What It Really Takes to Build a Nonprofit Like a Business

[0:16]  We're back here with another episode on the Heart and Hustle Podcast, and we have Miss

[0:19]  Sarah Alaimo, I'm the COO of Coach Across America.

[0:24]  Love it. I appreciate you being here so much. And we were just kind of talking offline on how we can stay healthy and fit because you got a birthday coming up and you're traveling. When you think about

[0:36]  That's correct.

[0:37]  birthdays, like what what's the most exciting thing about birthdays for you? Just knowing that you get to see another year life, you get to celebrate. What is it?

[0:45]  yeah. I would I would say I so I am turning 50, so I think it's it's a big one. Yeah.

[0:49]  Yes, for the big five zero. Yeah.

[0:51]  I mean I do think I love life. So to me celebrating another year of life is super important. I also think I love birthdays too because it gives us a reason to celebrate other people

[1:06]  Mm.

[1:07]  and there's a day we can really treat someone special, show them that we love them, and you know, give them kudos and props and all that kind of stuff. So I'm kind of a birthday person. I you know Yeah.

[1:19]  Okay. Love birthdays. You y you you have a birthday that you can go to that you just like, man, I remember this birthday was a good birthday.

[1:31]  I'm very blessed. I have a couple. my 16th birthday was funny because I was so excited to get my driver's license. This is back in the day when we loved to drive. So we didn't gotta it was like, I've been waiting for two

[1:44]  Yeah, no one likes to drive. Yeah, right.

[1:48]  years to get this driver's license. And my friend who was old enough to drive, I was like, hurry, we gotta get somewhere. And what I didn't know is my mom had put together a surprise party. After school, it was a school day, just random friends. And my friend was told like to mess around and not get home quickly. And I was like just doing everything I could to get home. So that was really special because it was a total surprise.

[2:18]  Love it.

[2:18]  and then for my 40th, my husband did something similar. We have in New Orleans what we call party buses. And

[2:25]  Yeah, yeah.

[2:26]  and so he got a bunch of friends together. Unbeknownst to me. I mean, I kind of figured we'd do something, you know, hang

[2:34]  Mm-hmm.

[2:35]  out at a local bar or whatever. but we got to the local bar and then the party bus showed up. So, you know, you you play music, you dance,

[2:43]  Yeah.

[2:43]  you go, you don't have to worry about driving or anybody has to worry about that. So I think I like surprises apparently.

[3:27]  I love it. Is there is is there like a must do or must have on your birthday? Favorite candy, favorite cake?

[8:41]  You know, I no, I don't think so. I I think people, I think people

[11:05]  No, no must have Yeah.

[15:35]  are my must have. I don't want to spend it alone. I wanna be around people. And even my birthday coming up to Mexico, eleven people are going with me. So I'm really excited. Yeah.

[19:13]  I love it. I used to have like a tradition. You guys have Kobe steakhouse over there? What? So it's like a it's like a Okay, okay, okay. So this one's more like a hibachi, right? Kobe's is a hibachi. So the

[23:07]  no, we don't. We have Ruth Chris in yeah, yeah. okay, cool.

[23:41]  only reason I chose is because you go there, it's like you could probably have ten, twelve people at a table, you know, so celebrating food, drinks, sounds

[25:11]  Yeah. Yeah.

[25:17]  like guitar. And then the older I got, it went from like those amount of people to like I just want to have brunch with a very few people.

[27:00]  Okay.

[27:04]  Then it went

[31:37]  Yeah.

[33:30]  to like my last birthday. I just want to sit by the water with nobody in peace and quiet.

[33:52]  Yeah, you sound kinda like my husband. He's like, Don't you dare surprise me and you know, like

[34:14]  Listen, the other I get, I just want to relax. You know, when you talk about a birthday, I just wanna I wanna take it in. I think that I am one that I'm always on go. So I try to

[35:24]  Yeah.

[35:26]  take those days to really just almost turn it off a little bit, you know. But it never works out that way. I got two young kids. No, I just turned

[36:23]  Do you have a big one coming up anytime soon? I mean five to do.

