Amanda 00:02 Welcome to the purpose power brand, a podcast for leaders of brands transforming business into a force for good. I'm Amanda Stassen, business and brand strategist, social justice advocate and founder of BIZU Innovation Group. I'm speaking with leaders who are proving that not only does purpose drive profit, but the future of our world depends on it. If you want to grow your business, increase your brand loyalty and not get left behind in the ever-changing marketplace, this podcast is for you. Today we're talking with B Corp experts Kristy O’Leary and Brianna Brown, co-founders of Decade Impact, a consultancy that helps businesses leave the world better than they found it. Welcome Kristy and Brianna to the Purpose Power Brand podcast. Really excited for our B-Corp masterclass today,

Brianna 00:46 We're so excited to be here with you, Amanda, thanks for having us.

Kristy 00:50 Yeah, thank you so much.

Amanda 00:51 Awesome. Awesome. So, before we dive in, we believe that whatever powers you becomes the core that drives everything you do individually or as a business or brand. With one word, how would each of you answer the question? I am powered by blank, and then share a little bit about that, how that impacts your life and how it comes to life in the work you do. Kristy, why don't you start us off? And then Brianna? Go ahead.

Kristy 01:17 Wow, one word. Possibility. You know, I think that at Decade, we spend a lot of our time thinking about the possible and then building towards it. And, and I know that powers me in, the work we do a Decade and it also powers me in my own hobbies. And my off time if we can call it off time for entrepreneurs. Yeah, so possibility, you know, really thinking about the future and what we're trying to build. Not let the future happen to us, but really design that future and build, build what we want to see.

Amanda 02:01 I love it. Brianna, go ahead.

Brianna 02:02 I think what powers me is courage. We work with a lot of different entrepreneurs, As Kristy mentioned to are looking at the possibilities of what they can achieve in the future. And honestly, the future is a little bit of a scary place. There's a lot of uncertainty, there's, I would say no certainty in the future. But there's a lot of people who are bravely going out there and imagining both what they can do, what they can create, the future that they want to see. And then boldly going forth and achieving those plans. So, when I see companies time, time and time again, just bravely moving forward and having the courage to say what's a little bit different and unexpected and our economic system that gives me so much juice to power them further. And it gets in this beautiful virtual cycle of us just powering each other onwards.

Amanda 02:56 I love it a virtuous cycle of possibility and courage. That's so good. Let's dive into this purposeful masterclass Kristy, let's start with definitions. A B-Corp is a benefit corporation. But what exactly does that mean? And why is it important?

Kristy 03:15 Well a B-Corp has met the highest global standard for social and environmental impact in our business. And what most people don't understand about the B-Corp certification. And the end, the B impact assessment tool used to achieve that certification is that it really helps entrepreneurs and teams understand how to, how to find impact in their business and how to align that impact of purpose with their revenue. So, I think that's one of the critical pieces about the B-Corp itself. That's really, really powerful. Is that ability to Bring, to develop the data to support the business case for greater impact within companies.

Amanda 04:13 Brianna, would you add anything to that? Or I want to dive into the B-Corp assessment itself as well?

