Creating Impactful Communities: Leadership Strategies with Francie Jain

Jaclyn Strominger: 00:00:58

Well, hello everybody and welcome to another great episode of the Unstoppable Leadership Spotlight podcast.

I am your host, Jaclyn Strominger and on this show we hear from amazing leaders and their game changing insights and great tips, things that you can do to become a better leader. And remember, each and every one of us is the CEO of ourselves. So we have to start with leadership right here.

So today I have Francie Jain on as my amazing guest. Let me give you a little, little background on Francie.

She, first of all, this, I love this, believes that happy and productive communities are made up of people who strive and receive support to become their best selves. Of course. And she founded Terawatt to create an impactful, affordable and intellectually honest way to help everyone thrive.

And she believes that supporting people to achieve their potential creates a ripple effect in every community. I could not agree more. So welcome Francie lady.

Francie Jain: 00:02:01

I'm so happy to be here.

Jaclyn Strominger: 00:02:03

Okay, so the, the what I just read, like the part where it's like creating that thriving community.

Francie Jain: 00:02:12

Yeah.

Jaclyn Strominger: 00:02:13

Did this all come from for you?

Francie Jain: 00:02:15

Oh God. So such a good question because this is not at all my background.

I, you know, I went to business school and I was working, I was in finance for a long time and. But I was always like the matchmaker. That was kind of my role.

I was doing capital raising for hedge funds and, and I think, you know, it's like there's a kind of natural progression for a lot of people. Like, you know, you're sort of what intrigues you as a young person or maybe before you had a family or whatever might change later.

And so I, I sort of paying attention to like there's just this one statistic about the loss of manufacturing jobs in America. And it was very significant. And I thought, wow, are those numbers true? Like it was like millions and millions of jobs.

And I've done all this research since and. But yes, like the peak of American manufacturing was in the 40s.

And so if you basically look at in time series, it's like lots of manufacturing jobs have been lost just because it's never been a flat industry. It's always, it just peaked a long time ago. And so I thought, well, you know, who's helping those people as they find a new career?

Because I knew in my experience when I switched careers, I freaked out my family and freaked out my fan and my friends. You know, people always like, like kind of hyper about it and I was always like saying to them, chill, like it'll be fine.

You know, like I'll Figure it out. And so I guess my insight was, I bet that's really hard for them because not that many people are good at helping through these kinds of transitions.

And then I thought, oh, I wonder who's. I wonder if there's like a Yahoo. Of like, career change. Because it's an American way, right? There's a boom, the bus. We believe in capitalism.

We, you know, we just let things, like, fall where they may. And I couldn't find anything. And I started to get really obsessed with this idea of, like, who's helping career change people?

And is that, like, a weird thing, like, somehow hasn't really happened in America?

And so, again, like, I mean, I had been an entrepreneur before that I started a business raising capital, but I never thought of myself as like a startup kind of a person. And I definitely don't have an HR background or learning and development background.

It was more just like I kept thinking, well, if no one's going to do this, like, I'm going to do this. I think this really needs to happen. This needs to be a thing.

And part of my thing was also, like, I get annoyed by organizations that look like they're helping individuals but really don't. Like, conferences can be, you know, questionable because you're paying a lot of money, but you're kind of sitting on your butt.

Or, you know, headhunters, but they're really working for the employer. You know, all these kinds of things or some or so even like Facebook and these social media, like, you're the product, you're being advertised to.

You know, all these things. I just felt like, theoretically help people, but really they're. The people are being kind of thrown to the walls a little bit. And so this is.

The whole idea of this is like, how can I build something that really helps people be great? And there's intellectually honest. And I'm not, you know, taking advantage of anyone and, you know, everyone.

And so it's going to be a long, long time because, again, like, not my background and because I'm sort of leading with values. It took a while to figure out, but ultimately, now here we are. It's a B2B marketplace, meaning we sell to employers.

And what's cool about that is we have three stakeholders. And the thing that I love about this business is I've designed it so that everyone. There's only one website.

I tell the same thing to all three groups. There's no, like, no one's being disadvantaged. Everyone's being treated very well, and the way they want to be treated.

