Even the best leaders feel weary at times. After all, they’re only human and the demands of leadership can sometimes be very taxing physically, mentally and spiritually. In the past people would talk about balance, but it has become clear that balance is not so something that’s achievable or even desirable. What you should look for as a leader is integration – that sweet spot where your conditions of satisfaction are met and where you’re aligned with whatever your ultimate goals are. Dr. Tracey Jones brings in a unique guest to talk about this and other leadership concerns in this episode. Tricia Benn is the Chief Community Officer of the C-Suite Network and the General Manager of The Hero Club, an invitation-only membership organization for CEOs, founders, and investors.
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Tricia Benn - Leaders On Leadership
My guest is Tricia Benn. Tricia is the Chief Community Officer of the C-Suite Network and the General Manager of The Hero Club, an invitation-only membership organization for CEOs, founders, and investors. As an officer of these organizations, her mission is to build the platform and community that accelerates the success of C-level executives, owners, investors, and influencers. She is a leader in creating an executive community of collaboration based on integrity, transparency, and measuring success beyond numbers alone in what we call The Hero Factor.
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Tricia, I am delighted to have you on the show.
Tracey, I am so thrilled to be here with you and have this time together to dig in. I love it.
Thank you so much and for our readers out there, you guys have heard me talk a lot about C-Suite and Tricia was my first connection with that. She's the CEO for the organization and she's doing a phenomenal job. You've heard many of the leaders on this show talk about, “We need to have our tribe that helps us moving forward.” I cannot wait to hear all about how you've done that because I know you're going to be a wealth of insight for our leaders.
I'm so excited to share. How we do that in the community to build great businesses gets me so excited and inspired every day. Every one of us makes that difference. The contribution you make makes it great.
That's so encouraging because we're going to talk about some tough stuff. There's the fun side of leadership and there's the tougher stuff but that's where you separate the sheep from the goats kind of thing. My dad wrote a speech many years ago called The Price of Leadership. He was pragmatic, experiential, and real. He grew up in the trenches. He talks about that there are four keys, four things that you are going to have to be doing as a leader to truly be paying the price of leadership, and not be a leader in name only. The first one he talks about is loneliness. We have all heard that term, “It's lonely at the top.” Can you share with me for our leaders out there what loneliness as a leader means perhaps when you went through a season of that, and a word for our readers that they may be encountering that now?
Loneliness, for me, is an interesting concept. All of my life, I would do the studies, the Myers Briggs, and things like that, and I come up barely on the extrovert side. I always thought that's complete nonsense until I got married to an extrovert. At which point I discovered that I do have a strong introverted side. Loneliness for me is a different concept. I don't think about being lonely. I seldom feel lonely. For me, it's about where I need to be alone, how I need to be alone, and how I create space for myself. It's quite interesting. I don't conceive of it as being alone because partly how I am and how I play both in the extrovert and introvert sides of my life but also, I am so fortunate to lead a community where it is all about giving back, how do we align shoulder to shoulder and how do we serve.
When I think about loneliness, I think about where I need to stand how I take care of myself because I am on a mission that's critical. It is and what will feed and fuel successful not only businesses, but communities and our leaders that we serve, executives, business owners, investors, and influencers. These are all the people that all of our communities rely on. I seldom feel in any way lonely. I feel a tremendous sense of responsibility, need, and desire to serve and have that greater impact. I serve the people that have the most impact. Should they take on that responsibility? It has meaning for them and that's those are the people that we attract like you Tracey into our community.
I love that you talked about when you're giving and serving. You said that it's tough to be alone. Typically, if we do feel we're alone, I tell people, “You're probably withdrawing a lot more than you're aware of.” I don't know if it was Ken Blanchard or Zig Ziglar that said, “The best way to get what you want is to help enough other people to get what you want.” It’s that service mentality, but what you said about creating space and taking care of yourself leads us to the next price of leadership, which is weariness.
When you're out there making this all happen, it's joyful work, but it's taxing and we're mere mortals. Can you share with me how you combat weariness and how you stay refreshed? I love that you talked about creating space because as a leader that's essential. Even if you're the 100% extrovert you still got to have some time to replenish but can you share with us what that means for you and how you stay on point and in top fighting form?
For me, weariness is definitely one that you cannot avoid. When you are a leader, you don't get to be a leader because you get to deal with all the wonderful things every day. You get to be a leader because you're solving the biggest problems every day. Weariness is a huge challenge for all of us in one way or another. There are a lot of concepts that people use and instead of fueling a sense of rejuvenation in our lives, or the things that we need as individuals to keep ourselves healthy and moving forward, they create another bar, measure, or metrics that we don't meet up to. The balance of life.
