Episode Transcript
[00:00:02] Speaker A: Hey everyone, welcome to the episode. So ask a Ram flips the script one step beyond podcast. Guests and listeners submit their questions and ask a Ram anything. Questions can be music, life stories, business leadership, advice, how to make the best vegan omelette, you name it. Aram will unpack your questions and leave you with info you can apply. Before we get to it, please rate, review and subscribe.
[00:00:29] Speaker B: Are there any interview red flags I should look for?
[00:00:32] Speaker C: Missing interviews, being late, not answering questions effectively, and being evasive. So as a starting point, as a first time manager, I just want to give you some reality here. You are going to hire people who are amazing. You're going to hire people who are okay, and you're going to hire total disasters like it is inevitable. So myself, as someone who's like a coach, a business owner, like, I advise companies like, literally all over the world. I have certainly hired some of the most amazing people. Some people who have been like, pretty good. And also some people, there's been like a total, total disaster and it's inevitable. All of us do it. Everyone. There's no, like, perfect way to vet people out. And also, it's like the more interviews that people have work where there's like five interviews, there's ten interviews, there's psychometric testing, there's this, there's that. There's no way to assure that you're going to get like a good hire because at the end of the day, the person might be amazing, but maybe the job's not amazing, or maybe the job's amazing, the person's not amazing, and there's all sorts of things that could go wrong. So there's no perfect way to get the rate higher. Uh, but when it comes to interviewing, I just say, like, the stakes of the game, if someone misses an interview, they don't get another chance unless there's some kind of totally understandable thing like a real deal family emergency, real deal car problems, whatever it is. But also, there's no way that you can really know that what they said is true. So I will say, like, more often than not, if someone misses an interview, it's almost certainly a flag, because more often than not, the person who's saying that they missed the interview, it's usually for some kind of bullshitty reason. Now, I will say, me, myself, I missed an interview because actually my car broke down. My car broke down on the Portman bridge. Like, I literally was the guy blocking a lane of traffic on like a two lane bridge and was a total nightmare. And I ended up actually like having to call in, but I still went and showed up there afterwards. And I showed up, my pants were covered in mud from like, like, you know, having to push my car and all that kind of stuff. I still went and showed up at that place and made an apology in person. I had already called, but then I also went in and said, hey, just like, no, this, this really happened. Can I make up for the interview? So if the person actually shows up, I think thats a different thing, even if they show up late. But if someones just not showing up and theyve got an excuse, more often than not, im going to encourage you that its probably someone that had a time conflict and managed their schedule well. Something happened. But also its like if you have an interview that day, you should be getting to a place super early. You should be planning things out at that so you could make it. So missing an interview is like, for me, it's not that there's no way back from that, but I don't know. Second, showing up late. Showing up late for an interview. Get out of here. People should be showing up well in advance of an interview, even if they're just showing up so they know they're there. If someone's showing up right on time, that makes me even a little bit nervous. Usually if they're showing up 30 minutes early and they're just sitting in the lobby or sitting there kind of like waiting, that's maybe a bit much. But I think it's like good practice for someone to show up at least 15 minutes for an interview, even if they have difficulty accessing the building or any of those things. So if someone showing up late to an interview, and I mean, like if they're late by a minute, that to me is like an issue right off the bat. It's showing poor timing on, on their point of view. So that's another one. Third, people being able to not answer questions effectively. Someone not being able to answer questions effectively, you could just say, oh, they're just nervous. Well, yeah, of course they're nervous, but also they're showing up for an interview. There's a certain level of performance that's expected in an interview that someone should prep and be ready for, depending on the kind of job you're hiring them for. That's like another thing. So if someone's not going to be in a lot of, like, high pressure situations where they're going to have to do a lot of communicating with stakeholders who have high expectations, you could be a little bit more forgiving there. But if someone's having like a really hard time answering effectively. Like you don't quite know what theyre saying. You have to kind of keep digging. And theyre not trying to be evasive. Theyre just really bad at answering questions. Thats where you really need to be considering. Its like unless this persons going to be in a position where theyre in a job that is 0% stressful, theres 0% performance expected in terms of being able to express their ideas clearly and concisely and theres 0% that theyre going to be having to give good answers to stakeholders who are motivated to get an answer with that, then that's probably not a flag, but that's also probably the smallest amount of jobs out there. What I'd suggest is people being unable to answer questions is a big flag that they might be a wonderful person, a great professional, really know their stuff, but are they going to be effective in the job? So answering questions clearly and concisely is for me a top tier concern. And then finally being evasive, oh, I can't stand when people are evasive in interviews drives me absolutely nuts. I ask a direct question, give me a direct answer. And I dont mean an inability to answer questions effectively. What I do mean is that theyre trying to market themselves to you in a way where like theyre leaving things out or theyre talking around things. When anyone ever talks around something in an interview, thats the thing that I become instantly the most curious about. And im going to ask like three or four questions about it. And if people continue to be evasive in an interview, noticing that ive done that once already and they havent learned instantly and adapted to that style, that's a huge flag. So again, give yourself some mercy here. You're going to hire people who aren't going to be good fit. It's just normal. Normal. At the same time really be thinking if they miss the interview, they're late for the interview, they're not good at answering questions or they're abasive, those are major red flags.
