The Intentional Workplace: Career Security in the Future of Work
Summary
Job security isn’t what it used to be.
Layoffs, shifting workplace expectations, evolving career paths, and the rapid adoption of AI are forcing professionals to rethink what it actually means to feel secure at work.
In this episode of Conversations in the Future of Work, Rachel Cossar sits down with Sherry Sims, founder of Black Career Women’s Network and an expert in talent development, career and executive coaching, and facilitation, to explore a more resilient approach: career security.
Rather than anchoring your future to one job, one company, or even one professional identity, Sherry argues for intentionally building the skills, relationships, self-awareness, and marketability that can move with you throughout your career.
Together, Rachel and Sherry discuss why professionals need to separate identity from job titles, how to practice “strategy over emotion” during difficult workplace moments, why proactive communication and boundaries matter, and how self-advocacy can help professionals take greater ownership of their careers.
They also explore what these skills mean in a workplace increasingly shaped by hybrid work and AI.
In today’s volatile market, how do you define career security, and what is the first step professionals should take to future-proof their value?
For Sherry, career security starts with thinking beyond the job you have today.
Job security tends to focus on the immediate role: How do I keep this position? How stable is my company? How secure is my current employment?
Career security asks a different question:
If this job disappeared tomorrow, how prepared would I be for what comes next?
That distinction is increasingly important in a market where even highly credentialed and well-connected professionals can face lengthy job searches.
Instead of waiting until a transition happens, Sherry encourages professionals to intentionally cultivate their careers while they are still employed.
That means paying attention to your overall marketability.
What skills are you developing?
What relationships are you building?
What credentials or experiences could strengthen your options?
And perhaps most importantly: what are the gifts and talents you possess that aren’t limited to your current job title?
Sherry sees self-discovery as a critical part of that process. Professionals can become so focused on performing their existing roles that they stop exploring what else they are naturally good at.
Some of our strongest capabilities can even be easy to overlook because they feel effortless.
Rachel connects this idea to her own transition from professional ballet. For years, being a ballet dancer was deeply connected to her identity. When that career ended, the next professional environment looked completely different.
But the capabilities developed through that experience didn’t disappear.
The challenge was recognizing which skills were transferable and learning how to communicate their value in language that made sense in a different professional context.
That is why Sherry also emphasizes separating identity from employment.
Your job is what you do. It isn’t the entirety of who you are.
When professionals understand that distinction—and can clearly identify the skills, strengths, and experiences that travel with them—they become better positioned to navigate whatever comes next.
Career security isn’t about predicting the future.
It’s about making sure your value isn’t dependent on one version of it.
As workplace dynamics become more complex, how can professionals practically apply the ‘Strategy over emotion’ mindset to navigate corporate friction and protect their peace?
Difficult workplace situations are often emotional.
A challenging manager, an uncomfortable interaction with a colleague, disappointment about career progression, or an unexpected organizational decision can quickly create frustration.
Sherry shares a philosophy she learned from a mentor: strategy over emotion.
The goal isn’t to eliminate emotion from work.
It’s to avoid allowing emotion to make an important career decision for you.
When something becomes difficult, Sherry recommends pulling back before reacting and getting clear about what you actually want to accomplish.
What outcome are you looking for?
How do you want to communicate?
Does a boundary need to be established?
What response will serve your longer-term interests rather than simply expressing how you feel in the moment?
That pause creates room for emotional intelligence.
It also helps professionals remember the larger context of the workplace.
Colleagues can become close friends. Teams can feel deeply connected. A workplace can provide community and belonging.
But an organization is still a business.
Sherry encourages professionals to appreciate healthy workplace relationships without losing sight of their own strategic goals.
While you’re in a role, what can you learn?
What new skills can you develop?
What relationships can you cultivate?
What experiences can you take with you into whatever comes next?
Viewing a role as one part of a larger career can make it easier to respond strategically when friction arises.
Strategy over emotion doesn’t mean caring less.
It means being intentional enough to ask whether your response is helping you achieve the outcome you actually want.
How are modern employee expectations reshaping corporate accountability, and what does that mean for the future of leadership?
As expectations around work evolve, communication between employees and leaders becomes increasingly important.
Professionals are thinking more intentionally about how they want to work, how they communicate, where their boundaries sit, and what they expect from workplace relationships.
Sherry’s approach emphasizes addressing those expectations proactively.
