In this episode of Dominate Your Day, Dana Williams speaks with Shannon Marrs, founder of Chirp Research, about leading with her strengths. Shannon also discusses how knowing and utilizing the strengths of her employees can create a successful work environment.
Dominate Your Day Podcast
We are so excited to share the seventh episode of the Dominate Your Day Podcast! This podcast is for any professional or business owner who wants to live intentionally and dominate their day. Dana Williams and her guests will bring you practical advice about how to create a productive life through tools and experiences from guests who have designed the life they love.
At Dana Williams Consulting, we teach you everything you need to know about how to live intentionally and Dominate your Day based on your unique talents. We have also created some great tools like The Strengths Journal™, a daily companion guide to the CliftonStrengths assessment.
Episode 7 ft. Shannon Marrs
As the Founder and Chief Client Advocate of Chirp Research, Shannon leads the team to create impactful, tailored research solutions to help clients make measurable, positive changes to their organizations. Her extensive background and success in sales, research and management across a wide-range of industries guides her strategic vision and leadership of Chirp. She is a motivated, driven professional who earns high levels of respect and trust from executives, team members, and clients.
Shannon founded Chirp Research out of a desire to align personal and professional values in an industry she and her team are passionate about – consumer research and insights. While “Seeking Human Truth For Good,” the organization is built on a unique culture of valuing people over profit, while creating custom solutions for each engagement.
Shannon’s top 5 strengths are
Below is a full transcript of the conversation, including timestamps. To subscribe to Dominate Your Day on Apple Podcasts, click here.
Narrator: [00:00:00] Welcome to Dominate Your Day where Dana Williams shares conversations with leaders, coaches, and visionaries from all facets of life. She talks about all that goes into leading a life with intention and dominating your day. Today, she speaks with Shannon Marrs on Leadership: How knowing the strengths of your teammates can bolster success and her company Chirp Research.
Dana Williams: [00:00:26] Shannon Marrs, and she’s founder and Chief Client Advocate of Chirp.
She’s a female founder. And how old is Chirp now?
Shannon Marrs: [00:00:34] Chirp will be five years old in 2021.
Dana Williams: [00:00:40] Well, I loved to be part of the journey with you as you were on creating, you know, taking the step out there, creating your own business, finding these great people to surround yourself with as you, as you launched Chirp.
So do you have- I know you were smart and wanting to know your, as you were building your team, getting their strengths and finding out about what their strengths are and helping develop your team as you, as you built, even if they were contractors or employees, but tell us why strengths are important and why you’ve been using your strengths and how you found that’s
how to run your business. Shannon has Woo first, then Positivity, then Achiever, and then Futuristic than Strategic. So tell us how you’ve seen that play out over the last five years as you’ve used your strengths with yourself, with your husband, with your family, with your team.
How’s that all come, come together.
Shannon Marrs: [00:01:38] When I learned about strengths for me, it was such an eye-opener because the basis of strengths is really about honing in on the areas that you are good at and that you understand, and that you have either a passion for, or just naturally, innately. You’re comprised in a way that allows you to
be positive when others are not, or be strategic when others are focused on the minute details and it allows, it’s kind of like that phrase in training a child in the way that they go and this philosophy allows you to really pull out what you’re good at, where you excel. Where you get your energy versus focusing on the areas that are just foreign to you, or that you’re never going to really grasp.
And I just really saw things so much more clear after we did this exercise, then I had my whole team do this exercise. And then as you said, I had my husband do this exercise. And for me, it really helped shape how I saw not just our business and our team, and the people that we work with, but relationships, personal relationships, and then our clients. A lot of times we’ll be able to get on a conference call and hear, okay, well, this person really context is very important to them and you’re able to see how other people’s strengths make them who they are.
And instead of being like oil and water, you know, okay, well, this person has context and they need context and that’s the opposite of me, but I understand where they’re coming from because I’m so familiar now with my strengths that I’m starting to understand this person can’t help this. This is what they’re good at,
and this is how their strengths compliment them.
Dana Williams: [00:04:07] I love that. And I love how you, you just talked a lot there about a lot of different things that we talk about that strength, spotting, where you are able to not only spot it if you didn’t know it, but kind of spotted in your clients, but also how to use it as a language within your team.
And then also how you used it when you were managing yourself and realizing that I need to focus on what I can do and do more of that instead of trying to do things that I wasn’t wired to do. And I’ve seen you in action. I know, and amazing you are, and just selling your company, selling you, influencing you to have some amazing influencing talent.
