The #1 Reason High Achievers Stay Stuck

High achievers are not lazy.
They are not unmotivated.
And they are not lacking intelligence, skill, or discipline.

Yet many of the smartest, most capable people still feel stuck when they try to move toward their next goal. They know what to do. They have taken the courses. They understand the strategy. And somehow, progress still stalls.

The reason is not what most people think.

High achievers stay stuck because they refuse to accept where they actually are.

That may sound simple, but it is one of the most difficult skills for capable people to learn.

Why Acceptance Feels Like Failure to High Achievers

High achievers are conditioned to perform well early.

In school, in corporate environments, and in previous careers, success often came from being quick to learn, fast to execute, and highly competent. Being good became part of identity.

So when something new feels awkward, slow, or uncomfortable, the internal reaction is not curiosity. It is self judgment.

There is an unspoken belief that says, “If I were really capable, I would already be good at this.”

That belief is what keeps people stuck.

Acceptance is often confused with giving up. In reality, acceptance is the starting point for real change. You cannot improve what you refuse to acknowledge.

You Cannot Change What You Will Not Accept

One of the most important truths for high achievers is this.

You cannot change your reality if you cannot accept it.

If you refuse to admit that you are new at something, you will never give yourself permission to practice. If you refuse to admit that you lack skill in a specific area, you will never seek the right support or training.

Acceptance does not mean liking where you are. It means telling the truth about where you are.

And telling the truth is what unlocks progress.

Being Bad at the Beginning Is Normal

Many high achievers take early struggle personally.

They assume that difficulty means misalignment, lack of talent, or proof that they are not meant for the path they chose. But difficulty is not a verdict. It is a phase.

There was a time you were bad at the things you are now excellent at.

That is easy to forget because competence feels permanent once it is earned. But every skill has a beginning. Every capability started with confusion, repetition, and discomfort.

Struggling does not mean you are failing.
It means you are learning.

Why Imposter Syndrome Is a Misdiagnosis

High achievers often label discomfort as imposter syndrome.

But most of the time, what people are experiencing is not imposter syndrome at all.

It is nerves.

It is doubt.

It is the body and brain encountering a situation they have never navigated before.

That response is not pathology. It is biology.

Your nervous system reacts to uncertainty. Your mind looks for familiar patterns. When those patterns do not exist yet, discomfort follows.

That does not mean you are pretending. It means you are early.

The Cost of Refusing to Be New

When high achievers refuse to accept being new, several things happen.

They overthink instead of practicing.
They consume information instead of applying it.
They tear down ideas before releasing them.
They delay decisions to avoid looking wrong.

Everything stays theoretical.

When nothing is released, nothing is learned. When nothing is tested, nothing improves. And when nothing improves, the belief that something is wrong becomes stronger.

This cycle creates stagnation that looks like perfectionism, procrastination, or burnout.

The root cause is resistance to reality.

Acceptance Is Not Lowering Standards

Accepting where you are does not mean lowering expectations.

It means separating identity from performance.

You can hold high standards and still acknowledge that you are in a learning phase. You can desire excellence while allowing imperfection in the process.

In fact, people who progress the fastest are often those who accept their starting point most honestly.

They do not waste energy pretending.
They do not perform competence they have not earned yet.
They focus on progress instead of protection.

Why High Achievers Struggle More Than Beginners

Ironically, being smart can make this harder.

High achievers are used to thinking their way through problems. But growth does not happen in thought alone. It happens through action, feedback, and adjustment.

When intelligence becomes a shield against being seen as imperfect, it becomes a bottleneck.

The willingness to look inexperienced is often what separates those who grow from those who stall.

The Shift That Changes Everything

The shift is subtle but powerful.

Stop asking, “What does this say about me?”
Start asking, “What does this teach me?”

Stop trying to protect your identity.
Start building your capability.

When you accept where you are, you free yourself to move forward.

Acceptance removes friction.
Acceptance creates clarity.
Acceptance turns effort into learning instead of self judgment.

Growth Starts With Truth

High achievers do not stay stuck because they are incapable.

They stay stuck because they are unwilling to be seen learning.

If you are feeling uncomfortable, uncertain, or awkward in a new phase of growth, that does not mean something is wrong. It means something new is happening.

You are not an imposter.
You are not broken.
You are not behind.

You are early.

And acceptance is the first step that turns potential into progress.