Take something as simple as communication preferences.
If a colleague or manager sends an email at 11 p.m., does that mean a response is expected immediately?
Without a conversation, both people may make very different assumptions.
Instead of waiting until those assumptions create frustration, Sherry encourages professionals to establish boundaries and expectations early.
That could mean discussing preferred communication styles, response expectations, working patterns, or simply what each person needs to build a healthy working relationship.
Importantly, Sherry doesn’t frame this as a one-sided demand.
A productive conversation also involves understanding the other person’s expectations and boundaries.
That creates mutual clarity.
For leadership, there is an important lesson here.
Waiting for a workplace issue to become a conflict before discussing expectations makes communication significantly harder.
Leaders who create space for these conversations earlier can reduce misunderstandings and establish healthier working dynamics before problems escalate.
As work becomes more distributed and workplace expectations continue to evolve, effective leadership will increasingly depend on the ability to communicate clearly, listen carefully, and create working environments where expectations don’t have to remain unspoken.
In a hybrid or decentralized future of work, how do professionals master the art of self-advocacy?
Self-advocacy can sound confrontational.
It can be interpreted as something you do when you have to defend yourself, correct a misunderstanding, or push back against someone else’s decision.
Sherry sees it differently.
Self-advocacy is often most effective when it’s proactive.
It means communicating what you need before a problem develops.
It means setting boundaries before they are crossed.
It means asking for opportunities, making your work visible, communicating your ambitions, and taking greater ownership of your career.
And in hybrid or decentralized workplaces, those skills become even more important.
When people aren’t physically together every day, professionals can’t assume that their contributions, goals, preferences, or boundaries will automatically be visible or understood.
They have to communicate them.
Sherry also connects self-advocacy to power, positioning, and influence—particularly in her work with women.
Power doesn’t have to mean control over other people.
It can mean having enough confidence and authority within yourself to advocate for what you want, ask for a promotion, seek greater compensation, establish boundaries, and make your contributions visible.
But understanding that intellectually is only part of the challenge.
Actually having the conversation is another skill entirely.
Rachel connects this to what professionals practice with Virtual Sapiens: difficult conversations in a safe, zero-consequence environment with AI before having them with another person.
Practice matters because confidence often comes from having rehearsed the communication itself.
How will you phrase the boundary?
How will you ask for what you need?
How will you respond if the other person pushes back?
How can you communicate with enough confidence to advocate for yourself while still protecting the relationship?
These are communication skills—and like other skills, they improve through practice.
Ultimately, Sherry’s approach to self-advocacy comes back to ownership.
Having a strong professional network matters.
Having mentors, sponsors, and people willing to champion your work matters.
Having an employer that supports your development matters.
But you can’t outsource responsibility for your career.
As career paths become less predictable and technology continues to reshape the workplace, professionals need to become active participants in creating their own career security.
That means knowing what you bring to the table.
Knowing where you want to go.
Developing the skills that will help you remain valuable as work changes.
And being able to communicate that value when it matters most.
Because the future of career security may have less to do with holding onto one job—and much more to do with building the confidence, adaptability, relationships, and communication skills to keep moving forward.
Transcript
Rachel Cossar
Hello everyone and welcome to another episode of Conversations in the Future of Work. I am your host, Rachel Cossar, and I’m really excited about today’s conversation because we’re going to be diving into marketplace dynamics and different mindsets around careers, and I think that it’s a conversation a lot of people would benefit from hearing. So to that end, I would like to introduce and welcome our incredible guest, Sherry Sims. Welcome.
Sherry Sims
Thank you. Thank you for having me, Rachel. I’m so glad to be here.
Rachel Cossar
Absolutely. I’ve been looking forward to this conversation. So can you share with our audience a little bit about your background and, you know, some of the evolution that maybe you’ve gone through in the past few years and what you’re up to these days?
Sherry Sims
Yes, so my background is in human resources. Talent acquisition is how I started my career out. I also do talent development for organizations and career executive coaching and facilitation. And I’ve kind of come through this evolution of my career through my desire to want to continue to discover gifts and talents I may have and position myself to utilize those and not allow myself to be one dimensional, but use multi areas of my gifts in different ways and taking chances to elevate my career to do that.
Rachel Cossar
Amazing. I feel like that even in just this—the, you know, small amount that we’ve discussed and shared—there’s so much of what you are clearly, like, the work you’re doing with yourself that you then also probably help with clients.
