Good morning, ladies and gentlemen, my name is Karen Carter. I'm super excited to be here today talking about sustaining an inclusive culture, building awareness and understanding, cultural humility for women in tech. A little bit about me.I am a contributor at Forbes and I also am the CEO and founder of color consulting agency. We're an integrated marketing and brand strategy agency helping Fortune 500 companies dismantle performative measures. We have some amazing, amazing women here today that are on our panel and I just want to give you guys a chance to introduce yourselves. Um Sa we can start right with you.

So excited to be here. Thank you so much. Uh I am Sima Banzel. I work as a product manager at Microsoft. Um My day to day is working on a product that works for everyone. Therefore, this topic is so important for me because when you're making a product that works for everyone, you gotta have a team that is a representation of everyone. So uh excited to be here and thank you for having me.

Absolutely. We can go right into a Kia.

Hi, everyone. My name is aka mcknight. I am a producer at Shondaland Audio where I'm producing a diverse slate of shows. Um My day to day I am creative developing shows, managing uh tech issues with the podcast feeds. Um But also another function of my job is creating dia programs to bring in more um diverse faces behind the mic, but also um as engineers, as sound engineers um and as tech people in the podcast world.

Awesome. And then we can go right into um Rajani

Raji. Yes, perfect. Hi, Corine. Hi, everyone. Excited to be here. Um I'm a principal technical program manager at Amazon. I can talk more about the role itself. It's a little bit of a mouthful, but you can think of it as it's uh being a technology solutions architect, as well as being a product manager, as well as being a project manager all rolled into one to make um things happen. So at Amazon, my uh the job that I'm doing or the role that I'm doing right now focuses on uh grocery specifically. So the grocery business within Amazon. Um And yeah, so that's my role that I've been in the tech industry for the last 16 years. And so diversity, gender diversity specifically in the tech industry is super, super important for me for the last 14 years. I've done work within the companies that I've worked in also at nonprofits in terms of uh inclusion in terms of awareness, in terms of roles for women.

So it's a, it's a topic that's very, very near and dear to my heart. Um Excited to be here.

We're excited to have you guys here. Um I'll jump right into this because you guys are all experts in your fields. So let's talk a little bit about fostering a culture of inclusivity. Um I feel as though inclusive culture is the foundation of diversity, equity inclusion in the workplace. However, I do feel like many companies fail to create a welcoming environment where everyone feels valued and respected, especially when it comes to gender, race and identity markers.

How can companies create an inclusive culture in the tech industry that supports and empowers women and you guys can freely um speak on this.

You wanna go, go um I'll just jump in and, you know, just me working for a, a woman led company, a lot of the things that we're doing is we are um we're providing like cultural awareness like workshops throughout the year. We're a company filled with all kind of women, Asian, you know, African American, Hispanic, Caucasian, all of them. So we're, we're doing workshops on the different cultures so that everyone is aware of what's happening in other people's lives outside of just working together.

But like family life, you know, culture are all those things we're giving workshops on that. But also um I think a big thing is um highlighting different uh cultures, not just when it's, you know, a specific month, but like every week we're highlighting different cultures of what um success is and what great things they're doing in their culture. And I think um lastly, I think the important thing is as a company when you are creating and having um diverse partnerships with other brands outside of your company. I think that shows that that energy is welcomed in the space of your company when you're doing outside deals.

Love that. I

absolutely love that. Did either one of you ladies want to tap into that or we can jump, jump into another question.

Yeah, I'm I'm happy to add and build upon what aka just mentioned. So super, super important to have a representation also, right, in terms of building communities or culture um that supports inclusion and diversity. A few things come to mind. One is the role of leadership. So leaders um either women or strong allies, super super important to have people represented, but also vocal about just awareness, uh awareness of our unconscious biases. We all have our unconscious biases, but especially in tech, um it's a male dominated field. And so having having the space and opportunity to talk, talk about these uh topics very, very openly having the right leaders to support and lend their voice, having allies who are willing to also speak because it's not just about women speaking or let's say uh people who come from different backgrounds speaking up for themselves.

It's also creating that space of inclusion and hence, leader's voice is super, super important. Uh the way we do it at Amazon and I've had multiple experiences with my other companies and I've worked in UK, I've worked in Italy, I've worked in India. I've worked in California.

That's where I'm based right now. But there's a cultural slant as well to inclusion, right? Cultural inclusion, gender diversity. Um all of these different aspects, the whole span of it. So inclusion in terms of leadership is important. Inclusion in terms of conscious or unconscious bias, awareness is important.