Brianna 04:20 Yeah, I always differentiate the B-Corp, B-Corp’ness along three dimensions. I see B-Corp as an assessment. I see B-Corp as a movement. And I see B-Corp as a certification. And each of them are a little bit distinct. So when we look at B-Corp as a certification, As Kristy mentioned, it's a certification tool that is bringing forth leadership standards for businesses who are seeking to use their business as a force for good. So it's looking at different dimensions of environmental, social and governance factors within your business and wrapping this this intention of purpose behind all of that. So that's the certification where you go through process gets certified by an organization called B-lab and join the ranks of these purpose driven organizations. B-Corp is also an assessment, which is the tool that I think we'll get into a lot today, where any company whether or not it wants to certify as a as a B-Corp can use this tool to understand where impact lives within their organization. And then thirdly, and I think most importantly, B-Corp is a movement. So it's not just looking at, hey, did we become certified? Did we get enough points in this assessment? Did we meet these standards, it's businesses who very deeply within their identity, are identifying as purpose driven organizations and are wanting to lead the pack of changing what the power of business can be. We traditionally see business as well, the purpose of business is to maximize profits, we talk about business equals profits. And I would say that that's where most people think of business. That's what that's what you think, that's what you learned in business school. But business can be so much more. Profits are great, that's a really important part of the equation. But profits are in service to - something else. And B-corp’s really recognize that and are part of a movement trying to bring more people onto this consciousness and this realization, that profits can be good profits, profits can be bad profits, they ultimately mean nothing if you don't think about profits in the context of the outcomes you're creating, the purpose that you're looking to achieve. And I think that, that movement piece is where the B-Corp magic really comes alive, because you're suddenly alongside 1000s of entrepreneurs who feel the same way that the purpose of business should be greater than just maximizing profits.

Amanda 06:59 So good. The the, you know, the assessment, the certification, the movement, the movement, part of it is that part that brings people together and moves them in a direction that is transformative. Let's dive into that B-Corp assessment, as you started to allude. Kristy, maybe shine a light for us on what are the key categories that B-Corp looks at for that certification. What are they? How many are there, maybe give us a one to two minute synopsis of each of those. Maybe the version, maybe the version of the B-Corp made simple or the version that a third grader could understand.

Kristy 07:40 Okay, that's a great question, Amanda. And so rather than starting with the categories, I'll start with sort of the, the Mile High. You know, when someone buys a Fairtrade cup of coffee, they know that someone at the end of that supply chain got a fair shake. They know that, that there was some kind of focus on equity there. But you can't follow that through the supply chain to the barista that serves you that coffee. So when we think about the B-Corp assessment as a tool, it really is holistic in that it measures all the way from origin to delivery, in a sense. So with that in mind, you know, the certification measures, five key areas, governance, workers, community, environment, and customers. Now, within that supply chain plays very, very strongly within a lot of those categories, as does justice, equity, diversity and inclusion. So there are those five categories. But there's also so much more within the assessment. Now, each of those categories, of course, governance, we're thinking about corporate structure, ownership structure, you know, who has a seat at the table there. For for workers, we're really thinking about, you know, operationally what's going on with your workers. And, of course, the opportunity to create more impact with those workers depending on how you are hiring, how you are creating opportunities. Community, community is really focused on giving, philanthropy but also who, again, who has a seat at the table, really thinking about how you're engaging with community. Do you understand who your suppliers are? Are they local, how far away are they? So there's, there's a lot of depth in each of these categories. Environment, of course, is thinking about your environmental kind of inputs and outputs. And really focused on looking at are there environmental aspects to your business whether positive or negative, although the certification is does reward positive practices, it is focusing on positive practices. And then we have customers, which is a huge area, depending on what kind of business you're in. If you're if you're a service-based company, that's going to be a really critical area for services. Brianna, do you want to do you want to add to that?

Brianna 10:27 I think the only thing that I want to add there, Kristy went over the categories, the B-Corp assessment really clearly the governance the workers, the community, the environment, and the customers. The piece that I just want to drive home, is when you read it out like that, it feels really overwhelming. And it feels really overwhelming because it is comprehensive. It's looking at all of these different aspects of the business and where there's opportunities for social and environmental outcomes in each one. And I just want to backtrack for a moment, because anytime there's something starts to feel overwhelming, I want to just press pause and say, what are we really looking at here? The B-Corp assessment is a toolkit, that is an invitation to ask yourself the question, what are our practices today and what might our practices be in the future. And I find it a very empowering process to go through for businesses who are seeking to use their business as a force for good, to say maybe we can't achieve 100% on all of these aspects today. But these are questions that we want to ask ourselves to make sure that we're being accountable to the right things within our organization. Going back to what I said before, if you're just thinking about profit as the metric of success, you're gonna say I need to be accountable to profit. And what the B Corp assessment does, is it provides a menu of options of where you can be accountable to when you're seeking to say I want to create positive outcomes for one or more community groups, worker groups or the environment at large. And so there's the details of it, which can feel overwhelming when we, when we, when we give the short version of it. But it's also empowering to go through that piece and say, where are the opportunities to embed good in my business?