I challenged the concept. I don't believe there's balance. That's nonsense. There's no such thing. What is balanced in your life? If you look at it, it's a wonderful concept. For Gen X-ers, it was a beautiful concept. to say to the Boomer generation, “If we fuel something other than how many hours this person has their body at a desk, we might get more production out of them.” The sense of balance was a valuable tool. In today's day and age, it is not useful. I don't think there is such a thing as a balance between technology.
When you look at COVID, certainly, our lives have changed extraordinarily. What balance? It doesn't exist. I believe in integration. I believe that looking at ourselves, and everyone we are working with, leading, supporting, and looking at what that integration looks like? One of the tools that we use all the time in C-Suite Network with our teams and our partners is what are your conditions of satisfaction. This is achievable. I can't achieve balance. That's ludicrous. If I'm building a business, I'm traveling that day, or I'm on vacation, I can't. There's no such thing as a balance that day but I can take my life as integration and I can look at what my conditions of satisfaction are.
Combatting Weariness: Measuring yourself using ridiculous frames of judgment is a way to tie your legs and arms together and try to run a race.
My conditions of satisfaction can be met on any day, no matter who I'm with, what I'm focused on, what city I'm in, or what my primary goal is for that day. A specific example would be one of my conditions of satisfaction. It’s reaching for my great every day and helping everyone I touch to get to their great. There is so much encompassed in that for me. I love what makes people great and that's different from what makes me great and I love that so much. That is one of my conditions of satisfaction. It doesn't matter what day of the week, who I'm with, or what my agenda says, I can meet that condition of satisfaction. We, as leaders, need to be looking at that weariness question from the perspective of how do we integrate our lives in a meaningful way where our conditions of satisfaction are being met and we're aligned with whatever our ultimate goals are.
I love that you said that because balance implies a tipping point. If more of this then this has to fall off. I have people who work with me. They're like, “I can't sacrifice anything.” It all has to knit together. I love that you're not so dichotomous about this or that. A win-win means you weave everything together and every day is a different context. You may need to spend more time with your family, you may need to spend time with an ailing parent, or you may be able to go full throttle and strategize and drop off the grid for two weeks. I love that you talked about the conditions of satisfaction. That's beautiful. That we can achieve because you're right. Balance is a myth.
It's a myth and also, we have to treat ourselves well and artificial goals using ridiculous frameworks of judgment are useless. They're worse than useless. They're a way to tie our legs and arms together and say, “Try to run the race.” It's ludicrous. As leaders on the wearisome pillar, you have to be thinking of how you are caring for yourself to be able to run that race and be conscientious about what metrics you're going to use to aim for and judge by.
In a plane, if the oxygen goes off, you have to put on yourself first, you don't put it on everybody else, because you have to take care of yourself first. I love the term frameworks of judgment. Is that powerful and tying your hands and legs together? That's loneliness and weariness. The next thing my dad talked about is abandonment and he would say, “Tracey, we work more on our failure than our success every day, because we're not focused on what we need and ought to focus on instead of what we like and want to.” This is tough especially for FOMO entrepreneurs like us. I can juggle a thousand ideas a day, but we shouldn't. What does abandoned mean for you and how do you stay abandoned and focused on what you need to focus on?
This is something that I am mission-driven. For me, it's all about the goal and letting the ego go as much as possible, and fueling the growth, innovation, and focus against the delivery on that mission from everyone in your organization. I have been focused on my team using simple diagrams with my hands. We are a fast-growth organization. That means we need to be innovating like crazy to pull our growth up as fast as we want to see it and we need to be filling in with our infrastructure to support what we want to keep. What we don't want to keep, we need to let go off of as quickly as possible.
The piece of what we focus on, I like to create as much space as I possibly can for everyone on the team to take leadership in how we innovate and how we test things because that doesn't cost anyone anything and you explore and discover things that would take months or years to get to. When I think about abandonment, I'm thinking about testing and not having any ego attachment to what doesn't work. We have some great examples that I can now use as frameworks for the team to understand quickly what I'm talking about when I'm pushing in a different line of our business.
Can you tease that out or unpack that when you say, “I got the goal plus the innovation plus the infrastructure minus the ego,” but when you say test it, explain how you've done that and how you've seen that work out?
