Emilie Shoop Joins Us On The Steve Jobs Inspired Join Up Dots Podcast
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Introducing Emilie Shoop
Emilie Shoop is today’s guest joining us on the Steve Jobs inspired Join Up Dots free podcast interview.
She is a lady who is talking my language when it comes to staff development.
If you have listened to a few of the shows, you will have heard me wax lyrical as to why companies focus in on the things that employees can’t do, and pretty much ignore the things they can.
It seems lunacy to me that strengths are not developed to the highest level possible.
But for some reason they are not.
Well, our guest found that same belief when she was in her first manager role, and whilst sitting in her office got a phone call from a colleague.
Her colleague was extremely upset as she had just received her annual performance review and felt beat up and worthless.
How The Dots Joined Up For Emilie
Emilie Shoop shared that she had been barely recognized for the things she was good at, and marked down for things that just weren’t in her nature.
And with these words, our guests life was changed forever “Why can’t they just accept me for who I am? I’m 35 years old, I’m not going to change.”
An so with those words ringing in her ear, she set off to change the lives of employees across America.
She is a speaker, coach, author and founder of Shoop Training & Consulting so certainly has a lot on her plate at the moment.
But what was it about this one employee that really hit home, more than any of the others that she had managed during her corporate life?
And how can people find their key strengths in life, and then most importantly convince their management to let them flourish in these areas?
Well let’s bring onto the show to start joining up dots, as we discuss the words of Steve Jobs in todays Free podcast, with the one and only Emilie Shoop.
Show Highlights
During the show we discussed such weighty topics with Emilie Shoop such as:
How she never felt that she fitted in at the corporate world, due to her desire to move onto something new all the time.
How she built a team who were incredibly loyal to her, and felt a huge upset when she finally left this loyal team behind to develop her career.
How she nearly died when she was told by a company that it would taker her eight years to become a Manager.
Why she scores her life at certain times as a 10, and then other times a 6, and is working to bring it all into the max.
And lastly…
How the words of “Just because you can doesn’t mean that you should” are used in her life day after day, and she lives by them.
How To Connect With Emilie Shoop
Return To the Top Of Emilie Shoop
If you enjoyed this episode of Join Up Dots then why not listen to some of our favourite podcast episodes such as Amber McCue, Joe De Sena, Lolly Daskal or the amazing Leon Logothetis
Or if you prefer just pop over to our podcast archive for thousands of amazing episodes to choose from.
Audio Transcription Of Emilie Shoop Interview
Intro [0:00]
When we’re young, we have an amazing positive outlook about how great life is going to be. But somewhere along the line we forget to dream and end up settling. Join Up Dots features amazing people who refuse to give up and chose to go after their dreams. This is your blueprint for greatness. So here’s your host live from the back of his garden in the UK, David Ralph.
David Ralph [0:26]
Hello, everybody, how are we all? Are you ready for another episode of Join Up Dots, this is gonna be Episode 194. We really are flying through them at a rate of knots and dumb is amazing. Upset isn’t few times. But when you start a show like this, you just want to get to say 50 shows and then you think like I get to 100. And then suddenly, it speeds up. And you can’t remember doing the first one you can’t remember doing the hundredth one, but you start planning towards the 500 and 1000. So we’ve got some great stuff coming up. And we’ve got something today that is great, because we’ve got a lady on the other end of the line, who is quite simply talking my language when it comes to staff development. Now, if you’ve listened to a few other shows, you have heard me wax lyrical as to why companies focus in on the things that employees can’t do, and pretty much ignore the things they can. It seems lunacy to me that the strengths are not developed at the highest levels possible. But for some reason they’re not. Well, our guest found that same belief when she was in her first manager role sitting in her office, and she got a phone call from a colleague, a colleague was extremely upset as she had just received her annual performance review, and fell well beat up and worthless. She shared that she was barely recognised by the things she was good at, and marked down for things that just weren’t in her nature. Now I’ve been there. And I bet most of you have been there as well. And with those words, that it really just changed our guests life forever, why can’t they just accept me for who I am? I’m 35 years old, I’m not going to change her colleague said. And with those words, meaning it is she set off to change the lives of employees across America. She’s a speaker, coach, author, and founder of training and consulting. So certainly has a lot on her plate at the moment. But what was it about this one employee that really hit home more than any of the habits that she’d managed during a corporate life? And how can people find their key streams in life? And they most importantly, convinced their management to let them flourish in these areas? Well, let’s find out as we bring on to the show to start Join Up Dots. The one and only Emily Shoop. How are you, Emily?
Emilie Shoop [2:36]
I am super, thank you so much for having me on today.
David Ralph [2:39]
I found it difficult to do that intro I started to get a bit annoyed by by what happens in the world out there. But it’s it’s a bad thing, isn’t it? We’re going to touch on it later. But just quite simply, it’s bad, isn’t it that a focusing on the weaknesses?
Emilie Shoop [2:53]
Yeah, it’s, you know, it comes from a school of thought of, you know, in good intentions where we’re going to help people develop their weaknesses. But really, that doesn’t help anybody shine in the long run, especially those of us who have gone into entrepreneurship, you really have to focus on your strengths. And somehow in the workplace, focusing on those weaknesses seems like the right thing to do. And we’ll probably go into a deeper later, but it is such the opposite of what you want to do in order to be productive, happy, well, very successful team.
David Ralph [3:29]
Well, you in your just you yourself, you are productive. And we were talking just before recording about how happy you are, we would sort of once again waxing lyrical, how when you find your thing in life, and it’s the thing that really excites you your whole kind of timeframe moves, and where you don’t want to get out of bed in the morning, because you don’t like what you’re doing, you actually end up not wanting to go to bed because you feel like you’re wasting time on the things that you want to do.
Emilie Shoop [3:56]
Absolutely, yeah, I never thought that sleeping would seem like such an annoying thing that have to have to do like, Oh, I want to get up and do these other things. And oh, I had these great ideas. And oh, my clients could use this. And yeah, you have to, you have to keep it under control sometimes.
David Ralph [4:11]
Well, well, we’re going to try to develop this show. And we’re going to call it the miss the shoot show, aren’t we because your husband is not entrepreneurial. And he is in a corporate gig. And he he sort of just can’t quite understand that vibe, but you have the taking the creative risk. What you like that before you met him? Or did you marry and then sort of did your leap of faith.
Emilie Shoop [4:37]
So I did not start my business until a few years ago. But I always had it in me. And I do give him credit. I always say that had I not been married to him, we would probably live in a cardboard box because I would have tried a million different business ideas that I had along the way. And he kept me grounded from that perspective. But then when it when I found the right thing for my personality, for our lifestyle for what I was really good at and passionate about, then he was able to say, Yeah, I can see where you’re going to be a lot happier if that’s what you’re doing day in day out instead of what I was working on. So it was much easier at that point. But ya know, when we got married, that I was just a regular old working girl.