Amanda 12:27 I love that. It's some You're right. You know, when you list it off, like a list, it just feels like there's a lot there. But it's also interesting to me that, you know, most business leaders, most entrepreneurs, I would say, are used to preparing a business plan for their service, their product, whatever it is that they do, but on the most part, maybe other than the customer category, it's likely that the other areas that you mentioned, in the five, they aren't really given much attention day to day. I would say maybe years ago outside of possibly the three-to-five-year strategic planning process, most organizations wouldn't have even really reflected on their governance or community very often. Kristy, what are some of the things that have changed that's putting this more and more on the forefront of CEOs, radars? And why is it becoming more and more critical for businesses to take this seriously?

Kristy 13:24 So a few thoughts here? You know, I think about that three-to-five-year plan. You know, I think we see something we're really familiar with our election cycles. And you know, we kind of have this four-year election cycle. And it's hard to really create momentum in a four-year election cycle, just like it can be hard to create momentum in a three year or five year strategic plan. It's really important to and I'll speak directly to our practice that Decade, were really focused at bringing in a long term lens, creating a mind shift within organizations that they're not just focused on quarterly returns, they're really thinking about what is our moonshot? What is our, our our big, hairy, audacious goal in terms of impact? And how do we wrap that around revenue generation? How do we start to think about the actions we take today as feeding into these larger opportunities in the future? And I think that, that that mindset is really gaining traction. And there's a few reasons for that, that I see. One of them is that, you know, we're really thinking about the climate crisis. I think it's on, you know, if it's not, it should be on all of our minds. And that is a big, big, long term, generational problem. And so responding to that demands generational thinking. And so we are seeing these longer term kind of timelines. For impact with the Sustainable Development Goals, you know, as one kind of convergence point right now. For folks thinking about Net Zero commitments, whether that be 2030 2040 2050, we're starting to really see on the environmental side this long term thinking. Now, in terms of how social justice plays into this and creating an equitable economy, I think promoting a longer lens, there is something that, you know, we're trying to do in our work and something that's really, really critical, because it all that all feeds into to climate action. And so that's, that's, those are my thoughts. I’d like to invite Brianna to speak to that as well.

Brianna 15:47 Yeah, sure. Yeah. It's such a great question, why why are CEOs thinking about purpose, more or impact, more the B Corp movement and all of these different pieces that it seeks to represent? And the, the short answer to that is, well turn on the news. There's these moments in time. And this is one of them, where conditions are particularly ripe for us to disrupt everything and call into question, economic systems, political systems, social systems that just aren't working for us. And CEOs are looking at the news. Their workers are also looking at the news, their customers are looking at the news. And this moment has changed. So our company is called Decade Impact. And I don't know how much you've thought about why we've named our company. But it's very much as Kristy mentioned, thinking about these longer term timeframes. Maybe it's a 10 year plan, maybe it's these 2030 net zero commitments, maybe it's all of these different, this urgency that this decade demands of us. But we started that because we started our company in January of 2020, where as Kristy mentioned, the climate crisis was on everybody's mind. We had conversation at the end of 2019, where Greta was the person of the year, and we had climate emergencies being declared everywhere. And so it really felt like the time was ripe for the climate conversation to absolutely erupt. But things don't typically go as you predict and COVID happened. And that led to this additional reckoning, where we had conversations about social support of essential workers of supply chain, and a lot of time to just reflect on purpose. So you were seeing your customers doing this, you were seeing your employees do this and just thinking about, well, what is the responsibility of a business to respond to these challenges? And then, you know, the the the COVID crisis is still happening. And we've had all of these additional and intersecting issues come up over the past couple years, whether that's racial justice, an urgent call for reconciliation, economic uncertainty, I feel like it was the best economic times a couple of months ago, and now we're back in this questionable period. We're, we're we're just starting to question everything. And as I said, CEOs are thinking about that, and so are all of their different stakeholder groups, whether that's their their customers, their workers, other other entities that they're responsible to. And it really invites the question of how do we, how do we show up to the challenges of these times and, and be the companies and be the leaders that we need to see.

