070_Serving with Humility: Sharyn Combs on Leadership Trends in Healthcare

Host: Jarvis T. Gray, The Quality Coaching Co.
Guest: Sharyn Combs CEO, The EchoSystem

In this energizing episode, Jarvis T. Gray welcomes distinguished leadership coach and entrepreneur Sharyn Combs to the Excellence In Healthcare podcast. Together, they dissect key leadership trends, the power of coaching, strategies for thriving as a healthcare entrepreneur, and the importance of humility and resilience in leadership. Sharyn Combs brings insightful stories from her journey, sharing actionable lessons for healthcare leaders navigating today’s dynamic landscape.

Key Themes & Topics:

• Leadership Mindset:
  Sharyn Combs opens with her guiding leadership quote: “Push until the ceiling becomes the floor,” emphasizing resilience, consistency, and sticking to the plan—regardless of feelings or adversity.
• Journey Into Healthcare:
  Sharyn Combs shares her non-traditional path from training & development in the restaurant world to healthcare, highlighting the “happy accidents” that often lead to fulfilling healthcare careers.
• Entrepreneurship in Healthcare:
  The conversation explores Sharyn Combs’s entrepreneurial ventures, including founding UCDI Leadership and a podcast network. She discusses the importance of business structure, networking, and building genuine, reciprocal relationships over quick returns.
• The Game-Changing Trend: Coaching:
  Coaching is highlighted as a ‘must-have’ for healthcare organizations—no longer just a buzzword or outsourced service, but an essential leadership skill. Leaders must develop coaching abilities to build stronger teams, increase retention, and adapt to rapid changes.
• AI in Healthcare:
  While AI continues to rise, Sharyn Combs predicts a “rollback” as leaders realize the irreplaceable value of human connection and hands-on leadership.
• Lessons Learned – The Power of Humility:
  Sharyn Combs reflects on her own leadership journey, sharing how unchecked success can shift focus away from serving others. True leadership requires humility, staying grounded, and continual personal growth.
• Influential Mentors:
  Influences like Latorrel McNeil and Myron Goldin shaped Sharyn Combs’s philosophy of authenticity—“sit in your seat”—and not shrinking in the presence of others’ greatness.
• Biggest Challenges & Opportunities:
  Generational mindsets and points of view are identified as the main challenges in healthcare teams today. The opportunity lies in leaders’ ability to unify different perspectives toward shared goals.

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Transcript

1:19

Hey, healthcare leaders. Welcome back to another episode of the Excellence in Healthcare podcast. I'm your host, Jarvis Gray, and today I am joined by Sharon Combs. Sharon, are you ready to share with our audience of healthcare leaders? I am. Thank you so much. All right, well, okay, Sharon, before we really dive in and learn all about your great background with leadership and leadership coaching, we always love to start our episodes with a leadership quote. So I love if you could share a leadership quote or at least a leadership mindset that guides you, but also share with us how do you apply it on a daily basis. Okay. Push until the ceiling becomes full. His name is Nate Davis in Tulsa, Oklahoma. And that actually helps me. It helps me be consistent, remain faithful, and stick to the plan regardless of feelings, because feelings can be. All right, so say it one more time for me. I want to make sure I got it. So push until the ceiling becomes the floor. All right, I like that. That's my first time hearing that, but I like it. It immediately kind of puts me in this mindset of resilience for sure. So, yes, it's the next dose. All right, well, I love it. So let's go. Let's jump in. You know, Sharon, I love if you could walk me through your background, just, you know, the role, the work that you're doing today. But what inspired you to kind of focus in within the healthcare industry? We'd love to hear that. Oh, absolutely. So I come from a training and development background, and I started actually in restaurants with Brinker International. They have several restaurants, Several restaurants. But I love training, development. I don't know why I loved it, but I loved it. And then I went to university for leadership studies. And when I came out of university, I was already working with a company that puts staff inside of hospitals. And I said, hey, why don't you come down to Dallas? We're growing at a rate. Why don't you come and do sales for us? And that's how I introduced in healthcare, I knew nothing about surgical. I knew nothing about surgical anything. I didn't know about materials, I don't know about position to design hospitals. I thought doctors were at a hospital and there was a hospital. I didn't realize hospitals have to court physicians. And so that got me into healthcare. Once I got into healthcare, I saw a lot of individuals in healthcare who could do their job like the back of their hand. Their technical skill and technical know how was up here, their soft skills, the ability to communicate, even worse selection or the ability to see something objectively and not just