This is beautiful because it ties into how we met. The origin story of Celebrate. Celebrate was the event that we met at and where you and I were introduced and it is wonderful. It's beautiful. I have met people that I absolutely feel are part of my family through that event that I never even would have met let alone had that sense of belonging and closeness with. It has been the event that we've brought in the most number of members. We have tremendous participation and it's a Friday evening. There's nothing we've done in person or virtually that's been as successful as that event for us. The thing that's interesting about that is we launched that on April 17th, 2020. We were grounded in terms of flight and our normal business, which was mostly in person on March 16th, 2020. Within one month, we had completely shifted our business model, and we piloted for that event.
Here's the thing that most people don't know. That event was piloted and it was terrible. It was so awful and this is what happened. This is the whole scenario. I said to my BD team, “Our whole world has changed. Nobody is looking for a $10,000 membership or to travel right now. We need to figure out what our $1,000 membership looks like. What is our delivery on that? How do we sell one to many, instead of a high touch one-to-one in-person? What does that look like? What would we do?” This was a Monday. They were like, “We haven't quite done that before. We don't have the infrastructure in place where we would want it.” That kind of thing.
I said, “How about Wednesday night at 8:00? We're going to invite whoever we're talking to that we think might be a good candidate for this and we're going to walk them through what we think would be valuable for them to understand why they should be part of the C-Suite Network family.” Two days so you can imagine, this is stressful. We’ve got to figure out how to get people there at 8:00 and we're going to have this conversation. I have four people from my team, me and two guests. It was so terrible that those two people still haven't joined. In line with this, how do we innovate? We tested it within two days. I could have waited two weeks or two months, it wouldn't have been much better. Even worse, still, we might not have done it at all.
We might have got distracted by some other idea. We did it within two days. It was terrible. Afterward, we circled and said, “We have that under our belts. What are we going to do?” That's when we came up with almost the whole idea for Celebrate. The only thing we didn't have, we knew exactly Friday 5:00, we want to celebrate everything that's great and we want to have space where we can welcome new members, we can get them connected in so they understand the community and they already have the connections with everybody that's there as well, not only us because that's the power of the community. I'm going to get to celebrate the team because our team is jumping in and doing all these things. I love that because as the leader, you get all the credit.
Meanwhile, you've got an absolutely unbelievable team if you're doing anything successfully. That’s what we're going to do. With a little bit of wine, a night or two later, Rebecca and I were going through what we would call it and we came up with Permission to Push Pause, which was what we all felt and wanted. As leaders, don't you feel that way anyway. When can I push the pause button, be with great people, and celebrate great things?
Celebrate was launched and I invited about 65 people to the first Friday and I had about 50 attend. It was like, “We've got it all in place.” We have well over 100 every Friday night. It is just absolutely wonderful. What I would say with that is pilot. Did I put all my eggs in that basket? Absolutely not, but in innovating, testing, and tasting, we got those pieces where we said, “We need to fill in with the infrastructure. This needs to stay.” You can keep pushing forward with other things because other people in the team are seeing other opportunities and other advantages that we can take and put in place so we're creating more and more opportunities.
Combatting Weariness: Great leadership is about helping everyone on your team understand how much they can contribute to the success of the entire team and mission.
It was Patton who said, “A poor plan executed today is better than a perfect plan made tomorrow,” or something like that which means don't wait. My dad would call that production to perfection. We're not God. We're never going to get it just right, but every time you do it, you collect data, and you're testing, piloting, you keep the good and you keep dialing it in. I love that. You have to abandon this fear of, “I’ve got to get this right.”
I started podcasting when it happened. We have triple digits and people are like, “Are you kidding me?” People are like, “I want to start but I don't know.” I'm like, “I had a Zoom thing and I hit record.” I don't I didn't know I had to have all this launch and all this other stuff behind it. I'm figuring it out as we go. Yes, I'm much better and I've got much sexier backgrounds, graphics, and stuff that I did in the beginning, but I never would have done it because I never would have done it yet. I love that's how that grew and I love that you had people in there and that's how you re-honed your niche as far as abandoning what it was in the past and this is what it's going to be in the new world. You'll always have this even if we go back to the other one you have yet another way to touch people.
Also, a structure to reinforce and support the team in terms of what incredible leadership they demonstrated in supporting this happening and going through that process together. Was it great because it was great the first time we did anything on it? Absolutely not. It was so much better because we went through that together. We have other parts of our business that have fleshed out so much faster. I couldn't be ecstatic, proud, humbled, and honored meeting our team, as they are venturing out and building courage. This might suck and we're going to get to great so much faster.
