171: How to Turn Your Job Into Your Dream Job with Carson Tate

 

//Do you have the power to make your job into your dream job? That’s what our guest Carson Tate, founder and managing partner of Working Simply, Inc., joins us to discuss.  Carson shares how to understand your organization’s needs, how to build a business case for the changes you want to see made, and how to create win-win scenarios for you and your employer.

Carson is the author of the bestseller Work Simply: Embracing the Power of Your Personal Productivity Style and the newly released book Own It. Love It. Make It Work. She is also the creator of the Productivity Style Assessment®, a productivity assessment featured in Harvard Business Review’s 2017 Guide to Being More Productive.

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Transcript

Hey!  It’s Andrea, and welcome to the Voice of Influence podcast.  Today, I’m thrilled to have on the show Carson Tate, who has just recently written a book called Own It. Love It. Make It Work.: How To Make Any Job Your Dream Job – what a title! 

Carson Tate:  I know!  It feels aspirational, right, particularly in these times. 

Andrea:  Right, right.  I love the empowering nature of not only the title but the entire thesis of your book and thrust of the book.  It is so empowering.  I’m really looking forward to digging into it. 

Carson Tate:  I’m excited as well.  I’m glad you got that it’s empowering because that’s the intention.  Because I believe that each of us has an unbelievable, untapped potential to create a job and a life that fundamentally serves them, the community, and as an authentic representation of who they are.  

Andrea:  Hmm, that is so important.  Why do you find that to be important?  And actually, before we jump into that, I guess, would you mind sharing a little bit about the work that you do so that we have the background for where did this book really come from? 

Carson Tate:  Yeah.  Where did the book come from?  So, quick background, I started my career in banking and human resources, and then wanted to go try my hand at sales and went into outside sales where I was bitten by the entrepreneurial bug.  When I left my corporate job, I was given a phone, a car, and a computer.  I was like, “Oh, my gosh, I just have to go build something.”  I was thrilled.  And while I was working in sales, I started realizing that I was good at it because I had structure and processes.  I was organized. 

 Then I started coaching my team.  They’d asked me, “Hey, how come you spend Friday afternoons not doing what we’re doing?”  Because I get my work done, and I start sharing ideas and strategies, and had the insight that, “Hmm, I think there is something here around helping people optimize their work, really find that joy and their passion.”  And so I left my sales job and started my company Working Simply. 

And so we work with individuals and teams and organizations to help them enhance and refine their productivity so they can make a greater impact and help them find work that they love.  And really, if it’s an organization, have engaged fulfilled team members. 

Andrea:  Mhmm.  You know, one of the things that I appreciate about this book is that I totally recognize and believe that, in even the most empowered work environments, there are still people in those work environments who might feel like they don’t have power.  And you really start your book addressing this as a kind of a personal issue – that we can have choice and that we have agency to make decisions and choose what we want.  You say, “When you feel overwhelmed, underappreciated, unseen, and unfulfilled at work, it is hard to believe that you don’t have to throw it all away.  You don’t have to quit or escape.”  Why is that the case? 

Carson Tate:  Because there are two superpowers that somewhere along the way we forgot, and they are choice and control.  And these are two things that no one – no boss, no company, no boyfriend, no best friend – can take away from you as an individual human being.  You have the ability to choose your response in a situation and choose whether or not you say yes or no.  And then you have the control in that choice to actually act on it. 

 So, the simplest example, Andrea, is if I get an email from you, I actually can choose.  Do I open it right away, or do I pause and then I’m going to deal with it after I finish this one other item I’m working on?  We have so much, but we have forgotten that we do.  And the other piece of this in the context of work is that the relationship with our employer is a social contract – it’s a relationship.  All relationships are social contracts; which means they’re based on give and take. 

 And as a team member, I am bringing my skills, my knowledge, my experience to you, my employer, in exchange for compensation, rewards, health insurance.  But this is a relationship based on give and take.  And what I see is that folks forget you are contributing, and without you and what you bring, your business that you are in will not serve its customers, will not design that next breakthrough product.  It will not exist without you. 

