kind of what you're saying is like, I guess, get used to it and embrace it and know. It's kind of like when you feel nervous about going and speaking in front of a group or something and they say, I mean you're not gonna get rid of the nerves, You're always gonna Something's wrong if you have right.
Speaker 1:And it's a matter of going all right, let's be excited, like, let's rethink about this, let's reframe this for ourselves that, yes, I'm nervous, that's good, that's attention, that that means I'm gonna really put myself out there or I'm gonna be successful. Like can we do that with imposter syndrome, where maybe we go, okay, there's that self-doubt, what are we gonna do with that? Or just know that it's gonna be there as leaders.
Speaker 2:Suzie, do you think that leaders should always be feeling a little bit of that doubt? Is that what you're saying?
Speaker 1:Yeah, I think so, like you, because leadership is all about figuring out what in that other person, how, what words can you give to them so that they can not have the solution, but that they can have some direction to go in, because you're not trying to give them the whole map and so it's. But it's hard because you don't know exactly what you need to say to them to inspire or get that, and you'll never get a lot of feedback back to know exactly if it worked or not. Every once in a while you get glimpses of that person got promoted or will be like. What you said to me was something that really landed, that helped me get through here, but there's not this evidence that maybe that's part of it too, is what we put out doesn't always have this good job. Check that. You did that at your high. That, compared to others, you did really well.
Speaker 2:Right, there are no evaluators. Right, there's nobody, which is good. But it's also a little bit unsettling for high achievers who are ready to say wait, I did everything on the syllabus. Can you check it off?
Speaker 1:Yeah, Well, I hear when people start their leadership, they're always like what books should I read? And I'll have people that will be like you know what I'm reading? Like 10 podcasts and all this and I'm consuming, consuming, consuming, and it's interesting to me, but I think you do it's kind of this evolution of yourself by surrounding yourself with the right people, getting feedback and consuming those things on your own isn't gonna give you all you need. Like, what is your advice that you tell to people as they go through their leadership journey?
Speaker 2:I think the maturity of leadership is getting closer and closer and closer to understanding where you're standing in your strongest contribution.
Speaker 2:So, especially as leaders move through, let's say, a hierarchy, they do have to be good at more things earlier in their career and ideally they're honing their toolkit of I've got 25 options.
Speaker 2:Maybe I've read 75 books this year and I can be better than average at all 75 of them. I think what coaches and what experience and what self-reflection and what feedback should do is help those leaders stand even more firm on fewer things that they do with true excellence, that also come with ease and that they love, because ideally, you're getting closer to understanding what is a 100% yes in terms of what you can offer to your people, what you can offer to a project, what you can offer to your community and how do then you invite challenge on that sweet spot, because that's where you're gonna see astronomical performance and truly multiplicative growth, and that also, if you can be more clear on what you offer, then you can be more specific and intentional about where you collaborate with others, where you bring other people in, and at the same time, I would say the expectation of leaders is also to be a good coach of others to help other people identify their sweet spot too.
Speaker 1:Oh, can you think of somebody that you've worked with? Can you think of like an example of that Cause? I feel like that was so well articulated. I would love to kind of see it in a picture in a journey.
Speaker 2:Oh my gosh, yeah, I think about. Well, I can think about somebody who managed to do this for others. There's somebody I lead who leads a highly specialized professional services firm and they're the owner and they have always been top of their game in terms of offering the right advice, knowing the right technical terms, subject matter expertise. They were hiring a new marketing specialist and hoping to grow their firm, and this marketing specialist was a high relational sort of person lots of energy, lots of ease, lots of wow. How did they do that? Moments when they were networking one-on-one? Well, they were still small. So this person was supposed to also do everything the way the former marketing person did. So they were supposed to be making sure that all of the vendors were doing what they had said dotting eyes and crossing T's. It was not lining up with what they offer. It was like pulling teeth every single time. In fact, the person who I was coaching was this marketers boss and they said I am down to asking this person at the end of every meeting to send me exactly what they heard and what they were going to do next. And no one is happy. And I asked well, you know what? How is this working for you, like, let's take the focus off of your marketing person, let's really say how is this working for you? And they said you know what I need to get better at coaching them. I'm not loving it. I don't feel like I'm doing a good job.
Speaker 2:The person that I was leading, the specialist, could see exactly where the holes were, exactly where the technical expertise was lacking, and they were just jumping in and saying do it this way? And they said I don't feel like a coach. So track number one of two parallel tracks one is being a great coach to help people understand their sweet spot and do more of it. The other parallel track is getting better and better and better at your sweet spot. They weren't in either one of those. So we said okay, let's focus on how do you be a better coach? And step number one is you're going to ask more open and more powerful questions of this person that are less about what do you need to do today, because that's a capacity and execution question. That was coming from what my client did really well, but wasn't necessarily the open-ended question that this person needed. And then step number two, which we can put a pin in and park for now, was going to be. How do I help you do more of what you do best, in addition to coaching this other person? Skip ahead to the spoiler alert.