And it makes me really happy because, you know, certainly at the outset you could probably make more money by disadvantaging one group, which lots of organizations do right now. But I really wanted to set something up so that I felt proud about what I'd done.

And a lot of, and like a lot of people I know from college are coaches is one of my jokes with the thing. So, like, I also built this for them to have it be a system that they make makes sense for them. They want to stay.

And, and so that, that's sort of the 30,000 foot view of the whole thing.

Jaclyn Strominger: 00:06:27

Okay, so I've got a couple of different questions, but I want to start with because there's a few things here. But, but first. And then I'm going to go into my first question before I go to the second question.

But the first question is, you know, it's what you just said about, you know, like the transitions into people. Right. People making those transitions. And, and really, you know, who at the companies who are doing that.

And I look at that and think in actuality, that's like one of the key reasons why we do this podcast is because leaders are supposed to be leaders and that lead. The word is to lead people, not to manage.

Francie Jain: 00:07:16

Right, right, right, right, right.

Jaclyn Strominger: 00:07:18

We're not managing people. Right. We're leading them.

So if I'm leading you, I'm your technically your manager, I'm really your leader, then I should be able to in a company lead up to help you.

Francie Jain: 00:07:30

Yeah.

Jaclyn Strominger: 00:07:30

And that doesn't necessarily happen. And it should be that I know you like, I like. Oh, Francie, I know who you are. You're doing great here.

Oh, but let me find out from you, like, where do you want to go? What is your vision? What's your mission in your life? Maybe this position is not the right position for you. Maybe.

Francie Jain: 00:07:49

Yes.

Jaclyn Strominger: 00:07:50

Like so, so I love what you're doing because it's it to me that's what's missing so much in so many companies today. So where do you find. And you know, as you're working with people today, is it.

Is it working with the companies so that the company better leaders or is it the individual or is it the Both.

Francie Jain: 00:08:14

Yes, a great question. So like we kind of a few processes is like the way to think about it. So like on one side we are constantly betting coaches.

We have like almost like 100 coaches on terrawatt and that side of it's like semi viral. Meaning like we have great coaches. They tell other coaches they Admire or who they like, they respect and then they introduce them to us.

And so that's one side and we. And because we're a marketplace, we always want to keep the ones we have and add more.

So there's just more choice from the buyer then the other side is the employers and the employees. And so we're really mostly marketing to the employers because the art.

Our argument right now, because a lot of times people say, well, coaching, that's great, if I had extra money, I would do it. But we're saying is actually, listen, it's not, that's not how it works. Is this an investment in your company?

The way any investment would be like R and D or bonds. You know, there is a return on investment for this and like there's data about this and this will make your company better.

And there are no downsides. So just a question of like, you know where you want to start. And so, yeah. So right now really are.

I'm finding the best conversations happen at the C level. Because what I like to say to people in the C suite is, listen, like, what does your employee turnover cost you? Because that is incredibly expensive.

And what if you could spend. Yeah, sorry, sorry.

Jaclyn Strominger: 00:09:40

It's a 45 billion dollar expense in the United, just in the United States alone. And that's like a, that's like a, A statistic that I, that I don't know, I must have googled it.

I don't know how many, like two or two years ago, whatever. So. And it was like just in the United States. It didn't mean to interrupt, but I was like, oh, it's like.

Francie Jain: 00:10:02

Yeah.

And then what happens is I think a lot of times organizations just assume it's just the cost of business and it just actually doesn't have to be that way. And one thing that's really interesting and maybe you know this too, but like every industry has its own like weird average of employee turnover.

Like I, I pay a ton of attention to like hospitals and healthcare because that's around 20% up depending on the place. But it can be expensive, especially expensive in hospitals because you have like traveling nurses or you have ways to plug a hole.

But it's very expensive. The other day I was looking up the construction industry. It's like 60% employee turnover in the construction industry. I know, isn't that crazy?

And it's also really high like that for food retail, like, you know, McDonald's and, and, or maybe it's like fast. I don't. Anyway, but every industry has their own like Number, like, it's like 14% in tech. It's all like, a little bit different.