Amanda 18:28 It definitely feels like the perfect storm in terms of all of these factors aligning, and it should be on everybody's radar. And yet, if I just shift gears, and maybe, you know, just strike a little bit of controversy just to touch, there are reasons and barriers that you've probably heard from businesses and CEOs and entrepreneurs about why they don't feel this applies to them or why they're not ready. Like, for example, is size a barrier? Could a business be too small? Or is that a myth? And are there other myths that you've heard that we can just crash through right now, Brianna, maybe kick us off while we're on that tangent?

Brianna 19:08 Yeah, the size consideration is one that I absolutely love. Because it's true that there's certain things that you might not be able to do as well, when you're a smaller organization, and vice versa, certain things that you're it's harder to do when you're a larger organization. But I think that the thing that you can't join this conversation is a complete myth. Because there's different pieces that you can latch on to at different stages of your business growth. When you're a small company, you have an incredible opportunity because you're nimble, and you can really focus on what is the purpose of our organization and how do we do things as best as we can? How do we make sure that all decisions are made in a way that aligns with our values? I find smaller companies can be a lot more effective of being very, very true to their values. When you get a little bit larger, sometimes not always, sometimes bureaucracies start to get in the way. So you start to have these layers of decision making, it takes forever for any decision to be made. And so that makes it more challenging to be super nimble. But yet you have a new opportunity, because you have that scale, you have perhaps more resources, more capacity, individuals within your organization who can take hold of some of these opportunities. So I think that if we just say, where's the opportunity for impact large or small, that's maybe the wrong question. It's that there are specific opportunities for businesses at different stages of their journey. And small businesses have a huge opportunity. And particularly within the B-Corp movement, there's over 5000 certified B-corp’s around the world. And I believe that the average size is I don't know exactly, but the average size is between 50 and 100. And when I, whenever we talk about averages, you have to remember that tons and tons of businesses would be below that threshold. So many businesses that we're talking to, are in the 10 to 40, employee range, many businesses are even smaller than that. But 10 to 40 tends to be this this sweet spot that that we're talking to quite a bit. And if you looked at national statistics, that would probably still be called a small business. And yet, there's so many examples of businesses at that size, taking really real action, and leaning into, you know, small is not a weakness, but it's this opportunity to kind of get in from underneath, run ahead of the pack and then say, hey, hey, big brands, how about you catch up and start and start integrating these practices that are really leading practices?

Amanda 21:44 That's so good. You know, on the on the impact front communication is super key. But it's not an easy undertaking. I offer the example of Nespresso, I'm sure one that you've heard so often now, subsidiary of Nestle, recently announced its B-Corp certification. To say that many people were up in arms would be an understatement, everything from human rights violations to their single serve coffee pods, generating massive waste, they've come under a lot of criticism for greenwashing. Now, we're familiar, probably more of us are familiar with greenwashing. But on the other end of the spectrum, there's now also a thing called green-blushing. Kristy, help us to understand what the difference is and how, you know, businesses how we can best navigate communicating impact, so that we come across authentic.