[36:23]  no, no, I actually I just turned 36. So the next one is like four years from now. Okay, I gotta I got a little bit. Don't rush me, okay? Don't rush

[36:23]  Okay. You just had Yeah.

[36:23]  me.

[36:23]  Mm.

[36:23]  To to even think about it though, I'm ch totally blessed. And I can imagine you turning fifty, totally blessed to to see the f big five zero. So congratulations on that if we don't see each other. But you're the CEO of a company. How how the heck did we get there? Was this always a vision, a dream? Did you always want to do this?

[36:23]  n no, I I can clearly tell you that that growing up a COO was maybe even, you know, chief operating officer was three words probably never enter my mind. I did grow up for a while with a a single mother who wore a suit to work every day. and that had a lot of influence on me. So

[36:24]  Yeah.

[36:24]  I I did know that I wanted to wear a suit today, you know, or one day to work, but as you can see today, I don't know if I have to. But back in those 80s

[36:24]  Yeah, yeah.

[36:24]  vibes when suits were the thing. So yeah,

[36:24]  It was a thing, yeah, it was a thing.

[36:24]  I think there was always a drive. And I think most of my drive was to be an attorney. but there was a lot of things in my life that That weren't really gonna push me towards being an attorney, decisions I made, decisions my parents made. but I think I've always, you know, loved to work. and I've taken any job I have very seriously. And I also am super curious and and a learner, and I think that that's a hallmark. definition of any COO. I I think they have to be curious and willing to learn because a lot of times they're dealing with the issues. Like what crops up? What fire have we not dealt with? You know?

[36:24]  Yeah.

[36:24]  so yeah. So that's kind of a very that's the business answer, not the long historical answer.

[36:24]  You know, there's there's a lot of things I can actually ask from that. So one, do you think suits are still needed in those roles? Cause I feel like at one point people felt like that's what the role entailed, right? You had to put on a suit and and now I feel like an authentic leader, a good leader, shows up as themselves. And sometimes

[36:25]  Mm-hmm.

[36:25]  that night may not be in a suit. So we'll start with that question. Do you feel like that's still a thing? Yet little version of you was seeing COs in the suits. Do you feel like that's still the way that you show up and that leaders are still Needing to show up.

[36:25]  that's an interesting question. And I and I think there's a few different things that determine that. I think for a chief executive officer, the answer is no. I I don't think a chief executive officer has to wear a suit into the building or to any meeting. I think particularly those individuals get to show up authentically as themselves. I think, you know, and there's a few things. Traditionally in our country right now, CEOs are white males. We are changing that. But I think that role, there's some comfort there and there's the ability there just to still demand a presence without having to wear a suit. And I think it's been that way for about 20 years. I think there's a few things as a COO. A we may deal with a lot of the business end of things, banking, attorneys. We have to know. I go lobby. I don't lobby much. We're not supposed to lobby a lot in our role, but we are allowed a small amount of lobbying. I don't think I'd show up to Washington, DC without a suit. so I think that you have to understand your role. And who you're speaking to. And really as a COO, I think that determines what you're gonna wear. If I'm going into a room with a bunch of Nike execs, I don't need to show up in a suit, you know.

[36:26]  Yeah.

[36:26]  If I'm talking to a bunch of young sports leaders, I don't need to be in a suit. So I think as a COO, You do get to authentically be yourself, but I think part of that role and and part of the wisdom in that role is that you've still got to know your audience and kind of determine, you know, how you're gonna play. And I think to some extent CEOs do that, but they they get a little wider birth, I feel like, than the CMO does. Yeah.

[36:26]  Yeah, yeah. I I I agree. I just think nowadays with leadership and the new next generation is like showing up authentically us truly makes a difference, right? as you mentioned, understanding your audience. I am one though that you'll probably not catch me in a suit unless I'm at a a big event, a gala, a fundraiser. like you mentioned,

[36:26]  Yeah. Yeah. Yeah.

[36:26]  understanding your audience, especially when you know you're around partners and an event like

[36:26]  Yeah.

[36:26]  that.

[36:26]  Yeah.

[36:26]  you mentioned a leader always having to learn, a good leader always having to learn. What have you learned? What are those things that you still remember in the back of your head that someone said to you or that you learned through failure? What is those things from as a leader?