from Their perspective. It just created roadblock after roadblock. We call them bottlenecks in the surgical community. And it just created so many bottlenecks that the people who had the information was not able to deliver the information to the people who needed to have it. And so that brought me over into healthcare. I began to learn about the surgical world, so to speak, and how everybody is big on patient safety. But I also began to realize that even though we're big on patient safety, we are still in a commercialist, a capitalist nation. And surgery drives the revenue of these businesses and these business systems. And so that's actually how I got inside of healthcare. And I began to develop programs to help people who had the know how be able to communicate that know how to the correct people. All right, so Sharon, I'll say it's so funny now, so many leaders that I talk to will kind of say they just kind of stumbled into healthcare. Like it's not always this defined path. Even me, I accidentally got into healthcare and now almost 20 years later, here I am. So I, I, I love that. And it, it again resonates, and I think it'll resonate with a lot of our listeners. But, um, I'm just curious because when I came across your LinkedIn page, you know, LinkedIn is where I stalk all of my guests. Um, I was really impressed because not just the training and development back, you know, background with your, your, with your professional background, but I also saw that you're also a business owner as well. So I would love maybe if you could just kind of touch on that really quickly. How has that journey been? You know, leading coaching, consulting for healthcare organizations around leadership development and just the entrepreneurial path behind it. How, how has that journey been for you personally? Exciting, humbling, triumphant. You know, it's just, it's all of the emotions with the journey, but it's because of the lessons at each round. I've always been entrepreneurial, and it came out of a scarcity mindset. Initially, you know, I was like, I need to have more than one stream of income. I never wanted to be at the mercy of one stream of income. So I was entrepreneurial. Just, I don't care if I was going to deliver medications from the local pharmacies, I'm going to do it. And I called it the evening delivery service. I was always entrepreneurial. And so this journey now with me owning UCDI leadership, I also own a podcast network called Knowledge and Nonsense. And so there are shows that people don't even know I'm a part of, but I'm okay with that. To increase visibility and what I've learned along the way as, as much as I like it and I'm. I hope this doesn't sound arrogant, but it is born out of confidence. I don't think I'm the best facilitator or the best trainer or the best leadership developer, but I'm great at what I do and I love what I do. And I love it because I actually keep the people in front of me. What I learned was my ability to do has nothing to do with my ability for business. Does that make sense, what I'm saying? Like, you have to structure your business from the beginning coming in. And I didn't do that. So there were lessons. I had to learn things as far as taxes, developing relationships not just with the end client, but developing relationships with gatekeepers, door openers. And not just, oh, what can I get from you? But actually having a reciprocal relationship with what can I do for you? What can I do for you? I may do something for you three or four years before I can get something for you from you. You know, like before that, before it spins around and it may not even come from you, Jarvis. It may come from somebody, you know, three connections down, like, hey, I know somebody in that area. And so that's what I really learned about business. Business is not overnight. Your enthusiasm will have to meet up with endurance. You will have to recognize there's ebb and flow and you have to be consistent in the middle. But it's worth it. It's worth it. You get to keep more of your dollars on that end and you get to affect change in communities with people. I know I'm a change agent and that's fulfilling. And so I had to take being the manager and take an issue and marry that with being the visionary and the business owner. And business is different. I don't did that. Yeah, no, I, I understand completely. Especially, you know, around that humble confidence statement. I tell everybody I was just having a conversation with someone earlier today. I am a one trick pony, but it's a really good trick. So the things, the services that I provide my clients, I am really, really good at it and I charge a decent price. That's equitable to them and it respects me and the expertise that I've gained. But it's like anything, the ups and the downs and the ins and outs. Then for me, that's why I love talking to other entrepreneurs. Sharon, again, those are the things that stood out when I saw your profile. But your expertise in leadership is the reason I invited you on the podcast because right now we're in this season of leadership excellence and I always, you know, want to highlight great leaderships, you know, professionals, experts. So again, I appreciate you touching on the business