Embrace change, break barriers, and thrive in your career—because you have the power to sculpt your future. In this empowering episode, our special guest is Lisa L. Levy, a 3-time #1 best-selling author, podcast host of Disrupt and Innovative, and founder of Icubed Consulting. Today, Lisa shares her remarkable journey from humble beginnings to becoming a powerful advocate for women in STEM careers and an influential entrepreneur. Delving into her book, “Future Proofing Cubed”, Lisa explores the principles of adaptive transformation and shares how to achieve clarity, enhance performance, and enable your own path to success. Join us as we embark on a journey of empowerment, growth, and embracing the limitless possibilities of your own career.
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Breaking The Mold: Empowering Women In STEM With Lisa L. Levy
In this episode, we dive into the challenges and opportunities for women in STEM careers. Our guest shares her journey of being the only woman in the room, and how she decided to break free from the corporate world and start her own company. We discussed the importance of sharing ideas and experimenting to spark creativity and innovation. Plus, we explore the need for outside coaching and perspectives to help advance in your career. Let me tell you a little bit about Lisa.
Lisa Levy is a three-time number-one bestselling author. In her book, Future Proofing Cubed, she shares her insights on productivity, profitability, and process refinement in business. Lisa’s goal is to prepare her clients with the skills, capabilities, and self-reliance they need to thrive in the future without Lcubed‘s guidance. Lisa is trying to put herself out of business by making her clients more productive and efficient. If you are a woman in STEM or interested in the experiences of women in the corporate world, this episode is for you. Tune in now for Lisa’s inspiring story and actionable advice.
Do you feel that you’re spinning your wheels and advancing your career slower than you’d like? I got you because I have a free quiz to help you figure out how you may sabotage your career advancement. Our free quiz is designed to help you identify the common pitfalls preventing you from reaching your career goals. The quiz is 100% free. It only takes three minutes to complete. Take the quiz now to start taking control of your career. Let’s head back to the conversation.
Lisa, thank you so much for being here. How are you in your neck of the woods?
Rosie, thank you so much for having me here. I am fabulous. It is almost fall weather and it doesn’t get much better than that. Thanks for inviting me to the conversation.
I’m excited to have you. You and I launched a few months ago in Phoenix. I found myself being in a sweltering 150-degree heat. That was insane. I felt like I was walking in an oven.
I picked a restaurant that’s an indoor/outdoor experience, so it wasn’t exactly cool to sit and enjoy air conditioning. Local’s bad choice.
It was great to talk to you and meet you in person. I’m excited to have a conversation with you. As you all know, No Women Left Behind is catering to women in the corporate world who are trying to advance in their careers. I thought your story was perfect to talk about in the show because it is exemplary of what women, especially women in the STEM field, are experiencing. Even today, there are still so many women who are like, “I was the only woman in the room.”
I know that you have your company now, but your career started in the corporate STEM world and technology. At one point, you were fed up with the corporate world and you started on your own. I remember you telling me a story of you being one of the only women in the corporate space and you wanted the title of director. This was in your early 30s if I recall. Tell me why you were at that point that you were seeking that title, and then what happened after?
I was in my very early 30s, maybe just 30. My background is in IT, specifically in project management. I had spent the beginning of my career running projects and seeing that they don’t always work. Things get implemented and people and end-users are unhappy with technology systems. I wanted to build a project management team that was dedicated to getting the results that our customers and our end users wanted out of our technology solutions.
That meant I needed to lead the project management office. That meant I needed the title of director so that I was in that layer of management in the organization where I had influence. I don’t want to say authority and I don’t want to say power because those things are illusions, but I wanted influence. It was something that I fought for because the title manager was much more commonplace. It took me about eighteen months of delivering projects that were successful with the team, and growing into being noticed by the executive team where I could then negotiate for the title of director of project management.