 Andrea:  So, how is it that we can employ choice to really kind of find what we want or to create what we want? 

 Carson Tate:  So, choice… you can access choice once you’re clear.  So, choice has this cousin, clarity.  So, it’s hard to exercise choice when you aren’t clear about what it is you want, right?  Yeah, if I’m not clear that I like chocolate better than vanilla, I’m not really going to be at choice.  I’m not going to really know. 

And so the first part of the book is around developing that clarity around, “What does meaningful reward and recognition look like for you?”  So, you might be a person that likes the verbal praise.  I might be a person that just wants the quiet email.  So, we start to build this clarity around reward or recognition to develop and cultivate that self-esteem, and create more positive work experiences. 

Then we look at how do you identify your strengths – those things that you’re really good at and can’t not do – so that you can start to build a map that I call your employer-relationship currency.  Because this is what you’re bringing, and we’ve dialed up this awareness.  So, now you’re at choice around what do you want to do more of, what do you want less of, because we’ve helped kind of remove the fog of “I don’t know.” 

Andrea:  Yes.  So, once you do remove that fog, I mean, to what degree do we have the ability to make a difference or change or even think of, like… how intimidating it might feel for somebody to try to share that with anybody else.  Like, “This is actually what I want.”  It’s a really vulnerable statement to say that, “This is how I want to interact.  This is the kind of affirmation that I want,” and that sort of thing.  How does somebody get over that kind of intimidation factor to share that? 

Carson Tate:  Mhmm, because it is intimidating.  I’m so glad that you brought up that, and the vulnerability and the courage that it takes to identify and then ask for.  And so, what we coach our clients on and the approach in the book is let’s get some small incremental wins, right?  I don’t suggest going to your boss and saying, “Guess what, I only want to work on Mondays and Fridays, and I’m only doing these five projects.” 

So, we’re not going there just yet.  So, let’s work our way into it with something that is a small ask that does have impact.  So, for example, let’s say, Andrea, you’re my manager.  “Andrea, it was really helpful when you told me that I did well in summarizing the client’s objection during this sales call.  Thank you for letting me know that.  It’s helpful for me when you share that with me so I can continue to do that.” 

Andrea:  Hmm. 

Carson Tate:  That is really low-risk. 

Andrea:  That is low-risk, but it’s significant because a lot of times managers don’t know what you want.  They don’t know.  That they’re kind of taking shots in the dark sometimes, it seems. 

Carson Tate:  Absolutely.  And then so what we can do is if I’ve shared that with you, and you’re my manager, like, “Oh, helpful.  I can do more of that.”  You do more of it, and I continue to say, “That’s so helpful,” and I’m adjusting my behavior and creating more positive, successful work experiences.  Through these little, tiny, micro asks, my self-esteem starts to rise.  And then I might be ready to have a conversation and make an ask around thinking differently about two of the tasks that I perform. 

So, I want to do more of one task and less of another so I can really use my strengths.  I’m going to go into that conversation with this confidence, and I’m going to know how when I do more of task A, it really benefits my manager, my team, and my company.  I’m going to draw a very clear line to the impact.  We’ll talk about revenue, clients’ innovation – core things that are important in business. 

And then to do less of the task, I’m going to come up with some solutions, “Hmm, curious if we can automate a piece of this.”  “I’m curious if it’s even needed.”  “Can we look at what the intention was three months ago and if it still exists?”  But I go in with this clarity, and it’s not all about me.  I’m staying in this give and take, give and take.  I’m bringing, asking, give and take.  But no one party… I’m not the party that goes in and demands, “I’m only working Mondays from two to five.” 

Andrea:  Mhmm.  Totally.  So, this reminds me of a conversation I had once with a CEO of a nonprofit, and he was saying that one of the hardest things for him to deal with is when people come to him with problems and no solutions.  They just come to him expecting him to solve the problem himself.  But you’re saying make sure you come with your solutions, the options, having thought through things so that you’re not just dumping it on the person that you’re trying to talk to. 