So to say that, you know, today’s job market is volatile would be an understatement, I think. But you have this really powerful concept around career security, right? I think a lot of people are thinking about job security and maybe role security, but you have this notion of career security, and I’m really curious if you could share more about what that means, how people can go about it, and why it is more of a resilient approach.
Sherry Sims
It is. It’s definitely a resilient approach and is the right approach to take. And the reason why is because we have careers that are linear. We sometimes focus too much on the job that we’re currently in and not looking at the futuristic aspect of our career and how long we will be in it, whether that means you change careers, transition, because a lot of us do, right, when we get to a certain stage.
So we need to look at the marketability of our careers overall. If we look at the job market, how individuals are being laid off, how that has grown over the years in terms of how they’ve been getting laid off, we want to think about if you get laid off tomorrow, how marketable would you be to land another role?
We know that the average individual, even with credentials, is taking six to twenty-four months to find a new role, even if they have a robust network. So when you think about that, how are you being very intentional about cultivating a career while you’re working in it in order for you to continue to stay steadily working?
And also setting goals for yourself for not only just your career, but just the lifestyle you want to maintain too, or the family that you want to make sure you’re supporting.
So this is about being intentional in securing a career for long term. When you think about specific industries like the medical field, you never hear about anybody being unemployed in the medical field, do you? Because it is an in-demand job, right?
But maybe you have a gift and talent in a role that may not be so in-demand. But how do you position yourself to continue to be marketable when that is a role that may not necessarily be one that’s popular and that you could find a role pretty quickly in?
Rachel Cossar
There’s so much about what you’re saying that, like, I wish I could have heard ten years ago when I retired from my career as a professional ballet dancer.
Because that obviously career was, like, my whole identity. I didn’t have to think about any of the, like, career and job in this because I was just a ballet dancer, right? But then literally overnight I was not a ballet dancer anymore.
And your point about, okay, well, like, what are some of your marketable skills? Because I think what maybe people miss sometimes—and certainly you would know more than I—but that you can change roles, companies, industries, and they can seem diametrically opposed.
Like, you take my career on stage and then, like, working in a cubicle, and you’re like, can’t get more different than that. But the reality is that actually there are very marketable skills that you have. And it’s just about identifying those, number one, but then also being able to speak to them or speak about them in a language that maybe other people will understand.
Sherry Sims
You’re right. I think you have to think about it in a way, in a language that people will understand, and also make sure that you’re being very mindful to not tie your identity to the role that you have.
And the reason why that is critical is because when things shift and change, as we do as people, individuals, like you said, you were a ballerina for, you know, over a decade, but you’ve shifted to something else.
We have to continue to be mindful about who we are, how we’re growing, and then making sure that we are using self-discovery or self-assessment to say, what else am I good at? What else can I—what other gifts and talents can I use?
And continue to be in that exploratory stage while we’re working in our current gifts in order to look at proactively what is next for us when it comes to career security.
Rachel Cossar
I’m just curious, do you think when it comes to people kind of entangling their identities with their jobs or their careers, do you feel like there’s a generational difference with that, or do you think that just kind of is a tendency?
Sherry Sims
I think it’s a little bit both. I think it’s a tendency for some individuals, and others they’re clear that they understand that this is what they do and not who they are.
I think sometimes that some individuals are very clear about that and intentional in how they work. Others, it may take losing a job or failing at the career that they thought they would be successful in to understand that they’re separate.
That the identity of who you are is the reason why you do the work you do, right?
And what I mean by that is what gifts and talent you’ve been given naturally is how you are moving and being successful in that space.
And so I always think people who are like, “I don’t know what I want to do when I grow up,” just start to look at what you do naturally well, because we don’t think about our gifts as things that we naturally do well.
We always feel like we have to work so hard to perfect a specific gift or talent for us to be able to achieve something, when the things that we do effortlessly are really the things that we’re good at.
Rachel Cossar
What do you think about—because I feel like certainly throughout the pandemic and then recently, like, there have been all these RIFs at companies, and I think a lot of people maybe showed up to work, brought their whole self to work, did the whole thing, viewed their companies as their families, and then were, like, fired in some cases very unceremoniously.
So how do you help people kind of understand that healthy balance between, like, I don’t know, that separation?
Sherry Sims
Yeah, I think it goes back to having a mindset of understanding what the workplace is really for and also having your own strategic goals that you’re achieving, right?