It was critical on two fronts. It was for me to achieve something. I was young, hungry, and passionate, and I was also the only female in IT management at all. I didn’t realize the impact of what that would mean when I took that next step up into this next tier of leadership. Once I had the director title and I sat down at the first leadership meeting, I was the only woman there. Even that doesn’t feel particularly odd to me because, in the IT department of roughly 100 people, there were 10 women total. I might be being a bit generous. Of those women, most of them were in support functions and not necessarily technologists. It wasn’t unusual.
I’m sitting at that table and we’re having the first round-the-table conversation about ideas and things that we should be doing. I had a bazillion ideas. My mouth is running. I’m looking. I’ve got Bob, Jim, and Carl. I’m talking and the boss says, “That’s enough. We can take this offline and have a conversation in my office.” The meeting went on and everybody did whatever we do in weekly status meetings. Afterwards, he said, “Let’s take it to my office.” I was like, “Okay.” We sat down and he got this grumpy face. He looked at me and said, “If I want you to give me ideas, we’ll have them in this conversation one-on-one. If they’re good enough, I’ll take them to the whole team. That was probably the look on my face. I was dumbfounded and speechless. Speechless doesn’t come naturally to me.
What was his intention in telling you that? Typically, we want people in our teams to give us ideas.
This is an old-school command-and-control mindset. He was the boss, everything starts at the top and goes downhill. He will tell us what to do and he will tell us how to do it, especially in his interaction with me. What I started to find over time was that when I had a cool idea, I would test it amongst my peers and see what they thought about the idea. I would then position one of them to take it forward in the team meetings. I was building allies and they were getting results. These ideas started to get traction as long as they didn’t originate from me in a group setting.
At the time, I was 31 years old, my ideas were getting traction. I don’t care how it’s happening. I was thrilled until that senior director, our boss, became Vice President of Technology on the output of the work that we were doing that he was taking credit for. Three years later, he was the CIO of the company.
These were all your ideas?
Not just my ideas, but my ideas are a large part of it, and the results of the team of project managers delivering exceptional results. He was taking the credit and building his base and his career on our work. That devastated me. When I came back to this story recently, it was for a writing project, The Lady Diversity Power book that I contributed to. It was to share this story of how I started. It’s that first moment of, “Something isn’t right about this.” I started doing some research. The only woman at the table is a hard place to be, and that was my experience.
If you are a double-only if you are a female who is African American, if you are a female who is gay, if you are a female trans, or if you are a female Asian, it gets exponentially harder to make these career jumps. I know with 100% certainty that I could be in that same space with the title of Assistant Vice President in that organization. That would’ve been maybe two promotions twenty years later. I had to do something different.
What was the catalyst? I always wonder, when other people take your idea and they pass it as their own, what recourse do we have if any?
Looking back on that experience and other things that I’ve done throughout my career, allyship is critical. We all need allies. We need counterparts who have our back and who are our sounding board, but we also need them to truly be allies. We need them to give credit where credit is due. Even if they’re the ones bringing it up and getting it started and saying, “By the way, this was Rosie’s idea. I’m just pushing it forward because I thought I could help make it happen.” It’s a sports reference. We need people to take the assist.
By all means, they get the credit for doing the assist, getting that first momentum, and getting something moving, but it’s critical that they then say, “By the way, I didn’t come up with this by myself. Rosie did. Isn’t it brilliant? I am so thrilled to help make it real. We all come together because all of these things are collaborative ultimately. Isn’t it great that we’re all making a difference?”
I know at one point I heard you say that your career was being managed a little bit haphazardly until you took control of it. How did you even recognize that? One of the things that I’m trying to bring awareness to women is that their careers cannot be on autopilot. They have to manage their careers intentionally. At what point in your career did you realize, “I need to create a plan and follow a plan?” When did that come into play for you?