David Ralph [5:28]
So if you go back in time, and you say you’ve always had that entrepreneurial spirit, where you you know, and I asked this question a lot, but because it just strikes me as really weird coming from the United Kingdom, but where you build a lemonade stand, girl, because we just don’t do that in the United Kingdom. I’ve never once seen any kids setting up a lemonade stand. But over there, it seems like on every corner, the kids are mixing up this weird thing and people are willingly drinking it.
Emilie Shoop [5:58]
So it’s funny that you asked that because I, I’ve listened to a lot of podcasts. And people talk about always having that entrepreneurial mindset. And to me, what I hear them going into is how they always had the ability to sell something. And for me, that’s not what it was. I always had the desire to lead and lead others. And then and the desire to do things my way that there was always a better way to do things. And, and so for me, that’s what the entrepreneurial spirit is not. I did sell some stuff here and there over the years, but it wasn’t that I was so good at like you said selling lemonade, or I didn’t hustle and mow everybody’s yards or you know, I did little things here and there. I always made some money. But it wasn’t. That wasn’t the drive. It was the there’s got to be a better way to do things. And to me, that’s the entrepreneurial spirit.
David Ralph [6:54]
Did you think Well, I I personally think that Tim Ferriss had a big, pivotal change in the mindset across the world, because when I read his book, The Four Hour Workweek, it made me realise Hang on, there’s better ways of doing and up to that point, I kind of gone with the status quo. Had you always felt that or was there a moment like me when I got to page 44 of that book, but I thought, This is it, my life is changing, I’m never going back.
Emilie Shoop [7:23]
So I always struggled to fit into the corporate setting. And so there always seemed like there was something wrong with me in that respect, because I always thought that there was a better way, I didn’t know exactly what it was, but there seemed like there should be a different approach to things. And then I also always wanted to be in control of my own results. And I didn’t feel like I got that satisfaction from any of the jobs that I had. And I did try having a sales job and failed miserably. But that was is the most direct job that you can have, where if I work really hard, I should get really, you know, recognised for, for that in, in my pay in my, you know, recognition in my role and all of that. And so, for me, it was all along just not fitting in where I wanted to work hard and be recognised for it and not just fit in with everybody else. So So what
David Ralph [8:25]
was the core thing about not fitting in, if you’re, if you’re working hard and being recognised? Don’t you naturally fit it?
Emilie Shoop [8:34]
Well in so I didn’t fit in because I never was, I was never fully happy. I was never fully satisfied. I was always wanting to learn something more. So it seemed like in most of my jobs, I think only one of my jobs I had for more than a couple of years. Like every couple of years, I was like, what’s next? What else should we be doing? or What else should I be learning, I’ve learned this. I’m better than good at it. I’m not the absolute best. But I didn’t care to know things that at that level. So I was in technology before and did the computer networking. So I was under the floor and connecting up massive machines and massive networks. And while technically I could do the job, I liked learning something new and being able to execute it well. But then after I got to, you know that just a little bit better than good point I was bored and ready for something else. And so that’s where I really felt like I just didn’t fit in like I should have just been happy or I should have wanted to learn it deeper. And I used to always joke around like my coworkers like to learn things at those zeros and ones level. And I had no desire to learn things deeper in in technology in order to really excel your career, you have to go really deep. And it just did not. didn’t fit for me.
David Ralph [10:00]
So So what are your strengths, Spain and we’re going to touch on it because I imagine you’ve gone through the gallop Strength Finders book, have you used that?
Emilie Shoop [10:10]
Oh, yeah, I’ve used about just about every test that you can. And and for me, you know, and then you can see why my business is the way it is. For me it’s developing and developing relationships connecting to other people, and really helping others do well. And, and so if those are your strengths, that’s not always doesn’t always translate directly into a job in a corporate setting. You know, if you’re supposed to be technology focused,
David Ralph [10:45]
but your your strengths can lead me to think that you are looking for Connexions. If you’ve learned something you want to build on that you want to add something else to it, you want to sort of push the envelope, I can totally see the how, once you crack something, it was time to move because it wasn’t playing to those strengths that you’ve analysed, and you know, come up with.
Emilie Shoop [11:05]
Right And yeah, and that, that desire to Okay, we problem solved, we learned something, let’s share it with people so that they can learn from that mistake. And then let’s move on. Whereas, especially in, in a lot of the really technical roles I had, you know, you were really supposed to document and refine and really get into the nitty gritty, and I was like Problem solved. Let’s move on, you know, everybody’s happy, everybody’s working good. Let’s go. And, and, and really was much more focused on the people side of the process. And and so it didn’t match very well with the career choices that I had made.
David Ralph [11:47]
Because my I went through Strength Finders, 2.0. And I recommend it strongly for people out there. Because you know, what we’re talking about is really, if you’re in a job where your energy levels are at the lowest, we kind of assume that you must be working really, really hard. But now I can see that you’re putting so much effort into getting through the day, you’re actually doing a job that doesn’t play to your strengths. Pretty much that Emily isn’t it. So for many years, I was in a job that I used to come home absolutely spent. And I look back on it now. And I think yes, I did the job. And I did it very well. But it was taking every ounce of my effort and my strength because I weren’t playing to my strengths. So when I had my my test I came out as number one, futuristic. Number two maximised number three belief, for positivity, and five activator. And in this role here, it really plays to most of most of those, which is why I find it so easy. And it’s been a complete mindset shift for me. But if you look at your strengths, and you analyse your strengths, and you take the test, to work out what your strengths are, men, you’ve got a half a chance to find something that plays Bose. And people will recognise that and you will get recognition because you’re doing the things that you naturally should be doing. It’s about writing them.
Emilie Shoop [13:09]
Yeah, and it reminds me of to there’s another test called Colby, k o Lv. And, and when I did that, one, it came out that I have to be multitasking. And, and so I should look for roles that involve, you know, some level of multitasking. And for years, I was trying to, you know, although you have multiple projects that are going on, but I was Oh no, I shouldn’t be multitasking, I shouldn’t, I shouldn’t have six different windows open, because you know, for time management purposes are focused. And it really it stressed me more out to, to try to only do the one thing where I got much more done, if I had three or four screens open and knew what I you know, was flowing along. Because for my personality, there has to be a level of speed, you know, there has to be a level of activity. So it makes in the other thing I thought of when you were saying that was that we all and especially as an entrepreneur you struggle with Wow, this is so easy. It but I should have to work hard in order to be doing a good job. So if it’s not hard, what am I doing wrong? And and even in the in the radio, corporate space, or in working in a small business, people get trapped into Well, if my job is easy, I must not be doing something, right. And if you do those types of tests, and you see well, as long as you are in your strength, then it should be easy. And that is the idea is to not be miserable at work 40 plus hours a week the idea is to enjoy it.
