Sorta Bossy

Resentment in business does not usually arrive all at once. It builds. And by the time most people name it, it has already started spreading to the team, the clients, and the work itself.Emily has worked alongside Adrienne for almost 10 years. She has watched the seasons shift. She has always had questions. In this episode, she finally asks them out loud.What they cover:Whether Adrienne has actually resented her business -- and what she's willing to say honestly about thatThe martyr trap: stopping your own paycheck to protect the team, and why the team never asked you to do thatWhy making huge decisions based on boredom is usually a trapWhy "be bored and rich" is actually a legitimate strategyWhat happens when you make your business responsible for your purpose, your identity, your joy, and your sense of self.How Adrienne's work with The Adventure Project changed how she thought about money and what the business was actually forEmily's perspective: what it looks like to watch a business owner disengage from the outside, and what she's had to learn about when to hold the line and when to let goWhere to start when resentment is building: values, communication, and not letting it sitSubmit your own question: sortabossypodcast.comLearn more about The Adventure Project: adventureproject.org⏱️ Time Chapters00:01 Welcome and banter07:20 Emily asks the question she's held for 10 years08:44 Adrienne's honest answer10:30 The martyr trap13:45 Resentment vs. boredom14:39 Be bored and rich15:06 When the business becomes your everything19:32 The Adventure Project and why it changed how Adrienne thinks about money24:10 Fund great nonprofits -- don't start your own26:00 What disengagement looks like from Emily's side30:11 Where to look first when resentment is building33:23 The cycle of doom34:19 Don't ignore it. Don't blow it up. Investigate it.

You don't actually need to hire three people. You probably need to stop thinking in extremes first.This week, a listener asked the question, "I need an EA, an ops person, and someone for client delivery -- but I only have the budget for one. Who do I hire first?"The answer is not who. It's what. And it's probably sooner and smaller than you think.Adrienne and Emily break down how to actually make this decision, why most people wait too long to hire anyone, and what to do if you can't afford a full-time person but genuinely can't keep doing everything yourself.What they cover:Why "I can only afford one hire" is usually a thinking problem, not a budget problemThe gig economy case for hiring smaller and sooner instead of waiting for the full-time budgetWhy three separate roles might actually be one person -- and how to figure that outStop hiring by title. Start by identifying which activities need to come off your plate firstThe two ways a hire actually generates ROI: they do revenue-generating work, or they free you up to do itWhy freeing up your time only works if you're actually spending that time on something more valuableHow to figure out whether to hire for EA, ops, or delivery -- and why the answer depends on where your time is actually goingDelegation is a muscle. Don't start with the 100-pound weightsWhat energy drain has to do with who you hire firstWhy AI agents are not a shortcut if you can't already delegate clearly to a humanSubmit a Dear Bossy question or listener question: sortabossypodcast.comFollow Adrienne on Instagram⏱️ Time Chapters00:01 Welcome and banter09:33 Today's question: EA, ops, or delivery -- who do you hire first when you can only afford one?10:02 Why one size fits all doesn't work here11:21 Stop living in all-or-nothings: you don't need a full-time person to start12:15 The gig economy makes smaller, sooner hiring more accessible than ever13:35 It might not be three people -- it might be one person with overlapping strengths16:10 The only two ways a hire actually generates ROI17:59 Track your time first -- you cannot make this decision without the data18:57 Delivery vs. EA: which one actually opens up revenue capacity?19:26 Delegation is a muscle. Start with the five pound weights21:04 Hire for what drains you most, not just what takes the most time22:19 AI agents are not a workaround if you can't delegate clearly to begin with23:45 How to figure out what to automate vs. what actually needs a human24:41 The time tracking case -- know exactly how many hours you need before you hire25:34 Final thoughts: start smaller, start sooner, and use your freed-up time intentionally