That’s a couple of pieces. Let’s remember that I am a trained project manager. That is the first skill set that I developed in my professional career. I then built on process management and an understanding of how things work, the understanding of all of this. I am very much a systems and logic-oriented business person. I happen to be learning at this stage in my life. I’m also wacky, crazy, and creative. When I put it all together, it’s much more interesting. In my corporate career, I was very much system and process-oriented. I had a five-year plan. That wasn’t meaningful, but it got me to that director title at 31 years of age.
There were little pieces of it, but then I lost track of the plan because I was on the path now. That process part where I was hoping the momentum would keep it going. I left that job that we were talking about because it wasn’t a place where I was going to blossom and thrive. I joined a team that was a startup. They were well-funded. We used to call it a rocket ship. It was ready to launch and everything was going. It was truly my dream job. Somewhat entrepreneurial, a little bit of that startup vibe, which was new. It’s terrifying because I was there, and my purpose of being there was to put some systems and processes in place so that the company could grow and scale on purpose with purpose.
I thought I had everything that I wanted until I realized every day as I was driving into work, I was crying. because I didn’t want to be there. I hated everything about it. I was becoming a smaller version of myself with each passing day. Why? It was my dream job. I was building a team of project and program managers who were worried and concerned about the customer. We were building the processes to grow and scale. We were doing everything that we were supposed to be doing. Yet above us in the organization was a C-suite of rugged individualists, who were all there to build their fiefdom. The best sales organization, the best technology organization, the best operations, and the best contact center care.
They weren’t collaborating with each other. They each had teams of consultants surrounding them, building those fiefdoms up to be the best that they could possibly be. My charter and my purpose were to be cross-functional and to make the organization as a whole effective and efficient. In the last six months that I worked for that company, I reported to about four different C-level executives. In the last eighteen months, I did a round robin and I reported to almost every C-level that existed in that company. They didn’t know what to do with the team that was being designed to break down all the silos and make them work in a collaborative environment.
I was livid, frustrated, and exhausted. I talk about it often. It’s like being on the rollercoaster from hell. The twists and the turns. I had no idea what was going to happen next. I was nauseated almost every single day until I had an a-ha moment. I was at the breaking point and I said, “Enough. I took this job because I wanted to grow a career in a corporation. I wanted a career path. I wanted a 401(k). I wanted paid time off. I wanted a sense of safety and security and a place where I could grow and blossom and be the best version of Lisa I could be.” I realized that idea is a myth. Unless I take full control of what I want and how I’m going to get there, I am at the whim of every other person that I ever work for. In some cases, work with, depending on how supportive or combative peer groups are in the environment.
I decided to take a different path. I chose an entrepreneurial path and created Lcubed Consulting out of that experience. That was a hard decision. It was scary. I was single. I have no children. Financially, I knew what the operating model needed to look like, but I didn’t have a deep pocket of reserves. I just took a swing and went for it to build a consulting team that would focus on our clients, their customers, and doing the right things for the right reasons.
I love that last line that you said. Doing the right things for the right reasons. I’ve been in the corporate world for over 30 years. In companies, there are these seasons. You tried this thing, but it doesn’t work. Then you tried this thing, but it doesn’t work. It’s almost like that rollercoaster that you’re saying. We did the silo thing. Each region has its own VP and all the directors, but none of these people are talking to these people, and then you have no idea what anybody is doing.
People are working on the same projects, so then they break all that down, then they start trying to collaborate again. The sad part is that they do it again. It’s like, “Do they not learn? I don’t understand.” From your experience, why does that happen from the corporate perspective? They silo things, they try to collaborate, and it doesn’t work. What are your thoughts on that?
The real answer is everything cycles. What was old becomes new again. I’m going to take this out of the corporate world into fashion. We can look at colors as they come and go. We can look at how long are pants? How short are short? There are cycles and everything spirals through. I do think that it’s natural that things evolve and change. Sometimes we learn and realize that some of the things we used to do were valuable. We may not have done them well. We may not have implemented them fully, completely, and correctly. However, in a new iteration, there’s meaning in some of that.
