Podcast Ep. 70 – Unleashing the Power of a Generation—Gen Z
Larry Olsen October 5, 2021
Hannah started out her entrepreneurship at age 12. She enrolled in college at age 14 and graduated with a degree in international business at age 18. Now, as a 23-year old Gen Zer, she has consulted businesses from start-ups to Fortune 500 companies and is on a mission to help leaders leverage Gen Z talent as a competitive advantage and build #RadicalEmpathy in the workplace. Learn how to tap into this incredible generation and find out more at: https://www.hannahgwilliams.com/
MSP Ep 70 Hannah Williams.m4a
Larry Olsen: Welcome. I’m Larry Olsen, and what’s on your mind? Once set, it delivers your life. To change the outcomes we want, we must change the plays we’re running. Join us at Mindset Playbook with Real people – Real talk for Real insight.
Narrator: Today’s episode is sponsored by Aperneo, An Achievement Acceleration Company, whose approach to professional development enables clients to gain insights and perspectives to live, work, and engage with more success.
Larry Olsen [00:07:17] Welcome to Mindset Playbook, where it’s all about habits, attitudes, beliefs and expectations and their impact on our behavior as well as our life. Our guest today, by my definition, is quite remarkable, and I’m sure this interview will bring that out. Hannah Williams’ story began in a blue pickup truck when her father handed the 12 year old Hannah the phone and asked her to close a deal on some investment property at 12 years old. After this unexpected introduction to the world of entrepreneurship, she found herself thrust into a climate of innovation, challenge, and opportunity. She enrolled in college at 14 and graduated with a degree in international business at 18. Now, as a twenty-three-year-old Gen Zer, she has consulted businesses from startups to Fortune 500 companies and is on a mission to help leaders leverage Gen Z talent as a competitive advantage and build the radical empathy in the workplace. You know, Hannah, the listeners out there have dealt with most of them so many different generations. And one style does not fit all. What I would like you, if you’d be so kind as to what are the best ways to communicate and where is that the Gen Z is coming from? Because they’ve certainly had a different start than the generations that came before them. And that also relates to business and just our everyday lives. But I’d be fascinated to hear your take on that being as Gen Zer yourself.
Hannah Williams [00:09:25] Absolutely, Larry. Well, let’s just dove right in. Big question right up front. I am so glad to be here, Larry. And as you can tell from my story, I hope that in everyone who’s listening in your mind, you’re just thinking, oh, my gosh, who is this next generation? Because if you had parents like my dad, which is actually not very uncommon for a Gen-X parent to do what my dad did to me as a Zer when I was 12 and hand me his cell phone and say, hey, Hannah, you’re going to close this deal. To have that type of interaction is not very uncommon in my generation. And so, I hope everyone who is listening is fired up a little bit to learn about Generation Z. So, to answer your question, Larry, I am a Gen Zer myself. I’m twenty-three. And for the past five years, I’ve had an incredible opportunity to work alongside some other amazing leaders and consultants and really get to work in many different industries. And what I have found is and I actually had to find this out myself because I was grouping myself into the millennial category until just a few years ago when I was sitting around a bar after a long training day, I was like 18 years old. I’m sitting at a bar with a bunch of Boomer and Xer leaders. And we had a long training day. I’ve been teaching at a conference. We’re sitting around this bar, everyone’s exhausted and I’m sitting there with my little sparkling water because I can’t drink. And so, I’ve got my little sparkling water. And everyone is asking me, what’s the problem with you millennials? You know what? Why do you think you can be VP the week after I hire you? And why do you want six months of paternity leave as soon as you come on? And I found myself asking the question, why am I not resonating with these statements and these challenges? So, I went back at age 17, 18 and 19 and started doing my own research and then went out and spoke with hundreds of Zers all across America, but actually many in India and the UK and Canada as well. And I found that there are some very, very surprising distinctions between millennials and Gen Zers. So, in answer to your question about communication, let’s jump straight in. We can get to some of the heart of Gen Z and why this is such an important conversation, many listeners might be tempted right now, I don’t know, Larry, if you find this, but you might be tempted to go, “oh, no, not another generation”. We have to talk about that same thing under the sun. There’s nothing new. And we’re