Every business dips. If yours hasn't yet, you just haven't been in it long enough.This week a listener asked one of the most real, vulnerable questions we've gotten: revenue is down, you need to let someone go, now what? How do you actually reabsorb their role without drowning, and how do you ramp back up when you're ready?Adrienne and Emily have both lived this. They get into the full picture, the mindset, the framework, and what it actually looks like inside a small team going through a contraction.What they cover:Why dips are not a sign you're failing, and why one investor won't back anyone who hasn't had oneThe difference between letting someone go for performance vs. letting someone go because the business has changed direction, and why the second one is actually harderHow to look at your team like a coach, not a friend: who do you need for where you're going, not where you've beenThe 4T framework for reabsorbing a role: Trash, Trim, Transfer, and where AI fits in nowWhy you should do a time audit before you reassign anythingHow to keep team morale up when the remaining people are scared they're nextWhat to do when someone has to absorb a role that isn't in their natural strengths -- and why giving them grace and space matters more than speedThe clean slate exercise: if you were starting from zero, what would you actually build?Why limited resources produce better creativity than unlimited onesHow to leave the door open with people you let go -- and why that matters more than you thinkSubmit your own questions at www.sortabossypodcast.com⏱️ Time Chapters00:01 Welcome and banter13:16 Today's question: revenue is down, someone needs to go -- how do you reabsorb their role?13:45 If you haven't had a dip, you haven't been in business long enough15:40 Contraction and expansion: this is just part of it16:37 When the business changes direction and good people no longer fit the new model17:29 How to evaluate your current team against where the business is actually going18:27 Why financial pressure sometimes forces the business decision you should have made months ago19:49 Ask yourself: if this were a client's business, what would you tell them to do?20:16 Start with a time audit -- know what's on everyone's plate before you reassign anything20:46 The 4T framework: Trash, Trim, Transfer, and where AI comes in23:28 Reabsorbing tasks into the remaining team: aligning strengths and capacity24:20 How to keep morale up and make reabsorption feel like an opportunity, not a burden25:41 Give people grace when they're learning something new -- especially if the previous person made it look easy27:34 The clean slate exercise: go from zero to one instead of ten to one30:23 Adrienne's own contraction story and what she had to reabsorb herself33:27 You're not failing. The metrics just changed.34:26 How to leave the door open with people you let go

Dear Bossy is the advice column format of Sorta Bossy. Today's question, from an anonymous listener:"I send my team emails asking for updates, input, or confirmation, and half the time I just get nothing. I can see they read it, but they don't reply. Then I have to follow up in Slack or hunt them down in person, and suddenly they're like, yeah, I saw that. What am I supposed to do? Send a carrier pigeon? I feel like I'm nagging them constantly just to get basic communication."Adrienne and Emily flip this one on its head. The team is not the problem. The system is.What they cover:Why emailing your team for updates is the first thing to fix, not the lastThe single communication channel rule and what happens when teams are operating across email, Slack, Voxer, WhatsApp, and the project management tool all at onceWhy asking for updates is actually asking your team to do extra work that reduces everyone's efficiencyThe daily standup format: wins, concerns, and tomorrowHow a project management tool with a Slack integration can give you visibility without a single follow-up emailWhy constantly asking for confirmation quietly signals that you don't trust your teamHow faster feedback loops prevent the thing leaders hate most: finding out the deadline isn't happening the day before it's dueSubmit a Dear Bossy question: sortabossypodcast.com⏱️ Time Chapters00:01 Welcome to Dear Bossy05:12 Today's question: my team won't reply to my emails07:34 Fix this first: pick one communication channel and stick to it09:06 Emily's take from the team member side: why are you emailing when the answer is in the dashboard?10:12 What you actually need: a project management system with real visibility11:09 The daily standup: wins, concerns, and tomorrow12:36 How concerns and roadblocks create a low-stakes space for honesty13:57 Stop asking for updates -- it is not their job to babysit you15:45 Why constant confirmation requests quietly destroy trust16:01 How a project management system eliminates the late-night "did they do that?" spiral17:55 Faster feedback loops: how to find out a deadline is slipping before it's too late18:25 Making standups visible to the whole team so others can step in and support19:22 The bottom line: there should be no reason to email your team for internal updates21:47 Rapid Fire with AdrienneTranscript