Speaker 2:The happy ending or the middle ending right now is we realized we actually had two or three other people in the firm who were working in areas that were very set in stone but were a little bit underutilized in terms of their sweet spot. And they had this other person who they had just hired to do what felt like a very different job, who loved organizing. In fact, she came from a place where she used to do all the administrative responsibilities for a giant healthcare firm, and we broke the rules. We said you know who says that your marketing guy, who's this bigger than life personality, can't be doing more of that. Have him go out and grow your relationships. Have him shake 100 hands a day, and this piece that it feels like pulling teeth, hold on. I think you just told me you hired somebody who loves organizing chaos. What parts of that could she take responsibility for?
Speaker 2:So we called it abundance leadership and we said let's look at investigating, aside from giving it a person, what is the work that actually needs to be done? Let's start there. Let's get really specific about clarifying what does success look like in the work, and then we can back up and say where are some sweet spots and how can we connect the dots? Right now, the algorithms on social media keep sending me those logic problems that say only a genius can connect these dots without overlapping the lines. And now that you heard this out loud, your social media is going to tell you the same thing, and I think that that's a lot of it. It's like well, first you have to erase all the existing lines. First you have to say like what are the dots? If those dots are success in given work, what are those? You know, indicators of high performance, then you can back up and maybe make those lines be less about what was drawn before and more about where do people really find their sweet spot.
Speaker 2:And in order to do that, I think getting back to imposter syndrome, it probably happens when you've got way too many lines pointing at you, when you feel like being well-rounded is the way to be loved, and you probably feel a little bit of that oh gosh, I'm never going to be enough, for one of two reasons. One is you're misjudging how much people are paying attention to you Because most people are not. Or two, you are stretching beyond in a way that doesn't give you enough firm foundation in where your sweet spot actually is, because the balance, ideally, is that you're developing by getting better at something that you're not great at, but that's something that you're getting better at is aligned to what you're great at. And I think sometimes we lose sight of that and we just say, okay, I need to be great at everything and we give away our expertise, our energy, our joy, because we probably discount how great it is to other people if it comes to us easily.
Speaker 1:Hey there, 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. Gosh, that was so good. It made me think about how helpful you were to that leader, because sometimes, when you're frustrated with somebody and they're not able to do all the things you want them to do, you're just like I need to figure out how to get rid of them, or just tell them exactly what to do. So they start doing it the way I want them to do it. And it makes me realize that leadership is about being open enough to understand that you might need help. You might need somebody to help you zoom out to see it, because that was such a gift to have you be able to look at it.
Speaker 2:Well, we all get in our own head, especially gosh, really smart people do right, because in your own head is where you solve the problems. I mean, susie, do you ever deal with that where people are just sort of closed down and in their own space?
Speaker 1:Oh yeah, where they don't see beyond. And it's that open-ended question that you ask them. That is the thing that opens it up. It's making that space.
Speaker 1:I think what happens is we are going so fast and we're doing so much, especially in leadership, that you're trying to check the box quickly and not even taking the time to consider the interests of the people in the meetings that you're going into.
Speaker 1:So, as leaders, how are you able to ask these questions or coach somebody if you've not thought about what are they going through or what do they need to shift in order to move into the next kind of place that they need to? And you can't do that by just showing up to the meeting and going okay, open-ended question, seven words or less. I'm going to make it up on the fly. You need to be a little bit thoughtful about that. So I find that when leaders can take the time to think about what's coming up and the interests of the team, so that they can show up in that moment in the right way for them, it takes you out of your head, because I think that's the key, for leadership is to not think about your ego or so easy to jump in and say I'm just going to get this done because I've done it before and I could do it a lot faster than you. But if you can figure out how to inspire somebody to do it their own way, that's the get out of your own way.
Speaker 2:I sometimes tell my kids the reason that they can't open the door to my home office when I'm on a call is because what I do is give people my full attention and if they are running through the office then they're taking away from my client. What you just described was leadership as coach, as coaching, as doing the pre-work, to show up ready to give your people your full attention.
Speaker 1:Yeah, so you're lifting yourself out of there, yeah.
Speaker 2:So how does that tie back to imposter syndrome? What are we deciding? The solution might be?
Speaker 1:I feel like imposter syndrome makes us focused on what were not enough and I think the shift when you don't worry about that and you start thinking about what can I do to inspire the person in front of me, I think that automatically shifts your orientation to being helpful to them. So I'm kind of processing this out loud, but I think that that can be a solution to it. I think our own ego or how we're seen, we can get really stuck in these messages and things that we tell ourselves. In order to get out of that, how can we serve this person? What can I do for this person and not worry about what are they going to think? Or it's not, it can't come back to us.