going to be talking about another generation every time it comes. And I ask you to consider a couple of things for a second, if that’s the approach that you’re listening with. So, while Generation Z is definitely a new generation in terms of, we always make fun of the youngest generation, we make fun of the older generations, I guess you and I, Larry, fallen on different sides of that spectrum right now. So, you know how all the stereotypes go. (Larry: You bet.) But to get to your point, what we need to have a conversation about more often in the workplace is that not only are we talking about a new generation that is coming up, which is Gen Z, what we’re talking about is actually radically different. And the reason I say this is that Gen Zers are actually not just a new generation, but a new category of human being. You’re probably shocked when you hear that. So, let’s unpack what this means a little bit. So, in the workplace right now, there are five generations and anyone above age thirty to thirty-five, it depends on when you were raised, could be considered a native analog, which means that, of course, the world around us is the first experience. Right, a face-to-face conversation, a trip to the beach. Those types of things are the first experience in your life. But Gen Z is different. We are the very first generation in history that is natively digital. We are native digitals. Now, what I mean by this term is not what you initially would come to mind. So, you’re probably familiar, Larry, as everyone tells me. What’s the stereotype you think of when you think of Gen Z? It’s probably a bunch of kids sitting around a table. Everybody’s on their phones. No one’s communicating or talking with each other. And while that image may be true in a lot of respects, when we say that a generation is native digital, what we’re saying is that their first experience, my first experience of life is not an analog one. It is a digital one. So as an example, when my family, I actually have six younger siblings. So, my youngest sister is six, six years old and I’m the oldest at twenty-three. So, my family is a little different. But when we travel with other families, with similar aged children, we go to the beach or to the mountains or wherever we’re traveling. You’ll find any given evening a bunch of those Zers sitting on the porch. They might be feeling the nice weather, but they’re on their phones. And of course, all the native analogs are coming up like, OK, come on, Joe, you got to get out there to the beach. You actually experience the waves and what not. And what I had to what I have to communicate to leaders and help leaders understand is that this generation, for them to get off their phone, even though they’re on vacation, is actually taking away from the experience happening digitally to have them go physically experience it. The digital experience is the first experience and the most prioritized one for my generation. So that’s why we’re talking about a new category of human being. It’s the first time in history that the actual world that a generation approaches the world through is not the physical world that we’re in. So, this is a long-winded answer to your question, Larry. I will dove into the implications for how this affects work. But I’ll pause for a second because I know we want to chat about it.
Larry Olsen [00:15:52] Yeah, I think candles are what people are looking for. And this inability for my generation, for instance, who a good time was to go out in the neighborhood and play kick the can or something as our kick is that. And yet when the computerization missed the game came out when my children were younger. I could understand why go out and kick the can when I can discover new civilizations? And interact with them and in it, it kind of frightened me at first, but it also fascinated me. So to imagine coming up with that from birth to being rolled around in a stroller and you got a laptop in your hand and you’re not really seeing what’s going on around you, but your parents want a little exercise. So, you know, you’re experiencing that some way. I think the question I always get when I’m presenting is it’s and now will change this. But it was how do you how do you find out what a millennial wants anyway? And I hate labels because I think they create preconceived notions and more often than not, they’re incorrect. But I said Ask them. You know what? What’s driving them? What are they interested in? What are they curious about? And I think that’s what I’m attempting to peel the onion with you, is you’ve got those that want the natural experience, which you call analog, and those that are digitized almost to the A.I. kind of. I guess comes to mind as far as is relating to that, and that can be frightening, and I don’t think people should be intimidated by one another. I think they should be open to learning new experiences. So how do we best go about doing that when we already have these preconceived notions?
