And as you're stepping in, if you look at the chat, I've got a question out for everyone, which is how comfortable are you sharing your value um with others? And specifically, you know, we're talking about this in a professional context.Like how comfortable are you letting other people know what you do really, really well and what impact you can make and if you can give yourself a grade anywhere from A to F, um you can use pluses and minuses if you want to quantify that. Um And we'll talk today about how you can do it. And I was very excited because I got to listen to the session by Susan Lindner who was talking about impactful storytelling and uh I'm gonna piggyback. I wish I wish she had been just right before me and we could have piggybacked off of each other. So I've got some CS ac plus um but feel, feel free coming in and I will let you know in a few seconds, I probably started around the CD when I started doing the work I do now and I am much better at it today. I better be, I have a business to run. Um And the business in which I teach women in stem and finance how to do this.

So if you're just walking in, take a minute, I'm gonna try to make this as interactive as possible given that we are not face to face and I cannot hear your voices, which I wish I could. But if you can jump into the chat and let us know how comfortable are you with sharing your value with others. And while you type that question in, I will introduce myself in a minute because this is not really about me. It is about you. And is it, it is about how we can get you to a place where you can share your value really, really confidently. So you can build visibility so that you can access the opportunities, the promotions, the leadership positions. If that's what you're looking for that you most likely deserve and certainly want in your career. So as we get started in talking about this, I've got a question, another one. uh so not your values but your value you will see and yes, there are many values or skills that go into your value, Stephanie. So I want you to answer this next question. We're gonna do a few questions together and then I'll chat for a while. But think about the last skilled professional you hired, right? It could be a, a hair stylist, it could be a roofer, it could be a plumber, an electrician.

Uh, personally I need a new mechanic, uh, because mine was, uh, mine lost their, their place of business that it was gonna be a new condo where his shop used to be. So, I want you to think about the last skilled professional that you hired. And I'm really curious, how did you find that person? Right. Did you just jump online and kind of Google Yelp or wherever else? You know, look at uh a better Business Bureau and try to find out who out there was doing what you needed and who had the most qualifications? Did you tap into your network? Did you ask friends or neighbors? How did you find the last, what is the last skilled professional you hired? And how did you find them? I want you to throw that information again out in the chat just out of curiosity. But I will tell you right now that if you are like uh basically every other group I talk about value articulation to the answer is that you tapped into your network, right? What most of us do when we're trying to find somebody that we need to trust to work with? And we don't know where to start is we start tapping into our network.

We ask friends, we ask family members, we ask colleagues, we ask neighbors who have they worked with, who did they like? And then because we are in the age, we are in, we probably go check their recommendations, see what kind of reviews and we make sure that what our friends are telling us or what is what everybody else also believes to be true about this professional, right? And here's what I need you to know as professional women and especially as women in tech. This is not just how you want to hire your next dentist or your next hairdresser or your next plumber. This is how we hire and promote and choose board members and CEO S and internally how we choose managers and directors. And the reason that's the case is because human beings are social animals. So we choose to elevate to support, to promote the people we know and trust people who are inside our inner circle. I knew this. I think all of us know it logically when I say it, I'm going to assume that none of this like, is it surprising to you? But it's something that I personally didn't leverage.

And then later on when I started working with women in tech and women in finance, I found that it was something that they were not applying or leveraging in their own careers. But the fact that we tend to promote and elevate the women, the people, excuse me, that we know and trust is why it is so important for every single one of you to get really, really, really good at not only understanding what your value is and articulating it for yourselves, but also it sharing it with other people because the only way you are going to get selected to be promoted to whatever opportunities you want to access is past the early phases in your career.

If somebody else knows what you do understands what you bring to the table and can either support your claims that you're doing it or articulate it for you. The problem is most, excuse me, that went in the wrong direction. The problem is most of the people I know are actually terrible at articulating their value. So when we started this off and I threw that question up in the chat, how comfortable are you with sharing your value? There were a lot of CS and uh you know, Michelle, which is wonderful. She had a B but everybody else is kind of in the CC to D Mackenzie is A B, right? And that seems to be the case for most people, they either don't feel comfortable with it or even if they do feel comfortable with it, they're terrible. Here's the thing, articulating your value is really important and we often think about it in terms of interviewing or trying to get a promotion or raise. But it's also a skill that you're going to need in order to network and be memorable. I uh with the clients I work with and I'll explain what I do in a second. But with the clients, I work with we also use it when um leaders are trying to build teams and when leaders are trying to figure out how to delegate.