[00:06:14] Speaker B: I manage a small team and I'm really struggling with the performance of a direct report. We get along great, but they're not performing at the level I need. How can I broach this topic with.
[00:06:25] Speaker C: Them directly, clearly, in a timely manner and with clear expectations as a starting point?
Nobody should ever be surprised when they're getting an annual review or if you do reviews a couple times a year, they should never get surprised. So anything that's ever in a written review should have been brought to someone's attention well in advance because if someone's surprised on a written review, it's like you're putting something in that they haven't had a chance to work on and then you're documenting it. So that's not the place to put this in. You have to have a conversation with them in advance and in that, you can follow up with writing. Like, just send an email, which I think is ultra good practice, but you have to tell people in advance of their review and, like, all sorts of reasons around that. Like, people are, like, nervous about reviews, even if they're going to get a good one like it. It doesn't really set the stage for something productive to happen. It can be super diminishing if people feel like they're just being surprised by something. You gotta have clear, clear, direct conversation with people. It's gotta be timely and there has to be clear outcomes that you're shooting for. So it sucks, especially if you like someone to give them tough feedback. What I encourage you to do is give them that direct feedback, but put it like. Say, like, hey, I'll send them an email in advance and say, hey, I want to give you some feedback on your performance in this meeting. In this meeting we're coming up and tell them in advance that you're going to be doing this. You might even want to put in advance what the feedback is.
The reason I encourage you to do that is if you don't do that, that means when you're giving someone the feedback, they are going to be hearing it for the first time, processing it, and then also trying to manage their reaction to that while they're speaking to you. It's a lot to give to someone. You can give someone just some bullet points in advance. Be like, hey, I'm going to give you some feedback right now. It's going to be brief and targeted feedback. And we're going to also meet about it on Tuesday because I want you to have some time to think about it and then you can give them the feedback and then meet with them afterwards. My preference is giving them an email about it. You let them know that you're going to give them the email about it. The reason I'd say give them the email and don't go full blast in the email. Email should be short, clear and concise. But give it to them in an email just so they have time to acclimate themselves to it. They've collected their thoughts, they're ready to have the conversation and then go in and have the full conversation. So it should be clear and direct. Then you should have the fulsome conversation. And then at the end of that, you give them a call to action. And the call to action should have like, what the next steps are. I want to add in the timely piece here, people should be getting timely feedback. So if something happens, you should be telling people within two weeks of that event. If it's outside of two weeks, the event has passed. It's too far. And people's memory of it changes over time. So best if it's within a couple days of it, a week. But two weeks maximum is where you can start giving someone is where the expiration date comes from, getting someone like timely feedback. And if you have been sitting on this for a while and you haven't given them feedback this whole time, then really you've been doing them quite the disservice. So that means that far in advance of a review, you need to sit down and give them the real deal feedback. So again, put it in writing first, just in an email. It doesn't have to be super formal, just be like, here are the things I want to talk to you about. Then you have the fulsome conversation, that folsom conversation should be space where you're giving them feedback first. That's the first part of the conversation. Then they can give you all the feedback they want. They can ask you any question they want. That's the second part of the conversation. Then the third part of the conversation is the two of you come up and create a plan. This is where the call to action comes in. Call to action is how we should be ending all meetings. All meetings should have a call to action. So a call to action is what are the things that are going to happen next? And it could be, here are the things I'm going to do, or it could be, here are the things I want you to do. Or it could be a combination. Here are the things I'm going to do. Here are the things you're going to do.