Hannah Williams [00:17:54] Hmm. I love this approach that you’re taking of At least what I heard you say, Larry, is you’re imagining what it would be like to be a Gen Zer as a way of of empathizing with them and then asking us what do we want? And that is certainly having an open mind is the first step to this. But to dive a little bit deeper into what I see as being bridgebuilders between the generations is that my generation and we make it into this a little bit is a bit borderline narcissistic. And I actually had to coin a term in my book that just released, which I don’t know if you’re going to be releasing this on video, but I, I brought a copy because I’m so excited it just came out. But I talk about. (Larry: Congratulations!) Thank you. So, I talk about in the book, I had to actually coined this term to describe how Gen Zers approach life because of that digital experience. And the term is “Narcis Story” so when we talk about Gen Z, because of the technology that we’ve grown up around and because of the way that our parents raised us, we, until we mature, have come to a point where our individual focus is so excruciatingly obvious that it has become borderline narcissistic. And that’s the only way I can describe it. Gen Zers might hate me for saying that, but it’s true. And of course, anyone listening might be thinking, well, isn’t that isn’t pride or self-centeredness a something every generation struggles with? And yes, absolutely. But for Gen Z, it takes on another level. So, because we have from a very early age, been able to create personal brands or personal stories online, we have become self-centered not only in our pride or our self-indulgence, but also in the reputation we portray to the world. So, in talking about bridge-building, one of the things that is a huge red flag, a ding, ding, ding alarms going off for a Zer is if an older leader approaches us and thinks that we have less to offer because of our age. Now, what I’ve seen time and time again in organizations that I work with, and consult is that older leaders have a tendency based on experience and reputation, which is a good assumption that the Zer coming in or the student coming in has less experience and less wisdom. And that is absolutely true. And I can say that as a Zer myself, that I don’t know what it’s like to be you, Larry, or anyone else who has gone before me. And I recognize that I’m standing on the shoulders of giants. But what many of my generations see as a red flag is when an older leader doesn’t respect the unique perspective that we bring. So, here’s the distinction and what I think could be bridge builders is that each generation needs to recognize the value that the other one provides. And I think that’s where a lot of older leader’s stumble, is that they don’t recognize that their customers, their employees are Zers. Those are the future. So, if they choose not to listen to them in terms of what might be a good market shift or a new category design or a new way of thinking, they’re missing out on their biggest competitive advantage that they could have. By not listening to those perspectives.
Larry Olsen [00:21:30] They’ve joined the dinosaur revolution. (Hannah: Exactly. Exactly) Do you know the dinosaurs, right?
Hannah Williams [00:21:36] Yep. And it’s going to happen to every company. I mean, we all, of course, the age-old examples of all the companies that have fallen out of favor because they didn’t change. And I would say the biggest cause of that, of course, wasn’t the economy or the market shifts. It was the lack of leadership listening to the younger generation they were able to hire.
Larry Olsen [00:21:58] Well, let’s talk about that for a sec, because it’s easy for any listener to say when I was young, I felt a disadvantage of being interpreted as young and not have anything to offer. I think there’s a commonality there. I think, though, when you get into this mindset that they’d rather be on the phone, they’d rather be in the digital world than participating in the socialization and the interaction of others. That becomes a stereotype and it’s in it. How does a leader now approaching this Gen Zer who may be on their phone or maybe on their computer and doing great things, but the perception is there they go again? How do how does one respectfully engage without interrupting, without discounting the fact that they’re making a vital contribution for our future in that moment. And we need to appreciate that. There has to be a skill set and some tools that we can provide these leaders so that they don’t become a part of the problem because they want growth, they want innovation. They don’t want to be left behind either. And they need to use in the millennials to assure that doesn’t happen.
Hannah Williams [00:23:26] Let me let’s hone in on that one scenario. So let me make sure I understand. So, if a leader is approaching a Gen Zer, what is the situation? Are they concerned that the Gen Zer is on their phone or their laptop and they’re not working like they should? Like what is the concern from the leader?
Larry Olsen [00:23:45] I think in all the consulting and in my own business on teaching leaders how to communicate better and what listening really is and that each one has their own story, they would not approach with a preconceived notion, even though they may be biased by it, from experiences from the past or trying to get their own children’s attention at some point. And so, they bring that mindset into that situation, which is unfair to the individuals on the computer. But if they take that out now, I think there’s a tendency to I don’t want to interrupt. I when it when can we have a conversation? You follow me because they’re either on the phone or they’re on the computer. And it seems rude to break into that. And so now we have to create. Now, it’s one thing if we create the culture together and we sit down and we set up what the parameters are and how do we get along and how do we interrupt and how do we respect one another space. But that not having taken place in most organizations, which I’m sure is a lot of the work that you do as well out there, has helped them with that. What would you share with me on approaching someone who seems to be involved in something that I might perceive as not a lack of productivity, but just, you know, Hannah, I don’t want to interfere with your space, I want to make sure I create an environment where you can flow and thrive. But I need to talk to you now and then and so how do you suggest I go about doing that?
Hannah Williams [00:25:31] Ok. I have more context now. So, let’s back up a couple steps, because I know this is a situation that happens extremely often within organizations. My first suggestion would be for any leader who is coming from the native analog generation, don’t be timid. Gen Zer maybe we may be on our phones. But like you just described, Larry, phones or laptops are literally an extension of our limbs. So, for us to be using them, that’s simply it’s simply us getting productive work done. Now, we’re going to assume for the sake of this conversation that nothing’s happening, like your Gen Zer is just checking a bunch of social media. They’re a bad apple. They’re not working anyway. We’re going to cut those people out because that’s usually not who we’re talking about.