side of it and just coming in, you know, dropping some, some leadership tidbits on us. I, I love if you can maybe dig into that a little further with me. So from a leadership perspective. Well, I, I would say maybe from any perspective, but yeah, know, I, I definitely want to call out any leadership gems and nuggets as well. But what's, what's a major trend right now you see coming in the healthcare industry that you think is just a game changer and we want to make sure that our leaders have it on their radar. Coaching. Why do you say coaching? How is that the leaders coaching. Coaching is going to build your retention for people to retain you and for you to retain your key people is so competitive in the healthcare industry. It is very competitive for you to have key people to keep key people to know what's moving forward. I am going to talk about AI a little bit just as a leader there, but I think what we're going to see more of is coaching not from a buzzword, but coaching as an expectation. Even on the director and executive levels. I think the internal directors and executives are going to have to become coaches. Instead of just hiring coaches out, they're going to have to include coaching in their repertoire as well as visionary training. Coaching, coaching. Not coaching just like I coach, but coaching as evidenced by knowing the difference between the vision compound, a reflective conversation, an accountability conversation. I think they're going to become more involved again as hospital systems and roles become outdated. As new roles come in, your executives are going to have to cope. They're not going to be able to outsource that as much. And I, because I am someone they outsource to, but it's going to be best for that organization and I want the organization to win as well. So I think that's something that is trending and we'll see more of in 2026 into 2027. And also I think we'll see a rollback on AI. Everybody's just now kind of getting into AI and it's a buzzword. I think we're going to see a rollback because we're going to realize there are some things that AI cannot do right now in the people aspect. So you still are going to have to be hands on. AI can assist, but we're going to see A rollback, because healthcare is a people industry as much as it is a money industry. So that's what I was saying. All right, so, again, I appreciate it. I'm saying that because I have the bias. As a coach myself, I would love to see it. And even in the work that I do, a lot of the clients that I have, what I'm finding now is there is a lot more of the coaching requirements. So I coach for one of my clients, their entire leadership team, with the expectation that they're rolling that coaching down to their subordinates as well. So I. I'm, you know, from your lips to, you know, to God's ear, Sharon. I hope that is a growing trend. And I love what you said about AI as well. I mean, AI is cool to get work done, but in healthcare especially, you can't replace the people component. So AI can only go. But so far. So I love hearing both of those. Those are just two things that resonate with me personally. But again, I'm pretty sure it's gonna resonate very well with our audience. Let me move you to my next question. Just and again, feel free to tackle this as. As a professional, as an entrepreneur, but we know that there's always bumps and ups and downs in everybody's path. We'd love to know, Sharon, if there was a pivotal moment in your path or a challenge in your career that just, you know, really helped to reestablish and rebuild your approach to leadership. We'd love to, you know, share that story, share the lessons. It's so timely that you say that I've had several bumps. My life consists of wins. I did not know I would have, and I'm very grateful to that. I'm grateful for those lessons. I'm grateful for people who actually took the time to share truth with me when truth may have been uncomfortable, you know? So one of the bumps that really hit me was I thought that I was on this trajectory here, and I was in a season of everything I touched seemed to turn to gold. And in that season, I was so focused on the things turning to go, like, oh, my God, I can't lose. I'm just winning. I'm winning. You know, like, my checks got bigger, invoices got larger. I went from speaking to two people in the room to being on the main stage in Vegas, you know, books, everything. Like, I became this go to person, and I was like, oh, snap, I'm killing the game. Right? I followed the rules, and I'm killing the game. And the leadership lesson, that really Hit me is you can be winning like that, but still losing. Just hear my heart. It looks good externally. But when I got into this role, I wanted to help people. I didn't do it just for revenue. I did it for revenue, but I also did it for a sense of fulfillment and to help. To help the community, to help level the playing field. Like, my why had a lot to do with help, for real. I know we package it like I want to help, but I really wanted to help. And what I realized is I was winning like this. My gaze. This is the leadership lesson that you're asking me about, right? My gaze somewhere began to turn more toward me and look toward me than toward the people I