And, and kind of my pitch is that a, what if you weren't average? What if you're better than average?

You know, what would that mean to your business and what would that mean to your recruiting and what would that mean to your revenue? And.

And that's kind of what I kind of think that we all should be striving for is like, instead of just saying, this is just what it is, what it is, it's like, let's find a way to be excellent, you know, and in a way that's cost efficient.

Jaclyn Strominger: 00:11:20

You know, Francie, I love that because I'm just like, oh, got it. Like, you're speaking my language. I'm like, because it's so true. Like, I look at you, look at. To me, leadership is not.

And, and companies and businesses should be, you know, it shouldn't be people running away from them.

Francie Jain: 00:11:39

Yeah, it should be.

Jaclyn Strominger: 00:11:41

And, and, and trust me, I don't want to say, oh, my God, all these people should not become entrepreneurs. And, but. But imagine if, like, turnover wasn't as great and the company truly invested in the people and they had great leadership.

And you could say to, you know, your leader and. Or maybe even to the CEO or whatever and say, hey, you know, CEO or person. I have this idea. And why can't we make companies entrepreneurial?

You know, you could be sitting, you know, in this position, be like, God, you know, we could be doing it better if we, you know, maybe if we went, you know, instead of pressing the button like this, we pressed it like this. You know what I mean?

And so create that internal entrepreneurial feeling where people are part of something bigger than themselves versus just a time punch or doing the work.

Francie Jain: 00:12:38

Yeah, 100.

In fact, it's so funny, when you were speaking, it reminded me of this conversation I had the other day, which is like, you know, kind of the conversation was, well, how do you keep rising stars? And. And one of the things is you have to constantly. If really everyone in the company, but especially stars, you have to develop them professionally.

You can't just, like, hire, be like, oh, this person's a star. They're gonna, like, change our culture. That's, like, not how it works.

So, like, even if you, like, are doing grass is greener thing, and you pull on someone who's a star, you still have to be developing them. And then I think what the kind of future of human capital is a little bit is, like you said, letting people Be a little entrepreneurial.

Maybe it's a little bit outside the lines, but if someone has a lot of energy and creativity, why not let them start to develop something that they find interesting? It's almost like that Google idea, like 20 of your time is working on this other area.

And it makes a lot of sense because if you are, if you have so many great ideas and you're kind of like bound in by like the infrastructure of a corporation, like, so, okay, like, let them try something else. And like, who knows what that will lead for the company.

And I think when companies give up that kind of control, like, really interesting things happen.

Like there's also that story of the, the janitor who was like the Cheetos guy who came up with like spicy, you know, like more like Mexican or just South American.

Jaclyn Strominger: 00:13:59

Right. They did that whole documentary on that whole thing.

Francie Jain: 00:14:02

Yeah.

Jaclyn Strominger: 00:14:02

And it's really, I mean, you know, the, the. This, which I know is a real story, but the other story to me is to. That is when I was growing up, my parents were manufacturers reps.

I grew up in Massachusetts. And I remember my parents were sold to this gentleman. I cannot think of his name, which is really horrible, and I apologize for that.

But he ended up becoming the CEO of TJ Maxx. TJX started in the mail room. You don't hear of those stories. Like, he's in the mailroom and he worked, he worked his way up. He became a buyer.

My parents worked with him as a buyer. I mean, the guy was at my bat mitzvah. I mean, like, you know, and then he became the CEO of this company.

And I remember forget, like when I moved to, when I moved back to Boston after living in New York. I remember when walking into his office and you know, meeting him and like he's CEO of this massive conglomerate.

And you just think again, where did he start?

But if, you know, it is every single person, if we know that every person in a company, if every person, no matter where they are, it's not about their title or their position, it's about their drive and their feeling for the company. Them. Right. And, and, and their love company. You know, you could be the janitor. You know, it's.

They tell the story about, I don't know, I think it was in one of the compound effect or something. Whatever about, you know, maybe it was JFK or I don't know, going to visit NASA. Right. And the janitor is like, you know, what do you do?