Chapter List:

00:00 Introduction to High Achievers' Challenges

01:18 The Struggles of High Standards

04:57 Accepting Reality and Growth

07:52 Over-Functioning and Its Consequences

11:21 The Hero Syndrome and Self-Perception

14:15 Conversations and Offers in Business

17:06 Letting Go of Perfectionism

20:56 Designing Action vs. Doing Everything

26:32 The CEO Filter and Stewardship

33:01 Conclusion and Next Steps

Full Transcript:

Coach NiaRenee (00:00)

acknowledge and accept whatever your situation is. Acknowledging that and saying, okay, this is the reality of what I'm experiencing right now, and then to immediately identifying what you need. And then once you identify what you need, then the next step is to figure out what that resolution is to what you need.

Amanda Kaufman (00:34)

Well, hey, hey, welcome back to the Amanda Kaufman show. And today I am joined by coach Nia Renee, and she is a certified narcissistic abuse relationship recovery coach, leadership training and empathy powerhouse behind the dragonfly effect in leadership. helps survivors rebuild self-trust while guiding leaders and organizations in strengthening empathy, emotional intelligence,

and human-centered culture. As a survivor of childhood trauma, workplace trauma, and six brain surgeries, Nia Renee brings a deeply human, trauma-informed lens to both healing and leadership development. Through her battered hearts, rising blueprint, and her Dragonfly leadership framework, she teaches individuals and companies how to transform awareness into aligned action.

Whether she's coaching survivors, training emerging leaders, or speaking on radical self-trust, Nia Renee creates spaces where people feel seen, understood, and empowered to rise into their highest potential. my gosh, coach, welcome to the show. Such an honor to have you here.

Coach NiaRenee (01:48)

Thank you for having

me. I'm like hyped up by my own introduction. I'm like, yeah, that's right. Yes. Yes, I am so proud. I'm like over here like, okay, yes, I, yeah. Not as if I didn't write it, right?

Amanda Kaufman (01:54)

That, my friend, is how you know you did it right, right? Is if you hear it and you're like, crowd, you know? That's awesome.

Well, you know,

it's so funny just like just hanging out on the whole bio thing. I actually think that's one of the biggest challenges a lot of entrepreneurs really face is just owning their their authority, their space, the right to speak to a subject. You know, I know personally, I'm I'm actually revisiting the bio pretty often, you know, with updates and revisions and tweaks and all of that. So, yeah, that's real.

Coach NiaRenee (02:33)

Yeah, it's real

and it's something that I think when you work on it, because you want to get it right. You want to get it right and you want to make sure that people know who you are and what you do and what you stand for. So bio has to be very, very strong. So yeah, I'm always tweaking it and I'm always making sure it's delivering the right message, especially because I have the intersectionality between toxic relationships and toxic workplaces.

Amanda Kaufman (02:45)

Mm-hmm.

Coach NiaRenee (03:00)

I wanna make sure that everything that I do aligns on the same playing field as what I'm doing. And so that's been a challenge. Mind you, that's been a challenge, but we've made it.

Amanda Kaufman (03:13)

I love

it, yeah, like that's very powerful to have arrived there and gotten that clarity. I am actually really curious, what is it about that intersection that lights you up, you know, of supporting both of those conversations and living in that space?

Coach NiaRenee (03:32)

I think it's my experience. It's the experience that I had in my personal life and then realizing that the parallels were also in my professional life. And when I was in corporate America, wanting to be a leader that, I was an emerging leader that wanted to change the landscape of the culture of what was going on in corporate America. The meanness that gets labeled as direct and

Amanda Kaufman (03:43)

Mm.

Coach NiaRenee (03:59)

the lack of empathy for your coworkers and your teammates and leaders not having the ability to have that compassion and lead with that strength is what fueled me because I was that leader, but I was that leader that also wasn't receiving that care that I needed.

that empathy that I needed while like you said a six-time brain surgery survivor I had five brain surgeries in one year and that was inconvenient for them

Yeah, I'm gonna let that pause for a second.

Amanda Kaufman (04:30)

Of course it was,

obviously. How dare you do that?

Coach NiaRenee (04:34)

Yeah, how dare I, you know what I mean? And it became an inconvenience for them. And it was like, not once did someone ask me, are you okay? You've not even once, not even once. I was missing and nobody cared. It was just the view that I just was not at work and I didn't want to work.

Amanda Kaufman (04:45)

Not even once.

Coach NiaRenee (04:56)

that's how people viewed me. And it was very frustrating because my work ethic spoke for itself. And even my leaders would say, you're you're incredible. You're amazing at what you do when you're here. And I'm like. I don't know what you guys want me to do. I have a condition that just that came out of nowhere.