So talk a little bit, tell us about your company and what you know, your mission, and what y’all do. What you created the company to be and where you are right now after five years of it, since its inception. So exciting that you’re at that five-year mark. So exciting.
Shannon Marrs: [00:05:01] Well, Chirp Research is a full-service research company and we work with clients throughout the United States and actually international as well.
And we provide products and services for our clients to better understand or allow them to better understand their consumers, their business partners, their employees within the organization. And we have a component of our company called Chirp for a Cause. And as we started the company, we knew we wanted to have
something that allowed us to give back. And so Chirp for a Cause was one of the pillars of our organization to begin with. And the way that it works is people tell us about different charities, our clients, or friends whoever we encounter on a daily basis. And then we go and find out exactly what these companies do.
And then twice a year, Paige, our director of operations and charitable giving, she does a write-up on each of the different companies. And then we as a team vote on the three different companies that we want to have our vote on for us to give a donation to. And so our clients are then exposed to these different charities and get to learn a little bit about each of them.
And then they get to vote on where they’re passionate in terms of giving back to these companies. And so then Chirp makes a donation at least twice a year to the company that our clients have voted on. And we usually are involved with the others as well. So we’ll go to the different charities that were nominated and either you know, help put together food bags or help with shopping for women that are trying to interview or we’ll host or sponsor a table or we’ll run a 5k or however else we can get involved with the different charities. We also try not to just give financially, but to participate in a way that we can learn more about the organization and to give back in another way, besides just financially.
Dana Williams: [00:07:30] I love that. And I remember when you were starting your company, that was really important to you.
You mentioned that right off the bat, that y’all were going to start doing that. Of the last five years, what is a memory of, one of the charities y’all have given to that you think was a neat story to share? I mean, there could be several, I know I’ve seen some of your write-ups, but which one, which one kind of gets you?
Which one is one you’d like to share?
Shannon Marrs: [00:07:52] Well, the first one that we gave to, and for me, that was the most memorable because we hadn’t even been profitable yet. We were very early in starting Chirp, and I just wanted to put a stake in the ground and make this part of our organization. And I actually had a vendor tell me
when I was explaining to him what Chirp was going to be and how charity and, and a charitable component was going to be a pillar of the organization. I had him say to me, “oh, I’ve had other clients that have tried to do that. And when it comes down to the bottom line and when it comes down to, you know, either them taking a paycheck or
or when there are cash flow issues, they just couldn’t make that work.” And so he said like, “good luck with that. Let me know how that works out.” And at that point, even though, you know, I hadn’t taken a paycheck and we didn’t have very many clients at all, I just said to myself, you know what, I’m doing this and I’m making this part of this company.
And I gave, we gave a considerably large donation to Bonton Farms. And that to me is the most memorable because that was the one that was a big chunk of money before Chirp even really made money. Certainly, before I took a paycheck and it was the stake in the ground that solidified the charitable component of our organization.
Dana Williams: [00:09:28] And so I see you get excited when you talk about that, what do you think that was in your, in your talents? There might be something in six through 10 that got you excited. Because what I do, when I see you talk about this, you just light up when you talk about being able to give back. And even when you, in those early days, when you didn’t really pay yourself or hadn’t even started making a profit, yet you made that decision to give back.
So where do you think that comes from?
Shannon Marrs: [00:09:51] I think it comes from the fact that I, this isn’t for me about making millions of dollars or I didn’t start my own company too, out of pride or power or financial gain. I started my own company because I wanted to make a difference in people’s lives. Whether that be the people that I employ, whether that the people that I give back to, but so much can be so much good, can be done even with a small organization.
And even if it is, you know, we give to a couple of different charities each year and we’re not giving them millions and millions of dollars, but we’re giving what we can and other companies might not be doing any of that. So it’s just, it’s always been about making people’s lives better. And now I’m in a position to be able to do that.
Dana Williams: [00:11:05] I love that. We talk a lot with strength coaches about engagement at work. One of the things I’ve enjoyed watching is your relationship with your right arm friend, who’s been your best friend for what? Since y’all have known each other for how long?
Shannon Marrs: [00:11:22] Since I was four.
Dana Williams: [00:11:25] Four, and one of the Q 12 questions and that Gallup engagement survey is, do you have a best friend at work?