Larry Olsen [00:26:19] Exactly.
Hannah Williams [00:26:20] So let’s talk about the Zer who is likely being productive. But a native analog might have difficulty approaching them. So, again, the first tip would be, don’t be timid. If you’ve built a relationship with someone as a leader and you’ve taken the time, which, as I know you just mentioned, many leaders haven’t. And that’s certainly what I see. But if you have taken the time to build a relationship with someone, they’re not going to assume you’re invading their space if you need to address them. So, I would say don’t be timid. But then that leads to the second point, which would be build a relationship if you take intentional time as a mentor to get to know that Gen Zer’s perspective on why they use technology the way they do and why they are maybe making suggestions for better ways that the organization could perform or use better efficiency methods, whatever those things are, then you will already have that Gen Zers trust and respect if there are any human being worth your time. So, don’t feel afraid of invading their space. But at the same time, the third point would be that if you can recognize that, that someone coming from the digital world, if that phone is an extension of them, then you can approach it and say that approach to the Zer and simply say, hey, we need to have a face-to-face conversation. And if you want to do that over Zoom, that’s fine. If you want to have it in my office, that’s fine. And set up weekly or monthly, whatever, whatever level of leader you are in the organization, set up weekly times and set up expectations with them of what they have to prepare for that meeting. What you want to talk about that way, you’re giving mutual respect to that Zer and saying, I value your time. So, I want us both to have an agenda before we come to this and have a conversation. And fourthly, Larry, what I would say is and this may surprise a lot of folks, but since Gen Z is a digitally native generation, we are actually starved for human interaction. You can think about my parents. My grandparents tell me that it wasn’t uncommon for them after school to pass by their neighbor Patties and have a piece of apple pie and sit on the porch and have a conversation that really does not happen much anymore. So, for Gen Zers, when we are on our phones and our laptops all the time and we’re playing video games and we’re in different worlds, we actually crave interaction. 74%t of Gen Z actually says we prefer face to face communication in the workplace over digital methods. So, if you’re a leader and you’re listening to this and you’re from the analog generation, your Gen Zers are starving for time with a mentor. But here’s a careful distinction. What you and I are doing right now, Larry, over Zoom, this is the same to me as an in-person meeting is I can accomplish just as much with you over Zoom as I can sit in person. So, when you ask when I say 74% of Gen Z prefers in-person communication or face to face communication, this could be what we mean, having a conversation online but actually communicating instead of doing it over text or over email. And that is actually different, statistically different from the millennial generation that still prefers email and text and other types of communication over an in-person or face to face meeting.
Larry Olsen [00:29:59] You know, I’ve heard that stat before in it, and it’s interesting because I think sometimes there is that there’s a feeling that they aren’t skilled at sitting down and having a conversation, so you start to feel like you put them out of their comfort zone by asking that. But the statistics say 74%t of them enjoy that and would like to have that. You know, I was one of the parents that did a stupid thing when I took my phone away from my daughter is like three days. It was an eternity. And she no longer was able to connect with the world and know. And I was just thinking, that’s not right. That’s not your you’ve got these people there and you’re one there’s one right over there. You could walk over and talk to him. And I think I think I recognized as I got older what a rootless thing I had done. And because I just because I did not identify with that as there’s so many other things that she could have done with her time. And then I realized, no, there wasn’t. I mean, it’s almost like they’re Avatars, if you will. And they and I think there’s some jealousy about that, perhaps with other generations. Because they feel sometimes. Neglect, not neglect, but being used by all these meetings and having to sit down with someone and have these conversations because it interferes with all of the things that they could accomplish. So, there’s all these little agendas going on. And what’s so refreshing about listening to you is, is your intelligence, your good listener. and all I would need as a leader and I and I maybe this is some advice for Gen Zers is give permission to your leaders to talk to you, to break in and say, is this a good time? Maybe that side has to come into play as well. Because it doesn’t sound to me based on what you’re saying, that if a Zers is on the phone and working on the computer, they’re not likely to say, you got a minute?