So we have uh training uh material artifacts that helps us keep in check. And it's an annual uh almost annual activity. It's not just a one and done. It's let's let's have that accountability going on regularly, right? And beyond that, the last piece that I'd mentioned is having role models. So for me, as I've paved my own path and the role that I mentioned is very, very different and unique. But I've c like uh it's taken me a few different roles to get to where I'm at, to be able to do well at my job. Um But this has also meant that I take my role responsibly in terms of creating that path for others also who, who wanna progress, who wanna build careers and do well. Uh It, it's super, super important to have role models. I've had a lack of role models for myself. But um there are more and more women, more and more strong leaders coming up. And I um definitely take that seriously too because what you, what you can see you can be and so just that availability of, oh someone like me is doing something like that. That's super cool. I'd love to do that.

So all of you women here like your role models whether you know that or don't know that. But uh I think that's yeah, again, super important to building that culture of inclusion. Yes, I,

I love that sentiment. Thank you so much for sharing that with me. I, I think I'll share two different perspectives on this when I think about diversity. Yes, race, gender, um ethnicity comes top of your mind right away. But for me, it's all it's extended to the fact that even academic backgrounds, different academic backgrounds, people coming from can bring diversity of opinions, even folks in different stages of their careers can bring differences in opinions and velocity of how you perform and how quickly you go out and build something.

So I think even those elements and flavors put in and contribute to the innovation and creativity in, in the product building or in the team building. Um And I think that I think that diversity is a fact, but inclusion is a choice and you make that choice on an everyday basis. Yes, there are gonna be declaring trainings. Uh You are gonna be mindful about OK, doing that. On a on a regular basis. But by virtue of trainings and policies in, in place. But uh bringing inclusivity to work is a choice that you make every day when you collaborate with your peers. And uh I think that's super important as a mindset to have uh when you're working collaboratively with uh with a bunch of different folks

love that you ladies spoke beautifully on that topic. Um So let's jump into the topic of mentorship and sponsorship. Um Mentorship and sponsorship programs can really help advance women in tech and help develop their skills, build their networks and advance their careers. Um I wanted to know how do we encourage women in leadership positions, especially when it pertains to tech um to help these women um in these organizations and provide them with opportunities and resources. What can these companies do to bring resources to women in tech? Um I think

it goes a long way if yes, company provides with resources, but also you as an individual, take the ownership of your own path and act on those uh given resources as well. So there, there might be programs running around or you can just directly ask your direct manager or someone you look up to in the team. Hey, you know, I really think you're awesome in your presentation and communication skills. Um Can I just aside, can I just put a one on one on the side and learn about how you actually do it, then nail it all the time or you can just seek uh feedback from someone who might be just junior in the role and then say, hey, you know, what can you give me feedback on the way that I did and then have uh have this mindset of a growth uh looking forward, looking forward to grow in your career, right?

So, yes, they're gonna be programs, there's gonna be a one on one matching um with you, you lay out, ok? I wanna develop on my nego negotiation skills. I wanna develop on how do I train myself in my technical domain or I wanna develop on how do I open up a different plethora of opportunities in front of me and for all of those different needs, you will go and approach them in a different manner, right? And the, the way I see mentorship and sponsorship, they're completely different related but different uh a mentor, a good mentor will uh help you guide in your growth path forward, right? Um And a good sponsor will be the one unlocking the door for you, putting the social capital at the stake to help you grow further. And at the end of the receiving of that mentorship or sponsorship, it is also up to you to act on those and take them not by like for granted but be grateful and actually take an action on all of those goodies out there and then provide it to you and um because people put their name forward, put people put their own self at stake for you to grow.

So at the end of the day, you're on the receiving end of it and you gotta be really respectful for what people are doing out there for you.

LA that very

well spoken. +12, everything that Sima shared. So it was, was a similar thought that came to my mind to say there are resources, right? Uh But at the same time, a lot of it, a lot of the growth comes from yourself. Um But it can be uh nerve wracking, especially as you start your career. Early days, it's super nerve wracking to come into an environment where uh let's say behavioral differences are definitely there, right? If we're talking about a male dominant environment, there are certain behaviors and characteristics that can be more um let's say vocal or um just dominant just by pure behavior and behavior can have a lot of different uh reasons, cultural background, the way you were raised all of that, right?