was serving and. And the people I was helping. And I almost began to have this attitude like, y' all need to be grateful. I'm stopping to help you. You know, you welcome. And I didn't say those words, but my actions and my attitude really began to look like that. And so the lesson for me there was, we're humans, right? H u m? And humans need to have humility. If you don't have humility and gratitude, pretty soon your hum may turn into like some humiliation, little egg on the face. And so my lesson there was like, wait a minute, don't. In short, don't get too big for your britches. But, hey, wait a minute. These are byproducts of what you are doing. You're making them the product and making the people byproducts. And I had to switch that. And so that was my real leadership lesson that, you know, the hardest part of leading is leading. And leading does come with long suffering. Long suffering deals with people, not just patients with a process. Okay, you implement them. Implementing a new tracking system. Are you putting in epic? And you didn't have EPIC in your hospital system or you becoming a system now? And now you have each of these hospitals that pretty much had, like, this is my territory now. You have to have them come together as one. And you cannot do that from a I'm in charge point of view, or I know everything point of view. And so my real leadership lesson there was don't get tricked. Don't get tricked into thinking you're doing something that you're not. Keep the first thing, the first thing. Keep the primary thing, the primary thing, which for me was serving. And serving is what got me on that main stage in Vegas. Serving is what got me the hospitals and the clients that brought better invoices. Serving. A lot of my business does not come from me. Scouring the Internet, it comes from somebody seeing me or watching, paying attention before I even know that they're looking. And they saw me serving, and because they saw me serving, they were like, hey, I really want to do something beneficial for my team. I want to help my team. They have a problem communicating. Can you help? There are plenty of companies out there that can do that. But. So that was my lesson. That was my lesson. Humility is a must. Not false humility, though, Jarvis. Not false humility. Be confident in what you do, know what you do. You say you're a one trick pony and you good at what you do. Like, humility is being everything you can be, but not making anybody else smaller. And as I was like, y' all need to be happy I'm here. I didn't verbally say that because that would have been a flag, but my attitude kind of became that. And so I was like, oh, you kind of out of humility. You kind of acting like they're doing you a favor. I mean, like you're doing them a favor. And that's not the case. This is a reciprocal thing where you're serving. So I think that's the biggest lesson there. Stay humble, learn. All right, well, so I'm a firm believer first that every coach needs a coach as well. So one of the first things my coach taught me, Sharon, is that the best way to get what you want in life is to help others get what they want. And that's kind of what I take away from the entire lesson you just shared. There is, you know, like you said, not getting too big for your britches and making sure that you're leading with a, you know, heart of service. But the best way to get what you want, the bigger invoices, the bigger clients, the bigger stages, is to help others get what they want, have that impact, and serve. So that that's how your story resonates to me. I wanna. Can I share one more thing? Yeah, absolutely. As a leader, I think it's imperative that people know no one owes you anything. We thank you for stepping into leadership roles. The hardest part of leading is leading. If it was all sexy, everyone would do it. But, you know, there's some difficult moments in it. Some moments you wanna dial back and just be like, no, but I really want people to know, like, that is the hardest part of leading is leading is actually doing the leading when it's not fun, when it's not sexy, when it's not convenient. And so those are some of the lessons that I learned and Now, I embrace those moments. I don't search them out. I do not search them out, but I embrace them because I said, this is. I'm built for this. And I'm built to help other people recognize they're built for it, too. All right, fantastic. Well, Sharon, just like I kind of mentioned some of the folks that influenced me, my coach and I could name plenty others would love to know if there's any folks that have influenced you and your path, and if so, what's one key lesson that they taught you that our audience could also benefit from? Yes, Latorrel McNeil, he was definitely my speaking coach, but he helped me in the business aspect, too, as being a leader. Sometimes you'll see him, like on Good Morning America, had the again serving. I ended up sitting next to him at a table with 16 people and everything I said I wanted to do, he's like, well, it's right here. And I didn't know what he's talking about because I didn't know who he was. There's another gentleman. His name is Myron Goldin. I was blessed enough to be in a room with him a couple of times. And this