He goes, oh, I help. I help people. I help get people on the moon, whatever.

Francie Jain: 00:15:57

Yeah, I love that. Well, another thing I was going to say to you is I think like, for me, like, I'm always so in awe of the coaches.

Like, I, you know, I'm not a coach, but I love being coached.

And I think that the big thing that coaches do is that they help people who don't have, that they haven't grown up with this like a plus parenting can do, you know, growth mindset. And, and I was thinking about like you were saying, the guy grew up in the mailroom. Like, I bet that guy was like the.

Not like, probably one of like the top 1% of like growth mindset people is my guess. And he was probably full of ideas, always coming up with ways to improve efficiency, you know, prove, make efficient, blah, blah.

And like, not everyone has that right, but like, coaches can teach you that and we could all be that, you know. And so I think, I think about that so much, which is like, listen, like, not everyone has all the things.

They didn't have the exact background they all wish. But like, when you bring in experts, we can all be great, you know, if that's what you want. And that's the other thing.

It's like, you know, employees have or people just have to like, opt in.

I think the opting in is like a major game changer for these organizations because when you tell someone you have to do this training or that they're like, oh, but if you can tell them, like, yeah, but here's why this matters and here's why this is interesting. You, here's why it'll make you better, blah, blah, like, that's much more interesting.

Or like, Janice over here took this training and then look what she did. Or you know, I think like everyone wants to before and after. Everyone wants to know, why me? Like, why do I care?

And I just, as I think about all this stuff and like, why can't it be more often? Why can't that be more scalable?

Like, and we have all the tools now, so there's no reason why, you know, everyone's just saying, I'm from on top, do this, do this, do this. It really should be like, hey, we think if you did these things, it would make you more valuable or more effective at your job.

Like, you decide what do you, would you like to do these? And I think in the past people have just been like, well, it's just not efficient to like get everyone to buy in.

I'm just going to tell them to do it. But I actually think that like, the better way to. Ultimately, the better way to do it is let people, like, choose for themselves.

Jaclyn Strominger: 00:18:10

And, you know, it's so true. Because, you know what happens when people are buying into something and they, and they feel that they're part of something. Right?

Francie Jain: 00:18:18

Yeah, exactly.

Jaclyn Strominger: 00:18:21

Right. They feel so much better about them. And it's, and it's true. You know, not everybody was brought up in this can do.

Francie Jain: 00:18:32

Right.

Jaclyn Strominger: 00:18:34

You know, and I, and, and I shared this the other day. I was, I was a guest on a podcast. And I'm going to share this because I think it's, it's, it's making me think about this.

You know, movies, kids movies are really great at coming up with and sharing little nuggets. And so I think Cars, the cars movie, cars three, if you haven't seen.

Francie Jain: 00:18:58

It, you know.

Jaclyn Strominger: 00:19:03

Okay, cars three, it. The whole thing about cars three is that, that, that lightning McQueen is kind of like, he's, he's old, right?

He's, you know, he's, he's not the shiny new thing anymore. There's bigger muscle.

There's other people have, you know, different configurations in the cars and there's like, some things newer and shinier and faster and, and what. There's a person who's training him, who's supposed to be training, and he sees something in her and he asks.

And she, she said to him, she said, you know, I had my chance and I lost it. I got up to the starting line and, you know, and I just, I couldn't go. And.

And so she ended up asking, Lightning McQueen, she said, what made you get to that starting line and, and know that you could do it? He said, I didn't, but I never thought I couldn't. Like, I never thought, like, that wasn't in my vocabulary. It wasn't in my mind. It just.

I just thought that I could, like, I know that I knew that I could. Would. I. I don't know.

Francie Jain: 00:20:13

But.

Jaclyn Strominger: 00:20:14

And so, and it was that mindset shift, like, knowing that, you know, is it the. Is it?

And so that's one of the things that I love about what you're doing and, and how, how we can help people better shift their mindsets in companies to know that anything is possible.