Carson Tate:  Exactly.  Because the way the problem is solved is ultimately what… that solution is tied to your fulfillment and your engagement. 

Andrea:  Mhmm. 

Carson Tate:  And so we don’t want to let go of that piece of, I would say, choice and control.  We’ve got to maintain that sense.  And oftentimes, I know when I’ve led large teams, our managers are overstretched; they’re overwhelmed.  Leading and working in a pandemic is exhausting.  And they might not exactly know the best solution to the problem that aligns with your professional and personal wants and needs.  Help them out!  Help them out.  

Andrea:  That’s right.  That’s really good.  I think it evokes a lot of respect, too, for you, when you come to somebody like that. 

Carson Tate:  Because it shows…  When I come to you as my manager… and I’m coming, and I’ve done this thoughtful work, and I’ve been intentional about how it’s serving the company and serving me so that continues to elevate my performance, that shows a commitment – a commitment to you, a commitment to the company, “I want the best,” and a commitment to myself.  And if we can hold both of these without one party being damaged or not benefiting from, both of them can be held together. 

Andrea:  You also make it sound more like a dialogue than a demand. 

Carson Tate:  Oh, it is a conversation.  I mean, I don’t want someone to demand or tell me what to do.  Apparently, when I was three that didn’t ever go very well with my mom, and so, I’ve carried that with me for quite some time.  And so, what happens when one of these five domains – status, certainty, autonomy, relatedness or fairness – is triggered… and it’s so easily triggered when we demand something or like, “My way is right… ” the other person either wants to think about punching you in the face, or they want to pack up their toys and leave.  They don’t want to engage in a conversation. 

So, being really clear that what I really want, what I really, really want is the solution to the problem, or more recognition, or for you to say yes for me to take this class.  And if I can hold what I really want and know that the way, the path forward is through a conversation where we can both be open, [it] makes me a little bit less likely to demand it because I’m more committed to this outcome. 

Andrea:  Right.  It kind of reminds me of like, a long time ago, you know, dating or something.  And a lot of times, what would happen is somebody would all of a sudden just cut everything off.  And it’d be like you wait and wait and wait and wait, and don’t ever actually tell them what’s wrong until the very end when you’re ready to go.  And that’s fine, whatever, with dating.  But when it comes to your work environment, if you do have respect for the people that you’re working for, and you do want to take a chance on making it better, it seems pretty important to give that feedback as you need to give it instead of waiting too long. 

Carson Tate:  Absolutely.  And I also believe that… and I love the dating analogy.  And yes, I have done that, you know, just, “I’m over it,” and we just break up. And in business, it’s a little bit harder because, within our industries, a lot of us know each other, right?  We have mutual connections, reputation, or brand that if I just quit you, that could damage my brand, professionally.  And I would challenge you if you’re thinking about it, wherever you go there you are. 

So, if you aren’t being recognized and rewarded in your current job, how is that magically going to change in your new job if you’re not clear and you’re not willing to ask?  Or if you have this skill that you want to use more of, but you haven’t thought about how it adds value and how to ask for in a way that’s a win for everyone, how are you going to get to do that in your new job? 

So, whatever isn’t working in this job – I’m going to challenge your listeners, and I’m going to challenge my clients – let’s get clear first and see what we can do here because I’m not convinced it’s going to change in your new job because you are still the same. 

Andrea:  That’s right.  So, how do you see the role of the organization or leadership, and the role of the individual person?  What are each of their roles in creating work environment or a job that they really like? 

Carson Tate:  So, let’s start with individual, then we’ll talk about leader, and then we’ll talk about organization or system.  So, for the individual, to enjoy your work, find it fulfilling and really allow you to live the life you want to live, it requires clarity and courage.  Clarity around what you need, what it looks like, your strengths, how they add tremendous value in your organization, and the courage to ask and engage in a conversation to create that work environment. 