is like 2016, 2015, 2014. These individuals are nice sized individuals now as far as influence and revenue and training and teaching. But the lessons they gave me was be you, stay who you are, authentically polish you, learn you. And that's just been helpful for me. My why is to serve people. So they didn't have to tell me anything about serving people. But be fully, you sit in your seat. I used to do something I call qualify disqualify, which meant if I saw somebody and I was like, man, they're this, then I would. I would almost shrink because they were in the room. Instead of just being me, not out of competition, just. Just show up as you. If you don't know, be quiet, listen and learn. If you have something that you would like to share, share it. You know, just almost getting out of your own way. And so I call that sitting in your seat because no one else can sit in your seat. And when it's time for you to get out of that seat, there's another seat for you. But I used to qualify disqualify, and I think they helped me not do that anymore, which means I would look at your one trick and I say, he's so good at that. I mean, he has it down to science. It's hard. Even at the time he's fostering relationships. He's been doing it for how many Years. And I could look. I would look at that. The older me, like 10 years ago, would look at that and be like, well, I'll be quiet. And I'm not even going to say that I may have a podcast. Like, I'm not going to do any of that because I will disqualify myself by qualifying you. And it almost sounds good, but it's not good because it keeps people stuck. And as a leader, you always have to be growing. You always have to be growing. And if you are making your own self stagnant by something you think or sounds good, but it's not, you need to be able to be aware of that and learn. And they help me with that. Stay. You authentically don't qualify this one. No, I love the way you said. A lot there, but you can make it concise. Yeah, no, well, I was gonna say I love the way you, the way you. You made it concise. Sit in your seat. That is the best mental picture for me. And that's the way I'd like to think. I lead. I would say, you know, if you ask other people, they say, I encourage people. I empower people to always be themselves. That's the way I even raise my kids right now is, you know, don't. Don't dim your light for others. So sit in your seat. That is a powerful message, Sharon. I love it. I think that one's gonna resonate really well with our audience. So let me throw this one at you. Really curious to see where you go with this, but given just all the things going on in the healthcare landscape right now, what do you see just from your view of the world as the single biggest challenge and the single biggest opportunity facing healthcare leaders right now? Generational mindsets, generational POVs, point of views, because those fields are how we take in new information. And sometimes something can be an asset, but generationally, the mindset of some may see it as a threat. And so you're not going to have engagement and buy in, I think generational mindset. And the reason I'd say that is because, remember, I like working with people. I serve people. New tools are just that, tools. New systems are just that, systems. And. And if we can keep tools and systems as tools and systems as something outside of people, instead of making it, you over there, I'm over here. And now the tool has become like our battleground. This tool will be outdated in 10 years. Yet me and you, you and I are now enemies over how we viewed the tool we've made that we've made this thing something between us when it didn't have to be. So I think that is one of the biggest challenges for leaders, recognizing that something they are handling as a tool, they may be punching in the wrong way. It really is just the mindsets and the points of views of people. So if you can find a way to articulate or present something so that it doesn't matter about generational mindset, then what you do is you put people shoulder to shoulder instead of face to face for conflict. And so I think that's one of the biggest challenges is the generational mindset, because if you are newer to the healthcare industry, you may be ready to run. Let's go. New this, new that, new this. If you are more seasoned, you may know that, hey, wait, we need to see. We need to see some analytics. We need to see some numbers. We need to see how this thing does 30, 60, 90 days, 6 months, 12 months. We need to get some actual criteria to see how we're going to move forward. And if you don't realize that's just generational mindset and points of views, then you'll argue over which way is right. It's not a right way. It's just different points of views. Let's bring it all together and let's be shoulder to shoulder. Let's bring it all together and put it in front of us. Now you and I are looking at the problem instead of looking at each other. As far as opposing, you know that I think that that is one of the biggest challenges, you know, newer generations, like, hey, we all need to be on the same page. I don't think people need to be on the same page. I think they need to be in the same book on the same chapter. But if your