So I think sometimes we come to work, some of us who enjoy the people that we work with and the personalities, and they feel like extended family, right? And I think it’s natural to feel that way when you’re working with these people more than you probably see your families in the evening, right?
And so it’s very easy to feel comfortable with that concept of extended family.
What you have to be careful of is that this is a business. It is a corporation, nonprofit, whatever you are, wherever you’re working in, and that you have to go in with the mindset that I’m here to do a job.
I want to have great, healthy relationships while I’m working here. But I know this is not going to last forever.
So what can I obtain, whether it is skill sets, certifications, whatever that looks like while I’m in this space, even relationships, that I can cultivate and take with me when I move on?
And looking at what we do as this is a temporary space that we are holding in our lives. And eventually we’re going to be moving on to something else that also could be another temporary space.
But what is the goal of all of this? Is it to have a certain lifestyle, to take care of your families, to fulfill a place within you, to where you’re exercising and using your gifts and talents?
So it’s about repositioning your mindset to think about how you’re going about the future of the work that you’re doing and putting it into context.
Rachel Cossar
Yeah, absolutely. And is that what you’re referring to when you speak about strategy over emotion?
Sherry Sims
Strategy over emotion is actually something that a mentor of mine—she has recently just passed away early this year—was one of her philosophies. And I told her, I said, “I’m going to be using that,” right? And I love her for that.
And so it really is about when you are in a space where things are tough at work, when you are working with tough personalities or a bad boss or things are just not working, you have to use strategy over emotion, which means you need to, you know, think clearly first before you act.
Really kind of pull back and look at: How do you want to communicate? How do you want to set boundaries? What outcome are you looking for from this challenging situation that you’re working through?
Or if your career is not going the way that you expected for it to go and you start to get really emotional about that, kind of pull some of the emotion back so you won’t make any hasty decisions.
And be very strategic about the choices you’re going to make to create those changes.
So strategy over emotion can work for anything within your career. It’s about using that emotional intelligence to make the right decisions that’s not only for the greater good of you, but also for the people that you work with.
Because even though the decisions we make—there’s a cause and effect—and the people you work with can also feel the impact of that as well.
Rachel Cossar
Yeah, absolutely. I think that’s such sage advice. It’s very important. Do you work exclusively with women or just mostly with women?
Sherry Sims
I work with women. I do have men who are like, “Can you help me?” I’m like, “Sure.”
But, you know, the reason why it’s important for women is because the dynamic of how our careers evolve and grow within the workplace is different than men.
We know—and statistics have shown, studies have shown—how men are able to apply for jobs they may not necessarily be qualified for, they get promoted, all of the things we know about the stats for men.
Women are different. You know, we may not necessarily ask for what we want. We may not take the authority within our positions the way we should because even though we are nurturing individuals, we aren’t necessarily doing those types of things we need to from an authority standpoint to be able to see the trajectory in careers in the same way that men do.
So it’s important to have women who they can talk to about this and help them navigate that space in a place that feels safe and that they feel like they can be encouraged and empowered to do so.
Rachel Cossar
Do you feel like women struggle more with that ability or developing a skill around being super strategic? Is that something that women, you think, struggle with more?
Sherry Sims
I do. Again, I do not want to say all women because some women, you know, of course have the ability to be very strategic with that.
But, yeah, I think we do. I think there is a challenge with thinking about what I call power, positioning, and influence when it comes to your career.
I think women are sometimes uncomfortable with power. I think sometimes they’re uncomfortable with being very strategic in how they go about that, or even influencing, right?
And I think those are critical for us. We need to look at power as something that’s not bad.
Power within ourselves to be able to set, to advocate, to promote what we’re doing, to be visible, to ask for the promotion, to ask for more money.
And it takes someone powerful to be able to do that. But we also need positioning in order for those things to come into fruition, right?
And then being able to be strong enough to influence. And that goes back to your personality, who you are, and being genuine in that to influence other individuals around you.
So those three things are kind of my philosophy: How do women gain power, positioning, and influence?
Which also goes back, to me, in my mind, to career security and having authority over how you control that.
Rachel Cossar
Yeah, absolutely. And so you mentioned self-advocacy. So particularly in, you know, our new hybrid reality, what are some strategies that you typically work with your clients on when it comes to mastering self-advocacy and being able to really show up for yourself?
