Podcasts about hearst tower

The 89-year-old behind some of the world's most famous buildings, including Apple's “Spaceship” headquarters in Cupertino, the Reichstag in Berlin, Wembley Stadium in London and Hearst Tower in New York, shares how growing up in a working-class family and dropping out of school at 16 led to a career transforming workplaces and breaking down class barriers. These are his songs. I'll Walk Beside You — John McCormack Symphony No. 7 "Sinfonia antartica": I. Prelude. Allegro maestoso — Ralph Vaughan Williams West Side Story, Act 1: Prologue (Original Broadway Cast Recording) — Jerome Robbins with music by Leonard Bernstein, lyrics by Stephen Sondheim The Twist — Chubby Checker Prelude & Fugue No. 12 in F Minor, BWV 857, WTC I — J.S. Bach King Arthur, Z. 628, Act 3: Prelude While Cold Genius Rises - Frost Scene. "What Power Art Thou" — Henry Purcell Bésame Mucho — Andrea Bocelli Listen to Norman Foster's full playlist on Spotify. Find the transcript of this episode at lifeinsevensongs.com. Thoughts? Guest suggestions? Email us at lifeinsevensongs@sfstandard.com.

New York's top executive sat down with Times Union Capitol Correspondent Dan Clark this week for an exclusive interview at Hearst Tower. They talked about the 2024 elections, her support for President Biden, climate change, congestion pricing, and more. This week on “The Eagle,” we'll hear some of that conversation.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Original Air Date: November 14, 2018At the Hearst Tower in New York City, Oprah Winfrey and Michelle Obama sit down for a conversation about Mrs. Obama's NYTimes number one best-selling memoir “Becoming.” The two speak in front of an audience that includes a group of local, female high school students. The former first lady, mother, wife, attorney and author discusses the life experiences that have shaped her. She reminisces about her humble childhood on the South Side of Chicago with her family, which she describes as “four corners of a square:” her mother, Marian, her late father, Fraser, and her brother, Craig. Mrs. Obama explains how her parents invested everything they had into her and her brother's futures. She discusses her years as an attorney and executive in Chicago and how she worked to balance the demands of her career and raising two daughters. Mrs. Obama candidly discusses some of the challenges she and Barack Obama faced during the early years of their marriage, including a stint in counseling. She also opens up about her years in the White House and the pressure of being the “first Black family” to live there.

Original Air Date: November 18, 2018At the Hearst Tower in New York City, Oprah Winfrey and Michelle Obama sit down for a conversation about Mrs. Obama's NYTimes number one best-selling memoir “Becoming.” The two speak in front of an audience that includes a group of local, female high school students. The former first lady, mother, wife, attorney and author discusses the life experiences that have shaped her. She reminisces about her humble childhood on the South Side of Chicago with her family, which she describes as “four corners of a square:” her mother, Marian, her late father, Fraser, and her brother, Craig. Mrs. Obama explains how her parents invested everything they had into her and her brother's futures. She discusses her years as an attorney and executive in Chicago and how she worked to balance the demands of her career and raising two daughters. Mrs. Obama candidly discusses some of the challenges she and Barack Obama faced during the early years of their marriage, including a stint in counseling. She also opens up about her years in the White House and the pressure of being the “first Black family” to live there.

Hey,You may have read the Q&A Yasmin Gagnè did with me in The Cut this past week. I made a funny reel about how when Yaz first walked into my apartment, minutes after greeting her, I dropped a huge glass bottle full of water and it shattered all over the place. It was an awkward nice-to-meet-you, for sure. But what really freaked me out was right as I was trying to clean up the crazy mess, Yaz, herself likely flustered because the whole thing was kind of jarring said, “Are you nervous? Don't be nervous!” Something about that little interaction activated me so much. I wasn't sure why, but I really wanted to figure it out. I felt drawn to talk to my former therapist from back when I was working. Since I usually just kind of go with my instincts and had plenty to catch up with him about….This week, I had a Zoom with Joseph, my therapist of 10 years.I wanted to tell him I was getting divorced (“I'm sorry to say I'm not surprised,” he said) and that I was dipping my toe back into the world-at-large again (He was pleased about that). I felt inclined to do a post-game of the old days with him. If his walls could talk…it would read like this Substack. But of course, it's not that simple. See, I'm the girl whose kitchen cabinets are perfectly lined up with OXO containers marked “cereal” and “flour” courtesy of my trusty label maker. You know my type, right? After talking to him, I realized I had done some of that with my emotional life, too. Sure, the labels are more confrontational: “Incest” “Infidelity” “Blind Ambition” but still fairly neat and digestible in these 1200-word Sunday snacks for you, my beloved reader.But after said post-game, I was as dismantled as the water bottle I mentioned earlier.“What was your impression about why I left my job, Joseph,” I asked him. His eyes got very big. “Don't you remember?”