So I realize I have not introduced myself yet, but it's because this is far more important right now than who I am. Although who I am is relevant and important. My name is Doctor Alessandra Wall. The doctor refers back to my degree in clinical psychology, which I applied on a daily basis in my practice until very recently, um today and for the last several years, what I have been doing is I work as an executive and leadership coach very specifically for women in STEM and finance and I do consulting and training for the companies that rely on you to be successful.

My reason for supporting very specifically women in STEM and finance is that I need you all to move into very, very high levels of leadership so that you can shake the system from the top and make it better for the rest of us who do not have the skills and cannot have the impact that you will have in your industries.

So when women come to work with me, oftentimes they are coming to see me for one of three reasons. Uh The one that has been the most common over the last few years is they did a job that they don't want to be in any longer. Very often. It's because they have a set of skills that are not being properly leveraged very often. It's because they feel like workhorses and um, they, they want to be seen and leveraged as the powerhouses that they are. And if that is you do whatever emoji represents, how you feel at work right now, you could throw that into the chat. So one category of women are, they're done with where they're working and they're ready to find a better position in another company. But what they certainly do not want to do is make the same mistake again and enter a space and not be seen for the things that they want to really do, not get hired for the impact that they can make. The second group of women are women who are in companies that they want to stay with. They are happy there, but for one reason or another, they're feeling stuck. So same thing, they're looking for a promotion or a raise, it's not coming fast enough. They are usually they have their nose to the grindstone, they're working their butts off, they're spending hours every single day trying to prove themselves with the sense that their hard work should translate into visibility and it doesn't.

So with those women, same thing, we're trying to get them to move up, but they're not trying to move up and out. So not what I like to call a promotion by exit. That is not what they're looking for. And then the next group of women are women who are usually exactly where they want to be. They're uh stepping into higher levels of leadership and they just want to own that space, right? That whole taking up the room and feeling confident and feeling strong. And so part of that piece is articulating your value and then all the typical executive coaching tools and skills that, that I can provide, right? So you can imagine that at the very least in the first two categories of women that I tend to work with, we spend a lot of time trying to figure out what you bring to the table, what the best way is of articulating this and how to get you seen. Because one of the things we know in tech specifically is that one of the reasons we're lacking a lot of women in higher leaderships and executive rules in tech is because of lack of visibility. So you are working very, very hard, you are making an impact. But for one reason or another, that impact is not translating into the opportunities that you want or you need.

And today, I'm going to achieve the formula that we use with the women at Noteworthy, which is my coaching company in order to help them not only articulate their value in a way that they feel much more comfortable using, but articulated in a way where they're far more memorable and far more impactful and in order to do that, and I know, we have a very short amount of time today and I get very excited about this.

I'm gonna try to stay with the script. There are three things we need to do. The first thing you need to do is to learn how to be unforgettable. So let me tie this to one of the biggest mistakes I see people make when they're trying to articulate their value. Again, whether you are introducing yourself at a networking event, talking to a new client about what you bring to the table or pitching yourself for any kind of promotion or new job. So people tend to list their job history, they tend to list their skill sets. And I want you to know right now that that has to be the most boring possible thing you could do when you are interviewing or pitching or negotiating for anything, the audience that you're speaking to, when you're negotiating, when you're pitching yourself should have already taken a look at your resume and they should already know what your background experience is.

You should by now. And I don't shoot very often on people, but you should by now have a linkedin profile. And if you don't have a linkedin profile after today, please, please please go create one. You can connect with me on linkedin. The information will be in the last slide that will help you build it, right? But your linkedin profile is like an updated electronic resume in and of itself. So the last thing people need to hear when they ask you, tell me a little bit more about you or why do you think you'd be excellent for this position or this promotion or this job is to have you go over your resume. There's another problem with sharing your resume or just sharing your skills based on your job history is that oftentimes over the course of your career, you have been tasked with doing things that you were so good at doing, but things that you don't enjoy doing things that make you miserable.