So youre creating that action plan as a third movement of the conversation. But the thing around the action plan has to be precise. So a call to action has to be three things. Its got to be concrete. So what are the specific things that are going to happen? Like what are the ways that this person can start improving more? Like, youve got to break that down into actual tangible things or they need to, because a call to action could also be, okay, I want you to come up with a plan of how youre going to improve and then come back and present it to me next Tuesday. That's fine, too, as long as it's concrete. So it's got to be concrete items, even if you're just getting them to do it. But it's also got to be timely. So timely means when it's going to be done and then it's got to be assignable. Am I doing it? Are they doing it or getting someone else to do it? So call to action. Concrete, timely, assignable. So three movements of the conversation. You give them the feedback. They don't interrupt you, they just hear you. Second, they take the stage. They ask every question, they get their feedback, you have it. Third movement is you create a plan and the plan is concrete, timely and assignable. Giving people tough feedback sucks. I hate doing it. Nobody wakes up in the morning and super psyched to do it, but you're doing them a disservice about it. I'd also say you're doing yourself and the team a disservice. So people are the happiest with their boss when their boss gives them clear, direct feedback and invest in them. And people are also their happiest at work when they're part of a team that operates at the highest level and the team only operates at the highest level when people get clear and direct feedback and then a boss is willing to work with them.
[00:11:56] Speaker B: On that back, I'm 30 years old and I'm actively applying for a new position at a different company. Do you have any interview tips?
[00:12:05] Speaker C: Record yourself frequently and watch that. Watch the recordings immediately and then record yourself again and again and again. So first, congratulations. It's awesome that you're trying to get a new role. I love when people are trying to grow and be ambitious and get to that next thing and also thing, I encourage anyone when they're thinking about going to a next role. It's like, it's not always about the next role. You know, sometimes you go into a new role and you're like, oh, I wish I hadn't have done this. So if you're going for a new role and you're, you're ready, like, you're just ready for something new. Awesome. But if you're going to a new role and you're just kind of chasing like, the next thing, you know, really consider how good you have it where you're at. Because sometimes it's not always about the next role. Sometimes it's about just enjoying where I'm at. However, if you're thinking about that next role and that's awesome. I'm psyched for you. Here's what you should be doing first. You should, when you're ever on like Zoom or teams or whatever video conferencing tool your team needs, you should be using some earbuds. And the earbuds should be connected to the audio of your computer. And while you're doing that, you should also have your phone where the earbuds are not connected to the phone. And you should have your phone set up to record yourself. So the purpose of the earbuds is so that the audio from the computer is not going out loud, it's going to the earbuds. That way you're only recording yourself and your audio, and you're not recording the audio of other people because secretly recording people is creepy and illegal, and we don't want to be doing that. The reason that we do that is you should be recording yourself really frequently when you're setting up to go into like an interview cycle or like a high stakes presentation. Cause you want to see how you show up. And how do you show up in like, normal conversation. How do you show up in high value conversations? How do you show up in high stakes conversations? I encourage people that they should be taping themselves. Anytime that you've got something high stakes coming up, you should start taping in your just your everyday meeting. You should tape yourself a few times a week. You should be taping yourself in meetings where you're presenting something. You should be taping yourself in meetings where you're simply listening. You should be presenting, you should be taping yourself in one on ones and in group meetings. You should be taping yourself when you're showing up with senior leaders or with people or your reports, you should be getting lots of data points of how you show up from a physical perspective, physical and verbal perspective, a communication perspective, and an empathy perspective. And so what I mean by that is anytime we're speaking to other people, we're kind of juggling three things. We're juggling our physical and our verbal presence. We're juggling our ability to read the room, our empathy and our ability to shift and move, and then how both of those things support our communication. So you should get a sense of, like, by doing this kind of recording, how you show up from audience to audience to audience what your really strong areas are and also what your real weak areas are. I want to tell you that it's not just about recording. It's also about the watching. And the watching sucks. Watching yourself on tape is like the worst thing but it's also the most beneficial thing. Now, if you record yourself for an hour, I don't think that you should watch an hour. What you should watch is the first three minutes, the middle three minutes, or the end three minutes. So just kind of look. Look for the arc of your presence, how it shows up, and also look for any, like, if you're presenting for ten minutes, go and watch that ten minutes. So it's not about, like, speak for an hour, watch the tape for an hour. It's not good use of your time. Just watch the snippets that give you the arc of how you show up in each one of these things or lets you focus on the few minutes where you were really active in it. There's also value in reviewing tape of where you're just listening to see how you look when you're just listening. Cause sometimes people can have, like, a real shitty look on their face and they don't need to, like, they can look like impatient or bored or anxious. It's important to know that. So the idea of recording here is you turn yourself into your own audience, and once you become your own audience, you're able to see the impact of how you're showing up physically and verbally.