Speaker 2:I remember, so I'm a lifetime Girl Scout.
Speaker 1:Doesn't mean to be a lifetime.
Speaker 2:Like, are you still? I have a lifetime membership and a gold award. It means I got all the badges, all the badges you still wear your sash no I should you, should I might later to.
Speaker 2:I remember if I was always, if I was ever stuck in a conversation as a Girl Scout, the answer was always service. The answer was always how do I, how do I serve, how do I give? And there's plenty of that that can go too far. We're giving yourself completely away. But what I just heard in you was you know, when you feel like you're not enough, what do I have to offer? Because that instantly should put you into a place of what part of me is complete, what part of me can I offer? And I don't think it's that far of a step to say OK when you're feeling like you're not enough.
Speaker 2:First of all, it's natural. Your brain is wired to pay twice as much attention to threat as it does to reward. So this is OK and it's normal. It means that you're you know your brain's doing a good job, keeping you alive Then be able to say you know, maybe I'm not going to be full fledged enough in every single way for every single person I'm about to meet.
Speaker 2:But where, where do I know that I can offer something great, even if that's just? I know I can nail my intro, yeah, and. And then get curious about it. Where do you maybe need some help? And then I'm hearing you say phone a friend, because you're in your own head and you probably can't see the importance of who you are and what you can offer and how this all shakes out to be OK in the end. If you're not zooming out and it's pretty normal, I think most of us it's it's almost impossible for human beings to think about how they think, let alone to zoom out far enough and see how valuable they are, because most of us are constantly scanning for threat more than we are thinking about how things could go right.
Speaker 1:Yeah, it's so true and we we live in our head the thing about just understanding your contribution into the world and that whole idea of abundance and not worrying and really thinking about how you can serve others. It's almost liberating in a way, because if you get, if you stay in your head and you worry about how you're showing up and you're worrying about all this, like you don't ever experience yourself ever. You can only learn about the experiences that you provide through the words of others, and so you can't it. In order to just be who you are and be OK with that, you almost just have to serve the other person, do your best and and, as leaders, just continue to that and observe the other person to see if how that landed or what you need to do so you can improve yourself for them, because you can't measure that by yourself alone. The only way you can see how well you're doing is as having somebody else help you see that because you can't experience yourself.
Speaker 2:I'm reminded of a piece of research that I heard on the Happiness Lab podcast with Dr Laurie Santos, and the essence of it was that we we judge how likable we are as always, less than what other people do. So you always discount your value to others compared to what they think about you. And I also think it's it's key that you use that word contribution, because, again, that helps us zero in. I think, sometimes, if we get stretched too thin, thinking we have to be all things to all people or we have to be the leader that everyone on our team is going to remember is the most impressionable or impressioning or meaningful, I think, is what I'm looking for there to everybody, like, then you're missing the sharpening of your contribution. So really, what you're looking for is how can I serve? Think about, ok, and here's another practical way to do this Study your best partners.
Speaker 2:What do people voluntarily come to you for to collaborate on? Because chances are, people are not coming to you for that. Oh, I love that and that'll help you understand. Ok, you know what you can also pay attention to what they're not coming to you for, and stop tiptoeing into that. Stop offering the elements that feel like pulling teeth, so that you can get even better at what you are offering, what your contribution is, because there is, I think, abundant room for growth. Your best is. You have not yet experienced what your best is. You're going to miss the opportunity to get better at your best if you're constantly trying to offer something that you're not quite as great at. Oh, that's one thing I've learned about myself is that?
Speaker 1:the times that people will say, like I often tell the story of the first time somebody called me a professional speaker. I was like what? Like of course she didn't flinch. Of course she did well because she's a professional. And I was like they must think I'm a professional. And I was like they must think I'm a professional, I better act like one.
Speaker 2:So I was you know what a professional is. It's someone who gets paid, that's all it takes.
Speaker 1:It could be $5, as long as it could be from your mom. You're still professional if you're getting paid for doing that.
Speaker 2:Now, I think there is importance to credibility, and I do think that credibility is something that we should constantly be trying to polish and get even better at, because it's part of how you build trust, and if you're constantly discounting your own credibility, nobody else is going to believe you either.
Speaker 1:Totally.
Speaker 2:So take stock of you know on paper. Why should I be here? Yep, I bet you've got reasons, yeah, In your experience. Why should you be here? I bet there's reasons. Why did anybody who asked me to show up asked me to show up? Now you're building that credibility because that is a crucial key to the alignment with your talent, Yep, In addition to kind of the emotion and the central piece of joy that you get when you offer that contribution.
Speaker 1:Yes, but I love what you said about listening to what people believe about you and taking that as evidence about what you do really well and do more of that. It's so key.