Let me give you a personal example. When I went to graduate school from the time I was an undergrad, I made it very clear to any graduate professor that I had no interest in doing research, which came to uh the disappointment of my undergraduate mentor because I'm really good at doing research, the data analysis, the data, entering the beginning gathering all of that stuff, super super good at it, but I hate it, right.

So I was very clear off the bat that I was getting a phd so that I could practice clinically. And although I am good at data gathering and data analysis, it is not what I want to be known for. It is not what I want to be hired for. So you have to ask yourself when you're just giving a list of all the things that you can do are you positioning yourself to do what you are best suited to do and what brings you the most sense of engagement, pleasure, satisfaction. I won't throw joy in there, although sometimes, and I hope for you joy. Are you just positioning yourself to do all the things that you can do, including the things that suck the life out of you. What at noteworthy we call soul crushing skills and tasks. So again, feel free to share your thoughts in the chat. But the first thing I'm gonna ask you to do, if you have a sheet of paper right now or if you're interested, you can connect with me again on linkedin and I'll send you the worksheet that we use at Noteworthy.

Um I'd like you to think about the things, the task, the projects that you're working on at work and the kinds of projects that both like that you loved these things that you love doing. Like if you knew tomorrow you were going to walk into your office virtual or other and you were going to get to do these tasks, you would be looking forward to your day and things that you excel at. And the first thing I'm going to recommend that you do is that when you position your value or you position your skill, you don't talk about all the things you can do. You simply start with talking about the things that you love doing and that you excel at and there's magic that happens when you do that because when you start focusing on the skills and the qualities that you both excel at and you love, not only will you start getting chosen to do things that actually speak to you, things that you actually um will create more engagement.

So if they're leaders in this space, you should be asking this question to all the members of your team and you want to put them in positions of doing this. But the other thing that happens is as you talk about these skills, your whole facial presentation, your whole persona will shift. And this is really, really important because when you're sharing your value, when you're communicating your value to others, the number one thing that needs to happen is they have to remember you, you have to be memorable and all of us want to be able to do that without having to go on to tiktok and do some crazy dance or make fools of ourselves.

And there's a really easy way of doing that. And that is starting to talk about the things that we love best. When I talk about articulating value, I get excited. And here's what happens. Let me take off my glasses for a second. When you talk about the things that excite you, your eyes open up just a little bit more your pupils tend to dilate, we tend to move closer. Think about the last time you had a crush on someone. There's this desire to like get closer to them. And when we talk about things that are exciting to us, we do the same thing we tend to move closer to the people we're talking about even on screen. Another thing that happens when we tend to talk about things that are really exciting to us is we smile and this is where the magic happens. So let's talk, neuro uh neuropsychology and neurobiology for a second. So when you smile, your brain starts dumping three things dopamine because it triggers a sense of reward serotonin, which is your kind of feel good, happy neurotransmitter. And then the other thing that it starts dumping is neuropeptides which help calm you down. But your brain and my brain have these things called mirror neurons. And so when I start smiling and getting excited, whether you want to or not, you start getting just a little bit more activated if I can engage you in a story.

Like as I said, Susan Lindner was talking about in her talk earlier today with impactful storytelling and I can make my skill set kind of stick with you and get you excited as you start smiling, listening to me tell you what I do. Well, and I love doing, your brain will start dumping just a little bit more serotonin, just a little bit more dopamine, just a few more neuropeptides and all you'll know is being around me and hearing me talk about what I can do for your organization, for your team. For this project has left you feeling, you know, rewarded a little happier and a little calmer. And if you think about interviewing scenarios or even networking, right? Being in a networking event where somebody is meeting 50 people who are they going to remember? What are they going to remember? They certainly are not going to remember all the details of every single person that they've interviewed or spoken to. But they will remember the people who made them feel better, right? So try to think about positioning what you love doing and what you do best because simply talking about those things is going to change how you show up. And that change because of numero neurons is going to influence the people you speak to when we do this with the women at noteworthy.

