The Introvert Leader

How to Lead Remote Teams the Right Way

• Austin Hopkins

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Managing remote employees is not the same as managing in-person. Treat them the same and you will fail them and yourself.

In this episode I share my first experience managing a fully remote teammate, what it really feels like to work remotely, the biggest mistakes leaders make, and the exact strategies I used to build a high-performing and connected team across states.

Whether you lead a hybrid team or fully remote, this will give you the confidence and tools to do it right.




Timestamps

  • 0:55 - Story: Hiring and leading my first remote teammate
  • 4:10 - What it feels like to be a remote employee
  • 6:52 - Biggest mistakes managers make with remote teams
  • 11:15 - Strategies for managing remote teams effectively
  • 24:56 - Challenge for listeners




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Speaker 1: 0:07

Hello, this is your host, austin Hopkins, and welcome to the Introvert Leader Podcast. Why are you treating your remote employees the same way you would your in-person employees? Do you think they're the same? Do you think your one-size-fits-all leadership approach is enough? Maybe no one ever taught you how to manage remote employees? Do you think they're the same? Do you think your one-size-fits-all leadership approach is enough? Maybe no one ever taught you how to manage remote employees? Heck, I didn't learn until later in my career. Whatever the reason, though, it's lazy, it's selfish and, honestly, your employees deserve better. We can't lead our remote employees the same way we would our in-person employees, and so I want to spend the next few minutes breaking down how to effectively manage remote teams. I want to give you the strategies, the mistakes to avoid, and I want to help you get a better understanding of what it feels like to be the remote employee and the struggles that they go through. To kick things off, I want to tell you a story.

Speaker 1: 0:58

So it's 2018. I'm new at this company and I'm taking over a high net worth banking team. In the first couple of months, we decide that we need to hire someone in California. I'm working in Washington, so this would be my first ever remote hire. I would be managing a high net worth banker who was going to support our call center in California, and this was a big deal. We hadn't done this before. This would be the first position of its kind, and I got to be honest with you, everybody on the team didn't really think it was going to work. In fact, I had a couple of people that were pretty vocal telling me this is a horrible idea. They're not going to get enough training, they're not going to have enough business, it's not going to work. And I kind of just remember, you know, shrugging that off and thinking, well, you're kind of being negative, but let's see what happens. At the end of the day, though, the stakes were high because my credibility was on the line. I was assuring leadership that I could do this and they were also taking a kind of a chance on this new concept. So a lot at stake there, but I felt like I could do it.

Speaker 1: 1:53

So, as I'm like starting to plan the onboarding, I have a chat with my boss and he basically tells me to just kind of treat her the same as we would any other employee. Just put her through the normal training, the normal onboarding and she'll be fine, she'll figure it out. But I knew that was wrong. This person lived in a different state. They had never met anyone on our team, they didn't understand the culture and they didn't really know what was going on up in Washington. So I knew that this was going to be a little bit more challenging and that I was going to have to make it a little bit differently.

Speaker 1: 2:19

So I started thinking well, how can I make her feel integrated into the culture and really part of the team? Well, first things first, I got to fly her up. So we decided to fly her up, put her through a week of training where she got to understand, like what my expectations were what are the other people on the team bringing to the table and also I decided to pair her up with someone. This was going to be someone that was like her success buddy. That could be her go-to person If she had a question, a concern, someone she could feel comfortable bouncing ideas off of and really just get that, you know, one-on-one support for more technical stuff related to the job. So she goes through the onboarding, breezes through it like a champ and we're off to the races.

Speaker 1: 2:56

So I quickly realized that I need to have frequent communication with Emily. I needed to make sure that she felt like she was part of the team, that she was integrated with Emily. I needed to make sure that she felt like she was part of the team, that she was integrated, that her value was important and that we needed her. And so I created regular touch points. We chatted every week, talked through her struggles it was video. I wanted to make sure she saw me, she felt comfortable with me, kind of broke down those barriers of uncomfortableness of, you know, a new boss, being, you know, hundreds of miles away and not really sharing what they think of you. And she did fantastic. I was so impressed with Emily and in fact, within six to eight months she did so well that they decided to hire another person at the call center. We had so much business with Emily that I was like okay, it's a no brainer. So this worked, this concept worked, and my biggest takeaway from that whole experience is this when you have a remote employee, it is going to take extra attention to make sure that that person feels connected, that they feel supported and that they feel that they are getting the same level of attention and care as somebody who's in person experience for your remote employees to where they don't even feel like they're remote employees. They feel like just any other employee. They feel connected, they feel valued and they feel engaged. I want to transition a little bit. So you can't effectively manage remote employees unless you know what they're going through In 2025, there are four things that most remote workers are feeling on a weekly or daily basis.