Hannah Williams [00:32:24] Yeah, no, well, OK, first of all, the fact that you were you’re willing to say I did the bad mistake of taking away a phone, that’s huge. If every leader could recognize oh, gosh, I made that mistake with my kid. And I didn’t realize, you know, that by doing something like that that I’m taking away from what is truly is their life. Actually, right after we get off this call, Larry, I’ve got a call with a wonderful other Gen Zer that I met in India. She’s a student in India. We’re going to chat on WhatsApp. I’m going to grab coffee afterwards like it is. This is the interconnected world that we live in today. And the fact that that we, as Gen Zers are in this different sphere, like you’re describing in a different zone, in a way, the fact that that is happening, I want to say, is massive, a massive opportunity for every other generation. And I know it’s a lot of change, but what person from your generation, Larry, wouldn’t want to have the flexibility to not have to be in an office every single day for a certain number of hours? what person from your generation wouldn’t want to have task-based work where they finish it? They can be on vacation for three days or have a long weekend.
Larry Olsen [00:33:42] You can actually finish something. (Hannah: Exactly.)
Hannah Williams [00:33:45] I mean, those types of things that Gen Z is bringing and that we’re focusing on the talent market are beneficial for every person, every generation, not just for Gen ZE. And like you’ve described, it’s the companies who don’t know how to approach or maybe are timid with how they approach the new generation or the new way of working. It’s the companies that are timid or don’t decide to act who are going to be irrelevant. So sometimes it’s just having conversations like this where we can have a generational dialog between two very different generations and come to common ground. That’s what we need more of.
Larry Olsen [00:34:25] Well, because we all want to be successful in the moment. Know I mean, put mindfulness aside, we don’t live any place other than this moment right now. And if we continue to bring old moments into this moment, nothing’s ever going to change for us. You know, the fact that Hannah, that I realized the damage that I had done, you know, she’s almost 30 now and she’s forgiven me. She probably doesn’t even remember it, but it made me skittish. it hurts so bad that it made me reluctant to interfere when I saw someone on the phone or I saw a younger person so involved and so ingrained in what they were doing, that side of me was, hello, I’m in the room. And the other side of me was. How do you feel the last time you barged into something like that and tried to put your world, your analog world on theirs, and I think you’re going to do a lot of wonderful, sweet intervention because I think that’s where it needs to be done? We think we’re still above it and so smart and that we can handle anything that comes upon us. But when we’re talking, interacting between generations, I couldn’t relate to my parents. I grew up in the 60s and it was a traumatic time politically. And we were just being exposed to things and not at the level that you were brought up with, but. I couldn’t relate to people that were older. I mean, there were so out of touch, and I think with our digital world now, it’s so much more important that we get back in touch. And that’s why I wanted to have this interview with you, is help us do that. And, you know, for the sake of time, which because I think I could talk to you for hours and our audience would love every moment of it. What are some of the takeaways that people can put into place now, either with their children or with the people that they work with when there is a generational gap going on?
Hannah Williams [00:36:46] I love this question because if we can get practical about this, we can change literally the future of work one conversation at a time. So, my first tip to any leader doesn’t matter if you’re from Gen Z and you’re already in a management position or if you’re from the, you know, even about to retire. The best thing that you can do is to have an attitude of reverse mentorship. So, what I mean by this is that the mentorship concept has been when people think of mentorship, that the definition that comes to mind is that an older, more experienced person is able to extend the rope down to a younger, less experienced person and help them climb. And what Gen Z is saying and what we’re bringing to the table is this idea that every generation has a perspective to offer, because that is the way the world works now. So reverse mentorship looks something like this. Instead of an older leader deciding to take on a few younger people to mentor instead, if an organization can structure reverse mentorship opportunities where the older leaders involved and the younger students, brand new employees, whomever it might be, the category of people that are selected come to the table in a conversation. Whether they meet once a month or once a quarter, they can meet over Zoom, they can meet at a coffee shop, whatever works when they come to the table. The questions that they both prepare for the other person have to do with generational perspective. So instead of the younger generation having to come in with all the questions and the preparation for the older mentor, have the older mentor also come in with questions for the younger mentor, and if they can spend half the time each asking each other those questions, they’re going to begin to build rapport with one another, cross organizational rapport for companies that do it well. And that, of course, builds bridges and improves retention for an organization, because the more people, as you well know, Larry, you know, the more people that you can know outside of your own department, the more spider webs are built and the more you want to stay with an organization. So, if both parties come to the table, do this with anyone listening, do this at your next mentorship meeting. Instead of expecting the student to come with all the questions, reach out to them, send them an email or text after this. If you finish listening and just ask them, hey, next time we meet, I have a list of questions I want to ask you about what we can do better or how I can approach you from your digital perspective or what you need from me. And if you guys can have those questions together, you’re going to build incredible relationships that are so far stronger than the traditional mentorship setup. So that would be a really practical step. I would advise anyone to take
Larry Olsen [00:39:56] You could call those generational dignity meetings. (Hannah: I love that!) Right. Where you can use that if you like where we are now, because you know, everything you’re sharing now is it really crosses generational gaps. (Hannah: Yes.) it’s about caring about one another. And that old adage, people don’t care what you know until they know that you care has it’s invaluable to make sure that we’re not missing out on what each other have to offer. And that’s what happens. We create these definitions in these labels. And you have you are absolutely fascinating to share with everyone, because I know when I put my first book out, how thrilled I was and yours, I think is going to be a real groundbreaker share with everyone the book and how they can go about getting it.