I do think that it’s important that we never stop learning. What happens is we get stuck in this idea that there’s one right way. We then own it. We hold onto it for as long as we possibly can until it truly fails, and then it’s that massive rebuild. It’s painful and big. There are seismic shifts in thinking. It doesn’t have to be that hard. It can be a lot easier and a lot more natural. Part of the problem with some of those things when we do the big shifts is they’re often from the top down. The leadership team says, “We’re going to fill in the blank.” Everybody goes, “We’ve already done that, it didn’t work. That’s going to make my job so much more difficult. Wouldn’t it be better if we did this?”
We have all of these different answers. We can do better than that if we work as a collective team inside of a corporation and have processes for innovation, and if we have processes for continuous improvement. For the record, those two things connect if they’re going to work well. If we listen to our customers what they want and what they need. Also, to our employees who interact with our customers, who know what they want, what they need, and how to get there. Ideas about what’s next should come from the bottom up. There should be mechanisms for that to happen.
That’s so interesting that you say that because I was talking to somebody at work and I was like, “I don’t understand why the senior leaders never take the time to have a conversation with the people doing the work. It doesn’t take like 1,000 hours. It might take 1 or 2 hours, maybe a couple of times a year where you can have a Q&A, “Let me hear what you are thinking.” It would make so much sense to have those open conversations.
Those open conversations and those times when you sit and listen to calls in the contact center. If you have brick-and-mortar locations, a time where you go and you sit in the environment and you watch the interactions. All of that is a step in the right direction. From those experiences, we have to learn things. We have to hear what’s happening. We have to see what’s working and what’s not working. We need to listen to the input on how we could make it better. Not just decide for ourselves but listen.
“We have to learn things. We have to hear what's happening. We have to see what's working and what's not working. We need to listen to the input of how we could make it better, not just decide for ourselves.” — Lisa L. Levy Click To Tweet
I like to think of that and use the idea of an innovation engine. It is the input process to drive innovation throughout an entire business. It starts with everybody having the ability to provide an idea. It can be big, obnoxious, or unattainable, but we need to share those ideas. Those big, obnoxious, and most likely unattainable ones are the catalysts that spark their creativity to get to something cool that you can do. We have to have those conversations. We have to play with those ideas. We have to prototype some of them. We have to test. We have to experiment and see what happens when we play with those different variables so that we can figure out what we should be doing.
That whole process for the business, we were talking earlier about those big cycles where we start and we stop. On the business side of things, we have growth cycles. Things get good, they teeter off, and then things get bad. If we have all of these new ideas, as one growth cycle is ending, we can build on the next one, and then the next one. We don’t ever have to have that big heavy drop-off. That whole process is so critical when unexpected things happen because we already have all of these different ideas that is not a matter of, “What do we do?” It’s, “We have these three options, which one is going to be best?”
In the insurance industry, we call that a hard market and a soft market. If it’s a soft market, grow, grow, grow. Your loss ratio goes up. Hard market, it’s like, “Get off business.” It’s too funny. By the way, it’s so interesting because I was trying to figure out how to get my kids off of my phone plan. I wanted to look at my bill and be like, “How much is each phone?” I pulled up my bill or my statement and I wanted to call and talk to somebody. There is not one phone number on site. This is a phone company. It’s one of the biggest companies that we’re using and there is not a phone number on site.
It took me 30 minutes to figure out that I could go on the chat, and then request them to call me, and then I had to wait for them to call. I was on the phone with somebody else, and then I missed their call. It was so frustrating. This is a phone company. This is a cell company. The thought of them not putting their customer number on the statement, I was flabbergasted. When I finally got a phone number and I called it, they don’t let you talk to a live person anymore. It’s insanity.
What are those things? From a customer experience, they are a voice company. You should be interacting and talking on the telephone on their platform. Dial the number and talk to somebody. What are they saying about how they value their customers?