Speaker 1: 4:22

So I want to break down those things.

Speaker 1: 4:23

So the first one is ambiguity.

Speaker 1: 4:24

They're unclear about how people feel about them. They're unclear about how they're doing. What do people think about their performance? They're unclear about what they should be working on. Right, there's no one there. There's no one talking to them as often as you would your in-person employees, so they're left to feel weird. They're operating in the gray. Now, some people are fine with that, but a lot of people don't like ambiguity. They feel weird, they feel unsure, they feel insecure about where their position is within the company. So I want you to keep that in mind. That's what's going through the back of their mind at all times is am I doing the right stuff? Is this okay? Am I in a good spot? Not a good feeling to feel.

Speaker 1: 5:00

And so another big one is you start to feel disconnected from your coworkers, right? You're not seeing them. They're hundreds of miles away, so you're not getting the benefits of those chance encounters in the hallway, you're not being able to go grab a quick lunch with them or go to those impromptu happy hours, and so you start to feel disconnected from your coworkers. Do they even like me? Do they even need me? Do I like them? And it starts to be weird and you start to even become more distance from your co-workers, and I think you can imagine what that does to your employees. It's not a good thing. The culture starts to deteriorate. They don't have the support they need. They feel isolated. Problems become bigger, no bueno.

Speaker 1: 5:35

Another one that I believe is a big struggle for remote workers is they feel like they're missed opportunities. They feel like they're left out of the cool stuff because they're not in the rooms, people aren't thinking about including them, they're not getting selected for stuff, and so they feel left out of those opportunities, and that doesn't feel good. You want to feel like you have the same chances as the people in person, right? I think the last one is no one cares about me, I'm out of sight, I'm out of mind, I'm not getting thought of for promotions, my career growth isn't important to my boss because they're not talking to me, they're not seeing me. And so if you're a remote worker and you're feeling ambiguity, you're feeling disconnected from your coworkers, you're feeling like you're missing opportunities, you're feeling like no one cares about you. What do you think that does to your performance? You become a shell of your former self. You become smaller. Your performance weakens. You're not your best, and so it's our job as leaders to actively fight those four things.

Speaker 1: 6:27

How can we get those things out of their brain? Create psychological safety and make sure that these folks know that I don't care that you're hundreds of miles away. I got your back. We're thinking about you. We're focusing on how we can help you. You're part of our team, you're not just some afterthought.

Speaker 1: 6:40

Now I will say a lot of this stuff comes with the territory of being a remote worker and you can't actively fix everything, but there are some things that you can control and there are some things that you can avoid, and so I want to give you the biggest mistakes to avoid when you're leading remote teams. Here are the things that, if you do, you are going to instantly crush their spirit and you're also going to screw up the culture in your team. So I want you to avoid these four remote management mistakes. The first one is treating your remote employee the same way as an in-person employee. So they're not the same. The experience of a remote employee is different than an in-person employee, a local employee. So if you treat them the same, what do you think is going to happen? They have different needs, they have different insecurities. They don't get the benefit of being in close proximity to you. So you have to be hyper aware of how you're going to tailor that experience for that employee to make sure that they feel like you care and that they're important. That's the key here.

Speaker 1: 7:38

So the next one is silence means happiness. So sometimes we think that if we don't hear from our remote employees, they're good, they're happy, they'd reach out if they need something. Right, like, if they're not reaching out to me, why do I need to reach out to them? They're happy, they're an adult, they're good, they'll reach out if they need something. That's not true. If your employees that are remote start to become quiet, I want you to realize that is a bad sign. That means they're starting to feel disengaged, that they're starting to feel like it doesn't matter to be involved. And so silence is not happiness. Silence is usually the opposite. So if your employees are starting to get quiet, I want you to dig into it. Have a meeting with them, have a chat. What's going on in your mind? What can I do to help? How are you feeling? What's going on? What are your struggles? Figure out what's going on, because something's off, something's changed right.