Kristy 22:39 Okay, this is one of my favorite things to talk about. I come to this work from, from the agency world. As a former creative director, and, and storyteller and public artist. And so, you know, this is this really green blushing was what brought me here, seeing some of my my clients that that were doing incredible work, really reluctant to talk about it, because they didn't want to be identified as social enterprises. They, they, they didn't want their, their, their environmental, social and government governance, like their progressive practices to kind of alienate them from the pack. And, you know, granted, that was a decade ago. But, you know, I think that the green blushing is one of those, one of those big challenges because it takes and we go back to Brianna's comments earlier, it takes a lot of courage to stop green blushing, because you're stepping forward, and communicating things that, we're never going to reach perfection, perfect isn't real, no one has ever figured it out. Although so many organizations are seeking perfection before they choose to speak, and make their voices heard in the market. And so, I think, you know, helping companies overcome the green blushing, it really is about courage. It's about permission giving, helping, you know, we do this all the time supporting our clients through this kind of green blushing space into a space where they're, they're more confident about, about stating their stating their impacts. I really think consumers are hungry for that information. They really want it they want to understand how what the things that they buy, the services they use, are supporting creating a better world. And, and so, you know, for us one of the one of the things that we do at decade to help a break the cycle of green blushing is really leaning into data, really understanding and the B-Corp certification, the B-Impact Assessment Tool is an incredible tool for helping companies suss out that data understand more deeply like, yes, they're gonna say, you know, we're in business to like Patagonia, we're in business to save our home planet. That's a huge, huge lofty statement. But they have all the data they need to support that. And so I think we really need to help consumers understand how they can, they can vote for social, environmental and economic justice through their own consumer behavior.

Amanda 25:37 You know, I just want to kind of keep going in this in this area for a little bit, because on the on the on the one hand, as business leaders, we want to do good, but on the other hand, cancel culture, for example, has made everyone super fearful of taking steps that to your point, Kristy aren't perfect, Brianna, maybe expound a little bit on that talk a little bit about the tyranny of perfection as it relates to impact as it relates to business purpose. And what's the most important thing for business leaders to keep in mind when they're starting to move in the direction of business for good?

Brianna 26:13 Yeah, I think that that that fear about canceled culture is is probably one of those elements that encourages people to green blush. And I just want to step back and, and define, really clearly what we're talking about with with green blushing, because I'm not sure if we've done that. It's authentic companies. So companies who are doing the right thing that are choosing to remain silent about the positive impacts they're creating. And that might be for a variety of reasons, because they don't think that their audience cares. They're scared of cancel culture, they have their internal feelings that they haven't achieved perfection yet so they don't deserve to speak about that. And I totally understand that, I understand a lot of those reasons why people might feel like they're not ready to speak up. And where I want to move is, is kind of describing why that's still a problem. I understand those hesitations. But when we're talking about communications, and this concept of green blushing, there's kind of three layers of problems to this. The first one is for yourself. So as as the organization, as a CEO, when you're choosing not to speak about stuff, there's there's, there's an element that it doesn't allow you the best outcomes. So the first reason why I would encourage this, this, this ability to, to speak out, is because it actually unlocks the benefits of those impactful practices. There's so much research out there that says, you know, workers are looking for purpose, customers are looking for purpose, investors, investors are huge audience, investors are looking for purpose. But if we don't tell them what we're doing, how do we expect them to find us, they can't vote with their dollars. But then the bigger pieces for me is when I take a step back and look not just for the benefits for myself, but for the benefits to the industry, and to the economy at large. And I feel like this framing helps entrepreneurs who are saying, I don't want to talk about it, because it feels like it's just all about me. Well, it's also about your community. So I like to talk about speaking out and talking about your your social environmental impact is a way of calling in competitors. It's a way of setting standards for what your industry peers should be held accountable for. So when we start to when we when we don't talk about our impact, we're saying, alright, somebody else gets to decide what we should be competing on. And that usually leads to well, we should be competing on price, maybe a couple of other pieces, but we should be competing on price. Well, when you start to change the conversation for the carbon impact of your product, or, or inclusion, and what you're doing to be more inclusive. Let's let's give an example in the apparel, industry, size inclusion, when you're starting to have that conversation, you're starting to shift this this this conversation and saying, this is what, these are the outcomes that we seek to be creating. Now, come along, competitors, tell me what you're doing. And so it kind of shifts that standard. So instead of competing on price, you're competing on these things that really matter on creating the best outcomes on people on planet. And then one step further. I think that this happens at the industry level, but then it also starts to happen at the economy level, where you're starting to shift the narrative of the responsibility of business. We typically just see examples of I'll call them the bad guys. That's who we expect in business. And we need to see high visibility alternatives to business as usual, and we need to see it for lots and lots of different reasons. And one of the reasons is because people are getting really disillusioned. We look at the climate crisis, we look at rising inequality, and we don't see options forward. And we need to be able to see those options forward. So that we can start seeing, here's a way that I can take action. And I'm not saying that the only way to take action is, is through buying the right products. That's not the message that I'm putting across. But it's one of those areas where we can say, that company is making a difference. I feel empowered to make that difference, too. And I talked about my word of courage, you're seeing a company being courageous, it inspires you also to be courageous and say, how can I take impact? And how can I make impact in my own sphere of influence, whether it's as a consumer, as a citizen, as an employee, or the many different identities that we hold?