Francie Jain: 00:20:35

Yeah. And I think.

ed and published, I guess, in: 2015

And, and since then, everyone's been trying to figure out, like, well, how do you scale psychological safety? And I think my takeaway is coaching, group coaching, because you have to practice it. You have to have someone who really understands it.

And it doesn't have to be like, someone who's like, certified in psychological safety, but it's.

It's an expert who just helps people, like, understand how to respect differences or how to, like, you know, communicate with someone who sees the world differently. And, like, that's what all these coaches are doing, right?

It's like, instead of saying, like, janice is so annoying, I'm not going to talk to her anymore because she's toxic, it's like, okay, well, how can I get Janice on my side? Like, how. What's the way to, like, understand her better? Like, what motivates her? Like, that's a different. It's a. It's a little bit of a game.

It is a mindset shift. But, you know, if you're able to, like, have the support of other people around you and it becomes.

Everyone realizes, like, that's a different way to operate and it's effective.

Like, let's try it, you know, And I think that's what everyone ultimately is doing in these psychologically safe places, is everyone's connecting, everyone's speaking to their truth. It may not go the way you want, but, you know, it's like you just say what you like.

time ago, but, like, was that: 2016

When you work on the problems of the most vulnerable people, that solves everyone's problem, right?

And so that same idea of, like, well, actually just like, focusing on these small details, which are probably not super efficient, and maybe it's an edge case, but who knows who else might have that edge case and you just might not know it, you know, so, like, when you help people who, like me, let's say, are disabled, that will help people who have a broken leg. And that might be temporary, but, you know, all these ideas.

And so I think it's like helping everyone kind of thrive and raise their potential is kind of like my sort of vision. And fancy.

Jaclyn Strominger: 00:23:02

I love, I love that. I love that. So talk to me a little bit about the three different groups that you have in, you know, that you said that you have.

So what are the three?

Francie Jain: 00:23:13

Yeah, yeah. So the coaches and they're experts and, and like I say, they're like all the stars in the sky.

Like, everyone has a different perspective and, and obviously everyone has a different sort of story and experiences. We have like, you know, we have many PhDs, you know, who basically created their own, like, tests and, and content.

And then we have people who haven't gone to college who are just crazy talented. Like, you know, one guy does group coaching in prisons. Like, that's super cool.

Or just people who've done it their whole lives and didn't realize there was like a name for it stuff. Like there's just. They're just cool people.

And, and so, you know, we basically, for the coaches were just bas trying to say to them, you bring your content, you bring your expertise, you tell us the price, and we let the employer choose.

And so typically what it looks like is like, we'll help, we'll work with an employer to come up with an rfp, a request for proposal, and then we send it out to all the coaches and we say, you tell us what they should do. We want to hear directly from you and like, what's your rate? What's how much time will it take? You know, blah, blah, blah.

And then we send it to the employer to kind of react to. And so, you know, typically we'll have anywhere from like four to 20 proposals.

And then the buyer can kind of decide what they want their next step to be. But again, like, it's just a way to give them so much choice and see a variety of prices and a variety of coaches and styles. And.

And again, like, I, I just, I'm a big believer in buy in. Right? So it's not like we're saying to the employer like, this is what you need. It's more like we're trying to say to them, what's your problem?

Let's try to find experts who can help you with that problem. Let's see how you react to like, their proposals. And then, you know, let's get really specific.

So the person you hire is like the perfect, perfect person for you. And then the third group is the employee isn't.

And the one funny thing about it is that sometimes what the employer thinks the employees need is not what the employee wants.

And so we also help them with like, surveys and really trying to get to the bottom of like, what would be interesting or helpful to employees, because I think there is that potential when you're the buyer, you're like, oh, I know what the problem is, or I think they should have this. But then again, you get the better buy in if the employees are saying, I could really use this, not this other thing.

And so those are the three groups.

And it's funny because the employers and employees are obviously aligned because they work together, but they have different perspectives because a typical employee is thinking, like, what does this do for me? What does this do for my career? How does this help me?

Where the employer is more thinking about the organization and like an aggregate and also price and roi, all that stuff. Right. So they have different kind of like, perspectives, but that those are the three groups.