One of the other things we do is we try to tie these skills, not just to facts and data, but we try to tie them to stories. So for example, instead of saying um ah I just had lunch meeting with somebody so I can do it off of her lunch meeting. Instead of this woman I spoke to at lunch saying I am the type of person who uh I'm the type of person who's a great support, staff for front facing leaders. I'm strategic, I'm organized and I love being in the shadows. I don't want to be front and center. This woman is from Guam. And, uh, she had returned to Guam recently and she said that while she was at Guam in Guam, excuse me, she was asked by, um, family friends and, and people that she knew to run for senator and she looked at them and she laughed and I know her pretty well at this point. She's like, I don't, why, why, why I don't want to be a politician? I won't do that. And so she's just got a promotion and she's going to have to have a review with her boss. And she asked me, Alessandra, how should I position this?

And I said, tell him the Guam story, tell him, here's what you, you know what you need to know about me, Bob. What you need to know about me is I went home and my folks and my family were trying to get me to run for sending her except I'm not the kind of person who runs for senator. Now, I understand why they wanted me to do it. It was for all these things. But where I shine, what I love is being the strategic support, right? Being the person who helps, you know, the front facing the leaders Excel, right? And then she can start positioning her skills in that way. I have another client m who talked about her 10, her ability over time to um and throughout her career, excuse me to uh see problems before they came and gets hired by start ups very often. And she's in, she always participates in start ups in their early phases. And so, em was talking about this, she's like, I don't know how to talk about this all. But I like one of my top skills is my ability to see things before they happen to be able to anticipate problems. And I was thinking, and I thought m, you know what you're like, you know, those luxury German cars, the ones with the adaptive headlights that turn and allow you to see ahead of the corner before you're there. That's what you're like.

And so now when m talks about her story, she doesn't use an elevator pitch. She doesn't, she's very clear about what she wants to be known for these things that she loves doing that she excels at. And she has a couple of stories or images, what I like to call sticky points to help bring those skills to life. Rather than saying I have, you know, good anticipatory skills. I'm able to see what comes blah, blah, blah, blah, blah and be super boring. So now I can go in and go, you know, I've been told I'm a little bit like one of those German luxury cars. I have my own version of adaptive headlights. Very often companies bring me in to be able to do this strategic planning, to be able to look at how we're going to map out the operations of an organization. And among other things, the reason they bring me in to do that is because I have the ability to really foresee potential roadblocks and problems. And this is something I love doing. I'm really good at. So this brings me to my next point. If you're going to talk about your skills, please, please, please, please, please, since you are positioning things that you love doing and you're great at, make sure to communicate the fact that you are really, really good at doing this.

Now, uh show of virtual hands, emojis, yeses and nos. However, you wanna put it in the chat, who here feels uncomfortable with letting other people know that they excel at something. Let's see who here feels uncomfortable with saying I'm really good at this. Like I am so good at this because the women I work with tend to feel extremely uncomfortable with admitting to the world what they know privately, which is that they're bad asses that they have certain skill sets that they uniquely excel at. Here's your reframe if you are like many of the noteworthy women. Uh Thanks Eva, I'm half Italian. So that's uh the hands are there. Um But here's your reframe. The reframe is simple. You were not sharing your skills or your impact or how good you are at doing things simply to brag you were sharing these skills, to educate the more clear you are about what you bring to the table and how good you are at those things. The easier it is for prospective employers, clients, teams, colleagues, whoever is counting on you to find you when they need your help to solve their problems, want you to think about it as it's a favor. And if you're not broadcasting that you are great at something, nobody else is going to broadcast it for you unless you're really, really lucky to have an awesome sponsor in your life, right?

And you might think that your work output your ro a the hours you spend at work should be communicating everything you need to communicate. It doesn't because your managers, your leaders, your clients, they're looking at work from a ton of different people and they cannot pay attention to you. So it is your responsibility to let them know that you are excellent. And as women, part of the reason why I love stories and why I share it from the, you know what I love to do that, I also, you know what I love to do is X is because when we position that first, it is easier for us to then say, and I'm great in it. So my personal story and I'll go to the next thing I want you to work on, which is to connect the dots for people is I love to tell people, you know what I love, I love zombie movies, zombie movies, zombie books, apocalypse. Anything that has to do with the fabric of society falling to pieces. And, um, Svetlana, you and I should compare notes. I mean, if I can read them, I read all of them including Y A right and the movies and here's the thing, part of the reason I love them has to do with the psychology of it.