To have that courage and create that culture, and the specific examples that our team leaders and I expect everyone on my team to be a leader. Everyone is a leader and everyone's a supporter. They can step in and say, “I’ve got this. It's okay. We're going to try this out.” The big thing is it can't cost our members, our leaders, our partners. It can't cost them so you need to create the space. Let me get my pens out here.
I like to use simple examples. If this is where we are on one trajectory, we need to be testing things so we can look at what it will look like if we're replacing it with other pieces for the business that we're going to build on? It’s simple ways for them to think about how to pilot. We can't say, “We're going to turn that off and we're going to turn that on.” Using this makes it obvious that it's a bad idea. If we're taking this down, we're taking this up from nothing, and we have no testing on this, we have no idea.
They're flying blind.
You mitigate the risk by looking at how you can tilt that up, while you're bringing that down. Those types of things and those examples that your team can wrap around, culturally, and from an operations perspective, are incredibly powerful.
I love that you talked about, it does take co-leaders, what I call exemplary followers because as much as we want to do this, we need integrators. We can't knit it all together. I love that you have empowered them, and you hold them responsible because this mindset isn't for everybody. Some people like being told what to do, that's fine but in a space like this, where you're constantly pivoting, everybody has to put their thinking caps on and come up with new ways of doing it.
They have the respect, their intelligence, their expertise, and where they spend their time in the organization coming into usefulness. I don't want to hear any complaining, because you have the power. What do you know? What do you see? How do we integrate that? What value does that create? What opportunity for monetization does that create? That’s where you start to see people stepping up. I’m going to be clear, I don't care if it's our janitor or our chairman, we are all responsible for leading and supporting great things and our mission is achieved.
In our case, For C-Suite Network, that is to help executives and the influencers that serve them, and business owners and investors succeed faster. That's our brand promise. How are we doing that? Everybody has their part to play. Order taking. I'm not a believer in that. I reserve the right to say, “The house is on fire get out now.” One percent of the time, there's that situation. The house This is on fire. I'm not listening. Get out. I don't want you to burn down with the building. I truly believe that great leadership is about helping everyone on your team understand how much they can contribute to the success of the entire team and mission.
Let's talk about vision. A lot of times, I remember when I was little, I would look at leaders and I'd hear this vision term, I'd be like, “That's cool. Not me,” because you have a third brain or you see things. My dad was like, “Vision is nothing more than seeing what needs to be done and doing it. You can't be a visionary if you're not an integrator or an executor.” I know you talked a lot about pivoting and for the vision but how do you stay on point with vision? What does it mean to you and how do you get clarity amplifiers for your vision? It’s because there's a lot of stuff out there that pulls us off point.
I couldn't agree more. That's true. You need to ensure that as the leader, you are making decisions based on that vision and the value system you put forward. My business partner Jeffrey Hayzlett wrote The Hero Factor. I love that about The Hero Factor. It is not only your mission but what are your values. When you are clear about those two things combined with how each individual contributes to that achievement, and that culture, the values alignment, when you have all of that, it becomes clear. You also get what Josh Kaufman reminded me of, commander's intent. You do not have people waiting to come back to you to find out what they do next because they couldn't do what you asked them to do.
They know why they're trying to achieve something and they know why that's needed so they can figure out what our alternative plans are so we can get there, or, “We found something out where there's something else that's better that's going to help us get there faster.” Those are the keys to how you create that alignment. There are specific tools that I've used over the years that I find useful. I always love hearing what people are using. I know there are people reading now that have tools that they use and you can hear different things and you think, “I haven't done that for a while. I hadn't thought of it that way.” I'm a huge believer in what are those tools that help you make sure that you're keeping on track with it, and you have a good reminder in place for everyone on your teams to understand where they fit into it as well.
Well-spoken like an engineer. I like that as one as an engineer because a lot of times vision has to be project managed. Otherwise, it's this nebulous thing that you got to stay on point, on metrics, on schedule, and on budget. Otherwise, it's this amorphous blob. That's why some people struggle with it. You’ve got to flush it out and I love that you talk about the tools for it.
In our world, we have the whole C-Suite Network platform. We have TV, radio, we have more than 300 Digital events that will host in 2020 for executives and influencers. We have services and benefits. We’re creating a whole virtual world of everything executives and business owners and influencers need to succeed. As you might imagine, there are about a million great ideas. Bringing the framework you mentioned to the table with partners, members, leaders, and staff is critical. I was speaking because we have a leader, Pete Winters. I'm sure you're familiar with Pete from Celebrate, he's leading the IP track on not for profit, viral marketing, funding, and so on.