Sherry Sims
Setting boundaries early. Setting boundaries.
And there’s ways you can do that without it feeling, you know, offensive.
It could be something as simple as, “This is my preference of how I want to communicate with you.”
Or even taking time to understand, whether it’s your boss or if it’s an individual who is a coworker, where you’re wanting to set up the way that you all communicate together.
That’s setting a boundary, right?
Who wants to get an email at eleven o’clock at night and you’re expecting me to respond to it? But if you set the boundary up early, then you won’t be expected to respond to that email.
So I think we don’t think intentionally around setting boundaries early on that can help to alleviate any communication or misunderstandings you may have with a boss or a coworker or a peer.
Rachel Cossar
Right. Well, it’s interesting because I think in order to set a boundary, you have to be aware of it yourself, right?
And I think there are certain boundaries that, with experience, we discover. But I feel like there are also things people or behaviors people will exhibit that you’re like, “I wasn’t—I didn’t realize I had to set a boundary around that.”
Sherry Sims
Yeah, and I think you make a great point though, Rachel, because let’s kind of backtrack a little bit.
I think part of that means that you have to understand workplace behaviors.
And if you understand workplace behaviors—and I always put them into different categories of workplace behaviors—but you don’t know what type of workplace behavior this individual has until you start interacting with them, right?
But what you can do is be proactive.
And that’s the main thing with self-advocacy: How can you be proactive in this process to where you’re not having what we call those crucial conversations where it starts to feel uncomfortable?
It’s like, how can I proactively set these boundaries before anything happens, where now I’m having to come to you and say, “Okay, can we have this conversation with mutual respect and understanding?”
So I think it’s about being proactive and saying, “Hey, you know, I want us to have a great, healthy working relationship. Here’s a few things I would love to be able to establish with you in terms of boundaries, and I would love to hear what yours are too, so we can make sure that we’re working together in a healthy space.”
And those kinds of conversations are not happening. They’re not happening in the workplace, unfortunately.
Rachel Cossar
Well, I think those conversations are also quite difficult for people.
Sherry Sims
They are. But they can prevent a lot of the challenges that are happening if you just addressed it from a very proactive and, you know, genuinely wanting to develop a great working relationship.
Now there are some individuals who have great emotional intelligence where it’s not necessary for you to do that because it flows, right?
But then there are some people where you can probably feel a little bit of the quirkiness in the engagement. And that may be a time where it’s time to be proactive and set the boundaries.
So you also have to use your own, you know, intuition as well.
Rachel Cossar
Yeah, for sure. It’s interesting, at Virtual Sapiens people use our platform to practice these difficult conversations in a safe space, in a zero-consequence environment with an AI avatar before you then go and have these conversations with real humans.
So most of the conversations practiced on the platform are, like, probably because a boundary wasn’t set or an expectation wasn’t made clear, right? Now you’re in a little bit more of a conflict scenario.
Sherry Sims
No, I love the fact that you give them an opportunity to practice before because it also increases their confidence, right? So I love that.
Rachel Cossar
I think, to your point, around if you’re going to be able to advocate for yourself with courage, you have to also know what you’re trying to advocate for.
You have to be aware of some of your limits and boundaries, your underlying values, right?
And all of that, I think, can come across if either the awareness is there or there’s a practiced muscle around having that conversation in a way that feels authentic to the person, right?
Because I also think that people really pick up on awkwardness. Your own felt sense of awkwardness, I think, can be very palpable for other people.
Sherry Sims
Yeah, yeah. And I think, you know, some people pick up on it well and others do not.
And then, again, it goes back to self-advocacy isn’t necessarily—because some people hear self-advocacy and think, “I have to defend myself.”
But it’s no. It’s really about also prevention. It could be prevention from specific things happening, whether, you know, miscommunication, missing deadlines, whatever that looks like in the workplace for you.
Or maybe there was an assumption made about you and you want to be able to clear that up.
And I think self-advocacy really is the first place that you should start when it comes to career security too.
You have to be able to advocate for what you want, not just thinking of the defense of something too.
So advocacy is about: How do I set up career security for my job? What do I proactively need to do to secure the future of the work that I’m doing?
Because if you’re not advocating for you, it’s not like someone’s necessarily going to show up and do it for you. And that’s really your responsibility to do that.
It’s great to have a network of people who will champion for you, but it’s still your job to advocate for your career overall.