So I think early days, early career, um what's important is to recognize that and give yourself grace as you as an individual to say, OK, I'm learning, I'm here and I wanna grow and I do wanna do my best but take advantage of people around you. So like sa mentioned, reach out to people that you look up to either through your manager or if you've had a direct connection and say, could I connect with you just for an informational chat? What do you do? How do you do it and get to build that connection and then ask for whether they're open to mentoring you in whatever capacity that's acceptable to them to you. If it's a 30 minute chat, if it's a biweekly, if it's a three weekly, if it's a monthly, whatever time that is acceptable for them, for your mentor and for you. But really the uh growth of the mindset needs to be a growth mindset to say, OK, I'm gonna improve on my, on my own skills. And I have this amazing opportunity to pick someone else's brains. Someone who's done what I'm doing right now and don't be shy to ask.

Do, don't definitely don't be shy to ask because everyone's gone through their own growth journey, no matter how awesome someone looks right now, they started somewhere and when they started back in the day, they were also just like you are um either nervous or uh they have skills that were uh early day skills and now they're where you see them like accomplished and confident and uh just knocking it out of the park.

But, but they started somewhere. So don't be shy, ask, reach out and people will be there and willing to help. I, I mentor people both within the company and outside the company, but I'm freely giving of time because even at the start, well, first thing I didn't have good role models that I perceived as I could reach out to. But slowly I did find those people and I found amazing women, right? They gave me their time. They did not owe me anything. I had not proved myself, I was not necessarily helpful in that particular time and capacity yet. So all I'll say and to close is uh don't be shy, ask, reach out uh either linkedin within your company network, within your direct teams, manager and above or connecting teams uh network at work. But yeah, reach out, ask for help and remember everyone started somewhere. Uh So don't be shy. I love that.

Um I'll just add a little bit on to building what Rajni is saying about. Um Everyone starts somewhere. So I, I know for me in my career, I mean, I've had some mentors but just like you Rajni, I didn't have great ones in the beginning. Um Especially I didn't have a lot of women in the beginning, but slowly but surely I, I found them. But I think one of the important things that we often leave out and really don't pay attention to is the peer to peer mentorship. So really like finding people who are wanting to do what you do, they may know a tiny bit more than you or you may know a tiny bit more than them. I think pairing up with those kind of people and you guys sticking together throughout your journey can also be super beneficial to your career. Um And I think outside of work, the way you can find these peer to peer mentorship opportunities is to go to conferences, to go to events. And I think that organizations can help by actually sponsoring these um trips to these conferences. So going to your boss and saying, hey, I see this conference that will provide XYZ skills for me. Can you guys cover it? I mean, we know that they have the budget to do these things.

Um And I think it's just like you said, it's very nerve wracking to go and ask. But I think if we start asking more, we look at those opportunities and we'll be able to open our network to peer to peer internships. You also may meet someone who's been in it for 20 years who can give you other um mentorship and sponsorship. Sponsorship is also to me, like super important because like um Sima was saying, like they hold the key, like they can advocate for you in rooms that you're not even able to get in yet. And they can say, hey, this person should get this job or they should have this opportunity and you don't even, you don't even have an idea that they're out there really speaking your name and advocating for you. So I think one is, one is like you said, one is more long term and one is kind of like the opportunity right now. So I'm, I'm putting your name in the hat for this thing and I think we need both of them and yeah, I think conferences and going to events like are another avenue to get that.

Absolutely. And I love to tap in on this. I see a lot of times where young people will reach out to me um via linkedin or through my email and we'll talk for a little while, but they will not follow up. The follow up is so important. Um We all are extremely busy. A lot of us travel for work. So I want to implement how important it is to make sure that you continuously reach out to people and build that relationship so that they can know what's going on. You don't have to reach out, you know, every day, every week. But I would say every quarter, you know, if this is somebody that you look up to reach out and say, hey, this is amazing project I'm working on, I would love your feedback or um vice versa, just keeping that door open, so remain um patient and also follow up is what I would say on that particular piece.

Um Rodney, you said something that um struck with me about unconscious bias. Um unconscious bias unfortunately impacts hiring promotions and work assignments. Um when it pertains to encouraging employees to be aware of their own biases and challenging them to make decisions in that are impactful in the workplace.