David Ralph [14:47]
You only on this planet, one zone. Yeah. So you should do things that you want to do, really, and don’t do things but other people want you to do, which is one of the sort of traits that so many people have gone through. And I’d be interested if you’ve done the same, have you followed the path that was expected of you? Or was something that your mom and dad expected of you or there was a certain peer pressure in your life?
Emilie Shoop [15:11]
Yeah, so when I went to college, um, I picked a good business school that was about the only thing I knew I wanted to do was to go into something business related. And that was because I had an amazing business high school teacher, and I just loved everything about her. So I just decided that, you know, then I should go into business. And knowing that I always wanted my own business, I looked into their entrepreneurial programme. But in order to, to be in that programme, you had to know what business you’re starting. And I had no idea I didn’t have any, like, you’re saying I didn’t have my massive lemonade franchise system that I wanted to look into. I had nothing I had a blank piece of paper, but I wanted to run a business. And, and so they told me that, that I couldn’t go to school for that. And so then I kind of looked around and said, Well, you know, computers are kind of a big thing right now. And I like computers. And and so I went into that. And when I was graduating, it was the big y2k problem was hot. So I was going into a job market where we had a 99.5% placement rate when we graduated from college, because there they were hiring so many people into solving this y2k problem. And so it was like, Well, yeah, that’s the right thing to do. There’s jobs there. My brother was going to school for art, and was not finding jobs. So he kept hopping around and dragging out his, his degree, it took him seven years to get a four year degree because he couldn’t find anything to do with the work. So he just kept going and delaying graduating. So by my parents standards, I was doing the right thing I was finding something where I could actually get paid and, and going into that, and it was something that was needed. And then it paid. Well, that was the other trap. Was it paid very well. And you see, now do you. Yes, I do see it as a trap. And, you know, going back to my husband, and you know, that was probably the biggest thing was convincing him leaving pretty nice salaries was a good idea to venture it out on my own and make nothing for a while. But it was definitely a trap that you get into locally here. We call it the golden handcuffs, you know, you’re, you’re not happy, but you’re paid so well that you just keep doing the work.
David Ralph [17:42]
I’ve been there. I think that the highest that I ever earned, I was the most unhappy. And I used to just get through every day. And I remember my wife saying to me just quit, just quit. And I was like, we can’t quit, we can’t quit, we need the money, we need the money. And I used to break into line psoriasis my precious skin thing. And when I just bought it was something that I had, it was like a condition. But then when I was off, and I wasn’t bad, it cleared up. And then when I went back to work, it came back again. And I thought Hang on, there’s something going on here. And when they made me redundant, and I said to me that you can either work for a week now or you can leave straight away and where pay you. I just walked out of there and it was like a weight was off me and I just knew it was the right decision. But it was a decision that I couldn’t make myself as you say golden handcuffs.
Emilie Shoop [18:36]
Yeah, and it’s and I watch a lot of people struggle with that. And, you know, wanting, wanting more wanting to be focused in on their strengths and everything and just not being able to, to make that leap. Because you know, we buy houses and cars, and we have all these things we think we need to maintain. But in all actuality, if you’re miserable and broken out in hives all the time, or you can’t even stay awake when you get home at the end of day because it’s so draining, you’re not living anyway. So you might as well have less stuff and be more excited.
David Ralph [19:12]
On a rating of one to 10. I don’t think I’ve ever asked anyone this, how excited are you on a daily basis? And Ben, Ben, I will tell you my excitement level.
Emilie Shoop [19:23]
I would say that. So when I’m getting to work with clients, and when I’m getting to produce something for somebody, like getting ready for this interview, like I was, you know, this is the middle of the day for me. But waking up early to like, well, I’m excited I have that to do. So when I have that kind of stuff lined up, then it’s definitely at a 10 when I don’t balance it, and I have too much of like, you know, because we still are running businesses, they’re still the tedious work, then I’m more like, more like a six, I would say because it’s still all for me and for my business. And it directly impacts my family. So it’s still good, but it’s not quite as good, because it’s the tedious work. But you
David Ralph [20:14]
Yeah, I think pretty much the same when I’ve got a whole day lined up of shows to record. And a lot of people think that it’s madness. I said, What, why don’t you just do one each day. And I sort of say to me, it’s much easier to psych myself up when I’m doing six or seven or eight or nine back to back to back when it is just doing one and then next day and number one. So I am on an absolute 10 I literally run up the garden, make myself a cup of coffee, and I know for the next 10 or 11 hours, I’m having amazing conversations with amazing people, it can’t be better. The other bits of getting people booked in and doing the social media and all that kind of stuff. I would say I’m about four, and I have days. But I know that I’ve just got to plough through that to make everything else seems effortless. So I yeah, I sort of lean between a 10 and a four. Now if we take that full circle, and we’re talking about finding the strengths in things, why are we allowing ourselves to have these fours and sixes Why are we not getting somebody else to do those, which plays to their strengths, and they will enjoy that, and it will make our lives so much easier as well.
Emilie Shoop [21:22]
Right. And that is the goal that that is the plan. But then I think that there, there’s value in I was talking with another business owner and you know, struggling with because it’s heavier on all the doing side of things, you know, there’s value in understanding what needs to be done, and then figuring out how you want it to be done. One of the things that I work with businesses with is their culture. And that has to do with how you, you interact with your clients and your staff and, and the whole vibe of working with you. And I I think if we were to just day one, hire other people to do all this for us, it wouldn’t come we wouldn’t figure out what that culture would be. So they would just kind of put their culture out there. And, and so that’s where I think that value is in us doing in doing the work. I agree
David Ralph [22:20]
with you. I do agree with you that and that’s my sort of my theory on the whole thing. I just like the fact that I know the ins and outs of everything so that when I give it over to somebody, and they charge me for it, I know the value of what they’re charging me for. So that’s my kind of logic. But I am on the show just before this one I was recording, the lady had a totally opposing view. And she said that basically, if you are spending your time trying to learn the nuts and bolts of everything, when you are not pushing your business forward, it’s the 8020 principle, you know, just focusing on the things that’s going to bring maximum reward and the you’re doing all these other stuff, but on but they need to be done, then get rid of them. And I’m really trapped in the middle of this, I can see her point. And I can see our point as well. And I don’t know what the right answer is.