I don’t matter. That’s what I got out of it. You don’t care about my business because you don’t want me to call you. That’s insanity. I am curious. I’m going to shift the conversation a little bit back to the women who are in STEM because that’s your specialty. If you were to do it over again, what would be 1 or 2 things that you could tell these young women that are going into STEM? What are some key things that at some point in your career you thought, “I wish I would’ve known that when I started my career?”
I am very excited to see what comes from Generation Z. I have two of them in my family. They aren’t mine. They came with the love of my life as teenagers. I didn’t create them. Hopefully, I’ve had a positive influence on them. They are coming in and coming into the workforce during the first wave of the pandemic. It had to be the most horrific way to enter professional careers as they are graduating from college, those that did the college path and starting to work in 2021. They’re coming forward with expectations of how they will be treated that I would never in a million years at their age have a voice. The entire mindset is so different. I am so excited to see them flourish because they are going to change things.
I like looking at the generational things. I am a Gen X-er and we are a smaller generation in the middle between the two big generations. We did what we were told. We marched to the beat of the existing drum. As women, we have made great strides into leadership and we’ve been able to do things, but we were not a force of nature the way that the Millennials were, who still get a bad rep. Our Millennial generations are now in their 40s, the leading edge. They are leaders, directors, vice presidents, and business owners. They are not the rabble-rousers and problem-makers that we give them credit for being.
Gen Z is coming in with a voice. They want to work. They want to make an impact and they want to make a contribution, but they’re not willing to sell their souls for it. I sold my soul. If I can talk to that group that’s emerging, especially women and women who are following a path in technology or engineering and science, the opportunities are endless. Find your voice, find your strength, and ask for what you want. Reach for the jobs that you think you’re not qualified for because there are studies that show that when two job candidates, a male and a female with the same job description, women tend not to apply for that job unless they feel close to 100% certainty that they can do everything on that list. Our male counterparts are happy if they can do 60% of the things.
This is going to be a gross overstatement for the sake of impact. Those women who are choosing not to are most likely more qualified for the role than the men who are choosing to apply. We’re missing opportunities. I saw on a job posting for a company based here in the Phoenix market, they had a blurb at the end of their job description that says, “Studies show that women will not apply for this job if they don’t feel 100% confident. We are interested in the whole person and if you are interested in this job, you should be applying.” I had never seen anything like that. I came across it totally by accident and it was the most uplifting thing I have seen in ages.
That’s awesome. I love that. Interestingly enough, I don’t know if you’ve noticed this with your kids, but they also talk about salary. When you and I started in the corporate world, it was a massive taboo. You can’t talk about it. It’s not done. Even now, if I were to talk to somebody, it’s like my brain is programmed. They programmed me to say, “No. I can’t talk salary.” About 42% of Gen Z-ers talk about salary confidently and very openly with their peers.
It’s funny. I heard a story of a woman leaving a company and she posted on Twitter, “If you are applying for this company, you should not ask for less than $115,000.” That was her last day. It blew up her Twitter because it was one of the first times that people were like, “Okay.” There are also peak transparency laws. Have you heard the same thing with your kids?
Just how freely they talk about it even with us. I never told my parents what I was earning. In early jobs, not only did they discourage it, but they said it was a fire-able offense. Salaries are confidential. Do not talk about them with anybody. Can you? It is different and it is also fun. Going back to that first director role that I had, one of the other fabulous interactions I had with my supervisor was as I was building a team, getting salaries, and getting everybody in line, there was an individual who worked for me who made about 30% more than I made. I was young and early in my career. My boss said to me, “You’re in management now. Management doesn’t make what individual contributors are going to make in this space. You need to be okay with it.”
What? That doesn’t even make any sense.