Amanda Kaufman (04:58)

Yeah.

Coach NiaRenee (05:17)

that was a condition that mimics having a brain tumor that doesn't actually exist. And I needed to have those five brain surgeries. I had a mock stroke and I'm sitting in it, not a mock stroke, but I had a TIA, a trans-eschemic attack, and half of my body is frozen. And I'm in a meeting trying not to panic because I'm afraid that I'm going to lose my job because I'm having a medical emergency that required

three more brain surgeries on top of the two that I already had just had. And so I get that we need the workforce to continue to move. Obviously things continue to flow and continue to move, but my lack of support that I received during that and then being moved out of my position and then put into a position that wasn't the same level of what I was doing and everybody knew and eventually it led to my layoff.

And so that's what fuels me. It just fuels that fire in me, that frustration, because there's so many of us out there. There's leaders that want to lead from a different place. They want to change the culture that they're experiencing, but they're afraid to do it. And empathy is something that needs to be talked about more because we have a lack of it. We are missing it. There is no empathy in this world right now.

Amanda Kaufman (06:40)

Thank you so much for sharing your story. And I'm sorry that that happened. That's not how human beings really ought to interact. And you're so right, we're in Sajela.

weird time of isolation and fixation on like the problems and the challenges of the day, which are so super real. But the way that we're choosing to engage those challenges is to distract or to numb or to withdraw or to come out to consult AI as opposed to each other. And

Coach NiaRenee (07:14)

Mm-hmm. Mm-hmm.

Amanda Kaufman (07:21)

You know as a coach who is helping so many coaches get their businesses off the ground I see it all the time. I'm like you don't need a following you need to say hello You know and and you know empathy is is really like

Coach NiaRenee (07:32)

Yeah. You need to be human centered.

Amanda Kaufman (07:38)

it's behaviors, right? Like, can you talk to us a little bit? You said something so interesting. You said, confusing meanness for directness. Do you mind expanding on that a little bit for somebody who's listening and they like pride themselves on being super direct? Like, what is the difference? How do you know that you are being direct versus mean?

Coach NiaRenee (07:39)

Yes.

Yes. Yeah, I would love to.

There-

Absolutely. There is a difference in saying, this is my boundary or this is my line or hey, this is what I said I was gonna do. I'm gonna do it this way and that's what I said I was gonna do on this project versus you don't get to tell me what to do. You're not my boss. You're that type of, there's a difference. You know what I mean? There's a difference in how you speak to people. And when I was in corporate America, if I was direct, I was

I was being too emotional. But when other team members were being direct, that's just their personality. And so that became such a frustration for me because I was like, I'm just being direct in the same way that my, the same way, in the same way that my coworkers are doing it. And I'm the one that's being harped on about it. And that's where it's frustrating because it's like, okay, I'm being direct and saying, hey, this is what I'm doing. This is how I'm doing it.

That's not me being too emotional. That's me letting you know upfront, like this is what this is gonna look like and this is how this is going to go. This is how I'm presenting this. That's not me being mean. Now other coworkers would be like, no, do it because I said that's how you do it. You do it because I told you to do it. That's them being direct. Direct. No, that's you being mean and that's a dictatorship. So we get into these places.

Amanda Kaufman (09:09)

Thank

Hmm. Yeah. It's so, it's so funny because the way you're describing

that strikes me as being very emotional. You know, some of the emotion words that coming forward for me are like, they're frustrated, they're disappointed, they're angry, they're, they're, they're anxious, perhaps, you know, like not feeling like they have enough control.

Coach NiaRenee (09:20)

Exactly.

Exactly.

But also, what's the problem

with having emotion? What's the problem with being emotional?

Amanda Kaufman (09:36)

really good question. What is the problem? Why do you think we have such a problem with it?

Coach NiaRenee (09:37)

What is the problem with being

emotional? We are taught so much in our lives that we have to be one of two ways. We either have to be happy and happy or angry. There's no in between. And it's like, why aren't we allowed to feel the other emotions that arise if we're disappointed because we didn't do well?

Amanda Kaufman (09:52)

Mm-hmm.