[36:27]  I, you know, I there's so many things that I could talk about about learning. There's even some shame that

[36:27]  Yeah.

[36:27]  I thought, man, I I'm really leading forward and I did some good things, but there were just some things I didn't understand and I had to learn later that I've really had to come to terms with in my life. I I think confession time on heart and hustle here. I was very blessed and how I started my nonprofit career was I moved to New Orleans with a heart to serve after Katrina and I was dating a man who lived here and I I had been in a career starting job, a really good one. I chartered learjets, did logistics, gave them everything. Gave them my time, my life, and they ended up firing me. You know? So the first lesson I learned was don't give your life to your work. They're not gonna give it back to you. I don't care who they are. Well I was young. I was young when I learned

[36:27]  How how old are you at that a at that age? Or at that time? Yeah. Yeah, yeah, yeah.

[36:27]  that I was 29 when I got fired.

[36:27]  Okay, okay. Good good time to learn. Good time to learn, I guess. Okay.

[36:27]  And that was that was a hot job. You know, I flew on learjets around the country, jet setting. It was a dream job for for most 20 year olds. So but I did a lot of work. Like it sounds very luxurious. No, I scheduled all the logistics. I did everything for a small charter company in in Arkansas, working with Tyson folks, JB Hunt folks and and Walmart folks there. But Anyway, moving on to the important stuff. I moved to New Orleans. I applied for jobs, and I applied for a job with the Salvation Army, who I don't know if a lot of people know this. They're like they're they do a lot of contract work with the government for disasters. So if if there's a disaster, they're they're usually out there feeding people under contract with the United States.

[36:28]  Mm.

[36:28]  particularly in something the size of Katrina, but I applied to be their marketing, their public relations officer for the for the they interviewed me and they hired me. And I was super excited. You you don't earn a lot of money with them. I was making pennies, but I didn't care. You know, me and me and my soon-to-be husband were young. And I I started and they were like, Cher, why do you just hang around with the PR guy all the time? Because there was a national PR guy. And I said, I I thought you hired me for PR. They're no, we hired you to be the deputy incident commander of the whole shebang. So my role completely changed. I started working with volunteers in our warehousing, doing logistics, kind of doing the stuff, the non-glamorous stuff that I did in my past job. And I really get got a heart for volunteers. A lot of things shifted with me internally about my views on life and Christianity and things that I had struggled with because of how I grew up and. And and it was just really amazing. And as that changed, I became what they called a liaison to the city. And we had a grant to give out in a to the tune of about seven million dollars. And

[36:29]  No.

[36:29]  we worked with different nonprofits to give out these grants. I sat on all these committees called long-term disaster recovery committees. I chaired them, vice-chaired them. At this time I'm 31. I'm very young. I'm a white woman in a predominantly black town. And while I would say graciously the leadership in this city backed A lot of what I did working with the Salvation Army because I had a heart for the people, and that's where my goal was. I was very ignorant of the culture in New Orleans. I was ignorant of what it takes to rebuild a city in a long-term vision and who. who the player should be, who should be having a voice. I won't say that if I went back, I would do it any different. I was young,

[36:29]  Yeah.

[36:29]  I was strong headed, I had support. I was not an outlier. People did not not like me. And we didn't talk about these things as much. but I think looking back, you know, 20 years later, I'm like, man, we could have done that a lot better. And and we could have done it a lot differently. And they've written papers about how we could have done it better and how could we have done it differently.

[36:30]  Yeah.

[36:30]  And I think you when you read the papers, you just get defensive because you're like,

[36:30]  Yeah.

[36:30]  people don't understand the work, the hardship, the anger, all of that managing money. what it's like and and some of the things that I went through. But learning it through time, you really understand as you get older. But I you know, I think you're put in a you're put in a place for a reason and a purpose and and it was there. But I definitely learned. Yeah.

[36:30]  Hundred percent. And and every opportunity is a opportunity to learn, right? Like there's always going to be something that you learn, even through the failures. So I love it. What what are you sharing to the young leaders? So you've experienced a lot, right? It just in the work, putting in the work. So if you're sharing a new leader comes to the table, what is the message you share to them?