It's about being able to understand how you thrive in a world that doesn't have systems there to support you. And here's the thing. That's exactly what I do every single day with the women I work with at Noteworthy. We are trying to figure out how to help them thrive in spaces and worlds that have systems that are not designed by them or for them and often don't support them, right? And I'm really good at figuring out how to help people thrive when the system isn't set up for them. Right? So if you think about it, I thought you might, you and I might be meeting in an interview. I might be one of five people or for me in my business at a networking event, right? That's probably where I share that story and you might not remember very much about me, but I guarantee you will remember that I'm the zombie lady and you'll kind of remember that it ties to something I'm doing, right? Which makes me sticky. That is the unforgettable piece. OK?

So the thing is, it's not enough to just share what you do or what you're great at or the fact that you love it or to make it into an interesting story. Although the story will make you memorable. The next thing you need to do if your goal is to articulate your value is to make sure that you connect the dots specifically, it is your responsibility to explain to people why you excelling at a specific skill can make a difference for them, right? And this is where we get technical in articulating our value. This is where we start talking about facts about Kpis and Rois and whatever acronyms you want to throw to it. So after you've introduced to somebody that you are a huge fan of zombie movies and how it ties into, you know, this ability, you have to understand how to work with limited resources to help people thrive, you better be able to back up statement like, and I'm really good at it by talking about how you've used that skill in prior work or in prior projects if you're really early on in your career and you're like, I don't have another job to talk about.

I guarantee you have some kind of experience where you can demonstrate that you've used that skill effectively. So then tie connect the dot tie that story back. And because I'm good at this, I have been able to dot dot dot Fill in the gap talk about the projects you've been able to accomplish. And if you're applying for a completely new kind of opportunity or position, then create um create an a vision of what you think you'll be able to do, right by explaining how the skill set that you've applied in space A can be generalized to space B in different ways. So let me give you an example. And again, I'm gonna be lazy. So I'm gonna give you an example with me. I started my career off as a child psychologist, then moved into working with adults once I had my own adults. And now as you know, I have a uh uh executive coaching business for women in stem and women in finance, right? And I talk a lot with big corporate leaders, but I have absolutely no corporate background. None. I've worked for myself. Uh one year after I finished my postdoc, I went into business for myself. So, other than the small stint working for a large psych organization, I've never worked in the corporate world, but I might take something like saying, I'm that person who you sit on the airplane with.

And I ask you one question about the book you're reading because I'm an avid reader. And we find ourselves four hours later, you have told me more about yourself than you ever meant to share with anyone, right? And here's the thing, I'm actually an introvert which you wouldn't get. But I'm a social introvert. I love talking to people. I love getting to learn people. Michelle and I apparently are soul sisters. Um, I need to meet you. Um, but, uh, and I, part of the reason why I love that is because building report has been something that's always been very easy for me and it's something I've used my whole career. So I might choose to connect the dots and I'm really good at it and because I'm really good at it and I might start with examples of my first career because I'm really good at it. I used to work in a psychiatric er, and I was definitely the person who was called into the room when somebody was coming in with a psychotic break and was terrified and kind of losing their grip and potentially dangerous because I can easily go speak to them and within a few minutes calm them down so that we could work with them.

It's also part of the reason why I, why I could sit with Children who are experiencing high levels of anxiety or impulsivity and calm them down. And it's the same skill I use day in day out when I'm called to work in organizations with their high levels of conflict and we need to figure out how to get teams to work together. So I'm not saying all of this to advertise myself. I'm literally saying all of this to give you an example of how you could talk about a skill provide a context. That's a little sticky story that you like something that's gonna stick in people's minds like they might say. Oh, yeah, she's the, she's the airplane one. She's the one I'm, she's gonna be like my airplane therapist is what's going to happen. I better not get stuck next to her in an airplane. But I now want to use that story to introduce a skill to talk very seriously about how it is one of my strengths. But then I need to position that strength according to facts. And I need to provide, connect the dots for people and provide people of examples of how I've used that skill to create a real impact in various spaces.