Speaker 1: 8:25

Okay, the next one trust issues. I have seen too many leaders make this mistake. They don't trust their remote employees. Well, what are they doing? What are they working on? I want to track their whereabouts. I didn't see you on last night at four. What were you up to? Why didn't you respond right away? And so they're starting to show that they don't trust their employee. Well, what do you think that does to the employee? Instantly, they start to think my boss doesn't trust me. So why should I give my best? He doesn't trust me anyways. Why would I try my hardest, bring my best, come up with my best ideas, contribute at my highest value? Well, they're not going to do that because you don't trust them. You've shown to them that you don't trust them to manage their performance and do the stuff they need to do in the timeframes they need to do it.

Speaker 1: 9:06

The final mistake to avoid is a lack of investment in your remote employees. So when you have a remote employee, they sometimes feel like they're out of sight, out of mind. No one's worried about my development, no one's thinking about my growth, I'm not getting introduced to the right people and I'm just out here on this island by myself, and how do you think that feels? It feels shitty. So your job as a leader is to amp up the way that you help them with their development and growth. So ways you can do that right. You can recommend books for them to read. You can sign them up for conferences. You can have them take some online courses. You can introduce them to cool people within your company. Lots of different ways you can show them that you care about their development and their growth. Now again, the four things to avoid Treating your remote employees just like you would your in-person employees Silence means that they're happy. Trust issues and lack of investment in your remote employees. If you work on those four things, if you avoid them like the plague, I'm confident you're going to do far better than you could ever imagine managing remote employees.

Speaker 1: 10:07

I want to take a quick pause. I want to ask you this how are you currently tracking your value? So, when it comes time for your interview, for your promotion, for your raise conversation, for your end of year performance review, how are you tracking your value? How do you come up to your boss and show them the things that you're working on, the cool successes you've had? If you're not doing that, you're making a big mistake. You have to be prepared for those conversations, and the best way to be prepared for those conversations is to have the data to back it up, and so I am excited to tell you that I made a big change to my free career resource tool called the brag sheet. This is an achievement tracker that allows you to track your value on a monthly and quarterly basis so that when you have those big conversations, you're ready. You can point to the specific instances, the specific data, and show examples of how you went above and beyond, how you added value within your company. So if you haven't downloaded the brag sheet, please check it out. It's completely free. It's a game changer. I'm seeing tons of great feedback as a result of people using it to prepare for the big moments in their career. So I just had to pause and tell you that because I'm super excited about it. Link is in the description.

Speaker 1: 11:12

Okay, now I want to transition and I want to give you the different strategies to manage remote employees effectively. So I broke it down into four areas housekeeping, tools, leadership and culture. So I want to start with housekeeping. These are some random things to keep your eye on that will make a big difference that take very little investment from you. So, number one be cognizant of their time zone. So if I'm on the East Coast and I have an employee on the West Coast and I schedule a meeting for 8am, my time dude, that's really early for the people on the West Coast. Like that's too early. So I shouldn't be scheduling meetings that are that early. Now, obviously, there are going to be some times where you can't avoid, you know, scheduling at earlier times for your you know remote employees. But at the end of the day, put yourself in their shoes. Do you want to be working super late at night? Do you want to be working super early in the morning? If the answer is no, I would try your best not to schedule meetings that are going to screw them up.

Speaker 1: 11:59

Okay, the next one create regular touch points. So I told you about Emily and the value of creating those regular touch points, and I'm telling you this you cannot just assume that your employees are good. I don't care if they're senior employees, I don't care if they're directors, if they're senior managers, I don't care if they're brand new. Your employees deserve regular touch points, and remote employees need it even more than the in-person ones, because they have even less interactions with you. So create regular touch points, your regular one-on-ones, your regular meetings with the whole team. Put it on the calendar, don't miss it. Make sure you're prepared and this was going to show your employee that you care about them and that you're invested in their future. Big, big deal. Very, very important. Frequent communication is the key. It allows us to skip wasted time, it allows us to skip big problems. It allows us to ensure that we're all on the same page and we're aligned. Very, very important Regular touch points. Don't ignore them.