What’s required of the leader or the manager is an openness and a receptivity to be in that conversation – to listen openly and be willing to explore maybe a nontraditional approach, or maybe a piece of technology that would never have been considered to be helpful in this industry… but to be open and willing to listen and explore. 

And then the organization is the willingness to recognize that when your team members are clear and really understand what they give or bring to this relationship, it is not threatening.  It’s actually a very empowering, mutually beneficial state, where you can stop wasting time and money on ping pong tables and nap pods that don’t necessarily move the needle on employee engagement.  And start to develop deeper trust and vulnerability and authenticity in your organization with your team members that drives the business, that actually makes you real money without the cost of high turnover as you try to guess at what your team needs. 

Andrea:  Hmm, so important.  There’s a lot of talk about, you know, how do we give feedback and how do we receive feedback?  And how do we create a kind of a feedback culture that’s positive and really helps us maintain a lot of dialogue, and learning, and growth, and that sort of thing? 

So, first of all, why do you think feedback is important in the work environment, especially receiving feedback?  Because I think we all know, like, it’s important to give feedback.  It’s important to grow, all that kind of stuff.  But really, when it comes down to it and you talk about feedback anxiety, we do get really nervous and feel very protective and self-protective when it comes to receiving feedback.  So, why is that so important, and how do we get over that anxiety? 

Carson Tate:  Well, let’s address the anxiety, and then we’ll talk about why it’s so important. 

Andrea:  Sounds good. 

Carson Tate:  You know, I don’t know, maybe your listeners are like me.  As soon as I hear the word – and I write and do this all the time – I felt my shoulders go up.  I’m like, “Ugh!”  We all tend to… like, it makes us sweat.  Because this open feedback invites what feels like criticism or in some way you might be measured and come up short.  “I’m less than…”  So, it feels like it could be what is experienced as a brutal assault on your self-esteem. 

Andrea:  Yeah. 

Carson Tate:  So, it, rightly so, makes us sweat.  And so, to overcome the anxiety, the first step is to take that control and ask for it.  So, a quick story here.  So I was speaking on stage, and I finished my keynote presentation.  I was walking down the steps to talk to some folks who lined up to ask questions and chat with me, and the third woman in the line walked up to me.  She’s like, “Oh, Carson, my name is so and so, nice to meet you.  I’d like to give you some feedback.”  And I looked at her and said… 

Andrea:  Oh boy! 

Carson Tate:  “So and so, so nice to meet you.  Thank you, but I’m not taking feedback at this time.”  Because I wasn’t willing in that moment to receive feedback I didn’t ask for because that’s the personal agency.  That’s one way we can mitigate the anxiety is to ask for feedback.  So if, in that keynote, I had set it up, “At the end, I would like your feedback.  Here’s your feedback form,” I’ve invited it.  I’m ready.  So, I’m looking at it with an ask – choice, and control – and I’m also filtering it through the lens… which is important with the anxiety is through the lens of, “I want to get better.” 

So, I think feedback is so important for me personally with my team, with folks we coach and consult with.  It’s a path towards excellence.  It’s how we get better.  It’s how we elevate our performance.  It’s how we get clear.  It’s how we just shine more brightly.  And there is a very specific way, I believe, that needs to be done, and I call it my S.E.E., which is S as in Sam – that’s the North Carolina accent… S as in Sam, E as an Edward, E as in Edward – the S.E.E. feedback model.  So, the first step is specific.  

Open-ended feedback, it makes it hard on the person who’s going to give it to you, and it opens you up in a really wide way.  And if we really look at this as a developmental opportunity, then I want to be specific and want to just focus on one thing at a time.  I can’t change it all.  So, it’s specific.  You share an example of the type of feedback that you’re looking for, and then you explain what it would look like. 

Andrea:  So this is from the perspective of the person who is asking for the feedback? 

Carson Tate:  Yes, the person who’s asking for it. 