Your, again, your ability to, like, shift and move so you could read the room, your empathy, and then also how your communication is supported by those things. The other thing I encourage you to do is come up with 20 questions that you anticipate you're going to get asked and then tape yourself being asked those questions. So have someone just behind the camera asking you those questions and then taping yourself, doing it again. You're looking for physical, verbal presence. You're looking for your ability to, like, read the person or read the situation and adjust. And then also you're looking for communication. If you do those two things, you are going to absolutely crush it in an interview. And remember, interviews are high stakes. There's something to win or lose, and high stakes scenarios require the highest level of preparation.
[00:16:33] Speaker B: I'm struggling with one of my reports. I feel like they just don't listen to me. What could I do to make this relationship easier?
[00:16:40] Speaker C: I'm going to encourage you to think that passive resistance might be in play. And upon reflection, if that's what you think it is, and I'd encourage you to consider whether or not it's going to work out with this person. So I'll tell you what I mean by that.
So we all know what being aggressive is. It's someone arguing, arguing with us like clearly arguing and being verbally aggressive, intellectually aggressive, sometimes physically aggressive. So that's aggressive, right? Like alpha type people. But it doesn't even have to be that. It can just be people who are just really argumentative. Passive aggressive. Passive aggressive is almost being aggressive in a passive way. Like rolling their eyes like, okay, buddy, like, oh, yeah, I guess I'll do that thing, even though I think it's a waste of time. So we all know what passive aggressive is. Passive resistance is a term that I, that I made up ten years ago or something. And I gotta tell you, this is like super, super common. It's people who have the appearance of agreeing with us while in reality have no intention at all of doing the thing that we say that they said they're gonna do or that we've asked them to do. So the way that passive resistance comes out is people totally listen to us. They take down notes, they're like, yep, no problem, I'll totally go do that. And then they just don't do it. Or it could be someone taking notes and listening to you and else being like, oh, wow, what a great idea. That's fantastic. Thank you so much. And then just not doing that thing that's going to do it could also just be someone being silent, listening and nodding and taking notes and not going out and doing it. The through line here is that it's a delaying action. And like, most people don't expect that if you ask someone to do something and they agree to do it, that they won't do it. That's like not our front line of reasoning. And that's why passive resistance can be a real effective tool from a delaying action. It's that usually what we do is we put it back on us. So from this question, it's just like you're thinking, well, what else can I do? I've tried this, I've tried that.
You're in that reflective stage of like, it's me, I'm not being clear enough, I'm not being direct enough, I don't have enough good enough relationship with them. I'm not being tough enough or not being buddy buddy enough. When people use passive resistance, the whole idea is like, it gets you to think, I'm not doing something right. Because this person, if I did it just right, they would do the thing I'm asking to do or they'd operate differently. But that's the whole idea. People use passive resistance as a training tactic for their manager. And so their manager is constantly in this like weird loop of trying to do it in a different way just for this person. Even though you're effective with everyone else, there's something about your incompetence with this person that's causing this. Maybe flip it, maybe it's an intentional tactic. So as you're speaking, they're literally thinking, I'm just going to say whatever it takes for you to shut up and go away so I can go off and do whatever I want to do. Now you might be thinking like, oh my God, like, who would do that? The answer is tons of people. And maybe even you've done that. I certainly know that I've done it where I've just like, for whatever reason thought that I was like smarter than that other person. I just agreed with whatever they said, so they go away. I don't think it's that uncommon. But I will say if you've got someone who's chronically not listening to what you're asking to do, not like hitting the marks, and it's like a clear thing, it's probably not a you thing, it's probably a them thing, and it's probably something to passive resistance. So what I'd encourage you to do is from a place of trying to deal with passive resistance, just put everything in writing, have a meeting with someone, ask them to do certain things, give them a timeline on it, but then follow up in writing with the exact this is what ive asked you to do. And heres the timeline. If someone doesnt do it after that, usually theyll be like, oh, it wasnt clear enough. It wasnt this, it wasnt that. Again, thats like telltale passive resistance is theyre trying to get you to get super exacting and giving details. And what id encourage you to do is nobody professionally should need excruciating detail to do something. If thats the return, then you give them feedback on as a professional, I would expect you to not need that level of excruciating detail to get things done. Thats not what were going to do. Heres the ask. This is how I want you to do it. Go out and execute and then put it in writing. Be precise and then track. And if they dont make any changes in behavior and they keep trying to get you to get more and more detailed, or you didnt quite do it right, or you didnt do this right, then its almost certainly passive aggressive or passive resistant. And if someones being passive resistant, it is almost entirely not going to work out. And then you got to make a decision from there.