Jaclyn Strominger: 00:25:58

Yeah, yeah. And so do, do you have any of the, the employees just come directly to you?

Francie Jain: 00:26:07

I haven't yet. You know, I would, I would totally do that. I would love to do that. Like, my vision is, you know, like, right now we do employ employers.

Right, because it's easy to corral a group and you don't let out company secrets or whatever.

But I think there's a lot of potential for, you know, 20 people around America, you know, to get on a call once a week or once a month and to have some same goal. It could be anything. Right. It could be like negotiation or it could be tough conversation.

It could be anything, you know, and I, I would, I would love to do that. It's just more the herding of the cat is the, is the issue with that.

But, but I also love the idea of an employee pitch, like pitching to their company. Like, I would be very helpful with that as well because I think they know better than anyone, like, about what they need.

Jaclyn Strominger: 00:26:53

Yeah, no, that's actually really, that's really. So what's your next. So what's your, where do you see the company going? And what's, what are your, what are the next two steps that you need to take?

Francie Jain: 00:27:01

Yeah. Oh, good question. Next two steps.

Well, the, the big thing that we're kind of doing is I really think we could help with any knowledge worker and probably any worker. I haven't really been focusing much on, like, blue collar jobs, but I think there's a really interesting use case for that.

But so initially we've been focusing on, oh, you know, knowledge workers, and I just sort of define that as people who are primarily using, you know, the computer to do their work. Yeah, I didn't write a second book. Well, how do you define that?

And, and then we keep getting more and more specific because we've had, we have some, like, Good experience. Also some case studies with hospitals and healthcare. And so we're trying to focus a little bit. Like I said, it's about 20% employee turnover.

And hospitals are actually interesting to me because when they plug a hole, it's very expensive. So like traveling nurses and all these kinds of overtime things where you need bodies, it's very expensive.

And so I think there's a lot we can help with. And typically doctors and nurses and techs haven't ever received personal assessments or coaching or there.

It's actually this fascinating area of the American economy that has had very little professional development outside of science and math.

Jaclyn Strominger: 00:28:22

Yeah, I could go down a rabbit hole on healthcare. My husband's a physician. Oh, so we can take that offline.

Francie Jain: 00:28:34

It's so interesting to me. So, like, also, I mean, just in this whole personal assessment thing, like, again, like, we don't have like a dog in this fight.

But I had my first personal assessment in business school and it was like, mind blowing because I learned I did Myers Briggs and some people liked it. That's fine. But like, it was really helpful to me because it told me that I was this crazy, off the charts extrovert.

And I never would have thought of myself that way. It's more that I'm really just motivated by relationships.

It's not that I'm like a glad, handy person who walks into rooms and like, introduces myself to everyone. And like, that really, like, opened my eyes.

And we had a similar thing with the hospital where we had a bunch of doctors and they never had a personal assessment.

They were like in their 30s and 40s and 50s and like, it's like, it blew their mind because they were like, well, they assumed that everyone thought the way they did.

And even within a doctor organization where it's science and math, like, there were like four, six, like groups of different people seeing the world differently and like what mattered to them.

And that really affected hair because if they were trying to tell someone why it was important to immediately do this thing, but the person hearing it wasn't their. Their key things were not being checked off. They're like, I'll do that later. And so anyway, it just blew my mind.

I feel like, wow, there's so much opportunity to help and it just wouldn't even. Wouldn't be that long. It wouldn't take that much money. So that's kind of why I find it really interesting in healthier space.

Jaclyn Strominger: 00:30:01

It's true because a lot of times people don't look at physicians or even sometimes I'm going to put attorneys in sometimes.

Francie Jain: 00:30:08

Yeah, that's another good one.

Jaclyn Strominger: 00:30:09

Yeah, there's, you know, they see things through a certain lens and then when you switch the lens they're like, ooh.

So it's like helping them see things through those different lenses, you know, and how, how they can not, you know, they are in a position almost like to be telling like you've got this or you need to do this, but you need to almost like, you know, take it from the standpoint of the, of the person that's sitting in front of you.