Andrea:  Okay, thank you. 

Carson Tate:  And so I’m now asking you, you’re my manager, and I want feedback on that presentation skills.  But I don’t want to come in and say, “Hey, Andrea, can you give me feedback on that presentation skills?”  No.  “Andrea, I’m working on my presentation skills.  When I present in front of senior leadership at our Monday presentation, will you please let me know if you hear the central point of the presentation in the first three minutes of my conversation?”  That’s it.  I’ve been specific, explained an example, and what I want to hear from you.  So, now when we’re in that meeting, you can just focus on that aspect of my presentation and say yes or no.  And you might even say, “Hey, here’s what it was.”  Or if it’s no, “I didn’t hear it, Carson, until minute fifteen.”  Okay, got it. 

Andrea:  Wow, I love that, because it gives you the chance to prepare yourself, number one.  Like, just to receive feedback anytime when you just get off stage… that’s when, I think, a person who’s a speaker or something is most vulnerable is the moment they walk off stage.  So, “Sure, please go ahead and attack me.  I would love that.”  It’s just not a good time to do that and not only that.  I guess I also think of it as if it’s a general feedback – give me any feedback you want – it’s almost like, “Here’s your opportunity to pick me apart.  It doesn’t matter how much you changed over the course of this talk or other things like that, like transformation and how things felt maybe not matter.  Just pick me apart.  That’d be great.  Nobody wants that.”  It doesn’t work. 

Carson Tate:  It doesn’t work.  And it moves it out of this sphere of why I believe feedback is so important about performance.  So, as a speaker, I’m always working to get better, and I will ask for very specific feedback; “Tell me about this.”  Yep, there’s a specific piece of the presentation I’m working on.  There’s a specific aspect of how I told the story.  Very specific because it’s about focus and getting better in that moment and, to your point, not feeling like I’m going to get picked apart. 

Andrea:  So, what about for the manager, the person who is in the position of needing to give the feedback?  And let’s say they’re in a position where they need to give feedback, but that’s not been invited, per se.  How can you give other people a chance to invite you to give feedback, or do you just go ahead and say, “Let’s have a conversation”? 

Carson Tate:  So, you have two avenues.  I believe the first avenue is to invite the person to receive it.  For example – you’re my manager – you might say, “Carson, I’ve received some feedback from our customer on the project implementation that I’d like to share with you.  Can you please let me know when you would be available?”  So, you’re telling me that you want to share it, you’re giving me context, and now what you’ve done with, “Can you let me know when you’re going to be available?” you’ve let me hold a little bit of control.  So, I’m not going to have a scarf thread around status, and I can say, “Yes, let’s meet on Tuesday morning.”  We schedule our time. 

Then the other piece is sometimes as managers and leaders, you need to give feedback.  And we want to give feedback as real time and as close to the occurrence, or opportunity, or behavior as possible.  It’s easier to change your behavior that way because you can link it pretty quickly.  And when you do that, it’s around the specificity.  So, let’s say I just walked out of our Monday meeting with the senior leaders in the organization, and I wasn’t clear on this central point.  And let’s say, I also misrepresented a fact, and we need to now as a team do a little bit of damage control.   

In that moment, you need to give me some feedback.  If you can couch that specific feedback in terms of my growth and development, if you can connect it, it makes it easier for me to receive.  “So, Carson, I know that part of your development plan, what we’re working together on, is you being ready to take a vice president role.  Being succinct and direct is very important, and making sure you have your facts correct is important.  Today, in the meeting, I didn’t see…”  You might be specific on what you did or did not see, and the change I need to make. 

Andrea:  Great!  So, one of the things that you talked about are strengths and for people to have context for how I fit in to the overall picture and the goals of the company.  How can people really get a more clear picture of how their strengths fit into the goals of the team? 