Most leaders wait too long to fire. They hold on because it feels like the kind thing to do, or because they are not sure they have done enough, or because they just do not want to have the conversation. And the whole time, the rest of the team is paying for it.In this episode, Adrienne and Emily get into one of the hardest calls a leader has to make: when is it actually time to fire someone? They cover the red flags, the due diligence, and the question nobody asks out loud: Would you be relieved if they were gone?Note: This is not legal or HR advice. Labor laws vary by state and country. Do your own due diligence on the legal side.What they cover:Why most leaders wait too long -- and what it costs everyone else on the teamThe difference between firing someone for performance vs. letting someone go for business reasonsHow to have the expectations conversation if you never had it during onboardingWhat incremental improvement actually looks like and why you should be tracking itThe cancer cell problem: how one disengaged person sets the new standard for everyoneRed flags: working around someone, avoiding assigning them things, or people saying they'd rather do double the work than deal with that personThe "would I be relieved?" gut check and when to trust itBefore you fire, ask yourself:✅ Have I been crystal clear about expectations?✅ Have I given them specific feedback on what needs to change?✅ Have I given them adequate time and support to improve?✅ Have I documented the issues? (protect yourself legally)✅ Is this a performance issue or a fit issue? (both are valid reasons)✅ Have I consulted HR/legal? (cover your bases)✅ If they quit tomorrow, would I rehire them? (if no = fire)✅ Am I keeping them out of guilt or because they’re actually contributing?We love context! Submit your question to Dear Bossy: sortabossypodcast.com⏱️ Time Chapters00:01 Welcome and banter07:55 Today's topic: when is it actually time to fire someone09:01 Why leaders hold on too long and what makes it so hard10:34 Firing for performance vs. letting someone go for business reasons11:48 Why the firing should not be a shock if you have done the work13:33 Start here: have you actually clarified expectations?15:21 What the expectations conversation should look like16:44 Give them a runway and look for incremental improvement18:24 When they are not improving: what to track and when to act19:27 The attention problem: your worst performer is getting 90% of your time21:14 What the team sees when you protect one person at everyone else's expense22:26 When someone is working the checkmate -- emotionally checked out and waiting to be fired23:52 How one person's low standards become the new floor for the whole team24:46 Red flag: you are working around them or avoiding giving them assignments25:48 Red flag: people would rather work twice as hard than deal with that person26:38 Red flag: you are nervous to bring things to them as the leader27:24 The gut check: would you be relieved if they were gone?29:22 How to define expectations backwards: what would great look like? What would bad look like?31:50 Do not fire on vibes -- but do not wait forever either33:18 The checklist: how to know when it is timeTranscript

Welcome to Dear Bossy, our Sorta Bossy advice column!Adrienne and co-host Emily Doyle answer questions from listeners (all submitted anonymously) and pull real scenarios from the messy middle of managing people.Today's question, from an anonymous listener:"My manager uses AI for literally everything -- and I mean everything. She used ChatGPT for my performance review, wrote a farewell message for a 10-year colleague with it, and sends me client communications that are pure AI slop with no edits. She laughs about it openly. I want to bring it up but I don't want to cause an issue. What do I do?"What they cover:Why using AI at work is not the problem -- outsourcing your human judgment isThe "garbage in, garbage out" rule and why most people don't know how to delegate to AI any better than they delegate to humansWhy a performance review written entirely by AI is a leadership failure, not a time-saving winA genuinely good use of AI for performance review.How to bring this up with your manager without making it a confrontationWhen to go directly to your manager vs. when to skip a level⏱️ Time Chapters00:01 Welcome to Dear Bossy07:20 Today's question: my manager uses AI for everything09:06 Adrienne's take: AI is fine, but the human elements still matter11:34 Garbage in, garbage out -- why delegation to AI fails the same way delegation to humans does13:22 Emily's recommendation: Natalie McNeil's ethical AI program14:08 How training your AI changes everything16:11 A genuinely good use of AI for performance reviews (Adrienne's brother's method)18:05 Emily's suggestion: run the outputs through an AI detection tool19:07 How to bring it up with your manager directly20:36 What you actually need from a performance review that AI can't give you21:32 When to skip a level if nothing changes22:19 Rapid Fire with Emily🔗 Links Mentioned:Submit a Dear Bossy question: sortabossypodcast.comNatalie McNeil's program on ethical AI use: https://nataliemacneil.com/ai-dream-team/Gemma Bonham-Carter's AI Allstars: https://gemmabonhamcarter.com/ai-all-starsAccess the transcript here.