Francie Jain: 00:30:43

Right, right, right, right, exactly. And I think that's the thing. I call it like the engineering brain.

I think when you are very clear about the steps to success, it seems really obvious that there are sets of success. But you know, there, there aren't many like things between humans where there's like one right way. Right.

You know, and so I think that like to, to step out of that for a moment and realize like, yeah, you might be the leading brain surgeon in America, but that doesn't mean that this person over here doesn't have great ideas about like, you know, how to wash your hands.

You know, I mean they're, they're, they're just like, there are all these ways that like people see the world differently that I think help each other. And so I think that like that's this interesting opportunity, I think for the health, the healthcare space.

Jaclyn Strominger: 00:31:30

Okay, so, so, so step is one step is, is working with, you know, the blue collar, right?

Francie Jain: 00:31:38

Oh yeah, that would be cool. Yeah, that'd be cool. Yeah.

Jaclyn Strominger: 00:31:41

And so what's it, what's, what's the second step for you?

Francie Jain: 00:31:44

Oh, oh, okay. I will say. Okay, so in terms of like the steps, what I have to do to be more successful, I'm telling you, I'll tell you right now.

So I'm doing this whole like focus of really reaching out directly, like one on one individual emails and calls and like warm intros to C suite people at for profit hospitals. And so that's kind of what I'm working on. And I think, because what I realized is this is not a, a spray and pray type product. Right.

I think it's something that you really have to understand.

And I want to speak to thoughtful people and have thoughtful conversations and I'm not like trying to sell them on any one thing but just really open up the aperture or let them realize that like this exists. And so it's a little bit of education as well too.

And so for me I really have to, so Basically I have this whole like, like elaborate idea about understanding who's hiring the most and doing some work on like staffing websites and stuff like that. So that's like my next big step is to really just start to do a lot of work to, to see on these staffing websites who's hiring the most.

And I come up with this like idea of like who's hiring the most as a ratio of like their total employees because I feel like that would show you who's like in under the most pressure. And so I think that's really interesting to me and I need to focus on that. I'm very close to being inbox zero. That's another step I really want to.

I have two emails in my inbox right now and I'm like so excited because for me it also feels like a blank slate. Like I feel like I can like do things when I don't have to dos and sitting in front of me. And so I'm really trying to get rid of my to do's.

So as I said, those are the main things. You know, I've been doing a lot of like one on one networking with people and trying to make intros and I love that.

That to me is like a perfect use of like my sort of brain. And so I love sort of being like, you know, helpful and just like generous with people with introductions.

And so I've been doing a lot of that and I always want to try to follow through on that as I prioritize those as well.

Jaclyn Strominger: 00:33:58

That's awesome. That's really, really great. You know Francie, I could talk to you for absolute hours.

But so, but how can people get in touch with you and learn more about you and your company and getting involved?

Francie Jain: 00:34:11

Yeah, yeah.

So Tarawatt Co is our website and we have a get in touch page and that can either take you to set up a call with me or you can also just join our newsletter. Our most active social media is LinkedIn. I'm pretty active and then the company is pretty active too. Those are the best ways to find me or engage.

And we have some other smaller social media but it's a little bit sad. So those are probably the main ones.

Jaclyn Strominger: 00:34:36

Okay, well absolutely fantastic. So leaders listening to this, you heard this, right?

We are talking about using coaching to really help grow your team and to actually create great happy people and employees in your fold so that you have long standing growth and have great, you know, results and increase your bottom line at the the ROI is you know, happy people make a happy company, which makes for a growing company. So I want you guys to all connect with Francia. Connect with her, learn about her company. Engage.

And remember, if we can do this and make better leaders, if you can become a better leader, you will not only have an unstoppable company, but you'll have unstoppable employees. So if you have gotten any great wisdom out of this, which I'm sure you have, hit the subscribe button.

I am Jaclyn Strominger , your high performance coach and the host of Unstoppable Leadership Spotlight. And I thank you all for listening, and thank you, Francie, for being an amazing guest.

Francie Jain: 00:35:50

Thank you, lady.