Amanda 30:50 I love it, you you captured one of the lines that we use when we've we've been describing the purpose power brand podcast, and that is, you know, we're on a mission to showcase and spotlight that the good guys don't finish last. And this idea of, you know, you have to be a certain way to be successful in business. And I just love the way that you've just encapsulated the fact that that just isn't the case. And it could actually be a differentiating factor for you. You know, I want to just really quickly touch on this last question, the subject of ESG, investing where ESG, and you've both touched on it stands for environmental, social, and governance. So in addition to profitability metrics, investors are now using ESG factors to evaluate companies and even countries on how they're doing to advance environmental, social and governance issues. Kristy, maybe you could just round us off, and, you know, talk about how important this is this move is towards ESG and impact investing, and why all businesses, regardless of where they are on the maturity curve should care.

Kristy 32:01 Okay. That's a big question. So well, why they should care is that, you know, it really is the, it's the future of business, it's the future of finance. I think we're seeing pockets right now, of of organizations, financial institutions, starting to effectively link those ESG factors to interest rates, and to the cost of capital. So we are, we do have examples of financial institutions saying, you know, the better you do on your ESG practices and, and measurement, the, the cheaper your money is gonna get. So there are practical opportunities in the market for for those socially linked loans. So I think that's important. I also, you know, if I think about go back to possibility, I also see, you know, I imagine, by the end of this decade, companies won't have access to capital, unless they have a very clear understanding of their ESG of the situation within their business. And I will say that one of the things we like to do a Decade is really helped companies consider that and not necessarily in the language of ESG - more in the service of, of impact. But, you know, helping our clients understand, where are you in the S? Where are you in the G? We don't do carbon measurement. But we certainly have many partners that support our our clients in doing their carbon measurement, and really understanding more about that E. So I think about the potential of companies into the future, I think, I think potentially, Briana is, uh, has some more thoughts on that in terms of the now and what's happening now in the market,

Brianna 34:01 I just wanted to make a really clear distinction between ESG and impact, and ESG, and sustainability and all of these different pieces because they're getting conflated a lot in the market. And I totally understand why, but it's really important to differentiate themselves them. ESG is a lens to risk that is historically what it has been developed to help investors do. So ESG is meant to say, environmental, social, and governance factors create risk for your business. So we want to understand that, so we can bake make better investment decisions. It doesn't say that the business is impact driven. The purpose of an ESG lens is to understand risk and to avoid harm. That's what investors are looking to do with that lens. Then there's investors, impact investors who are looking that instead of avoiding harm, they're looking to contribute to solutions. So that the product itself the service itself is creating to creating some social or environmental good as part of its core business model. And you can have both of these approaches, you can look at both the risk and the opportunity hand in hand. But I feel that we always conflate this. So there's an you can just Google what, like controversy around ESG, there's so much around it. And it's because of this fundamental misunderstanding of what ESG is trying to do. So ESG is about risk, impact is looking at where are you as a business contributing towards solutions. And sustainability is somewhere in between those different pieces? Sustainability is, is, is looking at at, depending on on what position you're coming from, might be looking at mostly environmental outcomes, or might be looking at a broader suite of outcomes overall. But sustainability and ESG are also not synonymous, though they're also they're often conflated in the media. And we could look at this and say, it's, you know, it's just people getting finicky about language. It's just people getting finicky about words. But there's really real results when we think that impact and ESG are the same when they're not. ESG risk, impact core business model contributing to solutions.