Speaker 1: 12:53

Next one onboarding. So I told you with Emily that I flew her out for the onboarding and I've had other bosses tell me that the onboarding can be done completely remote, and I'm here to tell you that that's not okay. Onboarding is your one shot to make that remote employee really understand the culture you're trying to create. So what better way to get them to understand the culture than to have them experience it? So fight for that budget to make sure that you can fly them up, spend time with them or at minimum you go fly down there. I've also done that as well. When I have remote employees, I'll go fly down to them and spend a week with them, getting them up to speed. But get some in-person, human to human time with that new employee, that onboarding will be really, really special if you do that. The next one is be generous. Just a random thought for me is be generous. If they're in another state, don't be cheap with them. If they need office supplies, if they need stuff for their office, if they need stuff reimbursed, just approve it. Don't make a big deal out of it. Don't be a cheapskate just because they're in another state and you don't see them.

Speaker 1: 13:50

The next one meetings. Hold regular meetings for your entire team. So those remote employees need to be consistently communicating with the entire team. So I have seen some leaders who don't ever have team meetings, they just have one-on-ones with their employees. They don't ever have team meetings, they just have one-on-ones with their employees. They don't have team meetings. And so then guess what happens? Well, people aren't understanding what's at stake, they don't understand what's important, they're not able to talk through problems, to share vulnerabilities, to go deep with each other. And so that's your job you need to create that space to make sure that they have regular meetings with the entire team. This is going to help those remote employees feel really, really connected to the entire team.

Speaker 1: 14:25

And when it comes to meetings, a couple of things to keep in mind. Number one is it's cameras on right, everybody's cameras on, because we're all communicating with each other. We're trying to mirror what that in person experience would be. Number two is, as the leader, it's your job to proactively involve those folks that are remote. A lot of times, they like to be quiet on the phone, they're kind of waiting to hear what everybody else says in the office, and they're a little bit more passive, and so something that I would do is I would make a point to proactively ask for the input of the remote employees on the team meeting. So, hey, stephanie, what do you think of that. Do you think that makes sense? Do you have any feedback? Jessica, is that okay from your perspective? Right, things like that it can be simple questions. It doesn't need to be a gotcha moment where you're trying to call on them to make sure they're paying attention, but it's just actively going around the room and asking for people's opinions, perspective pushback, whatever it is. But make a point to involve those folks remotely, because their tendency again is just to kind of shut down and watch and listen. Okay, so we talked about some of the housekeeping things. Those are just some random things that will mean a lot to your employees that don't take much investment from you.

Speaker 1: 15:26

I want to transition into the leadership aspect. So, as a leader, it's up to you to take action in order to make sure those remote employees are set up for success. So a couple of things that I have done that have made a big difference in my employees life are these. Number one show them that you care about their career growth and development. So how do you show them? We help them network.

Speaker 1: 15:46

You make remote introductions to people that you think that they need to meet. That could help them with their career, giving them fulfilling work. Don't just think, because they're in another state or they're far away, that I don't need to give them the best work. You should be giving them the best work that you can give them the most fulfilling work, the stuff you know is going to get their creative juices going. Don't just save that stuff for the in-person employees. Consistently give them feedback. So you need to make sure that they are comfortable with feedback, that they expect it, that they're asking for it, because if you are constantly giving your employees feedback and helping them when there's areas they could get better at, it shows them through your actions that you care about it. Now, if you need to know, understand how to give feedback I'm sure you can listen to some of my other episodes by the end of the day, it's not feedback just to give feedback. It's things that you think can actually help them in their career. Those are the things that you want to give feedback on.

Speaker 1: 16:34

So another one that's really important is creating psychological safety. I spent a couple of minutes in the beginning telling you what it feels like to be a remote employee, and just know if you've never been one, it's a little weird, and so you may feel a little awkward compared to the average employee. So, as the leader, it's our job to take that away as much as we can. So how do we do that? We do it by recognizing them frequently. What are the things that they're doing? Well, we shout that out from the rooftops, put it on emails, send them recognition points, talk about it during team meetings, make sure they feel pumped up and that they understand their contributions matter and that we appreciate that. Another one that I think is really important is making sure that you include them on stuff, making sure that they're cc'd on the right emails, that they're understanding what's going on, even though they're not in person. They have all the same kind of communication routines as everyone else, and I think another one within creating psychological safety is encourage them to take risks. So I think the biggest thing we can do as leaders is help our employees take risks, get out of their comfort zone and do cool stuff, and so, especially important for our remote employees we need to make sure that they understand we are totally supportive of them taking risks. In fact, we encourage it, because guess what, when our employees take risks calculated risks that are important that does really amazing stuff for our team. That's where the best innovation comes from. That's where the coolest ideas come from. So encourage that. It's going to create psychological safety for that remote employee.