responsibilities are different than my responsibilities, please handle your page. I'm going to handle my page. We're in the same chapter. We're in the same book. I understand we say be on the same page or some people take it literal. So that's what I think is the highest shot, those mindsets, how we see things. All right. And I would say, Sharon, again, great breakdown. I love we don't have to be on the same page, but it's nice if we're in the same book and on the same chapter. But for me, a lot of what you shared there, I mean, again, that's the whole purpose of this conversation, is leadership. Because good leadership would elevate over, you know, all the different generations of team members and our work team, and they would say, okay, you know, we got these perspectives. These perspectives, these perspectives. But we also have one shared vision, one shared mission as a leader. My job is to get them all organized so everybody can march and be on the same chapter in the same book, different pages, but everybody's handling their pages. So that, that to me, that is such a leadership perspective because contingent on. Your leadership role, CEOs. Yeah, you have to get everybody. And maybe you have a one page business plan for the next two years, but that page breaks down into other pages for your leaders. And so, yeah, I, I do. I just think how we look at things, you have to trust people with their deliverables. Now, if they come to the meeting and they don't have their deliverables, okay, that's what we're looking at. But trust people to trust. But verify. That's a healthcare right there. I trust but verify. I know you don't do it, but let me see the report. I need to look at it on the dashboard. Yeah. All right, perfect. Fair enough. Well, Sharon, let's do this. Let's shift gears into our two minute rapid fire drill and. Okay. All right. So the first question I have is a little bit of a two parter where I love to know what inspires you to do your best, but then also, how do you inspire others to do their best? My faith actually inspires me to do my best because I think I get to do things, not I have to do them. I think I get to do them. Remember I said I have wins that I didn't expect me to ever have. So I'm enjoying every, every leg of this race, baby. I am enjoying it because I get to do it. I've done other things. I've been other places. As frustrating as leadership can be, sometimes where I've come from, this is light work. So that's that. And how I inspire others. I inspire others. Well, I think actually some people just kind of watch. I think people watch me and they're like, I know people watch me. I know this. You know, people don't. This is the stuff people say you don't talk about, but I'm just being transparent. People watch you from afar and up close. Is it real? Is it true? Well, wait a minute. She's not really that special. If it can happen for her, it can happen for me. So I think that inspires other people and then they want to try something that maybe they wanted to try or they want to go for a leadership role that they had separated themselves via qualified. Disqualified. You know, I'll just Stay a manager. There's no way I could be a system wide this or. But you can. And I think. I think that's how I inspire other people, and I keep it on them. I don't say, well, let me see what I did. You're ready for this. And what's the best piece of career advice that you've ever received? The best piece of career advice I've ever received. Pivot. Pivot. Master the ability to pivot. You can pivot within your role. Like, don't be married to a plan if the plan ain't working and you get new information. You have the ability to make a U turn. You have the ability to make an adjustment. So be willing to pivot. Like, don't let your pride keep you. Well, this is what I said we're going to do, so I'm still going to do it. Stop swimming. There's no water in the pool. Okay, so let's do another game. You can still play volleyball, but now you're playing it on the concrete instead of in the water. So I think that's the best piece of career advice I had. All right. So if you could rewind time, Sharon, knowing what you know now, is there anything differently that you would do in your leadership journey? Yes, yes, yes. If I could rewind time, I would learn how to read a room quicker. I. I would learn how to read a room quicker. There have been seasons in my life where I really generated and received revenue that was amazing. And I was miserable. Now, don't get me, don't get it twisted. I like money. I like money. But I was miserable because the people I had aligned with in that instance, we didn't even share the same business principles of business integrity. And that began to have an effect on my health. So I would learn how to read a room quicker because I do believe all money is not good money. And I believe there's also enough money for everybody, But I would read a room quicker. There were times in my life I was so happy to be in the room, I didn't read the room right. That's my best advice. You know, it's not for you to go get a Master's. It is not. Because I've seen people with master's and it didn't help them. I'm not saying don't get a Master's. I'm not saying don't get your degree, don't