[36:30]  I think I I don't really have a specific message. I think one of the things that I've learned is that you have to listen, you know, to what young leaders are wanting and what they're needing. If you were to ask me today what I would share with young leaders as a group, you know, I think active listening is a huge thing I would share with them. I think I would share with them not to be afraid to make mistakes. And I think particularly for young women leaders or leaders who have not been I hate to use the word groom, but I don't know, groom to be leaders, go ahead and lean in, even if you don't know. Because if you're if you want it. and you can learn it and you're willing to take the time, just go do it. You can't keep applying for a job that you've already had. You're gonna have to apply for the job you've never had. So

[36:30]  Yeah.

[36:30]  do it. Take take those things and tie back experiences to that. And I tell that to the leaders in my organization when they're hiring young people. I'm like, don't always just look for someone in youth-based sports development. That's a small field. Look for the young adult who's maybe had a career working at McDonald's for three years. They can tell you a lot about people. Look for someone who did as you know assistant teaching for a while. Or Look for these things that you can bring over and tie to the skill set so that you can build out someone else's skill set. And so I think that's that's really the language of learning is like how do we promote growth within other people? How do we get people curious about things they don't understand? And how do we bring people into the fold that may not have the same experience, background, culture as us? So I think it all kind of works. works together.

[36:30]  Is this what brought you to Culture Cross America?

[36:30]  Yeah, I think Coach Across America was an exciting opportunity for me. it's this is gonna circle us all the way back to CL. By the time I had

[36:30]  Let's go. Let's go.

[36:30]  worked in the nonprofit sector for I think at 11 years at that time. Yeah, 11 years. I I'll be honest, I was, I was burned out. I had done six years of disaster response and recovery work, which in itself is heavy lifting. it's very fast. It's a it's a lot of, you know, it's just a lot. And then I I went and I decided I need to be local. I I'm staying in New Orleans. I'm gonna dig in. And I was very blessed to get a job as an executive director at an A local organization founded by two wonderful women called Each One Save One. Kathy Harris and Sally Ann Roberts founded it. And it had been around. And so I worked there and we kind of took it from just a trainingslash mentor placement organization to a heavy youth one-on-one mentor placement organization. And I was able to grow it. That dealt with a lot of fundraising. New Orleans is infamously political. I was very blessed though to work with Mitch Landrew on on his a lot of his work around the city, violence prevention and mitig mitigation, which honestly is still working to this day. I I truly believe we're seeing the the fruits of that today. All that to say, I was tired, I need a moment, I took a moment and I was doing Some consultant and a friend of mine said, We need a we need a chief operating officer at Coach Across America. And I said, okay, I'll do that. Because I was ready to be on that inside piece. I wanted to do the business of nonprofit. I didn't need

[36:30]  Mm.

[36:30]  to be the face of anything anymore. I didn't need to be out in the public. I wanted to go somewhere where they needed me to know how to run a business. because I just what I'm passionate about. That's what I found out about myself. I'm passionate. in it about the business of nonprofit.

[36:30]  That's good. Yeah.

[36:30]  And so they had just hired a COO. So they said, Well, do you want to be our chief development officer? hell no. Not just no, hell no. That that I was burnt out on. I anyone who can do that work, they are blessed beyond everything, patient, wonderful. then they said, well, do you want to do our our Like membership. I said, No, if you ever need a COO, call me. Because that's I'm like, that's it. I'm I'm gonna do other things until I do

[36:30]  Yeah.

[36:30]  and they they called me. And so I've been there for 10 years doing the business of the business. And there's a lot of business with Coach Across America. You know, I haven't got to talk about what we do, but if you don't mind Yeah. What's that? Yeah.

[36:30]  Go ahead, yeah, yeah, yeah. That was my next follow up. So you right ahead of the game. Go ahead. I said that was my follow up question. So yeah, go ahead. Follow follow up with that.

[36:30]  Yeah, a coach across America, you know, the name kind of says it all. we believe that every child deserves a coach, you know, and sports is big business. and but not every child is getting to engage in sport and not every child has a great coach. So we believe that every child deserves a great coach and we use the AmeriCorps platform. To place coaches across the nation where they're needed most. So we collaborate with schools in New Orleans. we collaborate with scores soccer programs across the nation, Beat the Streets Wrestling, Lost Boys, Harlem Lacrosse, you name it. So we partner with them because those smaller organizations and schools, a lot of times they don't have the capacity or the desire

[36:30]  Yeah.