Der Hearst Tower in Manhattan, New York City, wurde von der US Green Building Council als Bauwerk zunächst mit Gold, dann einige Jahre später mit Platin ausgezeichnet. Die Hauptgründe dafür sind die Kriterien Innovation, Nachhaltigkeit und Wasser Effizienz (Link). Michi begibt sich in dieser Episode von Baustelle Bauwesen Bauwerke auf eine kurze virtuelle Reise nach New York und sucht auch in der Tragkonstruktion nach Gründen, die für ein "grünes" Bauwerk sprechen. Viel Spaß! Wenn euch diese Episode gefallen hat, dann hinterlasst doch ein Kommentar, meldet euch bei uns auf der Homepage oder schreibt uns bei Instagram. Wir freuen uns! Und wenn euch das was wir machen so gut gefällt, dann unterstützt uns doch mit einem kleinen Paket auf unserem Steady. Damit könnt ihr nämlich garantieren, dass wir euch auch in Zukunft mit den wichtigen Themen der Baustelle Bauwesen beliefern. Danke!

Welcome to the Elevator World News Podcast. Today’s podcast news podcast is sponsored by elevatorbooks.com: www.elevatorbooks.com VDA DESCRIBES VT SYSTEM SERVING BROOKLYN SKYCRAPER Vertical-transportation (VT) consultancy VDA recently provided ELEVATOR WORLD with a detailed description of the elevator system serving the 51-story 11 Hoyt Street in Brooklyn, New York, architect Jeanne Gang's first NYC skyscraper and one of the tallest buildings in Brooklyn. The 481-unit condominium building is served by elevators manufactured by Fujitec. The system consists of three overhead-traction, gearless, 2500-lb-capacity, 1,000-ft/min elevators serving the lower floors; three overhead traction, gearless, 2500-lb-capacity, 1,200-ft/min elevators serving the higher floors; and a dedicated overhead traction, gearless, 3500-lb-capacity, 700-ft/min dedicated service elevator. VDA Senior Associate Brian Schaulewicz says the project followed successful completion of several projects in NYC, including the Hearst Tower, for 11 Hoyt Street developer Tishman Speyer. Image credit: from StreetEasy To read the full transcript of today's podcast, visit: elevatorworld.com/news Subscribe to the Podcast: iTunes │ Google Play | SoundCloud │ Stitcher │ TuneIn

Blending the art and science of aesthetics to create elegant, engaging, and brand-positioned products by making the connections in everyday life, and proactively anticipating and responding to culture, lifestyle, industry trends by turning your imagination into art and design by combining art, engineering and commerce to make products that relate to human usage, behavior, and appeal, that people use a benefit from in their every day life. Corey Jones is the Chair of Industrial Design at California College of the Arts. Corey provides perspective on Industrial Design through his extensive experience as a multidisciplinary designer in fabrication and media processes. His personal work is focused on objects that blur the line between functional and fine art. Outside of the college, Corey is a freelance industrial designer, working on product design, identity development, and brand strategy for clients like Sony, Lexus, American Eagle Outfitters, SpoonRocket, and Lifefactory. In his professional work, Corey has been involved with projects and installations displayed around the world, featured in ID Magazine, have won the Chicago Athenaeum Good Design Award, and are part of the permanent collection at the San Francisco Museum of Modern Art. He also helped create a number of public exhibits, including the Oklahoma City Bombing Memorial and the Ice Falls in Norman Foster’s Hearst Tower in New York.Web: www.unknownorigins.comTwitter: UnknownOrigins9Instagram: unknownoriginsuo77

This is the story of a working class son of Manchester, England, who came to change skylines around the globe, envision a future for architecture that is in harmony with the environment, and design solutions to the most pressing problems of the world’s poor. In his 50 years as an architect, Norman Foster has designed an abundance of iconic buildings & sites, including the Apple Headquarters in Cupertino, London’s “Gherkin” and City Hall, Hong Kong’s Check Lap Kok Airport, Berlin’s new Reichstag Building and New York’s Hearst Tower. He talks here about falling in love with architecture before he knew what it was. And he describes designing modern spaces that encourage community, and uplift the humans who use them.