Speaker 2:Yeah, you know there's, don't worry about it is not the same as lean into abundance, because we're always gonna worry about it. It's just give the worry the weight that it actually deserves which is enough to ground you, wow, and not too much to keep you, like, on the floor.
Speaker 1:Yeah, All right. Well, what would you say? Tell us one thing that you want people to think about around a posture syndrome, and what to do with that.
Speaker 2:Get curious about it, investigate the fear, and I'd say that around a lot of things. Get curious about it. What is it specifically that you, what lack do you feel like this feeling is pointing out to you? And write it down, because get it out of your head in some way. Write it down, tell a friend, call a coach, get the experience of. You know. Imposter syndrome, I think, is an experience of doubt which is rooted in fear.
Speaker 2:And so what is that fear trying to point out? And is there anything worth listening to? There's probably something worth listening to, even if it's just. You know enough that it'll force you to call a friend who will help you readjust your center of perceived truth. But there also might be something in it that maybe it's something worth developing, maybe it's a skill worth sharpening. And I think what I also heard us come to today was focus on contribution. What is it that you are bringing that you're certain you can bring? And then I think you know, nobody gets to introduce you like you can introduce you with your energy, with the first couple of words that you say. So center your introduction. Maybe it's even just how you walk into a room. Center that on something you are certain about and worry in an appropriate amount about the rest of it, and when you understand your value and you understand that and you say it with confidence, like you just said.
Speaker 1:That gives permission, Like we first started out when you introduced yourself and I was like, oh, that makes me wanna be that confident too. When you understand your value, you're helping other people find theirs too. It's not self-serving, and you know what I got to that.
Speaker 2:I can tell you some other actionable pieces to end with. I got to that because I had great friends and great coaches who consistently asked me questions about what do I stand for? What kind of a future world do I wanna see? What behaviors do I value above all others? Those are open-ended, not sort of man on the street, everyday questions, and I've invested in people who will constantly ask me those sorts of questions so that I can curate my best contribution by peeling away pieces that I'm not. So it's worth doing the homework. It's worth doing it with people you trust. Get out of your head.
Speaker 1:People can just write those three things down and ask themselves You've just given there. You did. I knew there'd be lots of gold. You're just falling from the sky. It always happens with you, Susan. No, it's with you. You bring out the best. I just adore you, Thank you so much. This was good. I think that we need to just stop calling you calling it syndrome and just understand that it's within us and it's something we need to be curious about and really understand what we're good at so we can lean into it more Awesome.
Speaker 2:Well said.
Speaker 1:Thank you. You make me better, see, you make me articulate myself. I need to just have you everywhere with me. We just travel with me, and I would love that Be my partner. Let's do it. Thank you so much, micah. Tell people how they can connect with you, some of the things that are going on with you. You have something coming up that's exciting. Give us a little bit of what's up, what's new with Micah, thank you.
Speaker 2:So Micah Librant Consulting is one year old as of today.
Speaker 1:Congratulations the day that we're recording this, thank you.
Speaker 2:It's a private consulting practice. I have no dream of building a business. I don't. I just want to do great work in the world. You can check that out at hellomicahcom. Micah is M-A-I-K-A. Librant rhymes with vibrant, but it's too hard to spell. So the website's hellomicahcom and you can follow me on Instagram. At strengthstalk, I'm leading a course in strengths and resilience for the last time this year here at the end of September. So if you want to hop on into that, check it out. It's all about the relationship between your strengths and how you can facilitate some, reach some development, but also think about the cycles of recovery. So it's a wonderful, a sort of light touch but heavy topic. So it's only two and a half hours a day for two days, but we'll get into some good self reflection that'll stick with you for a long time. That's the biggest thing that's coming up for me most urgently. There's always other fun things happening behind the scenes, so stay, stay in the know.
Speaker 1:Check us out on the website, check her out and don't miss that. I actually looked at the dates and I can't make it, but I'm gonna go in the next time. But don't miss that one and I'll put the link in the show notes, thank you, so that people can get that too and understand your awesomeness and fall in love with you too. So, thank you, micah, thank you for being here today, and I know you'll be back again, because I will beg you again to be part of this.
Speaker 2:My pleasure. This is just. It makes me better every time. You're one of those people who makes helps me curate my contribution by really asking those powerful questions, so it's great to spend time with you, and thanks to everybody who listened to us and spent time with us together today.
Speaker 1:Absolutely, thank you. Thanks for being here. This has been Leaders With Leverage, with my guest, micah Librant. Feel free to. If you feel like somebody needs to hear this, share it with them, and that's a win-win, because that makes them know how much you care about them. So thanks for being here and I appreciate you, micah, and everybody else here too. Thanks for listening to this week's episode of Leaders With Leverage.
Speaker 1: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 anytime 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, 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.