[00:21:08] Speaker B: One of my reports behavior has jeopardized an important client relationship. I know I need to give them feedback, but I'm quite upset about the situation, which makes me nervous. How can I ensure I give appropriate feedback without letting my emotions get the better of me? And second, what can I do to make this conversation productive and have a positive outcome?
[00:21:29] Speaker C: First, put it into writing. The second split into two meetings. When. When we're really upset about something, it is really easy to let our emotions override what we're speaking, what we're talking about. And that's like a sympathetic nervous system response, right? So it's like that kind of fight or flight. We're getting upset. There's a glass wall that's coming down between us and our skillset. Our skill set is in a toolbox in front of us. Our skills have two levels. There's the top level, which are like more basic but really useful skills. The bottom level are much more specific scales, like negotiation, empathy, like being able to set the tone of the room. So when we're upset, that glass wall comes down and it interferes with our ability to get to our tools. The more upset we are, the less ability we have to get to our tools. If it comes down halfway, we can only get to the top level of our tools, which are our more basic tools. If it comes down three quarters of the way, we can't get to any of our tools. We only left the ability to fight or run away. So when I say write it down, what I encourage people do is if there's something that you're really upset about and you have to really talk to your report about, you should write it down. Not for them. They don't need to see this document. You should write it down for you. When people write things, there's a whole psychology in play. And when you're writing something, people tend to view writing in a much more formal way than they really view conversation. And they also tend to write in structure, because that's how we've all been trained to write, is to write in structure. So that means that when you're writing with things, you're going to try to create a very, very clear structure that tells the story. And I encourage you to sit down and write it. And you can write it, total free form for as long as you want. It could be like ten pages if you want. Probably won't be, though. You should write it out. That's going to allow you to pour all that emotion, all those feelings, onto a piece or several pieces of paper and really work it out. But that's not all. Once you're done writing it, the job then is to restructure that writing so that it's almost like a report.
You start with your main point, and then you support your point by explaining it. You should do some revisions of this writing. This is not a script. I don't want you to use it word for word. But what I basically want you to do is write it in a way that allows you to have emotion, but also has, like, clear structure. In doing that, you're just basically creating your talking points. So first, just write it out raw. Like rah, rah, rah, rah, rah. Like, you could be like, piss me off. Like, you could drop f bombs in there. Whatever you want to do, write it out raw and then revise it. Revise it, revise it, revise it. And then make it into bullet points. Bullet points mean you're leaving by paragraph structure, all of that. You're only hitting the most important points. If you go through that process, which will probably take you a couple days, it might take you two, three, four days, might take you five days to do it. Just revisiting it each day, boil it down to some really salient points. But it allows you to take that whole journey from something that's, like, super important and has pissed you off or has upset you into what are the most important points. But that also allow me to express how I feel about it. That's the first thing you do. Second, I encourage you to break it into two meetings. The reason I encourage you to break it into two meetings, it's likely too much to cover in one meeting.
In meeting one, there's going to be three movements of the conversation. You give them the feedback.
They don't interrupt you. You're just giving the feedback.
Second movement of the conversation is they can ask any question you want. They can give you feedback. They can have the full on discussion. The third is that you start creating a plan about what's going to happen.
So that's that first meeting. But the second meeting is their reflections on it. So I'd have a second meeting where you give that person the opportunity to come back and they talk through, they talk to you about what happened, why it happened. They can be more in that space, what the reflections are, what they could do different, and then you could give them your reflections as well. So if something's, like, really upset us or really pissed us off, or really made us feel, like, betrayed or let down or taken advantage of trying to manage all that in one meeting is way, way too much. You do have to give them the feedback.