Emilie Shoop [23:12]
And I think I see both as well. And I have done. I’ve gone up and down in my business Dino and when there’s more clients, I’ve had stuff that I’ve outsourced. But then if you you know, if you’re you take a dip in your client roster, then then although it’s very helpful, it becomes an expense. And for me, the financial, I would rather like to only be financially obligated to myself, and I take it personally if I’m right or wrong. I’m sure there’s other experts that will come on tell you that I was crazy for saying this. But I take it personally if I have to let you go, because I’m not bringing in enough money. And that puts too much pressure on the sale for me. So I’m very guarded of, of how much pressure sure I have on the sales process, because I really just want to serve my clients and not worry of Okay, I have to cover this expense that expense, this one and that one. And I I think that you get you’ll, I think it’s a momentum thing when there’s enough momentum and you can keep it going. And then you can maintain that. But until you can maintain it, I think it’s smart business to manage your expenses.
David Ralph [24:23]
And how to overcome that, that fear of grabbing every opportunity that comes your way because you need the money. This is one of the situations that I think I was in for a long time. But I was so wary when I started doing this, that I didn’t want to do coaching and mentoring because on my end up with 12 bosses pulling me from all corners of the earth, where before I had one awful boss, and I thought I’m not going to replicate that I’m going to keep control. Now I realise man, that’s that’s just stupid. And I can manage it quite easily. But the there was a point in my time, I just couldn’t see how I could let the control thing go with you. We have obviously clients coming and go, how do you stop that as well grabbing everyone grabbing the bad clients, the good clients, the ones that are going to suck all your time, just so that you can make sure that you’ve got the money?
Emilie Shoop [25:17]
Well, and it’s so funny, because you know that people tell you, you know, you gotta have a niche right away, and you’ve got to be narrow and, and then it’s so hard when you’re starting out, like you just need to get paid. And through that process process, then you figure out what you are willing to do. And, and so with my technology background, I had to learn that I that it didn’t suit me very well to do technology services for businesses, because I was running into a small business and say they would say yeah, we really like the you know, the leadership stuff that you’re working on. And that would be great. But you know, you’re really active on social media. Could you do that for us? Like, well, yeah, could it’s not hard, I can whip up some stuff. But it wasn’t, again, it was back to all right. But that’s not where my strengths are. So I’m not playing in the right game. So so then it became to a matter of Okay, Is this it? Am I going to have that life sucked out of me feeling if I take this work on or not, and realising then, and I think it takes having a few clients, and and testing it out and seeing what it feels like. And so I tried it a few times, like, you know, I would have to charge way too much, you can find somebody who would do it for cheaper, but in order for me to not feel like it’s sucking the life out of me, I would have to charge you more than you should pay. And that just doesn’t feel right. And it’s it drains me for when I am working with my leadership clients or working on their culture and their organisation. And I don’t like going doing that type of work. And then being drained. I’m trying to be supportive of like you were saying, like your coaching clients, if these podcasts suck the life out of you, and then you had to go support somebody? What kind of service Are you really going to give them? And so that’s for me, how you how I was able to start taking, pulling away. And the best advice that I’d ever heard, which I wish I would have heard it years ago was just because you can doesn’t mean you should. And I use that probably every day at least once a day making decisions about things. Did you have a sec clients
David Ralph [27:33]
because this is something about I know a lot of people struggle with when I was talking to a mutual colleague, Stephanie and she realised that she had certain clients that were just taking up all her time. And so she just got rid of them. And she said, No, I’m not going to work with you anymore. And she lost a big chunk of our money. But actually when she could provide more value to our clients, word of mouth got out that she’s doing better and better job and it was a win win. But at the beginning, she was once again being pulled from pillar to post by these kind of these corporate vampires that were just asking for her blood, every soul of opportunity. Have you ever sacked anyone?
Emilie Shoop [28:14]
I am trying to think if I ever did or if I just politely did not offer to renew
David Ralph [28:21]
your tank for one year.
Emilie Shoop [28:23]
And thinking that I don’t think I said with anybody that this is no longer working, we need to call it quits. But I know there are people that I’d like Well, I’m not working with them again. And and then you just make it Yeah, it does doesn’t seem like it’s an option to renew. Or, you know, then I had the conversation, I’m thinking of one individual where it was like, you know, in order to do that, what we’re talking about here, it’s, you know, at that point, I was able to say I’m not the best fit for what you’re trying to do next. And you might be better suited looking over here, but I don’t think and that’s one of the things that I didn’t know, in the beginning of my business was how to have longer term contracts. So a lot of mine were very short, or they were made maybe three months long. So by the time you’re at the end of that there was you know, you could get through that. Because you’d be about halfway before you figured out that it wasn’t going to be a good fit for the long run.
David Ralph [29:28]
And then you can just work through three months, I suppose, can’t you?
Emilie Shoop [29:31]
Yeah, and then just make sure that you’re much more guarded with your time and how you scheduled that person and and and it teaches you have very good boundaries for the next person
David Ralph [29:41]
absolutely is a key thing for our listeners, our listeners listening in who are getting the vibe of doing their own thing? Should they create the avatar of not just their perfect customer, but also their perfect client? Is that a useful thing to do to actually thing? Right, would like a client that falls into a certain criteria and by work towards about? Or is it just get clients get up and running? Get your money in and then learn to be a bit choosy?
Emilie Shoop [30:12]
Um, yeah, I did it. The latter, I advise people to pick out things that that they do no upfront. And because at first, you know, when you start your business, it’s like, well, anybody with a pulse and a paycheck Aereo money and will make it happen. And, and I think that that’s only okay to a certain amount. Because you’re not always going to be doing your best work. So what I found was that the more I looked at, so there were opportunities along the way that I just flat turned down. One was, if I would come into business, interview everybody and figure out who should be let go, who just wasn’t a good fit for the environment. And well, it seems like that would fit in, you know, they were they were the right size business, they, as far as like a, an ideal client, they, you know, they fit within that mould. They they met all that criteria, but that actual work. That sounded awful to me. And it was, and it was something that quite honestly, I didn’t think I was qualified to do. Like, I’m not sure I can find the bad in people, I can help you enhance the good in people, but I don’t think I could say this person really should be let go. And that client actually argued with me, like, if the if you’re a leadership expert, and this is what you do, you should be able to come into my company and do this. And I just, you know, and it really tested me because I felt bad that that I wasn’t willing to do it. And I in and she was really testing whether or not you know, I’m like, well, am I really an expert if I if I can’t do this, and then I just had to stand my ground and say, that is just not work, I’m willing to do it. It doesn’t fit within anything that I want to do with people. That’s not how I want to be known. I wouldn’t want to get another gig doing that. That’s also something to look at. Do. You know, if there’s something that I want to say that I do? Well, then why do it for one person, if you’re not willing to sell it to anybody else?