Carson Tate:  Mhmm.  So, first, it’s identifying your strengths, and you can do that through reflection, 360 feedback…  I have a process I talk about in the book is task and calendar analysis.  And then it is taking your team’s goals…  Most teams have printed goals, or you know what they are.  Maybe they live on a SharePoint site…  And looking at how your strengths enable your team to accomplish that goal faster, less money, greater customer satisfaction, and more impact. And so you start to ask yourself, “How do my strengths support our team in achieving that goal?”  Understanding how your strengths support the attainment of your team’s goals – enable your team to achieve them faster, more customer service, higher customer service scores, or greater innovation impact – and it really is just thinking about it, and getting really clear, and drawing that line between them. 

And when you start to look at your strengths, it’s a pretty natural process.  You’re like, “Oh, wow!  Hmm, I really do have a strength in being able to quickly discern patterns, patterns in the feedback from our customers.  I can look at it and just pull it out, wow!  That’s a strength that helps us pivot and shape our customer service model, pretty quickly.”  And that helps the company retain clients, more revenue. 

Andrea:  I think also just being able to identify… like, sometimes people don’t really know.  But like you said, being able to take the time to take an assessment, or to do the 360, to hear from other people is really helpful and being able to identify those things.  But then also, I think being able to see that other people don’t necessarily have those same strengths is helpful.  Because there’s a lot of times, I think, people start to expect other people to be good at what they’re good at.  And so, if we can see our strengths as, “This is my gift to everybody,” instead of “This is what I need to expect from everybody,” there’s something significant that happens there. 

Carson Tate:  I love that paradigm.  “It’s my gift to everyone,” yes, versus an expectation.  And I don’t know if you’ve had this experience.  I know I’ve fallen into this trap before.  Because it’s a strength for me, I’m like, “Well, of course everybody can do this.”  I’m like, “Everybody does this, right?”  And this is the power of the reflection to identify your strengths and start to look at how your unique strengths really help your team and company.  Like, they need you, the version of you, not some inauthentic version of you.  They need all of you and all of your strengths. 

Andrea:  Hmm.  A little bit later in the book, you’re talking about developing your skills.  And there’s an exercise that you suggest in here that I really, really like, and I’d like you to tell us a little bit about it.  You suggest that one of the ways that we can grow is to interview someone else who has the skills or expertise that you really admire.  I love this method, and I’ve had clients do this as well.  How do you approach a conversation like that?  How do you get somebody to sit down with you and have that conversation, and then what kinds of questions do you ask? 

Carson Tate:  So first, the identification of that person, I think, is really important.  You know, who is that person who has similar strengths to you and is using them in a novel way?  Or is at a specific point in their career or has pivoted the way you want to pivot?  So, it’s identifying the person that’s exhibiting behaviors and has successes that you want.  Like, you want that. 

And so, the first step is once you identify them is… this takes the courage.  Take a deep breath.  And if it’s someone you don’t know, maybe they’re not in your organization, but you have a mutual connection on LinkedIn who knows them, you ask that mutual connection to make an introduction.  And the introduction, you’re really clear around the time commitment and what you’re asking of them and why it matters.  “So, Andrea, I’d like to sit down with you for no more than thirty minutes.  You have these three experiences that I would like to have.  I’m interested in asking these questions of you.  Would you be willing to sit down?” 

So, I time bound it, I’m really specific on why you, and I set you up for success with the questions I want to explore ahead of time.  And the big asterisk is, obviously, we don’t ask that person something that we could find on the internet or, you know, through reading or research.  You want to make sure that your questions really help you understand the internal drivers, external conditions that helped them achieve that success or that place in their organization so that you can internalize it, and then figure out how to make your path forward. 

Andrea:  Hmm.  Carson, you have an assessment where you have had a lot of people take this assessment, and you’ve identified four work styles.  Can you tell us a little bit about that? 

Carson Tate:  Yeah, so I have assessment that we call the Productivity Style Assessment.  And it identifies your work style, which is how you think and process information, which guides or shapes how you work.  So, this is an assessment that helps you determine the best time management tool, the best task list, how to manage interruptions and distractions, and ultimately, the best way for you to get your work done. 