Most leaders don't set out to be people pleasers. But somewhere between wanting to be liked and trying to keep the peace, a pattern forms, and it becomes one of the most expensive habits a leader can have.In this episode, Adrienne and Emily get into why making everyone happy is not actually your job as a leader, what it costs you when you try, and how to make hard decisions with high care and zero apology.Emily admits it is her number one therapy topic. Adrienne has held onto team members longer than she should have and watched the rest of the team pay for it. This one is personal for both of them.What they cover:Why people pleasing feels like good leadershipThe cost of keeping one person happy at the expense of everyone elseHow to say no without abandoning the person you're saying it toWhy avoiding a hard conversation is never actually the kind choiceThe decision filter: is this what's best for the team, or is this just easy for me?What happens when leaders withhold context and then wonder why their team can't work autonomouslyThe "my way or the highway" trap and why it creates the exact problem it's trying to avoidHow generational differences in the workforce are changing what effective leadership actually looks likeHow to prepare for a hard conversation before you have it⏱️ Time Chapters00:01 Welcome and today's topic: it's not your job to make everyone happy01:11 Why people pleasing feels like leadership -- but isn't06:33 How to say no as a leader while still being supportive07:31 What people pleasing actually costs you: resentment, burnout, frustration09:24 The filter: is this best for the team or just easy for me?10:24 Holding onto the wrong person -- and what it does to everyone else11:26 Emily's take: knowing what to do and being afraid to do it anyway13:28 Enneagram types and why some leaders struggle more with this than others14:44 What to notice: what are you taking on, avoiding, or not saying to keep people happy?15:14 Real example: making a call both of them knew would frustrate people -- and making it anyway16:16 The sunk cost fallacy and how to kill a project without guilt17:35 High care doesn't mean avoiding hard calls -- it means preparing for them19:07 How to lead a direction change: lead with "I understand this is frustrating"20:31 Why leaving out context is why people can't get on board21:14 The "my way or the highway" trap and why it creates dependent teams25:39 What younger generations can actually handle -- and why leaders underestimate it27:45 Gen Z getting fired at alarming rates -- is it a people problem or a leadership problem?29:52 What you can and can't control as a leader32:22 The decision filter, the post-it note, and making peace with not being liked34:18 Closing thoughts and where to submit your Dear Bossy questionsBe sure to go to sortabossy.com to submit your leadership questions and horror stories!Access the transcript here.

Rachel Pedersen is a social media strategist, entrepreneur, and the kind of leader who will tell you exactly where she went wrong before she tells you what she got right.In the first-ever interview episode of Sorta Bossy, Adrienne sits down with her friend of nearly a decade to talk about what it actually looked like to build a team, blow it up (relationally speaking), and rebuild it into something that has lasted almost nine years in an industry known for burnout and turnover.This one gets real fast.What they cover:How Rachel accidentally became a boss by hiring a VA in 2015 with zero plan for what to give herThe "Tyra Banks era" of leadership -- and why rooting for people is not the same as leading themOperational whiplash: how Rachel's moods put her team in a constant state of eggshellsThe moment her sister looked her in the eye and said "I don't respect you".RST (Rachel Standard Time), the fake time zone her team invented to copeWhy avoiding hard conversations is not the kind choiceThe double standard women face when they're "snippy" vs. when men do the exact same thing from stageHigh care, high standards: why emotional intelligence is a leadership advantage, not a liabilityWhat Adrienne asked Rachel's team directly, and what they actually saidYou can learn more about Rachel here.Grab Rachel's book UnfilteredEnneagram Processing Guide⏱️ Time Chapters00:01 Welcome and why Rachel is the first interview guest04:42 Hiring her first VA with no plan08:20 The Tyra Banks era of leadership09:42 Operational whiplash and the client who held up a mirror10:47 The moment her sister said "I don't respect you"14:48 RST: Rachel Standard Time22:29 Knowing and owning your weaknesses25:39 How Adrienne got into the Enneagram and why she got certified28:31 Rachel's biggest leadership regret: avoiding hard conversations32:07 The double standard women face when they're direct33:46 High care, high standards36:11 Rachel's mama bear model in action37:07 What Adrienne asked Rachel's team -- and what they said42:41 The question Rachel's team wanted to ask her52:46 Where to find Rachel PedersenRead the transcript here