David Ralph [32:26]
I think you’re just playing to your strengths. Again, they weren’t you, you, you know that you’re there to see the good and develop. And she was somebody that was old school, which really has forced you down the path that you are now doing what you are, but so many managers do look for the bad in it.
Emilie Shoop [32:45]
Right? Yeah, exactly. And so when you’re starting your business, and when you’re looking for your clients, looking at those in you know, don’t don’t take does any opportunity and that will that could have been lucrative I have no idea I’d I don’t even know how you would price that out. It sounds like it should be very expensive. But that I would have been, I would have rather have gone back to my job and do that.
David Ralph [33:11]
So so let’s play one of our motivational speeches because I want to get to your your leap of faith really or the Epiphany, when you had the words of that colleague who said, you know, I’m 35 years old, I’m not going to change. But before then let’s just listen to these. This is Jim Carrey,
Unknown Speaker [33:29]
my father could have been a great comedian, but he didn’t believe that that was possible for him. And so he made a conservative choice. Instead, he got a safe job as an accountant. And when I was 12 years old, he was let go from that safe job. And our family had to do whatever we could to survive. I learned many great lessons from my father, not the least of which was that you can fail at what you don’t want. So you might as well take a chance on doing what you love.
David Ralph [33:55]
Now, you were in a corporate gig. So those words, if we played them to you at that time, would they have resonated or do they resonate more now because you’ve actually gone through what he was talking about.
Emilie Shoop [34:10]
I think they resonate more now, but from for me, you know, my leadership style developed with the conversation with my colleague in how, in realising that, you know, people’s, it didn’t have to be that hard to go to work. Good leadership is not as hard as people make it out to be. We’re just off track. So that kind of started me down that path. And then what started me into my business was having a son, and realising I was taking away from his time if I was going to work, and I wanted to be able to look at him and confidently say that what I was doing was worth his time. Because that’s really what it was, if I was going to leave him every day, I wanted to be able to say that this was worth your time. And if I didn’t feel like I was doing my best role, what was the most, you know, made the most sense for me? It wasn’t that, you know, mommy has a good paying job or a stable job, or whatever I wanted it to be like, you know what, Joey? I’m changing the world and, and making an impact on people’s lives. And that is worthy of your time. And so that was the big and that’s that. Every time I hear that Jim Carrey speech when you play that I choke up every time because that’s what I think about like, I could have just stayed for sure.
David Ralph [35:36]
We all could have done though, can’t wait, when you know that there’s not many people? Well, there are that that have instantly gone into successful routes, and they’ve hit their path early on. But I would say the bulk of us all go into stuff because it’s very rare, or it’s something that sounds good, or somebody has told us to do it. So what you’re talking about is taking that leap of faith not so much yourself, but the somebody else. And that that’s a powerful statement. And I think I think parents obviously feel that more because you realise that you created this, this little person, and you’ve only got one chance of it. And very quickly, they will grow up and they will dislike you probably have been they leave you. And that’s the way life should be. And then they come back later and realise that you weren’t such a bad parent after all, because they’re a parent, and they can see how things all go on. And you just sit there smugly thinking Yes, I know. But it is it is a case, isn’t it, when you’ve got something to aim for, and you are providing a service to someone as you did with your son, it kind of does make it easier to do that. Because I felt the same, I suddenly realised that my older children grew up without me. So the younger two weren’t going to miss out. And it cemented my resolve more than I probably would have done without them.
Emilie Shoop [36:59]
Yeah, and that goes back to where I you know, I had a million different ideas, but it was that that driving force. And and for what I really wanted for my family and still being able to provide but I don’t think I don’t know, without without having him. You know, I? It was easy, it was easier to fill up my free time with enough things that distracted me that I thought I was just fine in my corporate job. But or, you know, I was it was good enough, you know, you can make do but then when you’re looking at this little creature, and thinking, you know, is this what I would want him to do? What lesson am I teaching him that you should just suffer through it? And as long as you’re paid? Well, don’t worry about if it sucks the life out of you? Absolutely not. That’s not what I want him to do. And, and I’m his best role model.
David Ralph [37:49]
Well, I was just coming to that you are the perfect role model on you, you know, to see your mom getting out there and trying things and walking around the house with a bit smile on her face, because she’s feeling like a 10. Because of the work on that day, that’s going to send out a message isn’t it. And I feel that with my kids now. And I play that Jim Carrey speech a lot. And when we’re driving in the car, I was say to them, who thinks they can do anything they want in life, and the kids put their hands up and you know who’s going to do anything they want in life, and they put their hands up. And whether they they take that to heart, I don’t know. But hopefully, there’s going to be a message that gets through there somehow. But they don’t have to do what their dad did, and go and work 25 years in a bank just because he didn’t know what else to do. They’ve got opportunities. And if I want to, you know, run a sharks diving school or climb mountains or whatever, then it’s up to them to create that. I was talking to a chap last night I’ve said this a couple of times on the show. So if I’m boring myself, Ben Ben, I do apologise, listeners. But I thought it was a beautiful way of saying it. And he said, for most of us in life, we are actors, and we go and we get told what to do, and we get given lines to speak. And then when you decide you’re going to be a director, you then realise you’ve got the capability of making your own film, and finishing the film as you want. That’s beautiful, isn’t it?
Emilie Shoop [39:16]
Yeah, yeah, that really is.
Unknown Speaker [39:20]
What then
David Ralph [39:20]
what film would you make?
Emilie Shoop [39:23]
Oh, what film would I make?
We have no idea
David Ralph [39:29]
what your film and what’s where’s the dream going, Emily.
Emilie Shoop [39:36]
And it’s funny because I’m like, oh, now I’m in like mom mode. Like that dream is you know, and it’s in parallel. And it got me thinking along the way that. So I have a stepson who’s 19. And I’ve helped raise him since he was three. And we did a lot of telling him, you know, pieces, like you can be anything that you want. And and asking him Yeah, what activities would you like to participate in? And you did, we did a lot of talking. And I feel like now with our younger one, we’re doing a lot more showing. And so I think that that that the movie would be showing, because I think that living it, it may make some much greater impact, then then just talking about it, we’ll we did we did great with the you know, is with what we have, but now to know that at that deeper level that I think that showing it in action, so you playing that for your kids in the car is great. But then the fact that you also live it is takes it in really sinks it in and whether or not they make sense of it now but you know, 15 years from now they will. And so my my movie is is headed towards you know, making that greater impact on, on how people are working in realising that it’s, the more you focus on other people in anything that you do, the more successful you would be. And we used to always joke around that, that I have this new thing called Emily’s happy place. It’s this world where everybody is nice to each other. And nobody has ill intentions, every conversation with anybody is from the best of intentions. And I would like it to end You know, I could see fading out in the movie with everybody just being happy. And one that’d be a cool place to live. I think that’s that’s the perfect
David Ralph [41:35]
place I i when I’m driving along, and the sun shining, and I’ve got my roof down and there’s a breeze around my head, and there’s a good song, come on, I have happy attacks. And I just feel it, I feel like life can’t be better than this. And all I want now is to replicate that feeling. And I think the feeling is freedom really, is when you’re driving along and you’ve just got not a care in the world and no one’s telling you what to do. And you are just kind of just enjoying the moment. And I had that when I’m doing the shows now. Just talking to you listening to your Emily’s happy place, I had that same feeling of happier time, when I’d lost myself in your storey. And I suppose what we’re coming to, again, is that that flow, when you’re playing to your strengths, and you’re enjoying something so much, it doesn’t become work again, you just kind of savour it and and become part of what you’re creating.