What steps can organizations take to build awareness of unconscious bias? And then how do we promote cultural humility among those

employees? I can start and I'd love to hear from everyone here also. So I think I mentioned it at the start as well. So in terms of unconscious bias, we definitely have um an agenda in the sense that it needs to be on the table, it needs to be an actionable item. So year on year we have essentially a a nudge in the form of a training, it's a mandatory training training, but that alone is not enough. That is, that is the starting point right? Beyond that, there's leadership's role in terms of uh not just leadership like I'm starting there, but I'm not saying it's just like 510 people in the group or the org it, it's leadership down. Everything starts because the more uh you have senior voices mentioning it and acting that and being that right? So it's super, super important for displaying uh an a an awareness of your own blind spots. And I think that that's what I've seen done well with leaders that I look up to. That's what I also do myself and I, one of Amazon's leadership principles, famous leadership prin principles is leaders are right? A lot and a lot is super, super important.

It's not just that you get it, right? But the leaders are right. A lot comes from the ability to have humility to check and double check. Did I get that right in the first time? Or are there new data points? Are, is there new information? Is there new feedback um data that I did not have at the time I made my first decision or the first plan, right? So that keeps us humble because it's especially at leadership. But I think every single employee is an owner and a leader in their own right, no matter of their role, everyone has an own as everyone has a responsibility to just be open and having that humility to stay, stay open and say, did I get that right? Or wait a minute? It's OK if I didn't get that right. I didn't have this missing piece of the puzzle. I now have this additional information that allows me to change my mind, not in a way to say it's gonna be chaotic. We're always gonna change our minds, but data backed and information back to say, OK, this is what we know now and we are empowered to make different choices or change course course correct if need be. So that humility comes from cultural as a culture, as a work environment, having the flexibility to say, you know what? In fact, it's a super important thing to have this as a principle to say, leaders are right a lot and that comes with the ingrained. OK?

Based on new data points I will change, of course. Correct. Um It, it, it's also applied a lot in design thinking principles. So when you talk about design thinking, product development, it's that iterative loop to say I'm gonna put something out there. I'm gonna look for feedback and I'm gonna be able to iterate on that design until I get it. Right. Right. So it's the same mindset. So I think that's uh that's what comes to mind just in terms of how do you make sure that you as an individual are doing it yourself? And then as a company, how do you, how do you encourage that culture? Yes. Love

and very well

spoken. Uh plus one design think it helps with design thinking too. Definitely. Um Whenever I, I hear this word unconscious bias, the best analogy that I can draw alongside of this is having a blind spot, I wouldn't know if I wouldn't know. Right. And knowing that there might be a blind spot itself is a growth mindset. You're allowing yourself to fail, you're allowing yourself and your team to make mistakes and from them. So, because if it's a blind spot and you're putting yourself vulnerably out there, knowing that there might be things that you may not even know in itself allows your team to be more creative and productive. It's at the end of the day, it's not about unity. Um It's, it's not uniformity it's about unity. Yes. OK.

I love that. I love that sa um that, that's really what it is, is a unity. And I think sometimes some companies don't really know, like where to start in building that. Um I think one resource that companies can use is they can literally hire um industrial organizational psychologists or they have actual firms that do that. So they come in and they study to see, OK, where are the blind spots and how can we grow this team to be better? How can we develop this? How can we, you know, make good on the mistakes we've made prior? And I think, you know, it's, it's definitely a, a resource and a service that I think companies need to invest more in is to bring in that person once a year or that firm, once a year to kind of say, ok, how are we doing this year? Have we done better? Like, have we gotten worse? Um I think, you know, they can pay for holiday parties and other things that they can invest in this type of service? Mhm.

And I'll tap in here. Um This is exactly what we do at my agency, color Creative Consulting. Um We go in and we do an evaluation and deep dive with these organizations to make sure that they are actually getting the tools and resources that the poc people of color community need. Um The things that uh Asian community may need in California may not be the same in Chicago nor may it be the same in Texas? Um There's data out there, there's research. But I feel like unfortunately, sometimes when it comes to these bigger companies, they're in a rush to put an event or initiative together and they don't have somebody on their team that can actually do a deep dive. So like Kia was saying, like sa was saying, like Rajni was saying, it's so important to make sure that you can consult with outside people that can help you really, really haunted on the knees of what these communities want and especially when it pertains to women because every woman is gonna be different.

We're not a monolith. So you have to really understand what type of woman you're dealing with. So I'll go right to, to this. Um Let's talk about sa you talked a bit about this, let's talk about implementing policies and practices that support diversity and, and um inclusion.

I think that um when we talk about diversity, inclusion, things such as um flexible work arrangements, employee resource groups in diversity metrics to measure projects progress are something that are super essential to um implementing in practical policies. What are some practical policies and practices that companies can implement to support diversity inclusion in inclusion in the tech industry?