Coach NiaRenee (09:59)

on a project or where we're feeling down because our performance review didn't go the way that we wanted to and we want to express our feelings around why we are a little bit hurt by the words that were said to us in our performance review, knowing we just slaved this whole entire year, going through many challenges and facing the things that we did and yet I'm still met with certain descriptors, why shouldn't I be allowed to express why

that what those feelings that come with. Like I've had performance reviews where I worked through the COVID pandemic as someone who is immune compromised, right? I worked through the COVID pandemic. I was traveling from DC, from Colorado to DC three times a week at some point, at one point. And at the end of that, my performance review was, well, you've neglected some of your other job duties.

I just busted my, can I cuss on here? I, okay, I just busted my ass for that company for a year straight and then I'm being told that I neglected some of my other job duties because I was asked by the company, by the program to be the focal point of traveling because I was the one that was.

Amanda Kaufman (10:57)

Yeah, Petutie's great. Yeah, nobody. hear you.

Coach NiaRenee (11:15)

organizing the travel, getting the travel documents and doing I worked as a subcontractor to the largest defense subcontractor. I won't name the name, but I worked for the largest subcontractor to the Department of Defense.

And so I was doing things back and forth between the government and the company. And I became the one that was able to travel because we were so bare bones because of the pandemic.

and I was, well, you were neglecting some of your job duties. Nothing was said about all the other things that I did, the groundbreaking work that I did, the programs that, that program that we won because of the work that I was doing, the relationships that I had built with top officials. None of that was recognized. And so why am I not allowed to feel

emotions around that because you guys aren't building people up. You're breaking them down piece by piece and then wondering why your retention is low. You're wondering why the burnout is high. You're wondering why employees don't feel seen or heard. You're wondering why your employees are slacking off or not paying attention or or that their their their work output is decreasing because you're not pouring into them in positive ways. What is wrong with that?

I don't see what's wrong with that. Just because you're compassionate and empathetic for your employees, it doesn't make you a soft person. It doesn't make you someone who is weak. It actually makes you a stronger human being to simply say, person is going through something right now, or this person is feeling something right now that I need to understand their perspective more so that we can collaborate and be better as a team.

Amanda Kaufman (12:36)

you

Coach NiaRenee (13:04)

That's why this is that like I could talk about this all day. You see how passionate I am about it because I lived it.

Amanda Kaufman (13:09)

I can really see it.

Absolutely. I mean, knowing what you know now and you've become a coach, you so you've learned even more about these these situations and complications that come up. like, let's just let's just imagine you were working with somebody who, you know, was having similar experiences, you know, very underappreciated, trying to do all of the things, feeling like you can never, ever make the supervisor happy or the leader happy and then themselves just feeling like they're getting caught into that.

downward spiral. It happens so much and I totally agree with you. it happens far, far more than like we're not talking about this being like an isolated small percentage of the pie of the work experience in large organizations. This is the standard. This is normal. This is common. It is extraordinary for an organization to have a culture of, you know, empathy of

Coach NiaRenee (14:00)

Yes. Yes.

Amanda Kaufman (14:08)

I'm a big supporter of mothers and making sure that families are supported by supporting the mother. And one of the things that was super devastating in my career was getting married and having kids. that because then, again, it's like...

Coach NiaRenee (14:15)

Yes.

Hmm.

Amanda Kaufman (14:26)

I think of empathy as yes, having that space to consider and observe the feelings that others are having and hold that space and respond to that. And also like a curiosity.

you know, of just like, well, where are you at? What are your priorities? Because it seems like it feels like people don't want to ask those questions because they're scared of being drugged down or they're scared of creating like an HR issue or there there's so much anxiety, you know.

Coach NiaRenee (14:44)

Right.

Yeah. That's the big one. They're scared of creating an

HR issue and they're so afraid of stepping over the lines of what an HR person does and it's just simply asking you to care. That's all we're asking is for, it's human leadership first, leading from a human place. And I understand people are like, why I get compassion fatigue.

Amanda Kaufman (15:10)

That's it.

taking human interest.

Mm-hmm.

Coach NiaRenee (15:22)

Well, we'll work through that. We'll work through the compassion fatigue. Yes, there is a line that you don't cross over and if there are words you're starting to hear, then yes, that goes into the HR realm, but being robotic, being dismissive, being cold and isolated, saying that you have an open door policy, but that door's barely cracked open.

Amanda Kaufman (15:39)

old and isolated.

Coach NiaRenee (15:47)

and you're always on the phone with, and you're an intimidating person and you never want anybody to actually enter your office. That's not the type of leadership we need. Especially if we look at Gen Z. Gen Z is not having it. Gen Z is not having it. And those are the leaders that I wanna work with. I wanna work with the leaders that wanna break out of that norm, that wanna break out of that toxic.

where people just are just so isolated. It's like, just, just, just, do you know how much you could change someone's life by simply saying, Amanda, what do you need?

in the workplace that will help you feel like you have that space to be a better team collaborator. Or simply asking, are you okay? Do you need an ear? Is there something deeper going on that you need to discuss?