Emilie Shoop [42:29]
Right, exactly. And I like that word freedom I hadn’t. You know, if I look at the picture that I was painting, in my mind was saying that I hadn’t thought of freedom. But once you said it like Yep, you nailed it. It’s that freedom. And in its freedom to to make choices and to impact others and do the right thing. And in really the freedom just to be nice and happy to everybody, wherever you are.
David Ralph [42:58]
You become the director, don’t you? You have the freedom of choice. You You do what you want.
Emilie Shoop [43:04]
Yeah, exactly.
David Ralph [43:06]
So well, what was it about that that one employee when Emily that you, obviously you’ve been in a management roles, and you’ve gone through the the annual performance review as all of us have done and you’ve sat there with your member of staff, and you’ve said, right, you’re doing well on base, and you’re doing well on that, but you’re failing on this, and you’re failing on that this is your score at the bottom bottom, you’ve got your bonus, or you haven’t, what was it about this one person that kind of really, I suppose changed your life.
Emilie Shoop [43:34]
Um, so first of all, she was crying. And that just really made me sit back and think, Okay, why is somebody crying about a performance review, and I knew she was an overachiever, she was the kind of person you wanted on your team. So those two just did not add up for me at all. And then because basically, when she was running through how it went, and how her strengths were kind of glossed over, and, and then it was this laundry list of the things that she should improve the next year to get a better rating, and almost hearing my own words to my team, because I was really working on I wanted to make them well rounded and employees, that’s kind of what we’re taught is that, you know, the more well rounded somebody is, the better they are. So I was taking highly technical people and, and pushing them. And, you know, they were, they were going along with it, whether, you know, they verbalised that they didn’t like it or not, you know, to do things that was really not playing to their strengths at all, like public speaking and meeting other people like they, they were really reserved, quiet people that, that really, they wanted to learn things deeper. And I was not even focused on that, because that that didn’t make them well rounded. And so I think hearing my own words come back at me from such a painful place, that I thought, you know, I was just trying to do good by my team and be helpful. And if I made any of them feel remotely like the way she felt, I just, I was just crushed, like, oh, gosh, that would be awful, if that’s what I was doing to them. And those were like, from now on, we’re scrapping that plan. And and I sat down with each of them and started with, you know, what is it that makes you happy? What do you want to be learning, we’re rearranging all of our projects to be focused on your skills. And, and then of course, I got to reap the benefits of of doing that. But in that conversation, I think it was the pain, and then the slap in the face of getting my own words thrown back at me from a different perspective.
David Ralph [45:49]
And how did your manage management respond to that, because my experience a corporate land, if you are a middle management manager, and you are being creative, and running the team, to the best of his abilities, and I’ve had this experience that I used to do that. And then other managers would say, you can’t do that, that other teams not getting the same. And I used to think I don’t care, I’m not managing the other team, this is my responsibility, I’m going to do that. Did any other sort of senior managers say to you hang on, that’s not held values, that’s not our performance agreements.
Emilie Shoop [46:22]
So um, so I started to take it on as my role to protect my team from everybody else. So they didn’t really necessarily know not that I lied to anybody, but they didn’t necessarily know what we were doing differently. And, you know, you can kind of, I don’t think anybody to be honest, now that you said it, I don’t think anybody looked at what I wrote up in their performance reviews anyway. So I don’t know if anybody was paying attention to what I was doing anything about it. But then, so, so a couple interesting things. The spot that we had on our group was that being in a very technical realm, the managers were always the most technical person, they got promoted into being a manager. And I actually was, if you looked at our group of the six of us, I was not the most technical person. I was, you know, qualified to be on the team. But I wasn’t the most, I wasn’t our best troubleshooter. I didn’t know the stuff, the deepest. And, but my manager, who was our best person, he was miserable being a manager, and I really wanted to be a manager. So I actually proposed to him that we switch so that I could lead the people, and they could focus on the technical stuff. And we got more pushback from the organisation from that change than anything than anything else that I did in the group, because they wanted to just be able to say, Alright, we need to have the managers meeting and therefore will have the most technical people in the room. And I always had to bring somebody with me, which was, so that kind of change things. But then over time, as we made the changes with our group of the biggest compliments, I thought were one people were trying to join our team, because they knew something was different. They didn’t know exactly what it’s not like, I wrote out exactly how I was changing everything, and had it up on a board. It’s not like my team knew exactly, we were just feeling it out. And but then people wanted to join the team. And we had people volunteer their, you know, their time on our team, which was cool. And then, but then the best part I thought was then when people wanted to steal my team members, because they if they’re that awesome on my team, they must, they would be awesome on their team, right? So I want to steal them from you, and woo them over to this group so that they’ll come and work hard for me. And and the fact that my team was not willing to leave was was he?
David Ralph [49:01]
So So when are you when you left? Because obviously you have transitioned? Did you leave those people that were loyal to you?
Emilie Shoop [49:11]
Yes, I did. Um, I left and went to another university to work. And, and that was really, really hard. For me to leave them as much as I loved that team. For me as an individual, I couldn’t develop any further and it still wasn’t quite me doing exactly what I needed to be doing with my life does it upset
David Ralph [49:39]
you today, if you look back that decision that you made, or you kind of over it now,
Emilie Shoop [49:45]
I’m, I missed them, I miss, I miss the way things were sometimes. But, um, and I miss leading that team and having the results in and really sitting down with them, I sat down with each and every one them individually when I was putting in my notice. And I gave like two months notice. And it was really, you know, it was great to hear, you know, compliments, you know, the best manager I’ve ever had, you’re the only person that ever cared about me at that level. And so it was really, you know, it was, it was I was sad to leave them. But for me as an individual, it was the right thing to do. And had I not left that job at that pay scale. I actually I took another job and went down and pay scale. And because I did that, it made it easier to launch my own business. And then I in the long run now when I interact with them, they’re like, Oh, yeah, you should have been doing this all along. So in the you know, it all works out. But I miss them, you know, for sure.