So, Productivity Assessment, and like any good assessment there are four types – Prioritizer, Planner, Arranger, and Visualizer.  The whole premise is there is no one-size-fits-all.  So, we think differently, and so we need different productivity tools and systems that align to how we think. 

So, for example, the Prioritizer’s very analytical, very logical, very fact-based.  So, they like and use most of the organizational tools on the market really well.  They love Excel.  The getting things done methodology is brilliant for them.  Then the Planner is that organized, sequential, detailed person.  These are the process people.  I always joke, “You know, a planner when you watch them put something on their to-do list they’ve already done just so they can mark it off – classic planner.”  And the planner is the one who probably designed all of these organizational tools – the checklists, the project plans, all the different list apps that are out there – because that structure, sequential, deadline-driven approach to work really works for them.  

And then we have our Arrangers – and arrangers are the people people.  They’re supportive, intuitive, kinesthetic, highly relational.  They do their best work with people.  They work towards consensus.  And so their productivity tools are more focused on connection before content.  So, they’re going to talk it out, work together to determine the goals.  They also are visual and are very specific around the actual physical productivity tools.  So, they like colored pens and markers.  They have a very visual interface on their computer, and they know when things need to be submitted, but it’s a more intuitive approach to work. 

And then we have our big picture Visualizers.  These are your strategic thinkers.  They’re your risk-takers.  They’re the ones that are always challenging the status quo.  They’re the innovators – “What’s next?  Why not?”  And any type of productivity system and structure makes them want to pull their hair out and run to the hills because structure for them feels confining.  So, when we think about productivity tools for them – it’s how do we create systems that allow enough space for them to ideate and create.  So, I typically recommend mind maps.  We use color.  We talk about time in relation to themes or ideas instead of the linear checkbox that our prioritizer would use and use really well. 

Andrea:  I really appreciate that.  There are a lot of assessments out there.  We use a few that, you know, help us figure out what we bring to the world, how we interact in the world, and then how the world sees us.  This one is more about this very specific need to figure out how you’re going to work together.  So this is very helpful. 

So, thank you again for your book, and listeners, I encourage you to go get this book and give yourself a chance to really reflect on all of the pieces of it.  This is a really well-written book.  I’ve read a lot of books.  I get to see a lot of books and interview a lot of authors, and I’m just saying that this is a really well-done book.  So, congratulations on it, Carson.  And I’m excited to share it with others who are looking to feel empowered in their work, and feel like they have agency and control to be able to create the work life that they really want.  So, thank you for that. 

Carson Tate:  Well, thank you for the opportunity.  I’ve really appreciate it.  And we’ve got a bunch of resources that we’ll make sure that you get. 

Andrea:  Yes, please share. 

Carson Tate:  Yes, we will make sure that, as a listener, you’ve got a link to the Productivity  

Style Assessment, that Andrea was so gracious and let me unpack and play with on her team.  We’ll send a link to what we call the Dream Job Roadmap.  So, this is the framework that we walked through today.  And then I’ve got another little goodie in there – 7 Surprising Things That Will Make You Happier At Work.  So, hopefully that will help. 

Andrea:  Yes, and they can find that at? 

Carson Tate:  carsontate.com/podcast.  And there are multiple resources at carsontate.com, my website, or check me out on LinkedIn, the Carson Tate.  We post new content and videos there a couple of times a week. 

Andrea:  All right, great.  Thank you so much.  Do you have any final thought that you’d like to leave with our listeners who would like to have a Voice of Influence? 

Carson Tate:  Don’t forget your super powers of choice and control.  No one can tell you what to think, and no one can take away that personal agency to act on your thoughts.  And any job can be your dream job because you define the dream. 

Andrea:  Hmm.  Wonderful words to leave it on.  Thank you so much, Carson! 

Carson Tate:  Thank you so much.  I appreciate it! 

 

END