Hannah Williams [00:40:51] Yes. So, I just came out with this. It’s so exciting for me. It’s called a Leaders Guide to Unlocking Gen Z. And I actually had the opportunity to interview Mark Miller, who’s second in command at Chick-fil-A, I one of my good friends, Christopher Lochhead, who hosts the following your different podcast, he has read and reviewed it. So, it’s really taking off. And I’m excited about that. But you can get it. And I actually, Larry, I created a unique link for anybody listening to this podcast. So, if you just go to HannahGWilliams.com/mindset playbook, then you can get the book. But there’s also on there a resource that I call the pulse check. So, if anyone’s listening to this and they’re thinking where in the world do I start? Because there’s so much to know about Gen ZE, how do you attract us? How do you recruit us, retain us and lead us? Then that pulse check will give your insight into what you are probably already doing fairly well and then where you would need to improve. So, I would recommend that to any listener who is engaged in this and wants to know how do I get more Gen Zers in the door and be on the forefront of attracting them. Because we all know that the companies that react to these five or 10 years down the road are going to get the leaving’s the companies that really act on this are going to get the best and brightest talent. So that’s a quick resource to use. And then, of course, you can order my book right off of that link. So again, it’s HannahGWilliams.com/ mindsetplaybook.
Larry Olsen [00:42:33] Beautiful, beautiful. Well, I thank you for your time and you’re all the research that you’ve done and your incredible entrepreneurial spirit that you have and your attitude is infectious as well. So, I appreciate that. I know our listeners have and I want everyone before we leave to recognize that all of us want to be understood, no matter what age, no matter what generation. And we don’t want to be understood because we have a problem. We want to be understood because we have something to offer. And I think if all of us recognize that and listen to what Hannah has shared with us, I mean, she is just kind of share the tip of the iceberg and there’s so much more information. You’ve got to get her book, because no matter whether you’re in business or not, anything you can do to get a bit of an edge on becoming a better communicator. You build networks and you build bonds, and you create an opportunity to really make a positive difference in the lives of those you come in contact with. And that’s what Mindset Playbook is all about. And that’s what Hannah has offered us. So, Hannah, any last-minute things you’d like to share with our audience before we say goodbye,
Hannah Williams [00:43:49] I’ll leave you with one parting thought. And that is any leader who’s listening to this from the native analog generation. I want to thank you in advance for putting up with all of our shenanigans and know those things that that you might interpret as annoying or whatever. Yes, many of those things are. And I just want to say on behalf of Gen Z, until we mature and until we figure out what it’s like to be in the workplace, you know, be patient with us, but we’re really grateful for you. And the more you could extend your helping hand down to us and that we can bring you up and into the future, the better the whole future of work is going to be. So, thanks on advances Gen Z if you don’t hear it from your own Gen Zers.
Larry Olsen [00:44:31] OK, that was wonderful. Very well put. And thank you so much. Thank you for taking the time to listen to us today. And remember, wherever you are, you’re exactly where you need to be to make wonderful things happen. It’s a choice. Choose it. Thank you again. And it was absolutely a pleasure.
Hannah Williams [00:44:50] Thanks, Larry. Same to you.
Narrator: Thank you for listening. If you’ve enjoyed this episode, we ask that you please subscribe and share with your friends and associates. Networking is what it’s all about in growing your business as well as your friends. Larry’s next guest is the ultimate expert in the field of networking, Kim Marie Branch-Pettid. She is the driving force behind the world’s largest privately-owned business networking organization, as well as the owner of LeTip International, Inc. Listen with Larry as Kim Marie gallops into your life, and you’ll understand why her mile-wide smile engages all who meet her.
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