[36:30]  to contract with AmeriCorps, big government contracts. So we do the heavy lifting on that part. We train the coaches and then we work with those programs to ensure those coaches have a great service year and can serve their community. Most of our coaches are coming from the neighborhoods in which they serve. A very valuable lesson, you know, talking

[36:30]  Love it. Yep, yep.

[36:30]  about what I learned about New Orleans. So if we are hiring a coach to work at Renew Charter in New Orleans, that coach is coming from a neighborhood in New Orleans to serve his school

[36:30]  No.

[36:30]  or her school. So that, you know, that's I think, you know, that's what we do. And I think what sets us apart from other sports-based youth development organizations, which are great, but our training, our methodology is we work with coaches every day. So we have a lot of day-to-day 16 years we've been in business. we have a lot of day-to-day learning and day-to-day experience from our coaches that we can pull in to really you know, bolster our training and we we hire individuals that work with coaches. So I think that's really what sets us apart. We we're not just talking the talk, which we need people

[36:30]  Yeah.

[36:30]  to talk the talk. We we've gotta have trainers around this country that know how to train coaches, but we're walking the walk as well. And I think that's what

[36:30]  How big is the organization? You mentioned eighteen years. How big is the organization? You mentioned you guys been doing this eighteen years now.

[36:30]  Yeah. Yeah. We currently have 50 staff and about 400 volunteers. So we're we're fairly large. I think we've I think we're considered a medium sized nonprofit. but but yeah, 400 AmeriCorps volunteers is it's we're we're proud

[36:30]  That's pretty good.

[36:30]  of that and we're looking to grow over the next five years. Yeah.

[36:30]  What what are the challenges? You mentioned nonprofit. You mentioned though running it like a business, which I hundred

[36:30]  yeah.

[36:30]  percent agree. I think some people fail there. But what what are some of the challenges you think running a nonprofit, doing something like this in the community? Is the fundraising? Is it communication? Is it like what where could ideally you're looking at it from an aerial view, feel that you guys can do better at?

[36:30]  Yeah, I think, you know, I think for a nonprofit like our own, where we sit at the crossroads of government funding, we leverage govern government funding for communities that that don't have the desire you know to do so. Because I think one thing folks don't understand is that when you're doing business with the government, it's costly. and and unlike working with the Department of Defense or some of these other businesses, nonprofits and typically work like AmeriCorps, anything coming from the Department of Health and Human Services doesn't

[36:30]  Mm-hmm.

[36:30]  come with a big administration administrative price tag. they're you know, they really just want to pay for that direct service. That bleeds over. Into the nonprofit sector and the fundraising piece. And I think this is slowly changing. Like it's like you know, pushing smell pace, but

[36:30]  Snail n snail pace, snail pace.

[36:30]  you're seeing some of these larger funders, particularly Melinda, Melinda Gates, McKenzie Scott, I believe is her name, the woman from Disney. You're seeing a lot of these female funders in particular, I mean, just to call it out, saying, look, we're gonna have less control over the dollars we give you. You say what you're gonna spend it on, and we're not gonna tell you, only 10% to administration, no staffing. this has to go to a new project. I think we've got to get to where as a nonprofit, the messaging is that we are the safety net in America, in the United States. We're the safety

[36:30]  Yeah. Mm-hmm.

[36:30]  net. And so we have to pay people to want to work here. We have to engage people in the safety net. And so I think to answer your question, it's all three. You know, and as a COO, that's our job to understand that all of these things have to work in concert. And that none of them exist in silos within our business. And unless we're operating where each of those things overlap and there's an understanding, you know, then it goes and then that's when you start see the pieces kind of unravel. So yeah.

[36:30]  How how do how do I I'm guessing the youth? How do the youth sign up? How do they find out about you? I know you say you work with different schools, who are you selecting? Cause I I think

[36:30]  Yeah, yeah, yeah.

[36:30]  you mentioned it's not only sport, it's just those youth that need someone in their corner.