Um Before we get into practical policies and practices, it's important that everyone knows this, that let's talk facts. OK. Companies that are more diverse and are more inclusive, perform better financially, companies that have strong diversity, culture, have more job seekers, picking those companies over the ones that are not companies that have higher rate of diversity and inclusion, have better longevity of staying in that company than in the other ones.

So state the facts that grounds people into vitality of why we are talking about this. OK. Now that we have established it, it's not a box that needs to be checked, it's, it's the core fabric of, there is no hope of, there's no hope of solving problems without harnessing diversity, you know, um getting into that molecular level of understanding why we need this is, is vital and once that is established, OK, let's talk how we can actually go and achieve it.

OK. So uh I'll just put it out there. That's the way I think companies uh that are in different spheres of um businesses once they have established it and then they can, you know, build on top of what is it that they can go? And do you already mentioned er G groups, you already mentioned events and community building. Um There definitely are ways you can go and implement it and that would be not someone just heard of dictating and developing it in isolation. It, it comes from the group thinking.

OK, what is it that works for everyone? And then uh so source that uh survey feedback and then do that not for the sake of having that. And just for the sake of OK, our company wants to do this and therefore we are developing this um this optical view of diversity and inclusion. No, we really understand this at the molecular level and therefore we wanna go and do something that works for everyone. Yes. Yeah,

love that. I'll add there. So absolutely. Plus one to what Simon shared, right? In II I think it's crucial that we understand where we're at. And also not for one person to create that view of what's needed, but to source that information, right? What two individuals need? Because even as Corin mentioned, every individual is different, every woman is different. So the same requirement or thought of this is what someone needs may not apply to everyone, right? It might not cover everyone. So again, it's not in, it's, it's not covering the standard, it's not inclusive enough. It's, it's almost a check box exercise. Um what I'd say in terms of policy or um actionable items that companies can do is really measure measure status of where we're at and progress. So what is the ratio, what is the rate or what does our team look like? What does our team look like? What does our org look like in terms of numbers, right? In terms of uh ratios of women engineers to men or even like in all job families? So what are the ratios? And then a second thing to keep an eye on is how are we developing and progressing and making sure that there's space for growth. And if we haven't had um similar promotion stats in terms of women versus men in our teams. Well, first of all, do we have enough representation? If not, let's go higher.

Now, hiring might not be available as an all year round and current climate also uh opportunity but still, who do we have within the team that we have an opportunity to develop, to give opportunities right, to give the right opportunities for visibility, but also to develop in terms of skills, in terms of uh growth, in terms of even confidence of putting your work out there.

So there's a whole range of support that we can provide within the team within the company and having a clear understanding of where we at and where do we want heads helps and is super super important. Otherwise, we're kind of just shooting with good intentions, good intentions that lack the mechanisms of making it real, right? So I would say just um definitely keeping an eye on what the numbers are, what the metrics are having a clear vision of where we wanna go, as also mentioned starting from, why is it that this is important? It's not just because it benefits one person or a group or a minority group, it it really benefits everyone in the company because by having inclusivity, we are getting more innovation, we are being more creative in the solutions in the product, in everything that we're doing and that impacts the bottom line.

And so if that impacts the bottom line and you are a shareholder or not shareholder, but you are part of the company. Um that's where your salary, that's where your income and earning comes from. You want that to grow. And if you want that to grow, it's in your interest, whoever you are to ensure that there is that uh cultural diversity, there's that growth, there's inclusion, incorporated and embedded. Um Yeah, through and through. So just to add, that's beautifully

spoken, Rajni, you were in my, in my brain, I was literally gonna say that. Um So I'll just add like a button on to that. Um not just developing your, your employees and people that are within like the company, but also, you know, I think companies can use this um opportunity to also reach back and start at a college level to develop, you know, young people in tech, of different diverse backgrounds, you know, kind of like an inroads type of program where they're going back and you got engineers about to graduate or people in tech and product development, going back and getting them from the end of their college career, bringing them into the space and kind of showing them the ropes, but also making those faces known around the office.

And so people can see, hey, this is the new generation. I mean, either you guys got to get used to this or this might not be the company for you because we're bringing in all these fresh faces because guess what? Those are, where the innovative ideas are gonna come from. So they need to foster that from when these people are about to get out of college.