And I’ve seen it. I’ve seen your best friend. I’ve seen you guys, you know, you just know each other well and, and you seem to have strengths that complement each other. And I met, I remember that was one of the first hires as you did wasn’t it right when you started?
Shannon Marrs: [00:11:50] Very first, very first.
Dana Williams: [00:11:51] Yes. So smart. So smart.
Shannon Marrs: [00:11:54] People say don’t ever mix business and personal, but for me it works.
I would say that everyone that I work with is a friend and several of them are my best friends. Before I even knew what strengths were I knew that Paige complimented a lot of my, a lot of my strengths. So before I even knew that Woo and Positivity and Strategic were a thing, I knew that Paige was very detail-oriented, very competitive, very focused, such an achiever, very driven.
My big picture plans and, and thoughts about the future should we would run and we would just talk about life, or we would talk about my current job or her current job, and I’d always be able to see the big picture. She’d always be able to see my new details. And so I knew that her gifts would make a great director of operations because she was so detailed oriented because she was competitive because she wasn’t an achiever before any of this was really a thing.
And then when we were able to do the strengths, it was so eye-opening because it all then just made sense. Well, I’m always the one who’s like, well, we can do this and this and this. And she’d be like, “okay, well, but then how are we going to do this? And before you do that, Shannon, you have to sign this and you have to look into this and make sure you read here.”
And so where sometimes I think there might’ve been a little bit of friction with me being so big picture and her being so detail-oriented. Once we did several of these exercises. We then it was so crystallized in terms of how we work well together and how we compliment each other. And before we just didn’t know how those pieces kind of fit together or what it looked like
in a big master plan, but now we do, because we’ve gone through this exercise together and I would say it, it eliminated the friction because now I know why she’s asking all of those ticky tacky, detailed questions, and she’s so good at Excel and I’m terrible at Excel. And she, now she knows how I’m able to think, okay,
strategic and futuristic and where that comes from. And so it just makes us a perfect pair.
Dana Williams: [00:14:51] I love that. There are several other things that I’ve noticed and witnessed on your journey. You take time to celebrate your people and you take time to celebrate your milestones. So I want to talk a little bit about that, but I also want to talk about you when you started your company y’all were virtual.
So you didn’t- the shifts that you’ve had to make weren’t that major compare to other companies, but you still found ways to celebrate. Virtual or not, you know, I think you all try to get together when you can, but you found ways to connect. Right? I absolutely saw that we were some of the things.
Shannon Marrs: [00:15:29] Yeah, we’re virtual before we’re told it was a thing on purpose.
Our philosophy has always been to work smarter. And so you know, rather than spending 45 minutes to commute or an hour and a half to commute a day you know, you can do work at your computer, writing a report in that time that you can be commuting and I don’t care if you’re in your PJ’s or, or sweats, as long as the work gets done that we promise to our clients. We do so much traveling as it is,
so the only requirement. In terms of location was to be within reasonable distance to an airport. However, many of our projects require travel, and so there are times throughout the year that different, smaller groups of our teams are meeting because they’re on our project together. So last February, there are about five of us out in Denver for our project
for one of our clients, and they all were able to go to dinner together and meet in the morning to go over everything while two other of our team members were at focus groups in Dallas together that don’t necessarily get to see each other every day. So there’s a lot of mixing and matching in terms of different projects
that allow smaller parts of the team to work together in small teams. And we always have done weekly calls. We have, we’ve always used Slack. We have I’ll say what’s different is the face chatting we’re used to. We’re used to being able to do phone calls and while our clients would be meeting in person and they would dial us in now.
We always ask, do I need to be camera ready?
Dana Williams: [00:17:23] So I love that. Just like we were talking about just from the waist up. That’s all. Yeah. So how, if you did, I don’t know if you did, but I know we talked- I checked on you during the pandemic and see how you guys were doing. What did you learn through that?
How did you have to pivot your company during that? Cause you had a lot of clients changing. I think you also had some growth during that time. What did you do as a founder of your company to keep everybody’s wellbeing in check and also to manage the pivoting changing workplace that y’all were already virtual?
So it really was your clients, I think that you were dealing with and your people, probably.
Shannon Marrs: [00:18:02] Right. So about a year ago is when everything. Shut down. And we had just come off a large travel project and I believe that we had about 50 people recruited for a big project, and it would have been the week of March 8th, 2020, and all, but four people showed up.