[36:30]  So yeah, that's a great question. Let me be we are, we work with young adults who work with the youth. So if you want to come work with Coach Across America, which we are always, always bringing young adults on, anywhere between the age of 18 to 24. And look, if you're in your 30s, 40s, 50s and you have a heart for coaching, don't not sign up.

[36:30]  Yeah, yeah.

[36:30]  But our typical range of who we're working with are 18 to 24 year olds. Go to coachacrossamerica.org. Our work, our actually, I think it's on our front front page and it says be a volunteer. Click on it, fill it out, super easy. Someone will get back to you. Right now we're in Los Angeles, Chicago, all over New York. Philadelphia, Maryland, DC, Miami, and New Orleans. So,

[36:30]  Wow.

[36:30]  and then we have a few other programs, smaller programs if you're into soccer in Denver, Portland. So basically our partner organizations are in about 14 states, and then we're actively recruiting in 11. so go take a look at that. CoachAcross America dot org. that's where you can volunteer. And then those individuals will then serve those youth. So they we won't recruit the youth. We'll recruit the young adults to go work with the youth, if that makes sense. And then we work

[36:30]  Got it. Yeah, yeah, yeah, yeah.

[36:30]  with them on career readiness. They get a professional development. we have a fellowship. that's done incredible things. So once you've signed up with us to be a coach, we don't just train you and do this. Like you're a part of the Coach Across America team, and there's a lot of pathways for folks that sign up with us that are interested in growing their careers and going on to the next thing.

[36:30]  Is there a commitment that you guys have around it? I know a lot of times when we think about mentors or just someone in a youth's life, we usually wanna keep them there for some time. Is there a commitment?

[36:30]  Correct. Yes, absolutely. There is a commitment. You make a commitment to AmeriCorps and you make a commitment to coach across America. these commitments usually run from four months to a year. For example, if you commit to be a coach in Los Angeles with the LA Dodgers MLB summer program, you're going to be a coach for almost six months. That's your commitment. You will receive a stipend if you sign up for us. So we highly encourage young adults who might say, I can't do this. I gotta go to my job. I gotta host. I gotta go to this Taco Bell. I gotta go to this, you know, express in the mall and work. I don't know what the young folks were

[36:30]  Express.

[36:30]  working these days.

[36:30]  Please.

[36:30]  you know, but come work with us. We try

[36:30]  Mm-hmm.

[36:30]  to pay a wage equivocal. to like those starting jobs so that young people can do service and still get paid and get professional development and get training.

[36:30]  Yeah, target stuff.

[36:30]  So, you know, yeah, I forgot, did I I think I strayed from your original question? Yeah. Yeah. The commitment. Yeah. Yeah.

[36:30]  No, that was actually good information because I I the com it was a commitment. So you talked about the commitment already and you talked about even not are you just committing and volunteering your time, we're taking care of you, you know, on a financially basis as well. So it makes

[36:30]  Correct. Correct.

[36:30]  it even better for those that do want to give back. And I think there's a lot to learn. Not are you just getting paid for, but being able to fill someone else's cup and realizing that you're filling your cup at the same time because you're you're passing it on. So I actually

[36:30]  Yeah.

[36:30]  love I love the the business model. And as we start to wrap things up, I'm always a I love to just hold people accountable on their, you know, what are their wishes for the organization. So when you look, you know, in the future, what is it that you wanna see within coaches of America?

[36:30]  Yeah. I think Coach Across America is not a household name yet. And I think a lot of parents, we work with their children and the parents have no idea who we are because

[36:30]  Mm.

[36:30]  we're working with soccer without borders. We're working with Beat the Streets and we're not here to compete. We're here to enhance. But I would love for that parent to be like, my gosh, who was that coach? Because those are the kinds of coaches I want coaching my kids. And I think that's where Coach Across America is headed next. I think our coaches love the work that we do. I think our partners love partnering with us. But I want our parents to have a voice and start demanding Coach Across America coaches.

[36:30]  Yeah, that's good. Yeah. I love

[36:30]  You know? So that's that's where I see us.

[36:30]  it. I love it. Sherry, as we last question, you talked about you wanted to be a good question. and you wanted to be a a little different. What is the question that you have for individuals? For the next leaders?