Amanda 36:22 Nice. I like that. I like that difference. Because it the language is so tricky. There's so much that's floating around out there that, you know, people are using them interchangeably. So I love that you took a minute to just sort of clarify the difference between those two things. When I think about impact, I think about wording like net positive, like what are you actually adding to the benefit, whereas ESG and even sustainability to some degree is about minimizing risk or minimizing negative impact that kind of thing. So it's it's a really important aspect to understanding this this space. So listen, Kristy and Brianna, it's been a fantastic masterclass, I personally have learned a ton about B-Corp certification. But before we sign off, in every episode, we want to leave our listeners with two practical purpose tips that they can apply to power up their business and brand. What two tips would you know, maybe each of you could share one tip, Kristy, why don't you? Why don't you start?

Kristy 37:25 I think the number one tip is don't go alone. Bring your team into the conversation. If you're in the C suite, don't keep this in the C suite. This identifying areas of impact and building that that future vision of what ESG and impact collectively can look like within an organization is best done with a team approach. It it unifies a company, it becomes a rallying cry. We seen it over and over again, it will lower attrition rates. It you know, it can have a like in terms of culture, it is a game changer when you bring that down to everyone. Ray Anderson, the founder of interphase carpets called it love on the factory floor. That is bringing teams together to design the future mission of an organization and how that comes to be and how that is manifest is a is a huge opportunity to not only create a better company, but create a safe harbor for employees in an uncertain world.

Amanda 38:42 Nice. Breanna How about yourself?

Brianna 38:44 Just start. Don't let purpose, don't let perfect be the enemy of good. Don't wait for the perfect plan, the perfect roadmap, the perfect time, it's not going to come. Get going. As Kristy said, involve others on your team. Get going, ask questions. Probably start with your strengths. Start with where you know you're strong and build off from there. We don't have time to wait for the perfect moment. So take action today. And think about one thing you can do to make your outcomes a little bit better for people or planet and move from there.

Amanda 39:24 I love it. So good. Lastly, where can people find you and learn more? What's your website call out?

Kristy 39:31 Our website is a decadeimpact.com We can be found on on LinkedIn and our website is a great place to find us.

Amanda 39:40 Great, fantastic. Brianna Kristy, thank you again for joining us today. Thank you for sharing your experience your insights, your pearls of wisdom and for helping us along our journey towards becoming purpose power brands. And thank you for all you're doing in and through Decade Impact to make people's lives and the world better. Thank you so much.

Brianna 40:01 Thank you so much, Amanda. Be bold. Be courageous.

Kristy 40:04 Yeah. Thank you so much, Amanda, what a wonderful conversation and we're glad you are glad you're you're, you're on our team.

Amanda 40:04 Awesome. Awesome. Thanks again. Thanks for listening to the purpose power brand Podcast. I'm Amanda Stassen. If you liked what you heard, be sure to share and subscribe on your favorite podcast player. We'd also love to hear what resonated with you or if you have a guest suggestion, drop us a line at info@bizu.co Special thanks to Mark Salam for original music and lead podcasting for production. Lastly, if you're ready to purpose power your brand to grow, win and impact at scale. Let's talk visit www.bizu.co That's www.bizu.co. Bye for now