And when I started off before I had more experience in the corporate world, I had to use all my psych experience as my backdrop and then convince CEO S and, and other folks in the corporate space that, that skill translated to the work they needed me to do. So there. We're gonna work through a few questions, but I've got one last thing that I wanna share with you the third step. And while we're thinking about this third step, if you have questions, I'd like you to start throwing them in the Q and A so I can get to them when we go. I'm always happy to answer the questions here. And if you have more after we're done, then we can connect on linkedin and I'm always happy to talk about this. So here's the last thing in order to articulate your value compellingly, in order to do it in a way where you're going to feel confident in order to be memorable and to gain the visibility, you need to take your career wherever you want it to go. We have to start by making sure we are unforgettable, right?

So we need to position the skills that we love most that we excel at in a way that is memorable, that is sticky and that's where being a little bit more personal, even in really technical interviews works very well. The next thing you need to remember to do is connect the dots just because you understand how your skill has value and what impact you can make with. It does not mean that anybody else understands how to do that. So walk them through it. The third thing you wanna do and the thing that most of us forget is to make it personal. It's this is going to be especially true for those of you who are pitching yourself for new job opportunities for raises, for promotions. OK? So this is really the pitch end of things, the negotiation end of things. It is not enough to tell somebody you're great at something. It is not enough to tell them because I'm great at something I can make this impact. You also absolutely need to explain to them why you being able to make that impact is going to solve a headache for them or is going to make their life so much better. This is done all the time in marketing and sales. Nobody says, hey, I'm gonna sell you this amazing car here. The specs of the car, you're gonna love the car. It's an amazing car. It's going to allow you to go 0 to 60 in this amount of time. So you'll move faster, ready to buy it.

They're going to say because you can go 0 to 60 in whatever speed of time you are going to feel like a goddess on the road, right? They're going to explain to you how the security and the structure of the car is going to protect you and your family as you move through space and time, right? But they're going to try to connect it back to you now to do this is not about manipulation. It basically requires that you step into your empathy that you sit and you think about the person you're talking to and you start considering what kind of problems they're facing day in day out, what kind of dreams they have, what kind of needs they have. And then think about how you position the value that you bring to the table in a way that helps them understand how that value is going to meet that need, how that value is going to remove that roadblock or that pain point, right? If you're interviewing and you're not sure because you don't know the person very well. What I recommend doing what I've done before is I'll ask people, listen, if you could get the right person to do this job, I wanna understand like, what would it do for you? Right. What is having this problem? What is it taking you away from? Right. And then I can come back and say, listen, I'm telling you if you can bring me in to do these things, I'm really good at this. This is the impact I can make.

And because of that, we can, you will be able to sleep more at night, walk into work and be able to focus on your work instead of spending the next six months trying to find a great candidate because the candidate you chose wasn't good enough. It depends on the situation and we're limited in time. So I can't go through 1000 examples, but this is the last point. So three parts again to articulating your value with confidence and clarity, focus on what you love and do best so that you can position yourself to be unforgettable. So you can get excited about what you talk about and get other people excited too. Make sure you connect the dots for them. So they understand what impact you can make with that skill set and make sure that you position that impact so that they see where you want to go. And the third thing is if and when possible, try to understand how bringing somebody in with your skill set with your impact will make somebody else's life better and make sure to spell it out for them. Ok? I am going to jump, I know we have now six minutes to answer questions. So I am going to jump to the Q and A and see if we have any questions there. Um Or if not to stay in the chat and say what questions do you have?

How can I help you? Because my goal for you would be for you this evening or tomorrow, it's late um to be able to sit down and start thinking about what would I talk about to other people? What are the skills I would position? Thanks Fat Lana. Thanks. I was gay and married. Ok, Mary A, you say you can't talk about yourself and you say talking about yourself brings you discomfort. Um You OK with me asking you a follow up question about that and the follow up question and this is for all of you. Why is a terrible question? Never ask anybody why we all hate it as a psychologist. We are taught never to use it. So my question to you is what is it about talking about yourself that feels uncomfortable and I bet you you're not alone in whatever it is. And I'm looking at some of the questions. So Mary a while. You think about that question? Ah, so Mary and I'm gonna, I'm gonna pause and Mackenzie, I'm gonna answer your questions in just a second. So, um, what Mary is talking about, what Gail is talking about is very common, right? So, this idea that if we talk about ourselves, it's, it's selfish, right? It's, it's bragging, it's inappropriate. And I just want to make it clear like this is something that is socialized probably across every single culture in women, especially and in some cultures, it's also socialized in, in, in men.