It makes absolutely no sense, but I was like, “Okay.” The guy was a high performer. His salary was fine. His salary wasn’t the problem at all. With my kids, and when I sit on an advisory council for a college of business up at NAU inside of the university, when I talk to the students in the fall every year, I do a Women in Technology talk. Several years ago, I swore I would never give that talk again because I thought it was asinine that I was doing this every single year. The reality is the talk needs to happen every single year because for women going into STEM, there’s no parity and we need more women in those fields. I’m so frustrated that we have to have that conversation.
It is absolutely important to step into things that might make you feel a little bit uncomfortable. Stretch beyond what you think you’re capable of doing because we all grow in our jobs. We’re expected to grow in our jobs. We are not hired to be perfect and perform at 100% of capability on day one. That is the key thing that I would talk to the generation going into the workforce. For those of you who’ve been in the workforce for five years, look at what you’ve done, sit down, rewrite your resume if you’ve been in one job for five years, and look at what the difference is between who you were then and who you are now. I’m willing to wager that it’s pretty remarkable.
By the way, you can easily use ChatGPT to rewrite your job description. I just created a document for a group coaching course that I’m going to be doing in the fall. It’s like five ways that you can amplify your career or your job search using ChatGPT because it is incredible. Pivoting to you a little bit and your book, tell me about your book and your company. What are you doing in your company now?
The book that we’re talking about is Future Proofing Cubed. It is a collection of stories about some remarkable leaders who took ideas that I use as a foundational framework for how I run my business and how I work with my clients in consulting engagements. It talks about adaptive transformation. What that is leveraging project management, process performance management, internal controls, and organizational change management. Those are big, huge, and meaty best practices that are used in large organizations as standalone functions in departments.
Like I’ve been talking about through all of this, I want to break silos. I want to be collaborative, and I believe that those best practices bundled together are where their real power comes into play. I believe that every person who works in any company can understand the fundamentals of those things and execute within them. It doesn’t have to be pigeonholed into a department. I do more work now with smaller organizations that can’t afford to build those departments. This approach helps them get the bigger bang for the buck because they don’t have to build four different teams to get there. We can do it with a core team within the smaller organizations.
That’s one piece of what I do. What I’m doing that has the most meaning is less consulting and more advising. I might even say coaching. It’s working with leadership teams to make sure that they are building self-reliance at the highest level, in the middle tier, and distributing some decision-making capability down to the floor and the individual contributors. That’s how we get businesses that grow and scale. It ties back into using that innovation engine that I talked about. I work with individual leaders who are wanting to grow who they are and how they perform. I’m working with leadership teams in groups of 5 or 6 people so that we can set a foundation and do it in pods across the organization so that we can seed it, plant the seed, and let it take root and flourish.
Part of the challenges that you solve is clarity, enablement, and performance. It was a lot, but it comes down to those three things. Is that right?
It does. With the work and what you’re trying to do, Rosie, who are we and what is our career all about? Having the clarity of understanding. What is it? What are we going after the performances? What are we doing? How well do we do it? What are some things that I do well that I want to do even better? What are some things that I don’t do well that I might want to get rid of? We used to try and shore up our weaknesses and make ourselves better in that space. I think we need to build on our good things. The things that we don’t do well, there are other people around us who do. That’s where we get to the cool performance of teams, collaboration, and shoring up for each other. All of that, and then enablement.
You then have the ability to take your career in the direction that you want it to go, whatever that might be. Growing inside of a corporate environment and stepping into entrepreneurship. There are all sorts of different paths. Some people opt out of “Let’s start teaching” because we need teachers. There are so many different things that we can do if you have the clarity and the performance, and then you need the plan to enable and go where you want to go.
Lisa, thank you so much for spending this time with us. I know you’re an entrepreneur, an author, a speaker, and a podcast host. You’re doing so many things. Do you have a favorite?