And then the following week, the borders were closed and schools were closed and pretty much everything shut down. So our clients then went from, you know, traveling and being in the office every day to then working virtually. And a lot of our clients were very slow to adjust to them working virtually.
So there was. Some downtime, definitely in March, just from our clients figure out, “okay, how do I go from going in the office every day to now signing into zoom or getting through the VPN virtually?” So March was slow and I was, you know, none of us knew what was going to happen. So my first instinct was to make sure that we got a handle on any expenses that might be
regular costs that we didn’t need. And also, I just took myself off the payroll because I expected things to be very slow for a while. But surprisingly in, I’d say mid-April we just got slammed, and we were slammed with different types of clients, some, a lot of our same clients but then different types of clients.
So instead of a lot of travel projects and rental car projects, we were doing a lot of wireless communication projects, banking projects, credit card projects. And so there was a big shift there in terms of the types of businesses that we were having that were having more volume with us. And then all of our methodologies-
we already did a lot of online research. We did online communities, obviously, we did online surveys, so our quant team got a lot of work, but then the qual team, some of our clients had never done online focus groups. So they immediately said, I knew, I know you guys have done these before. I’ve heard you talk about them in the past.
Can we do some of them? So everything shifted online in terms of qualitative research. And that was no change at all for us because we had already been doing all of those different methodologies. It was a change for some of our clients. But then the real shift was our in-person ideation and work sessions, the ones that Jane leads.
And so, you know, we knew that we could not just take an eight-hour day where you are mobile and you have 50 people in a room and you have, you know, four or five different moderators at tables and people are getting up and moving about the room. We knew that we could not just take that and put it online.
So, Jane actually, I spent about two months researching all different types of platforms and the psychology in terms of screen time and how much is too much to stay engaged and how much is too little, and how to spread things out in order to make an effective work session. So to be able to get those same results, but to put it together in a way that was effective and dynamic and kept everyone’s energy up.
And so the first, one of those that we did was in mid-June and then that went bananas. I mean, I don’t know if those clients told other companies. Or if they had just experienced other companies had experienced people trying to make an eight-hour work session, the same with, you know, it’s a big chart here and, and writing right from the computer.
But they, but somehow word got out, I guess, that we were able to make these sessions in a really cool way. And so that became so busy. I’d say by the second, third, and fourth quarter.
Dana Williams: [00:22:47] What did you learn? Is there anything you can share that you learned through that time that people wanted virtually when they went to a session? Of course,
it was a shorter time, right? Cause they couldn’t sit for eight hours. Any other things that you learned through that time about when you pivoted for your clients and you probably, it sounds like you had a bunch of new clients that came, that needed research during that time as well. So, and by the way, you were managing your family at home
that wasn’t going to school. So you had all that going on at the same time. So, any tips or tricks you learned during that time that helped you as you thought about virtual because you were already done virtually.
Shannon Marrs: [00:23:23] You bring up a good point. And that was, you know, we had always when we were virtual, we had this whole, whole section in our onboarding document that talks about babies crying and dogs barking and
as you mentioned life going on at your home, where you were compartmentalizing work and most people didn’t do that. I’d say at that point last year we didn’t necessarily let our guard down on that because we were all set up for that. So everyone had either daycare or a place for their children because they worked from home.
All along, but we needed to remember to extend that grace to our clients. And so while we transitioned to that for our clients, we would hear it there, the baby’s crying, or sometimes their babies would be on their lap, in a conference call where you know, we didn’t ever deal with that before.
Dana Williams: [00:24:19] Wow.
And I think that’s made it more humanistic, right? It’s the leader that can make successful virtual meetings. It’s not about the technology. It’s about the connection across the computer. That helps us people and just being able to see your client’s kids and their dogs and, and as well as your, you know, I know you’ve got several gals with babies and so yeah, so in kids, so that’s so important.
So during this time, what was your inspiration? Who inspired you? Who did you go to? Do you have a, you know, do you lean on somebody as an influencer in your life as a female leader? What, what did you do during, I guess you’re kind of at, you got that achiever to go and you got that futuristic. So they were fed during this time
cause futuristics, always thinking ahead and your strategics always coming up with three plans, backup plans, plan A, plan B, plan C.
Shannon Marrs: [00:25:15] Are you talking about COVID?
Dana Williams: [00:25:17] During the pandemic?