Rachel Cossar
Yes, I think that is such an important message for everyone to hear, especially, I think, these days where AI has come into the picture and now who knows what the consequences of that will be.
But we all have to be advocating for the unique skills and competencies that we bring to the table and that we do, you know, better than anyone or in a unique way that’s different from certainly an AI could replicate, right?
What do you think about the whole conversation about AI and the workplace and job opportunities?
Sherry Sims
Yeah, I think AI is a great tool if it’s used responsibly, right?
I think that it can definitely save time. I think it should be used in collaboration with humans, not necessarily to replace them, especially for ones who are in the creative space a lot of times.
And so I think it’s just a great tool that can be used in collaboration with humans because there is a talent that individuals can bring to the table that AI cannot.
But it could just be an extension of a talent or gift that an individual brings to a role to help enhance it or save time to execute.
So what may traditionally take six weeks to create, implement, roll out, or what have you, it may take half that time with AI and a human doing it together.
So I think we shouldn’t look at AI as replacement but as a tool that can help to enhance creativity and productivity within the workplace and also help maybe innovation in some sort of way too when it comes to how people work, but not replace.
Rachel Cossar
Do you feel that AI will be, like, a net detractor from job opportunities or additive, like it will add more opportunities?
Sherry Sims
I think it will add for now because it is so new.
I kind of think about—and I don’t want to, because this is technology and DEI isn’t technology—but at the same time, look at that wave of roles that were created and careers that were birthed out of that, which were amazing because people were able to use their gifts and talents in those spaces.
But now it’s gone, right?
And so I think—not that this technology is going anywhere—but if we look at former technologies and the evolution of some of those things, you know, look at Motorola when they first came out with a cell phone. Where is Motorola now?
So I think we need to look at it in its context that it’s new, it’s exciting, it’s actually creating new opportunities and helping with creativity and innovation.
But is it the future, like, long term? I think that still is a question that we can’t answer now. We have to kind of see what happens.
But in the meantime, I think individuals who have careers that may not necessarily be evolving around AI, or maybe that are looking to include some of that into what they’re currently doing, this is where you become proactive and think about: How do I now start to create some career security based on where I currently am now, and how can AI play a part in that career security, so you can secure the future of your own work?
Rachel Cossar
Yeah. And I think I’ve heard this analogy a few times where maybe historically career paths have been more like conveyor belts.
You know, you get on, you go to college, you get your job, internship, you work where you got your internship, you’re at that job for twenty years.
And that for a while hasn’t been the case, right?
But now especially, I think with AI, there’s this opportunity, to your point, to really be in the driver’s seat of your career and how you’d like to define it, because it’s less of a cookie-cutter thing.
Sherry Sims
Yeah. And I think if you think about it, I truly believe that individuals, the way that people are thinking about securing their careers now, I do really think that individuals have been thinking about this for decades.
They just have not had the opportunity to do it because of the way that career trajectories were set up back then.
So now I think more than ever, if you have that mindset, the climate right now is the perfect stage for you to be able to create the career security you’re looking for in your own role.
Rachel Cossar
Yeah, I love that.
I think that’s such a resilient—right, this word keeps coming up—I think it’s such a resilient mindset and way of showing up for yourself and then for others, right?
Amazing. If people want to hear more from you and follow your thought leadership, what’s the best way for them to do that?
Sherry Sims
Yes, so my business is called Black Career Women’s Network, and we specialize in career coaching and professional development for African American women.
But I also work with corporations for talent development, and I work with them on executive coaching, facilitation of their professional development strategies, and developing curriculum for the growth and succession planning of their leaders.
So you can find me on BCWNetwork.com—that is my website. You can find me on social media at HelloSherry, Sherry Sims. And if you want to learn more about BCWN, it’s @BCWNetwork—that is the handle.
And then I don’t know if I can give my email or not, but, you know, they can find me there.
Rachel Cossar
Yeah, I think that’s more than enough for people to all of a sudden get bombarded via email. I’m sure your inbox is already busy enough.
But that’s wonderful. More of the social ways for people to engage. We’ll make sure to mention those when we post this and share with our community.
But Sherry, thank you so much for sharing such valuable insights with us today.
Sherry Sims
You’re so welcome.
Rachel Cossar
Yeah, really excited to get this out there. And as always, thank you to our audience, and we’ll see you next time.
Sherry Sims
Bye, everyone.