I love doing all of these things. I have multiple personalities in my head and it keeps it all working so well. I love having conversations like this. Working with the individuals in that coaching and advising space and seeing the growth in that opportunity to go, “I’ve held myself back and I didn’t even know I was doing it.” That is golden for me. My success is entirely dependent on what happens with my clients and their outcomes in the consulting space. Every engagement is focused on my client’s customer’s needs so that we’re driving value through the experience.
The biggest thing for me that I appreciate you coaching your clients is for them to listen to their employees, clients, and customers. Without understanding the needs of the employees, that’s the first phase, and the needs of the customers, they’re never going to get to where they could be. Employees are always going to be complaining. The customers are going to be complaining that they’re not heard. It’s going to be those cycles over and over. I appreciate the work that you’re doing because it makes a difference. One last thing. Is there maybe one actionable item that you can recommend? I know you’ve already given us a lot for women in their STEM careers to do so they can take action or continue to advance in their careers as soon as they can.
We’ve talked about so many things. One of the things that is critical for all of us at some point in our journey is to have that outside coach. To take the time, whether it’s a coach or a mastermind. There are lots of different ways to get a perspective that is from outside of your head or that is from outside of your organization that can truly help you focus on you, what you want, and how you’re going to get it. That was initially a weird thing for me to say.
I was uncomfortable with the idea of it until somebody reminded me. Our performance athletes, the people who are at the peak of their game, every one of them has a performance coach that has nothing to do with their sport but has everything to do with the individual and the mindset. Normal human beings who get up and go to work and do life that is not a spectacular celebrity-type life, we need that same influence in our lives. Objectivity is the one thing we cannot give ourselves.
To add to that, when we are kids, we have coaches for little league, dance, soccer, piano, and all those things. Miraculously, we’re supposed to be able to know what to do with our careers when we enter the workforce without a coach. When you think about it that way, it’s like, “Why does that end when you go to college, and then enter the workforce?” That was a very impactful takeaway.
Lisa, thank you so much for having this awesome conversation. I love your story. I love everything that you were able to recognize in your career, how you became this powerful disruptor, and then ended up breaking away from the corporate world. Kudos to you, and then start your Lcubed Consulting firm. Congratulations on everything. You have had a spectacular career. It’s lovely to have you here. Any final words, Lisa?
Thank you so much for inviting me to the conversation. The easiest way to find me is Lisa L. Levy on LinkedIn. DisruptAndInnovate.com is the podcast. There’s a free giveaway if you’re interested in learning about seven things you should avoid to adapt and thrive. I look forward to connecting with your audience. Thank you for this opportunity.
Sounds great, Lisa. Have a good rest of your day.
I thoroughly enjoyed my conversation with Lisa. The main takeaway from this episode for me is the importance of women in STEM fields to advocate for themselves and take control of their careers. This episode highlights the need for women to have a voice, ask for what they want, and not be afraid to reach for higher positions or opportunities. It also emphasized the value of collaboration, innovation, and continuous learning in the corporate world.
Lisa provided us with one awesome tip, which is for you to consider having an outside coach and to take the time, whether it’s with a coach, with a mastermind, group coaching, to understand the different ways to get a different perspective that’s outside of your head. That’s thoroughly important. All of Lisa’s contact information will be on the episode website. If you haven’t taken my free quiz to figure out how you may be sabotaging your career, here’s the link to the quiz. With that, remember to be brave, be bold, and take action.
- Lisa Levy
- Lcubed Consulting
- Lisa L. Levy – LinkedIn
- Future Proofing Cubed
- Lady Diversity Power
About Lisa L. Levy
Lisa is a 3-time #1 best-selling author. In her book, Future Proofing Cubed, she shares her insights on productivity, profitability, and process refinement in business. Lisa’s goal is to prepare her clients with the skills, capabilities, and self-reliance they need to thrive in the future without Lcubed’s guidance. With this notion, she has broken the typical consulting model. She holds a Bachelor of Science in Electronic Media Management from Northern Arizona University. She is a Project Management Professional and Lean Six Sigma Master Black Belt.