Speaker 1: 17:56

The next one is don't micromanage. Don't freaking micromanage these people. They are adults. I don't want you checking when they go to the bathroom. I don't want you checking what they're doing hour by hour. This leads to resentment super, super fast. So again, set your expectations, inspect what you expect and leave them the F alone. They're adults, they're going to figure it out. Now, if they're not figuring it out and they're not doing what they need to do, you give them feedback and then obviously coach them up, or coach them out, as they say.

Speaker 1: 18:26

Now, the last one, when it comes to leadership, is leading with trust. I mentioned that a moment ago. But setting expectations focusing on the destination versus how you get there is really, really important. So I remember my dad working remotely since the early 2000s I'm talking about before there was even cable internet, so this is like dial up internet. We'd have to get off the phone to allow him to use the internet for his work. But this guy's been working remotely for years, before it was popular, before the pandemic, and I always observed why my dad was successful and it was because his bosses would lead with trust. They knew my dad would figure it out, so they stayed the F away from him. They didn't bother him every day. They knew that this guy was sharp and if I stay out of his way and I just make sure to kind of create those guardrails when he needs them, and that support, that strategic support, he's going to do better and he did. And that applies perfectly to current remote leadership. Today we need to lead with trust. We need to assume that we have hired the right people and that they're going to figure it out and that we don't need to do it for them. And what I'll say is this when people feel trusted, especially remotely, they do better. Trusted especially remotely, they do better. When we feel like the people around us trust us, we become a better version of ourself.

Speaker 1: 19:34

Let's transition to the next one tools. So we're going to go through these quick some of the tools. So number one is food delivery apps. Easy way to show your employees you care about them is to send them some coffee. Send them some food Next time you got a meeting, send them a coffee. Get them in the right mood, tell them that you appreciate them, that you're thinking about them. It goes a long way, it costs you five bucks and they will love it and you'll feel good about it as well. The next one is project management tools central storage. So you have to have a way to manage the projects. I'm sure your company has that set up. If they don't, trello is the project management tool that I've been using for years. It's fantastic. Google Drive works as well to store centrally located documents that are important for everybody. But don't try to do everything through email. Use these tools. It will make your life far, far easier and it'll make that remote collaboration a breeze.

Speaker 1: 20:16

The next one instant messaging. So easy enough. Set up a dedicated instant messaging channel for your remote employees, an area where they can go to get questions answered, where they can get support, where they can also just connect informally with their team. Maybe you make one that's just for fun, maybe you make one that's for the whole team or just for the remote employees. But get creative with that. Instant messaging is an easy way to make those people feel more connected because, at the end of the day again we're trying to mirror that in-person experience. The in-person experience would have lots of different interaction touch points right. Those would just happen throughout the day. So we've got to kind of artificially create those with the instant messaging tool.

Speaker 1: 20:50

The last one is webcams and headphones. Don't cheap out on this. Make sure your team has a clear webcam so that they can see you, you can see them. Make sure they have a good set of headphones. These little things, a small investment up front, make their job a lot easier and a lot more enjoyable. So you know, if you have to expense it, great do it, but make sure that they have a way to clearly communicate remotely with you.

Speaker 1: 21:09

The last area of the strategy is culture. So a couple of different things you have to keep in mind. You have to make sure that these remote employees feel and contribute to the culture. So three different ways you can do that. The first way make them feel important. So call on them during meetings, like I said, proactively. Ask for their input and feedback, even though they're hundreds of miles away. Ask them what they think, ask them to take on high visibility work. Just because they're not near you, just because they're in a different area, it doesn't mean they're not capable of doing it. Don't just hold the good work for the people that are near you. Give those remote employees the best work if they're capable of it. Have them lead stuff whether they're leading a portion of a meeting or they're leading a project and finally share what they're working on with other people within the company. This is going to show them that you care about their value and that you care about their career growth and that you want others to know how cool they are and what they're doing. Easy way to do that Share what they're working on within the company. If you're not already doing that, it's a good little tip and will go a long way.