Dear Bossy is the advice column format of Sorta Bossy. Think Dear Abby, but for real leadership situations. Adrienne and co-host Emily Doyle answer questions from listeners (all submitted anonymously) and pull real scenarios from the messy middle of managing people.Today's question, from an anonymous listener:"I have a team member who cries every time I try to give her feedback. Not harsh feedback — just normal, constructive feedback. The moment I start, she tears up and I feel like a monster. So I end up not giving her feedback anymore, which means she's not improving and I'm really frustrated. What do I do?"Adrienne isn't a crier. Emily is (or was). Together, they cover both sides of this scenario with honesty and zero judgment.What they cover:Why stopping the feedback entirely is actually the worst thing you can do for you and for themHow to offer space without abandoning the conversationWhy crying is involuntary and not (usually) manipulativeThe two most common triggers: disappointment after giving their best effort, and frustration at being stuck in a repeated patternHow to tell when someone genuinely can't hear you yet vs. when you can keep goingWhy skipping feedback doesn't protect your team member, it just delays the inevitableHow to frame feedback as care, not punishmentWhy the way you deliver feedback needs to vary person to personA real story between Adrienne and Emily, an actual attitude reprimand call, and how processing time made all the difference🔗 Links Mentioned:📋 Enneagram Processing Guide Want to submit a question for a future Dear Bossy episode? Send it to Adrienne on social media or via email to [email protected]. All submissions are kept anonymous.⏱️ Time Chapters00:00 Welcome to Dear Bossy — the advice column format01:52 How to submit your own Dear Bossy questions03:42 Today's question: what do you do when your team member cries during feedback?06:49 Adrienne's take: don't stop giving the feedback09:21 Emily's take: crying is involuntary — make space for it13:48 When the crier is your own kid (and why that's relatable)16:02 The "nothing burger" cry — when emotions surprise you17:25 The rule: pause if they can't hear you, but always come back18:51 Real story: Adrienne gives Emily an attitude reprimand call20:51 Why processing time matters before moving to solutions22:38 Mindful of the blame game — give people room to process23:19 The Enneagram processing guide and knowing your people24:14 Final takeaway: deliver with care, directness, and don't stopFind the transcript here

Adrienne is joined by co-host and team member Emily Doyle for the first time, and they're diving into a topic that's deeply personal and deeply backed by research: why women leaders get labeled as cold, bossy, aggressive, or intimidating. and what's really going on underneath those labels.Adrienne shares the story of the first time she was called cold at age 21 or 22, in a group staff meeting, and how she unknowingly carried that label for years. Emily shares her own experience being called "the bitch down in pastries" at 19 during a dinner service. Sound familiar? It probably does.This isn't just lived experience. The data backs it up.The research they cover:The Double Bind Study: women were seen as either competent or likable, but rarely both. Men? Both simultaneously.The Abrasive Label Study: out of 248 performance reviews, the words "abrasive," "bossy," or "aggressive" appeared 71 times in women's reviews and zero times in men's.Research showing men's critical feedback focused on skill development, while women's focused on personality criticism ("watch your tone").When men express anger at work, they're seen as high status and competent. When women express the exact same emotion, they're seen as out of controlThe Heidi/Howard Study: identical case studies, only the name changed.Women score higher than men in 11 of 12 emotional intelligence competencies and score 3–5 points higher on EQ overall.Teams led by high-EQ leaders show better performance, higher engagement, and lower turnover.What "cold" usually really means: She had boundaries. She didn't manage my emotions for me. She didn't perform femininity the way I expected.What to do instead of shrinking: Adrienne and Emily talk through the "high care, high standards" model, how to deliver direct, clear feedback in a way that communicates warmth without softening your standards or apologizing for your competence.They also cover:Why women internalize these labels and sometimes start performing themAI and ChatGPT as an echo chamber of society's gender bias (Adrienne's story about being recommended second to a list of men)The "ask questions" strategy for responding to inappropriate or passive-aggressive comments in the workplaceWhy the data shows women are actually more wired for modern leadership.⏱️ Time Chapters00:00 Welcome & introducing co-host Emily Doyle05:31 Today's topic: Why women leaders get called cold06:57 Adrienne's first "cold" label at 21 — and how it stuck11:16 Emily's story: "The bitch down in pastries"13:05 What "cold" usually actually means16:06 The research: The Double Bind Study17:23 The Abrasive Label Study — 71 vs. zero18:34 Personality criticism vs. skill feedback in reviews19:22 The Heidi/Howard Study24:50 High care, high standards — how to add warmth without shrinking25:09 What cold feedback vs. warm-direct feedback sounds like in practice31:34 Why women may be more wired for modern leadership33:33 The 69% stat and why high EQ is a competitive advantage35:00 The "ask questions" strategy for handling inappropriate commentsFollow Adrienne on Instagram!Transcript