Shannon Marrs: [00:25:17] Yeah. So, I was like you said, futuristic. So my whole thought was “all right, if we can just do 20%, “when this all started in March, my thought was “okay, we can just do 20% less than we did in 2019 or stay the same,
it will be, it will be a miracle.” And so Paige, Michael, and I always huddle to talk about, you know, cash flow and what’s coming in and who owes what and the books. And so our first plan was, you know, I’m gonna take a pay cut. We’re gonna look at all of our auto-renews, all the things that we don’t necessarily need right now as an organization
and come back there. Our second was if we absolutely have to we may ask our team to take a voluntary decrease in pay. And, then and then third was that we were going to you know, if, if all of the business dried up, then we would have to look at now letting someone go, right. Other options.
And like I said after, so that was in March, but in April, yeah, then we got a new client in April and, and it just, and by May, it was a bunker. So we didn’t even have to go to plan B or plan C or even think about that. I went off the payroll for a little bit, but then when things came back and so I was able to put myself back on.
Dana Williams: [00:26:54] So when you look to the future, What do you see as you’re building your company, as you are investing in your employees. And we talked a little bit earlier about the time you take to celebrate them, and bring that culture of caring and engagement and all the things that are so important and keeping talent, especially as a female founder of a small company, and you have a lot of companies that are relying on you for research and for
carrying out what their needs are. What does the future look like as you think about all that now, as you’ve shifted a little bit?
Shannon Marrs: [00:27:26] Yeah. So this is interesting that we’re talking about this because I feel like I’ve been on a little bit of a soapbox recently about this current environment.
And this past year, I think is going to It’s going to lead to habits and behaviors that necessarily wouldn’t have flown in the past. And I just had a talk with the team recently about, you know, a lot of companies, obviously grace needed to be extended during the pandemic. And they weren’t able to operate as normal, but that shouldn’t be the excuse for the next 10 years as to bad customer service or everything being on Zoom or you know, not being able to go pick up something that you ordered from the library and have been waiting for for 10 weeks, but you just don’t feel like getting out of your pajamas today.
So, My thought at this point, as we’re kind of seeing a little bit of light at the end of this is don’t let yourself fall into those habits of the non-normal. You know, if you, if he can go to lunch and see people in person if you can go the extra mile. And take a little bit more time on something don’t, don’t lose sight of the customer service that we’re known for and going the extra mile.
Perfect example. I mean, I don’t know about you guys, but we have just had the hardest time trying to get people to call us back to either work on the yard or, and not just from the storm, but all along during this. And, you know, even when I call some places, it’ll now it’ll be like, okay, wait, you’re experiencing a longer wait time because of COVID.
It’s like, all right, well, this has been a year and you’re just going to not pick up the phone at all. I mean I called in one hotel. I remember probably about six months ago, I called one hotel and it just rang and rang and rang and rang and no one ever answered the phone and the website. You could book a room on the website, but unbeknownst to me, the hotel was actually not even open.
So even though I booked the hotel on the website and it was bookable I got an email back about two weeks before I was supposed to stay there that said our hotels not even opening until September. And I’m like, okay, well couldn’t you have just picked up the phone or couldn’t there has been a message on the other end of the phone that said that, or maybe the website could have said that.
So just don’t want anyone on our team to fall into those bad habits. And that’s not what Chirp is known for. And we haven’t done that. But my prediction is that people are going to be a lot lazier. Everything is going to be an excuse and we’re not going to be like that. You know? We never were and we never will be. And we weren’t during this pandemic.
Dana Williams: [00:31:01] That is such a powerful point. Shannon. And I know with all the research you’ve done and you guys write articles from time to time about the things you’re learning.
I see that as a powerful article right now on customer service and on the fact that you’re telling your team that not that they would ever do that, but just to be aware of that, because I think you’re right. I think companies have, are using that now as an excuse.
Shannon Marrs: [00:31:28] Yeah, and customers that we recruit too as well.
So our team has to do an even harder job of, “okay well, you need to do your tech check before, and if you want to get paid, you need to make sure and do your tech check before,” and the customers have become lazy as well. And, and so it’s just, it’s gonna make things harder. Like we were just talking about the rental car company and how the customer service is just horrible now.
And, and I think that this is going to be the universal excuse for a very long time.
Dana Williams: [00:32:08] Oh, that’s so sad. And the ones that are going to break through are the ones that are saying, you know what? We’re in growth mode. We’re not going to be talking about the past. We’re going to be, here’s what we’re going to be doing to help you right now.