Love that. So we have five more minutes left before our session is over, but I wanted to talk a little bit about celebrating diversity. Um This panel alone is full of beautiful, diverse women and I'm super excited to even be sitting here having this amazing conversation with you all. Um I think there's something so outstanding when companies recognize and celebrate unique perspectives and experiences and backgrounds within their employees.

My question to you all would be how can companies address intersectional issues and ensure that women of all backgrounds are supported and included in the workplace? No, sorry. Either one of the ladies can start. I think it's, is it muted

by bringing more women, bringing more people of color, bringing more women in stem? I mean, um we all just talk about like we see it, we become it and then we celebrate together, we share products and celebrate together. We see um people from diverse, diverse backgrounds, um getting promoted and that therefore we have someone to look up to and if you don't see anyone to look up to speak up, hey um, you know, I, I did it myself like I reached out to my skip and then said, hey, there's no woman as a PM manager in the entire org.

Why is that? Just put it up there? You know, or um, you know what we see people celebrating a different holiday for different religion coming in from our, from different countries and they are working on that day, you know, can you, can you do something about it and they have a, they have a morning, half an hour just to celebrate their religion and celebrate their culture or um creating this, inviting others as well as uh as you are celebrating as well, right?

You know, because then they will be able to know where you come from. What, what, what does this thing means to you? And I would say professionally, it also helps me in celebrating the way that I'm building products. So I work on a communication platform that is serving 300 million users on a monthly basis. And I would be mind blown. By the way, I see a person who's in Japan working and using my product than the way that I think they're using my product or someone from a different background who's working in a hospital where using my product and the the the intensity and the productivity that they seek from the product is so different than the way that I am thinking about it.

So that diversity also helps me not build this product in isolation. And I celebrate that because the team itself is so diverse in different geographies that I sometimes, you know, just ask them these questions to, hey, how are you using the product? What do you think we should be changing? Um When you sample space and make a user research study, make it so diverse that your mind will be blown like how people are using it, you know. Um So I celebrate um product building with diversity as well. Um I celebrate my own culture by sharing the way that we celebrate certain religion, religious auspicious days in my culture with others. Learn about the way that they celebrate and um uh have joyous moments in their culture. So at the end of the day, you feel good about doing it because then you're not alone and it's, we may have come from different ships but you know, the way they say it, we are in the same boat now.

Exactly. I love that the kid. Did you wanna go? Um

Yeah, I, I just think um for me, it's, it's, it's two things. It's, it's one is investing in the women at your company and developing them further. Um But also it's programming. So I think for me, like the company having like consistent programming throughout the year that celebrates all backgrounds of women and figure out a way of like you said, celebrating them, but also teaching. So I know, for me, one thing that I love doing, like at my company is we do these things called lunch and learns. So where people from different backgrounds can literally teach us something about their culture or, you know, show us something new that we didn't know. And I think that has opened my eyes to, you know, my own blind spots. And I'm like, oh, I never knew that. And now I can look at it in a different perspective and now I embrace like a, a whole bunch of different, like parts of cultures that I never thought I even had interest in. And I'm like, oh, like you said, like, seeing we are really are the same in a lot of ways. So I'm, I'm looking forward to doing more programming in my company.

Not that

Rajani, I'm conscious that we were at 1030. Um So, but I, I resonate with everything that Simon said that IKEA added. So I have not much more to add apart from show up, show up as your full self. Uh Don't feel like you need to bring a different part of yourself that looks and talks different or merges and mixes with every else because you being authentically, you is what is your superpower? So bring your whole self to work. Uh Don't be shy, don't, don't cut yourself out or don't, don't uh deprive others of the beautiful opportunity to learn and be aware of other cultures through you. So, so you're a gift in the way that you are and you show up. So, yeah, bring your whole self to work. Ah, I love

that and I'll end it. This is, this is amazing. We could go all day but I know we're in big off this. This is absolutely amazing. I'll say the one thing is, um, find the commonalities within your coworkers. Um, I feel like sometimes you, that's the, the simplest things we do not go after. You never know. Somebody may be the same um fan of the sports team where you get guys made like yoga and Pilates together or like the same food, like the travel, find those commonalities and really build a bond off of that. I think that's really simple but people ease over that. Um Sometimes so definitely use that to your advantage ladies. Um I wanna say thank you for jumping on this session with me. This was absolutely amazing. All the gems that I got from all of you guys. I can't wait to watch to be recording back so that I can just digest fully. But this was absolutely beautiful and I thank you so much for jumping on board with me today. Thank you.

Thank you. Have a great day.

Yes, you have a great day guys. Bye. OK.

That recording.