Speaker 1: 22:07

The next one make sure they help shape the culture. So a lot of times we think well, we just want our employees to feel the culture and we want them to be a part of it. But I don't know if you fully grasp that when it comes to culture, it's not just you as the leader that creates the culture. It is a collaborative experience with everyone on the team. So, for better or worse, the entire team has helped shaping the culture. So how can you allow your remote employees to help contribute to that, even though they're not in person? Well, an easy way to do that is to allow your remote employees to be paired up with new employees that are just starting and act as that buddy.

Speaker 1: 22:39

So I told you in the beginning how we did that with Emily. Well, I had this really amazing employee one of my favorite people of all time named Stephanie. I've managed her at a couple of different companies. She's been a remote employee for years and something that I noticed about Stephanie is she was an amazing teacher and she was an amazing support for people. I would strategically have Stephanie train and onboard our new employees. So, even though she was hundreds of miles away, I would make sure that she had a whole day dedicated to that new hire to make sure she could explain the things that worked for her, what didn't work, what she liked about our team, what we're working on, the things that she struggled with, all that good stuff, and so allowing your remote employees to not just be a part of the culture but to contribute to it is so important. So I would have Stephanie be a big part of that onboarding. I know Stephanie always appreciated it and our new employees appreciate it because now they had a connection with somebody in another state that they could go to and it was a win-win.

Speaker 1: 23:31

The last one is I want you to replicate the in-person magic. So what does it feel like to be an in-person employee? Well, it's a little different than a remote employee. So your goal is to make that remote employee feel as close to the in-person experience as they possibly could. So a couple of different ways you can do that. You can brainstorm whiteboard sessions with them. Next time you're doing a brainstorming session with your team, don't just do it with the in-person people. Throw on a webcam, put a whiteboard up and start brainstorming remotely. They can still contribute. They're going to feel like they're part of the culture that they're contributing into it, that their ideas matter. Really, really cool stuff. Another one interactive team meetings. I touched on that before, but make sure if they're in a meeting they're getting called on, they're participating.

Speaker 1: 24:18

Next one is virtual happy hour. So this is something I would do. I would get all of my remote employees and some of my physical employees and we would all get on our computers at our home and I would send everybody a little cocktail kit, a fun little way that they can make a drink, and we would do a happy hour. We do it on a Friday night for like an hour. We would just talk about fun stuff. Sometimes we'd do games. It doesn't matter, but at the end of the day, we were able to connect as a team. They were able to have a fun experience, have a drink with their boss, with their coworkers, in the comfort of their home. So you can get creative with those remote employees. And yeah, it costs a little bit of money, but I'm telling you, I had so many smiles when we would do those happy hours and I instantly could feel the next week how much closer we were as a team. So really, really fun.

Speaker 1: 24:54

Okay, I want to wrap up by giving you a challenge. So your remote employees need to feel that you care about them and I want you to go out of your way this week to do one of the things that I mentioned to show that you care about them. Maybe that's you making an introduction to someone that would help their career. Maybe that's sending them a coffee or a lunch when they're having a rough week, or maybe it's allowing your remote employees to lead some high visibility strategic projects. Whatever it is, I want you to pick one thing to show that remote employee that, even though they're far away from you, that they're important, that they matter and that you got their back. So, before we wrap up, I got to ask you a quick favor. If you found value, can you do me a big favor? Leave a review on Apple Podcasts or Spotify, or subscribe? Click the subscribe button for YouTube, for wherever you listen to your podcasts. This goes a long way in helping grow the show. So do me a favor, leave a review, subscribe if you're not already.

Speaker 1: 25:49

To finally wrap up, I gotta tease you for a second. So I'm working on something that I think's pretty cool. I've spent the last month or so creating what I'm gonna call the career fulfillment quiz. In three minutes, you're gonna figure out whether or not you're in a career that's fulfilling, if your work is draining you or fueling you. I'm so pumped. It's in beta testing. I'm getting some amazing feedback. It's almost ready and by the time you hear the next episode, this thing's going to be live. It's going to allow you to get some clarity on am I doing what I'm supposed to be doing? Am I in the right career? Is what I'm doing on a day-to-day basis resonating with what my long-term goals are? So I want to say thank you so much for listening. Make it a great day. I want to say thank you so much for listening. Make it a great day. This has been the Introvert Leader Podcast. Subscribe for new episodes every other Wednesday.

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Austin Hopkins

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