Instead of, it’s kind of like where you hear people say, I heard this woman yesterday say, quit saying, you’re sorry, I’m sorry. I’m sorry. Like, it’s like, okay. Here’s, what we’re doing right now for you. And here’s, what people don’t really care about. The fact that it’s COVID, I just want to know you’re going to help them, like you said, with all the repair people and all that, but that’s such great insight and such great-
I love thinking about that and thinking about how to challenge companies to think about their messaging and what they’re saying right now and how not to be talking about excuses. Right. One of the things I enjoyed watching from afar was, you know, our kids really don’t listen to what we say all the time, but they really are actions.
Or what they watch. Right. And I loved how you just created a little gym in your home during COVID. Cause your kids are at the gym every day. Right. Because they’re doing big gymnast. And so instead of saying, sorry, kids, we can’t do that. You just figured it out and created a little gym in the house.
Shannon Marrs: [00:33:22] And outside my husband built a high bar.
In my backyard. Yes.
Dana Williams: [00:33:28] There you go. Always remember that, no matter what that you guys, they watched you through the pandemic, they watched you through uncertain times and they watched your resiliency through that time. And you might not see it now, and you might have to think about it cause that’s not you, but I see a huge marker that you left.
And their hearts as they grow up and, and move on and go through times that are uncertain. Right. And let’s just figure out how to do it here. Let’s just pivot. And you did, you did well. Is there anything else as we close down that you’d like to share that I didn’t ask you with the audience today?
Shannon Marrs: [00:34:04] I think, yes.
I would say, you know, if you do have a team and if you are in a position where you are. Making decisions for people, whether it’s financially or on a day-to-day basis of how they work and whatnot, you need to, you need to really understand what drives them and, and value them in a currency that is meaningful to them.
And some of the people on my team, you know, it’s financial, other people on our team. It’s being able to be put on projects where there’s a high profile and they’re making a difference. And in working with a company that they really connect with others, it is that freedom of being able to work anywhere.
You know, in the middle of the day, being able to go do a trail run or a trail bike ride because they’re able to live in the mountains well, by working here. So I’d say that you know, as we deal with clients in the corporate world and these big organizations. We have one who hasn’t been promoted in eight years and she’s amazing.
And we know she does amazing work, and their company just changed the whole structure in terms of how people are promoted and it’s not based on if they’re valued or not. And I would just say, people need to feel valued and they need to feel like they’re not just a number and it’s my job to figure out what
that means to them and to provide them with that currency because they’re who make Chirp successful. If, you know, I’m there, the smart ones, they’re the team that makes all of this happen. And without them, there’d be no Chirp, and I think sometimes when you’re in a position like this, you think it’s all about you and it’s quite the opposite.
And I know it’s the opposite without that might be Chirp would be nothing. So really value your employees because they are, they’re the most important part of it.
Dana Williams: [00:36:32] That is so powerful. And I think you did that from the get-go you got their strengths. You tried to understand where they were all, what kind of energize them, how to help them work together and understand how they can help each other and how they can team up based on their strengths.
And focusing on that team grid and what that looks like as a team. And I think you’ve done that since day one, and that just shows you the most important thing your, your employees don’t all need the same thing. So understanding what they each need and helping them get through that. So, so how can people reach you if they’re interested in learning more about Chirp your business?
What, what’s the best way they can reach you?
Shannon Marrs: [00:37:11] Well, they can obviously go to the website, chirpresearch.com. You can find me on LinkedIn.
Dana Williams: [00:37:17] Shannon Marrs, LinkedIn. All right. Okay. Well, thank you so much. I loved hearing your stories today about giving, about leading, about bringing value. Thank you so much for taking the time to share with us today.
I enjoyed my visit with Shannon today, where she talked about being a female founder at Chirp Research. Also, has she talked about being a mother of three, working with her close friend she’s known since she was four, being able to pivot where she needed to pivot during the pandemic, and being ready, and how looking to the future
she sees a challenge for companies to really think through their customer service when you’re using COVID as an excuse, which I thought was a great point. You can reach Shannon at chirpresearch.com and also on LinkedIn. I want to thank you for joining us today and remind you that if you want to live intentionally each day, not to forget that we have an amazing journal
we created called The Strengths Journal that helps you live out each day, using your strengths. And we also want to make sure that you subscribe to Dominate Your Day, wherever you listen to podcasts. So you’re ready to listen to life-changing stories. We can’t wait to bring you exactly what you need to dominate your day.