get your certifications. Get all of those things. But the best piece of advice I will say is be willing to read the Room because just because you're, you know, just be willing to read the room. That's it. There is a lot of wisdom in that saying right there. So I, I get it. Or at least it reflects very well on me. Sharon, is there a book, a podcast, or a publication that has been crucial to your development as a leader? Well, actually, we talked about this. The 12 week. The 12 week year back to hanging out. That has been for me because it made me realize what intentionality, what time can do. Five years goes by like this. It goes by like this. So the 12 week. Can I share? Can I show the book? No, Absolutely. This has been an extremely helpful for me. Extremely helpful for me because it has allowed me to accomplish things and check things off and it brought me out of space of brainstorming and thinking about it to execute and execution your fortunes in the public room, your fuses. All right, well, and I've mentioned it on the podcast before, just the fact that for me, in my business planning and in my personal goal setting, I work off of that 12 week year model every 90 days, looking at my goals, refreshing my goals, making sure on a daily basis, weekly basis, the things that I need to do to hit those things by the end of that 12 weeks. So. So yeah, that's just another shout out, you know, for our audience to consider, whatever that looks like for you. But just know you don't have to take a whole year, five years, 10 years to hit your goals. You can do them in a lot less time if you're focused. So, Sharon, when we're looking forward, what are you most excited about achieving over the next year? And most importantly, how are you celebrating those wins? Wow. I don't. How do I celebrate the wins? Stumped. Let me tell you what I'm most looking for and maybe I can find. I don't think I've celebrated any in the past year, but I don't. So the next couple of years, I am looking forward actually to selling my podcast network. So that'll be exciting for me there because, yeah, I just, I want to sell it. I want to continue to do what I do with the coaching and the facilitating. So that's one of the things I'm looking for. I do have a book coming out. It's called Unauthorized Now. So I hope to have two books out in the next year, but one is definitely on its way out. And how do I celebrate my wins? I think I just hang out with my girls and be like, man, no, I did it. You know, I did it. I tell you now there's something to be said. That is the one. Out of all the questions that I ask people on this podcast, Sharon, that's the one that everybody stumbles like, ooh, celebrate. What? I'm not supposed to celebrate. I'm supposed to keep working and do the next thing. And I'm like, so there's something there. I'm gonna have to circle back on that one. And we might have to dig deeper on, on why people like us just, we, we keep pushing. But celebrating is a good thing too. Yeah, no, initially I would travel. Each quarter. Okay, not long. I catch one on a three day, three day weekend. So I leave one on a Thursday and I come back. So it didn't mess with PTO or anything, like a lot, you know, and so that's how I celebrated initially, but now I don't. Yeah, I think I just get with my girls and be like, man, can you believe it? But my goals have gotten larger too, so. All right, so maybe the trips just need to get larger too. I mean, it sounds like we need to go do a three month long trip in Dubai or something next with the next big win. That's good. Let's go. No way. Sharon, I just want to say this has been an absolute pleasure. I know. Again, when I first came across your information and then we had a chance to have our first conversation, I was just like, yo, she is dope. Just a person that shares a similar mindset or similar principles as me. So this has definitely been well worth the conversation. Before I let you go, Sharon, I'd love if you could share with our audience just the best way that they could follow or connect with you online and then we'll officially sign off. All right, LinkedIn. LinkedIn is my platform, my preferred platform. My name is Sharon Holmes. It's right there, Sharon west. Apparently. Sharon. And for those of you who may want to see, you can go to Push app P U S H. You know, like push until the ceiling becomes a floor. Pushapp.sharoncombs.com I have resources on there. There are some paid resources, there are some complimentary resources, some mini courses that really help with leadership, with giving feedback, emotional intelligence, things of that nature. So find me on LinkedIn. Follow me, connect with me. If you have a question, ask. And if you want to do some self growth and some self development, professional development, go to pushapp.sharoncombs.com all right, fantastic. And I, I can attest to the fact that you do respond on LinkedIn for sure. So again, to our audience, definitely connect with Sharon. Check out all the great things she's doing for everyone. Thank you also for choosing the Excellence in Healthcare podcast. I hope this entire conversation has been a value add to your day. So until next time, this is Jarvis and Sharon, and we're officially signing off.