If you've hired people, handed off tasks, and somehow still find everything coming back to you, this episode is the one you need. Host Adrienne Dorison breaks down why delegation isn't a skills problem. It's an identity problem. And no framework is going to fix that.This solo episode digs into the deeper psychological reason high performers struggle to let go, and what it actually takes to make the shift from doing the work to leading the work.In this episode:Why the skills that got you promoted are now working against youThe real reasons you can't delegate (hint: it's not your team's incompetence)The 4 hidden fears underneath every delegation struggle: losing control, becoming irrelevant, being exposed, and discomfortWhy over-helping your team is actually holding them backThe James Clear / Atomic Habits quote Adrienne returns to constantly: "Every system is perfectly designed to get the results it's currently getting"Digging holes vs. solving Rubik's Cubes: a framework for understanding why leadership work feels less satisfying than doing work (dopamine, instant gratification, and delayed payoffs)The guilt loop that keeps leaders stuck even after they intellectually understand the shiftA real client story: a visionary founder whose "coffee shop days" became a team-wide metricWhy your team's capability is now the true measurement of your success🔗 Links mentioned:📋 Delegation Scripts🎓 Delegation Class Reflection question for this episode: Who am I if I am not the one doing the work?⏱️ Time ChaptersTimestamp00:00 Why Everything Is Still On Your Plate01:17 The Identity Problem Behind Delegation04:57 The Hidden Fears Underneath "I'll Just Do It Myself"07:36 The Danger of Over-Helping Your Team10:02 Digging Holes vs. Solving Rubik's Cubes14:49 The Guilt That Keeps Leaders Stuck18:47 Client Story: Coffee Shop Days as a Team Metric22:59 What Your Real Job Actually Is 24:47 Reflection + Your Homework25:57 Resources: Delegation Scripts & ClassAccess the transcript here

Most leaders were never actually taught how to lead, and this episode names that truth out loud. Host Adrienne Dorison opens Season 1 by diving into why so many of us ended up in leadership roles completely unprepared, and what we can do about it.Drawing on her years in corporate manufacturing and 15+ years in operational efficiency, Adrienne shares a candid story from her paper mill days, a retention survey that revealed exactly what employees needed, presented to the C-suite, and promptly ignored. Sound familiar?In this episode:Why being a great "doer" doesn't automatically make you a great leaderThe sobering stats: 85% of leaders are winging it, and 69% of employees say their manager impacts their mental health more than their doctor, therapist, or partnerThe 3 broken beliefs of the old leadership playbook (and why they're costing you talent)The 3 principles of the new leadership playbook: results over presence, clarity over control, and humanity over authoritarian hierarchy3 gut-check questions every leader should ask themselves regularlyYour homework: Answer these three questions honestly:Would I want to work for me?Is this how I would want to be led?Does this get results — or is it just leadership theater?⏱️ Time Chapters00:00 The Challenge of Modern Leadership05:32 Old Models vs. New Models of Leadership10:40 The Broken Beliefs of Leadership21:30 Building a New Leadership Playbook26:53 Self-Reflection as a LeaderYou can read the transcript herePlease rate, review and subscribe if you loved this episode!Connect with Adrienne on IG

Welcome to Sorta Bossy!If you found yourself in a leadership role without a roadmap, you're in the right place. Sorta Bossy is the podcast for managers, team leads, directors, and business owners who are figuring out leadership in real time, without the toxic boss energy.Host and operational efficiency expert (and co-founder of Run Like Clockwork, alongside Clockwork author Mike Michalowicz) pulls back the curtain on the people side of leadership — the part no one trains you for.Here's the reality:Only 15% of leaders receive any formal leadership training85% are winging it69% of employees say their manager has a bigger impact on their mental health than their doctor, therapist, or partnerThis show exists to close that gap.What to expect:🎙️ Solo episodes: tactical breakdowns on delegation, firing, accountability, feedback, and more🤝 Leader interviews: real talk about real mistakes and hard-won lessons💌 Dear Abby-style episodes: with co-host Emily, answering listener questions and reacting to real workplace dilemmasThis podcast is for you if you're a leader who wants to drive real results without creating a toxic culture in the process.Subscribe, leave a review, and share with a fellow manager who needs this.You can read the transcript hereConnect with Adrienne on IG