[36:30]  Well, I don't yeah, I don't think that it's probably very different, but it's part of who I am. it's part of deeply who who I am is that I love to read. And so I guess my question for the next person would be maybe two pieces. What is the book that you've read that in changed you inherently, like on a deep level? And then what is your favorite book that's kind of influenced your leadership style? Those would be them.

[36:30]  See, I wouldn't be able to answer that because I don't read

[36:30]  Yeah.

[36:30]  books. I have books up there.

[36:30]  Yeah.

[36:30]  And I have some good ones. I have Buy Back Your Time was given to me.

[36:30]  Yeah. Okay.

[36:30]  Rich Dad, Poor Dad.

[36:30]  Yeah.

[36:30]  People told me it was a good book. I got to like page ten and then just stopped reading. I think it's my ADHD that'd be kicking in. The Secret. The Secret. Have you seen that one? Read that one? How about the Secret though? Have you read that one?

[36:30]  I didn't love that one, so it's okay. I couldn't finish. No, the rich dad poor dad. I couldn't I couldn't I couldn't finish that one either. I was like,

[36:30]  I Okay, good. So that I'm not I'm I'm not alone. How about the the secret? I know that was usually a popular book in his time.

[36:30]  Why don't I remember I don't remember that one.

[36:30]  Mm-hmm.

[36:30]  dang, I know I've had to have read it. I'm sure I have. Okay.

[36:30]  by Ron Rhonda Bry Byron.

[36:30]  I'll ha I know it looks so familiar. I'm terrible. I've read a lot of books and I can't that maybe on my bookshelf. Let's see. Okay.

[36:30]  Let's see, I got the psychology of money.

[36:30]  Nope, haven't read that one.

[36:30]  Someone gave all these books from someone gave it to me and I just never wrote them. The compound effect.

[36:30]  Nope.

[36:30]  Giving you some good books here.

[36:30]  I know.

[36:30]  let's see. The power of moments. That's all I got.

[36:30]  Nope. Okay. Let me tell you, I'll be real honest. I have I don't read a lot of self-help. I read a lot of memoirs, but

[36:30]  Okay, okay.

[36:30]  if I was to give a book that that changed me, because I've worked when I was working for people in my first job, and to my boss, he was a hammer and everything was a nail. And my parents were kind of like that growing up. They were hammers, we were nails.

[36:30]  Mm-hmm.

[36:30]  that's just how authority and leadership was to me. The no asshole rule changed me for better. So that was a good book for me to read. And then I started Officers Eat Last, which is around servant leadership, and I think that's been really helpful to me. So I answered my own question.

[36:30]  I love it. Yeah. No, we definitely come in w we we need to hear those as well.

[36:30]  Yeah.

[36:30]  the last thing is where can people find you? Are you on LinkedIn? What is the socials to find out more about code across America?

[36:30]  Yeah. Like I said, go to Coachacross America dot org first and foremost. You'll also

[36:30]  Mm-hmm.

[36:30]  find our handle, Coach Across America, on Instagram, Facebook, and LinkedIn. So Coach Across America. and my name is Sarah Alaimo. You'll you can find me on there. I'm actually taking a break from social media right now. Sometimes it just you gotta you gotta give your mind somewhere else to wonder.

[36:30]  Got to. Yeah. Plus your birthday coming up. Who got time for that? Share.

[36:30]  That's right. That's right. So yeah, coach across America. Look us up on all major social media. That's where that's what we're under and that's what where you will find us.

[36:30]  Sherra, thank you so much for your time. It was a pleasure

[36:30]  Yeah.

[36:30]  getting to know more about you guys. And I can't wait to know when someone that I just randomly met tells me about coach across America, I'm going to remember you. Okay, 'cause that is what

[36:30]  That's

[36:30]  you are doing. You are building it. Thank you guys so much. My name is Deep Frain. This is Sherra. Go ahead, you gonna say something?

[36:30]  This is yeah, you've been amazing. Thank you so much. Wow. Have a good one.

[36:30]  Absolutely. Guys, make sure to guys subscribe, like, and comment. I'll catch you on the next one.