And the truth is uh in order to get into a space where you start articulating your values, you're going to have to become comfortable with being uncomfortable. And again, the reframe that we use at noteworthy, the way I've convinced women to do this time and time again is twofold. First and foremost, is by helping them understand that the clearer you are about your skill set and your value, the more helpful you are to others. You are not doing this to brag, you are not doing this, to feel good. You were doing this to educate, right? Your goal is to educate other people. So they understand how you can show up for them. The second reason the way we convince women is once they start practicing it, they just get brave reviews. So I cannot tell you the number of times we will have a noteworthy woman come back and say Alessandra, I just introduced myself to my new team and somebody on my team or my CEO or my client, somebody came and said that was the like the most memorable or the best introduction.

Because instead of being boring and wasting people time, you're giving them the information that they need to understand how you fit in the system, how you fit in the organization, right? And again, lack of visibility is one of the biggest reasons we as women are struggling.

We are awesome at what we do. You are so powerful at what you do. So the way we overcome some of that is instead of saying, hey, let me tell you, these are my skills. I'm amazing. I started and I tell you a story. Have any of you. Here's another way I talk about my schedule. I'll tell people have any of you played set a Coral. It's Wordle, but it's 16 words in 21 tries. I love puzzles. I really do any kind of puzzles. So Wordle Coral, which Sarah mentioned, which is four words. So set of Hal set a Thank you. I think set accord. I'll type it in Sarah. Um I love it and then I can use that talking about and getting really animated about puzzles, which I do love to then talk about how that's one of the ways my brain works is figuring out is taking a ray of data and making sense of them and seeing patterns and connections and then I can throw in or slip in that it's something I'm actually really good at and then I can talk about what impact I can make with it.

So for all of you who feel really uncomfortable with articulating your value, that's why we want the, the story, right? We want the story because it eases us into being able to slip in a very important fact, which is that you are good at what you do without feeling all the self consciousness. Um Somebody, somebody, somebody Mackenzie, no pause. You wrote, you feel like the things that you really like are disconnected, uh they probably are, which doesn't mean you can't bring them together. So the question you're gonna ask yourself any of you is if there's a task you really love, ask yourself, what is it about this? What is it about this test that I love? Right? We're going to be ending soon, but I'll make sure I'll share a story on linkedin soon about this. One of my clients, uh works in academia and we're working on our value articulation. And she said one of the things I love is I'm called to do investigations when people behave poorly. I'm not even paid for this. And I asked her, well, what is it about that that you love? And she talked about her whole story and I was like, oh, look, you just listed five skills. Are you good at these things she's like, yeah, like let's talk about how we use these skills in different spaces because she's looking for jobs change.

So pause, try asking yourself what, what is it about this that I love and record yourself talking about it and as you record yourself talking about it, you'll see that those skills start coming out. Have somebody else listen to the recording and ask them, what did you hear? Right. Sometimes we just need other people. Uh Mackenzie goes, what are the things you love are in the opposite fields of where you want to work? Uh Trust me, there is a way to look at how things connect, right? So you will always be able to find that. Uh you might, you might love, let's just say gardening, but you do a lot of research in a the dark dungeon uh without windows and it looks like they're very different. But when you start thinking about what you love about gardening, you might start realizing that a lot of the same skills that you're using or a lot of the same processes that you're using or things that can translate into your workplace. That's might be a more um complex one. But if you connect with me on linkedin, we can talk, jump on a quick call and I bet you we can figure it out. OK, folks. Uh Thank you so, so much for all the questions. Um I will fast forward to this if you want to connect with me, please feel free to connect with me. I would be very excited to do that. Um I am on linkedin.

It is probably the easiest way but feel free to email me and then have a wonderful end of your day. And I gosh, I hope you make yourself visible because people need to hear about how amazing you are so that you can get way high and change the system for the rest of us. Please. Bye. Take care.