David Ralph [50:50]
It’s funny, isn’t it? Because I get that a lot people say to me, oh, you should have been doing this years ago, obviously. So you are I listened to you for the first time yesterday. And I was in donnish because they used to know me. And now they hear me. And it’s a kind of weird hybrid. But it’s it’s like people know, before, you know, that telling you what you should have done, but they didn’t tell you at the time and you kind of think, why didn’t you tell me. But now it’s so obvious. And once again, it’s so obvious because you suddenly realise what your strengths are. But other people are being affected by your strengths, and your heart and your compassion and the fact that they saying that you were the best manager and all that kind of stuff that made a difference to them. And that’s what people pick up on. They don’t pick up on your kind of competencies I pick up on your strengths don’t like?
Emilie Shoop [51:40]
Yeah, and yeah, that how much you care. And then, and I don’t think I one of my, one of my team members, he said along the way. And I think it was really helpful for me. This was many, many years ago, and just said that he had worked with somebody who had done three different careers in a lifetime. And how, you know, maybe that guy had it right. In from I’m pretty sure that planted the seed in me again to say, you know, maybe I should be doing something else. Maybe it’s okay that I don’t want to do this forever. Because, you know, I felt guilty about not wanting to do this forever after doing it for 15 years. And and so I think that they understood that, but I don’t think they could have looked at me and said, Emily, you should start a leadership consulting, and coaching business. You know, they I don’t think that was within their mindset. And so I’m sure your past co workers couldn’t have said, Oh, yeah, if you had a podcast, you’d be golden.
David Ralph [52:37]
I love them don’t understand what a podcast is. To be honest, I have to say to people, I’m an online chat show host and they seem to get that. But if I say podcast, I was on holiday in Spain. And a lot of people were saying, what do you do for a living? And I, first couple of days, I’d say, oh, I’ve got a podcast. What is that? And I found out how to explain it. But and now I just say yeah, I’m an online chat show host and I’m dropped the online bit I just a chat show host and I suddenly burst into life. Really? Well, you know, and there’s just like this. Pusey as him which I’ve never seen anything that I’ve ever done before. And I think it’s the unusual aspect of it, isn’t it? I think with your job as well, the thing that I, I liked about it, and it appealed to me was, it was in me, when when I looked at it, I thought, yes, I know exactly what she’s doing. Why isn’t other companies doing it, and it made me feel something. And, and it is quite unusual. I bet there’s not many, many companies out there that are doing what you’re doing going around, and basically changing morale, improving people’s strengths and development, and doing a good job on it. I think most of them are still trapped in in the old ways of doing it going around and trying to develop the bad things.
Emilie Shoop [53:52]
Yeah. It I do get approached where, how do you do discipline? How do you hold people accountable? How do you it is from that negative aspect, or is just from a training aspect, like, Well, I know, this is something my people should learn. So come and speak in front of a room of you know, 50 people, which is fine, but what i what i you know, in talk about developing your business over time, I found out that it’s much more useful and powerful for people, if you’re getting into the business and saying, this is how it will work for you in your business. We all know, we need to communicate better. That’s great. But you know, an hour talk about just communicating better, isn’t that helpful? An hour or three or four hours of us figuring out how you are going to communicate with your team, the way they’re built today? is, you know, is makes a huge difference for them. And so that’s where that’s the shift that I had to make to really realise like, how do you make it sink? Because we can all talk about it, like you said, there’s plenty of business that talk about good things. And we all should the quotes that we love from from the masters. But how do you implement this? That’s great, but how do I put this, all these ideas into action in my own business,
David Ralph [55:10]
that I was a trainer for years, and that was my bug bear. But I would do these training courses, put all my heart into them. And I knew even when I was doing it, but people were going to go out that room after a day and do nothing. And I just knew it. And I used to say to the managers, right, what I want you to do is before the staff come into my training calls, I want you to sit down with him and work out an action plan and decide on three things that they’re going to take from this content. And I’d give them like a checklist. So they could decide on the things that they wanted to then go in there, and then pick up on those bits. And then things are these are the bits I said I was going to focus in on and then we could work on them afterwards. I could barely get the managers to do that. Oh, I’m not. Oh, you get the classic. Oh, is it training today? Jim, Jim, are you on the phone? Can you go in and you just like fill up seats quickly with people that weren’t expected ready to go, boom, Jim suddenly puts the phone down. And he was expecting to be doing his job. And he suddenly goes into these training calls just because he’s been told to it’s lunacy you need it’s not just London is not the United Kingdom, it seems to be a worldwide issue.
Emilie Shoop [56:20]
Yeah, it is. Or you get the people who, like Whoo hoo, it’s training day. I don’t have to work today. Yeah, like, I came here to give you my all for eight hours. And you’re thinking it’s a free day? Like, no, let’s let’s, let’s make an impact. Let’s Let’s, yeah, let’s change lives here, people. And
David Ralph [56:40]
let’s play the words of somebody who has changed lives. And this is the theme of the whole show. And I’ll be fascinated to see whether it has resonance to you. So we base the show around this, it’s called Join Up Dots. And this is Steve Jobs.
Unknown Speaker [56:55]
Of course, it was impossible to connect the dots looking forward when I was in college. But it was very, very clear looking backwards, 10 years later. Again, you can’t connect the dots looking forward, you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future, you have to trust in something, your gut, destiny, life, karma, whatever. Because believing that the dots will connect down the road will give you the confidence to follow your heart, even when it leaves you off the well worn path. And that will make all the difference.
David Ralph [57:30]
So can you connect your dots? Can you join up your thoughts? Like he’s talking about?
Emilie Shoop [57:35]
Yeah, I can. Looking back like he says, like, Oh, my gosh, I, if I would have tried this from looking at it, okay, in college, you’re going to graduate with an IT degree. And, you know, years later, you’re going to end up as a leadership consultant, I would have never seen that progression. But now if I look back, I can see pieces, you know, from every job that that lead, where I grew a little bit in that area, and where really the people aspect was always the area that that I was shining in. And then it was just a matter of how do you how do you make that fit. I still remember my very first job out of college, I went in and met with my boss, and I said, You know, I want to be a manager someday. Because I just knew I wanted to lead people. And they looked at me and said, well, in order to do that, you need to be here for eight years. And I thought died. Here I’m fresh out of college ready to conquer the world? And that was the answer, wait for eight years, like I can’t wait to do anything, I have to be working on it. And, and even my last job, I I took that job thinking that was kind of my last try of I have a technology background, I should try to you use that technology somehow in my career. And so I did it sales in my last job. And I look at that, and I tried that out and and what really, that I failed miserably at the job. And you know, I, I did the best I could, but to be honest, I just failed at it. And they, but I looked at it. And it was somebody who started his own business. And he was, you know, invoicing in the millions of dollars a year. And it was a small little company. And I looked at him and said, You know, he could do it, I could do it. And so that was I figured that that must been a dot that I needed to see somebody just take that leap of faith and go with it. And then also to the culture was so bad, and I knew it could have been so much better in the business would have been so much more profitable. And I couldn’t get them to listen and like I need to work with people because this is a real problem in many places. And time and time again, I was asked it in my different roles to take over in leadership roles. People wanted me to be at the last place the sales manager and I was I was tanking at sales, but they wanted me to be the leader, because they wanted that different perspective that I brought to everything. So I knew it was something that was needed. But I would have never guessed that taking that job. Like I thought that, you know, every time I took a job, I thought that was going to be it and then I was going to be happy.