Then they have to respond, ask questions, all that. Then you have to create a plan. But you can have a second meeting, which is kind of like the reflection meeting. It's like, okay, let's talk through it now. We've both had time to sit through it. They start, they give you their reflections. You give their reflect your reflections. And that's that space of kind of getting good with each other again is in that second meeting. If you try and do both in one meeting, forget about it. If you try and just have that meeting without doing that first step of writing it all out, then it's going to be a mess. It's totally normal to get super upset about things. Like I get like crazy, like anxious or worried about stuff because I have my own business and I don't, like, I don't want to take the time it takes to write something down because, like everything feels like it's like super urgent. But if I don't take that time to write it down, I'm not going to have a good meeting. And then if I don't have the right kind of meeting with those three movements, then it's might as well not even give the feedback. So you want to have those three movements. And then finally that second meeting where you both have reflections that allows for the like, for lack of better word, like healing. You know, you get to get good with each other again. And if it's someone that you want to keep working with, you got to have that get good meeting again. But again, write it down first. Go through the whole process, get to the right story arc, put into bullet points, then have a meeting with three movements in the meeting, and then finally have a second meeting where you can get good with each other again.
[00:26:45] Speaker B: I work for an incredible company with wonderful people, but there's no longer opportunity for growth. How do I know when its the right time to move on?
[00:26:53] Speaker C: This is a good question. Figure out what matters to you and then make the decision there. Trey. So I talk a lot about the hierarchy of work and what keeps people at work. And I believe the most important thing for people to be really happy at work is the relationship with their boss, like the direct manager. Again, not that theyre buddies with their manager. Thats cool. If you are, thats fine. But it's whether or not your leader invests in you. Do they spend time giving you good feedback? Do they give you stretch assignments? Do they give you the spotlight? Are you with someone who's invested with you, not from a monetary space, but someone who is really invested in helping you continue to grow and grow and be better. So if you're with someone like that, you should definitely stay, because I'll tell you, that's pretty, that's few and far between. It's really, really hard to find that. So if you with someone there and they're giving you those opportunities, I would encourage you to stay. The second point, it's about the team that you're on. If you're on a team where they enable you to do the best work that you've ever done, and based on your description, it sounds like you are. So if you're on a team that helps you do the best work that you've ever done, if they're actively, like, removing barriers, if the communication tie, if the collaboration is super organic or if it's not organic, you've got a boss that's really great at creating inorganic collaboration. And if youre in that space where like, working with your team, its not about whether or not youre buddy buddy with them, but if they really help you do great work, id probably stay in that organization. The third thing, whether or not you like what you do.
I say this pretty often in North America, I think we have over. Weve been sold an idea that we should all love what we do, and if we dont, then its like weve wasted our lives. Thats ridiculous. There are tons of people who dont necessarily love what they do day to day. It's not their passion, but they have a great boss and they have a great team. That's, like, pretty awesome. Like, that's a pretty great thing to do. Do you necessarily love doing, like, every single part of your job? Like, that's. Very few people get to have that experience, but let's just say you actually really like what you do or even love what you do. You should probably stay in that job. And the last is, like, your compensation, your benefits and work life balance. I put this last on the list because, of course it matters. Totally matters. But we see classically, like, if you pay people a ton of money, that's like, the least indicator of whether or not they'll stay in something. So what I'd say is, like, weigh out these things, uh, these four things. It's like, do you really like your boss? And I don't just mean, like, like buddy buddy, but does your boss invest in you? That's pretty compelling. The answer is yes. Do you work on a team that enables you to do your best work? They do. That's pretty compelling. Do you at least like what you do, or at least minimum find it tolerable? Okay, that's not so bad. And how do you get paid if at least two of these boxes get lit up? So let's say you really, really like your bots and you get paid super well. I don't know. That's pretty compelling. Or let's say your team is amazing and you love what you do. That's pretty compelling. So if at least two of those boxes are being lit up, then I heart, like, really hard. Consider staying. If all three of those boxes get lit up, I'd say you should stay at that job. That's, like, a pretty good job.
[00:30:11] Speaker A: We want to hear from you, our audience. To submit your questions, send us a message. Drop us a DM or comment on our social channels.