Do you know how much that could change someone's whole? If someone simply, and I'm writing a book right now and I'm talking about this, if somebody simply would have just been like, Nia Renee, are you okay? I would have felt so valued in the workplace because I'm in the hospital, right? I'm in the hospital and I'm still answering emails.

I'm still answering text messages and getting phone calls from people asking me questions when I have already laid out everything that you need. I had contingency plans in place for you to find every, I had an Excel spreadsheet that was coordinated and had links to the specific files of everything that everyone needed. So they knew what, what to do when I was out of office. I set that up for a reason.

I'm still getting text messages. I'm still getting, my husband had to take my business cell phone away from me and turn it off. He said, you are in the hospital. We don't know what's going on with you. You're losing your vision and you're worried about answering a work message. Absolutely not. And he took my phone and he turned it off. And I had to tell my boss that. And she was like, well, I mean, they shouldn't be reaching out to you when you're on medical leave. And so this all could be avoided if you simply said,

Nia Renee is going to be out of the office for a little while. She is dealing with some things. And if you want to reach out to her to come to provide her some comfort and check on her, she would really appreciate that. That's what my previous manager did before I transferred out here to Texas. That's what my previous leadership did when I had my my my first brain surgery, because mind you, I've had six. I had one brain surgery and then two years later I had five more. But

It's just that it's that one leader that set the bar and standards so high for everyone else.

And that's the leader that I strive to be and I continue to be that way because all it takes is for one person to see you.

If I felt seen, my productivity would have skyrocket. And I'm not saying my productivity was low, right? Like I give in my all, I give everything that I have. people's productivity skyrocket when you value them as a human being first.

Amanda Kaufman (18:58)

Well, and.

Absolutely. And I think one of the things that comes up for me too about, you know, on leadership and all that. So often people wait until it is a really dire circumstance. You know, somebody's not showing up to work or they like the performance has gotten so out of hand on, you know, being delayed in something and then they ask. And one of my big secrets, I'm curious what yours might be or your recommendation might be to a leader or even somebody who's in the shoes of like feeling very

overwhelmed because they don't have the support that they need in that moment. But something that came up for me is that it's easy to ask if you're okay if you have a pre-existing relationship.

Right? So it could be as simple as like, what's your favorite thing that happened this weekend? You know, first thing on Monday before you jump to it or, you know, just taking a personal interest in the person. And, know, you can weave it into meetings. You can you can be like, OK, pineapple on pizza. Yes or no. And like that sort of thing. It sounds so silly and ridiculous. Right. But our relationships depend.

Coach NiaRenee (20:13)

Yeah, icebreakers.

Amanda Kaufman (20:21)

on those little connections and disconnections, you know, when we're calibrating whether we want to be friends with someone, we're so often thinking like, well, I like all these things that are the same. And, know, we're a little different here, but I actually like that too. And like, that's where the actual relationship can be that when the drama comes, when the drama comes, not if, when, right? Because life, right? We're doing the...

Coach NiaRenee (20:40)

win because yeah, because it comes. Yeah. Yeah. ⁓

Amanda Kaufman (20:45)

We're doing all of this in the context of life. When the drama comes, the thing that rescues the relationship.

is not did you did you say the right thing in the emergency? It more so is do I trust you? Right? Because if somebody asks like, what do you need? And there's a low trust that they won't say anything. Right. But if if there's been a history together, even if it is silly stuff, like whether you like pineapple and pizza or what you love in your coffee or just like those little things, it makes such a big difference. But I want to hear your perspective on this. Like

Coach NiaRenee (20:59)

Right?

Right. Right.

Amanda Kaufman (21:22)

Someone finds themselves in this situation, you know that they're not getting not getting what they need out of the workplace Out of their leadership and they are facing real life Like what would you say are the main three things they need to do?

Coach NiaRenee (21:24)

Mm-hmm.

Mm-hmm.

I think the first thing is to acknowledge and accept whatever your situation is. Acknowledging that and saying, okay, this is the reality of what I'm experiencing right now, and then to immediately identifying what you need. And then once you identify what you need, then the next step is to figure out what that resolution is to what you need.