It has been an absolute pleasure to work with him on what is the business model to create a sustainable group within the C-Suite Network focused on the not for profit space. Ironically, the place where frequently people don't think about that, they want to do good, and they're not thinking about the financial sustainability of what they're doing. He's been tremendous to work within that space. We have all of this modeling being done and that was me being transparent about my belief in the business model in how we can create success that's sustainable through C-Suite Network, and use all of the assets we have to support something meaningful happening in that space.
There's that approach and making sure it's holistic, and evaluation is being done that makes sense against the business model that you have in place. For tools with the team, what is their responsibility? What is their stretch goal against the mission? What are they giving back to the team to help the team succeed? Simple things like that can help with the alignment and the way that they're thinking about what they do and how it contributes to the rest of their team, and how the team succeeds overall.
You talk a lot about the means or the resources and pulling them together to make it all happen. For the readers out there, one of the things I heard you say in one of the Permission to Pause. Somebody was talking about the nonprofit but we want to do good and we also want to do well. I'm all about the righteous use of wealth because if you're not creating money, how do you fund nonprofits? It's not out of goodness and relying on the kindness of strangers. Everybody's in the business. Ministry is a business and businesses is business so I love that you're integrating that.
If you don't have the financial resourcing to make it sustainable, it's at best a one-shot nice to have done. To me, it is all about financial modeling in terms of how you have sustainable success. That's why I believe in great business leaders because we can, through our business success, create a sustainable and amazing impact in all of our communities. Everyone looks to us to do that. It inspires me every single day. You've heard Jeffrey say that. You can't wait to get up in the morning to start doing what we do and I feel the same way because this is something where it is immediate and has the legacy of the impact as we push forward, move forward, and empower others to understand that they have that ability, that impact and that responsibility as well.
I love that you pulled the here and now but you're also the forward-looking aspect. You don't have to. You do both. For our readers out there, this is the one group that I joined after many years of being away. I adore it because you guys are the real thing. You get in there, you make it happen because they're my advocates and advocates help you activate right away. It isn't like, “Grasshopper, I'm going to train you for a couple of years.” You guys got in and we're there with me and you being on the podcast. Tricia, what else leadership wise? Is there anything else we haven't touched on that you would like to share with our seasoned leaders and we're going to talk a little bit about what you have upcoming?
A lot of times, leaders get caught in their own mind of somehow they have to be something else. The whole notion of what authenticity is and what great leadership is about how we translate it for ourselves so we live in an authentic space of our great leadership and stop trying to measure up to someone else's version of what leadership is. That piece of it is overlooked in so many ways. If we accept that each one of us has a tremendous capability for leadership, all in different ways, the question becomes, “How do we collaborate to succeed together in doing something we think is worthwhile doing?”
With this screen that we have to impact everybody, our teams included. I haven't been able to sit with my team for a whole year. I sit in this space, and I sit in this space with so many incredible leaders all across the world. The authenticity that this little tiny square conveys is unmistakable. We don't have the smoke and mirrors of big stages and different experiences outside of this square with what we are going through with COVID.
It's a time where, as leaders, we can look to how do we serve? How do we accept what our strengths are and collaborate with people where we're going to achieve what we want to achieve? I do not mean that in a not financially beneficial way. How do we accelerate our growth so, with that financial success, we keep having greater impact and showing people the way in terms of great business because great business isn't a one win scenario? A great business is about sustainability and the impact we can have in building even greater.
You hit on who you want to be as a leader and I know a lot of times with leadership we don't even look at what we want to do. We're like, “You're supposed to be doing all this stuff for your organization and your people,” but you're talking about when you dial in yourself as a leader, then it becomes obvious. You start attracting the people because you're clear in your mind where you're going and this was one of the hardest things for me.
The Hero Factor: How Great Leaders Transform Organizations and Create Winning Cultures
I'm supposed to be leading people, but if you don't know yourself, and what drives your mission focus it's not going to work. You're going to do okay, but you're going to constantly be looking for the next thing, because you're going to be like, “I'm an adult babysitting people and I'm not in my zone.” What is the best and purest source of, “What does Tracey want to be when she grows up?” I love that you hit on that. Take care of yourself first and the entity will start meshing into what it's supposed to be
Embrace it. When we look at other leaders and say, “They're incredible and look at what they've achieved.” What are the pieces that fit for you? The pieces that don't like those new ideas, throw them away. That person's got strengths in those ways. It’s these little pieces that are authentic and work for me in my leadership. That's where you come into the appreciation of diversity, how you build teams, how you collaborate, and so on, because we cannot be, we should not be ever everything or in any way, measuring ourselves that way.