David Ralph [1:00:31]
I think what the world is missing is the fact that we ask people to lead. But we don’t ask people to inspire. And I think that the people that inspire, naturally lead people follow them don’t know. And so they become leaders and all the people that have done amazing things in the world, I don’t think they went in there and said, Look, I’m a leader, you’ve got to follow me, what they’ve done is they brought their unique strengths, their authentic self, and they’ve inspired people to naturally want to follow. And you are you’re either a shepherd or your sheep, and the majority of people in the world, unfortunately, or maybe fortunately, they might like it like to be in the flock. And other people like to be out of that. And they are the ones that need to inspire. And once we do that, as you’re doing and you were doing for that team, then everything falls into place, and people will naturally follow you and you become a leader.
Emilie Shoop [1:01:31]
Yep, absolutely. And
yeah, if it’s noticed, it’s easy to look back and connect those dots and say, Oh, that’s the trend. That’s the commonality. I wasn’t completely crazy and just jumping all over the place. It you can see the progression. And to now where everything I do is people focused. Every job I had got more people focused along the way.
David Ralph [1:01:58]
So where are we going? Now what what’s the next step, just before we send you back in time to have a one on one with your younger self, what’s the plane for shoot training and the other things that you’ve got going on,
Emilie Shoop [1:02:11]
I have a couple of things in the works I’m working on, I started giving out awards for the people skills that I think are really important for people, I call them the shift shift awards. And really wanted to focus on leaders who do take the time to communicate well or to handle conflict, while all those different pieces. And I’m looking into how to make that something that is more impactful, or I can impact more people with that. Because I feel like there’s so many awards out there that are numbers based or quantifiable. And, but if we all just focused on doing really good people focused leadership, everybody feel they would be impacting so many people, and that would be awesome. So I’m working on how I can grow that. And then other than that, I’m working at how I started working with clients. You know, originally, when I started my business, being the only thing I knew I started very locally. And so now my path is grown, and I’m much more regionally and then even had a client in Canada. And so just figuring out what how, how can I help other businesses that are outside of my geographic area? And and really, really hone in on those small businesses that that look around? And they say, what do we do with all these people we’ve grown, we’ve added, now what do we do and and so that’s the next step for me is to build that out so that I can help them speed up their, their success by really focusing on their people.
David Ralph [1:03:49]
And on a scale of one to 10. When you think about all those things, how do you score the excitement,
Emilie Shoop [1:03:55]
my gosh, I am like over excited to the point where I need to, I have to rein myself in a little bit. Because you know, you can come up with too many ideas, right, and then spread yourself too thin. So right now I’m trying to you probably can hear it in my voice I’m trying to rein myself in. And, you know, and make sure that I do things well. And that goes back to what we were talking about before. Like I don’t want to just take on the world and serve everybody kind of okay, I want to take on you know things as I can. And as I grow and and do them each one of them very well.
David Ralph [1:04:30]
I’m sure you will succeed massively because you’re smiling, as you’re saying it, you’re finding that excitement and your is the passion within. So you’re gonna, you’re gonna succeed big time, I’m showing that. But this is the end of the show. And let’s send you back in time, as we like to do at the end of the show. This is the part that we call the Sermon on the mic. And this is when we transport you back to have a one on one with your younger self. And if you could go back in time and speak to the younger Emily, what age would you choose? And what advice would you give? Well, we’re going to find out because I’m going play the theme tune and when it fades you up, this is the Sermon on the mic.
Unknown Speaker [1:05:10]
We go with the best.
Emilie Shoop [1:05:27]
Hey there college Emily, this is grown up Emily, we have kids, we have family, all that great stuff that we always wanted. And just wanted to let you know that if you could focus on who you really are, don’t follow the money, don’t take the logical path, really take the time to pull out those books that that really show you. This is who you are as an individual. And this is how you like to work. And really think about the times that you want be working. The freedom that you love in everything that you do the freedom that you’re loving in college because you’re in control, make sure that you’re looking at that for your next opportunity. And for when what you’re taking on in college. And as you get ready to graduate, I promise you that the more we focus on our strengths and on what really makes us Emily happy as an individual. And it’s always it’s always focused around those people. So those classes that are drawing you in, don’t ignore them because they you don’t think they fit really figure out why those are attracting you. And we will be much more happier faster. Because we ended up happy. We’re super happy now. But you could speed it up a little bit if you focused in on that earlier rather than later. And I can’t wait to meet you at the other end.
David Ralph [1:06:53]
How can our audience connect with you, Emily?
Emilie Shoop [1:06:57]
I am all over social media. And my name is spelled a little bit differently. So it’s em I lie and then it’s shoot as h o p which is super fun to say. I lucked out by marriage there. But shoot TC, as in training, consulting is my website shoot TC calm, you can pop over there and connect with me. Otherwise, I’m on Twitter, or Facebook or LinkedIn, I would love to connect with anybody that would be listening. And if you have any questions about how you can interact with your team, or if you are struggling with a leader and you just want help leading up by all means reach out and shoot me a question I’ll try to help you the best I can.
David Ralph [1:07:44]
Thank you so much for spending time with us today joining up those dots and please come back again when you have more dots to join up because I do believe that by joining those dots and connecting our past is the best way to build our futures Emily Shoop Thank you so much.
Emilie Shoop [1:07:57]
Thank you This was awesome.
Outro [1:08:00]
doesn’t want you to become a faded version of the brilliant self you are wants to become so he’s put together an amazing guide for you called the eight pieces of advice that every successful entrepreneur practices, including the two that changed his life. Head over to Join Up Dots.com to download this amazing guide for free and we’ll see you tomorrow on Join Up Dots.
David Ralph [1:08:26]
That felt good to know Emily, I thought that was a bit of that. But I really enjoyed it. But attitude I did
Emilie Shoop [1:08:31]
too. I had no idea that you know any of that stuff is going to come up and I