Now, when you apply that into the workforce and you have a leader that you are not really at the best,

place with, I think it comes with with opening, being willing to open the door yourself. Sometimes we get stuck in these places where we're too afraid to knock on the door. We're too afraid to send that note. We're too afraid to pick up the phone and have the conversation or stop by the office. And 10 times out of 10, we have to speak up for ourselves. And it comes to advocating for ourselves.

Amanda Kaufman (22:11)

That's so good.

Mm-hmm.

Coach NiaRenee (22:33)

And that's scary

Amanda Kaufman (22:33)

It's big enough.

Coach NiaRenee (22:34)

because we don't know what's gonna come on the other side. But if you break it down with, okay, we'll use my brain surgery stuff, for example. When I interviewed, led with, I have a brain condition and God forbid something could happen where it needs to be addressed. And when I interviewed for that position, things were.

Amanda Kaufman (22:37)

Yep.

Coach NiaRenee (22:56)

Great, was doing fine, didn't have any, nothing was happening. But the unforeseeable did happen. So I had to take a step back and I had to acknowledge, okay, I'm in this space again, where my health is directly affecting every single thing around me. I'm losing my vision, I'm constantly throwing up, I'm dizzy all of the time, this is life threatening.

I need to take a step back. Okay, what do I need? Okay, I need the space to step back and I need the opportunity to evaluate what is my next step. So then we get to the third thing of achieving that, going to my boss and saying, hey, this unforeseen thing is happening and I'm going to need to take some time off to figure out what's happening.

because I don't know what's going on, but I do know that I'm very sick.

And that was the scariest thing in my life to do because I was new-ish in that position. hadn't reached a year yet, I don't think. And I just was experiencing something that I just, nobody foresaw this happening. In fact, I thought, yeah, we don't foresee these things happening.

Amanda Kaufman (24:04)

Yeah.

No, but I mean, like, that's what life is. some things maybe are a little bit planned, like

getting married or changing, you know, making changes because you chose the change. But so many things change in our lives because we didn't choose the change, right? The change chose us. Yeah. Yeah.

Coach NiaRenee (24:20)

Right.

Right, right. No,

yeah, the change definitely chose us and a lot of us are adverse to change, right? A lot of us don't like change and we're afraid of change and I think that's a lot of the big part of the cultural issues in workplace dynamics is because we're too afraid of change and it's like we have to get out of that.

Amanda Kaufman (24:34)

going on.

Coach NiaRenee (24:48)

In order to advocate for ourselves and our needs, in order to advocate for our team members, in order to advocate as a leader, you have to have a level of self-awareness to be able to step outside of whatever is happening to advocate for what you need.

And that's what makes a leader a leader is being able to advocate for your other team members. It's being able to go to a team member and say, hey, I noticed you're struggling recently. Your work output isn't at its normal rate. And so I don't want this to be where we take this as a bad thing. I want this to be a teaching moment, but I also want to understand what's going on to see what support you need to be able to help you.

be a productive team member. Sometimes leaders are too afraid to even do that.

It should be a cheat, it should always be teaching moments.

Amanda Kaufman (25:48)

Well, Coach Nia Renee, thank you so much for being here. What is the best way for people to follow you, maybe find out some more about your coaching, your leadership training?

Coach NiaRenee (25:58)

Yeah, yeah, you guys can follow me on Instagram at Coach Nia Renee. That's where my at on basically everything. A lot of my Instagram content is the narcissistic abuse, but I am getting into the leadership, talking about workplace leadership and what that looks like. So stay tuned for that. And I am writing a book on the dragonfly effect, the four wings of leadership, which is vision, strategy, resilience and empathy. And I'm using that with storytelling.

of what I experienced in the workplace and how the difference in a leader that showed empathy could have changed the trajectory of my career. And so keep a lookout for that as well.

Amanda Kaufman (26:39)

Amazing, amazing. And dear listener, have all of Coach Nia Renee's links in the show notes below. Do make sure you stop by to give her a follow. And don't forget to hit subscribe because you don't want to miss another episode.

You know, this conversation is a really important one, and I'm sure you've got a few friends who are maybe at a crossroads in their career or have been struggling lately, and they need to hear that they're not alone. So grab the link to this show and you can send it to them however you guys like to connect over text or DM, however you do that. And finally, if you're loving the Amanda Kaufman show, make sure you take a moment to leave us a honest review because those reviews help people decide whether they want to choose us among all

of the different options there are for podcasts out there. We're going to be back with another episode super soon, but until then, make sure you do what matters.