I don't want my team to do that. I say, “I assume that you're a grown adult, therefore there are things you are good at and you aren’t good at.” I don't care what they are. I don't want you to even think about them while you're here. I want you focused on what your great is and how can we accelerate that. We need to do that with ourselves. There are so many examples of how we're invited not to take that perspective. What it does is that creates noise in your head that slows you down. As a leader, that's expensive. All the things that we've talked about that can debilitate us as leaders shut down as leaders. I truly believe that most of it comes from that space of how we create noise, what we choose to measure ourselves against, and how we take in the information that we're gathering.
What is next for you, Tricia? You said that you have a book. Can you tell me a little bit about that?
It's been a horrendous experience for me because I am much dedicated to doing and I’ve been talking about it. Seeing the success for everyone that I serve every day, in my business, and in the whole community. It's been interesting. I had almost finished before COVID and COVID happened but now, it was nearly finished and COVID allowed me to refocus. I had one of my leaders in my Hero Club, he wanted me to read my rough and I read it and said, “You're the empathetic leader. That's the title.”
At first, I wasn't sure what to think of it. I absolutely think empathy is critically important but the more I started thinking about it, in terms of what it means, how we empower people, how we allow them to be us. Also, how we become them in terms of aligning them on the mission and giving them the respect of owning that mission, shoulder-to-shoulder regardless of title or what your function is, etc. The more I loved it. Part of my subtitle has the term pathways in it. I love that word, even though it's an ugly word, I love playing with words.
It's an ugly word, but I love it because it's counter to all the nonsense out there about one type being better than another or one leadership. That's nonsense. You're an introvert or you're an extrovert, it makes no difference in terms of whether you're going to be a great leader. There's so much that matters in terms of great leadership and most of that is about the internal work we do to align ourselves on what we are trying to achieve, why we're trying to achieve it, who we choose to take on that journey, and the acceptance and authenticity of what all of that is for each of us. That's where you get into that higher level of great leadership. I also have been leading and supporting. It’s this notion of a leader just leads is ludicrous.
The more you are the person with the final sign off, or the final customer ultimately speaking in terms of having to deal with the toughest things, the more you are supporting the leaders within your team at every level. I’m excited about that and I've got such phenomenal support to say, “Tricia, this book needs to go out not for you, but for others and for that conversation.” They're helping me to turn that into a method of being able to serve more effectively. I'm excited about that. I know you have more books, but I and I've heard the first one is always the most challenging, so I'm going to be truly relieved when that is out and done.
Tricia, how can people get a hold of you?
It’s simply Tricia@C-SuiteNetwork.com.
To our readers out there, I love this group. I love Tricia and I'm so thankful that you were on this. I would recommend for our readers out there to please connect with Tricia, check out C-Suite. We’ve got a lot of seasoned listeners and lots of entrepreneurs, that listens. You can't do it on your own. You're not meant to do it on your own. This is a tremendous network that I personally have found. I love working with them and what they've done and it's the real deal, I'm going to say that otherwise, I wouldn't be a part of them. Tricia, I took a ton of notes and I thank you so much for sharing your insights with me. It's always wonderful to learn from somebody that has gone where you want to go. That means a lot to me.
Thank you so much, Tracey. I'm so excited about what you're doing and being on your journey with you. I'm grateful to be able to share and I'm looking forward to hearing from anyone here who has stories to share with me or certainly anything that I can be helping with.
For our readers out there, if you liked what you read, please be sure to hit the subscribe button. Do us the honor of leaving us a five-star review and also share. Reach out to Tricia and get involved with this group. Also, share this with other people. We'd love to have you over at TremendousLeadership.com and be one of our subscribers too. To our leaders out there, keep on paying the price of leadership. Thanks so much for being part of our tremendous tribe. Tricia, thank you so much for everything you share with us. Have a tremendous rest of the day, everybody.
Important Links:
Tricia Benn - LinkedIn
About Tricia Benn
Tricia Benn is the Chief Community Officer of the C-Suite Network and the General Manager of The Hero Club, an invitation-only membership organization for CEOs, founders, and investors.
As an officer of these organizations, her mission is to build a platform and community that accelerates the success of c-level executives, owners, investors and influencers. She is a leader in creating an executive community of collaboration, based on integrity, transparency, and measuring success beyond the numbers alone – ‘The Hero Factor.’