Hearst was founded in 1887 by William Randolph Hearst, it started out as a single newspaper, the San Francisco Examiner. Now, Hearst is one of the largest media companies in the world, with holdings in dozens of magazines, newspapers, and television networks. Some might be surprised to know that Hearst also has its hand in healthcare and business information, as well. Hearst President and CEO Steve Swartz talked with us at the Hearst Tower in New York City.

New York City based Comedian Chrissie Mayr joins Dave Neal for an episode recorded live from The Hearst Tower in NYC! We talk about 'multiple goal syndrome', dealing with a parent's death, pursuing your dreams while supporting a day job. The SAP has tons of bonus episodes, behind the scenes content, dating advice and full live standup shows available at www.patreon.com/thesap All new members get a handwritten postcard from us! tags: dating, relationship help, funny, motivational, almost 30, joe rogan, theo von, jordan peterson, self help, standup comedy, guys we fucked

At the Hearst Tower in New York City, Oprah Winfrey and Michelle Obama sit down for a conversation about Mrs. Obama’s much-anticipated memoir “Becoming.” The two speak in front of an audience that includes a group of local, female high school students. The former first lady, mother, wife, attorney and author discusses the life experiences that have shaped her. She reminisces about her humble childhood on the South Side of Chicago with her family, which she describes as “four corners of a square:” her mother, Marian, her late father, Fraser, and her brother, Craig. Mrs. Obama explains how her parents invested everything they had into her and her brother’s futures. She discusses her years as an attorney and executive in Chicago and how she worked to balance the demands of her career and raising two daughters. Mrs. Obama candidly discusses some of the challenges she and Barack Obama faced during the early years of their marriage, including a stint in counseling. She also opens up about her years in the White House and the pressure of being the “first black family” to live there. Finally, Mrs. Obama explains her thoughts on how she believes President Trump put her family’s safety at risk.

At the Hearst Tower in New York City, Oprah Winfrey and Michelle Obama sit down for a conversation about Mrs. Obama’s much-anticipated memoir “Becoming.” The two speak in front of an audience that includes a group of local, female high school students. The former first lady, mother, wife, attorney and author discusses the life experiences that have shaped her. She reminisces about her humble childhood on the South Side of Chicago with her family, which she describes as “four corners of a square:” her mother, Marian, her late father, Fraser, and her brother, Craig. Mrs. Obama explains how her parents invested everything they had into her and her brother’s futures. She discusses her years as an attorney and executive in Chicago and how she worked to balance the demands of her career and raising two daughters. Mrs. Obama candidly discusses some of the challenges she and Barack Obama faced during the early years of their marriage, including a stint in counseling. She also opens up about her years in the White House and the pressure of being the “first black family” to live there. Finally, Mrs. Obama explains her thoughts on how she believes President Trump put her family’s safety at risk.

Delish: Eat Like Every Day’s the WeekendBy Joanna Saltz & The Editors of Delish Intro: Welcome to the Cookery by the Book Podcast, with Suzy Chase. She's just a home cook in New York City, sitting at her dining room table, talking to cookbook authors. Joanna Saltz: Hey, this Joanna Saltz, editorial director of Delish, and we have an amazing new cookbook out called Delish: Eat Like Every Day Is The Weekend. Suzy Chase: So I read that you relaunched the Delish brand to gear it towards food lovers, and not food elitists. I find that there's so many elitists out there, I'm constantly talking about how I'm not a chef, or even a top notch cook. You've really tapped into something that home cooks want. Talk a little bit about that.Joanna Saltz: Well, you know, when we took over Delish, now almost four years ago, there was such ... elitism is the right word for it, but it also was exclusionary, that the kitchen had become a place where only people of a certain level were allowed behind the counter, if you can imagine. And I knew there was a whole section of the universe that frankly loved food, and it was tempted to come and try things, but just didn't feel comfortable there. And so when we were really trying to bring Delish to life, we really wanted to connect with those people, use all different kinds of tricks in our content to sort of lure people in to say, "Hey, it's okay, like Delish is for everyone, this is a safe space, it's okay to get into the kitchen, it's okay to mess it up, as long as you're having fun, and you're ending up with something that seemingly delicious at the end, like we're all friends here."Suzy Chase: Give me a brief background on Delish the brand. Like when did you take it over?Joanna Saltz: So Delish was started probably going on seven years ago, as strictly a landing page for Hearst to put their food content that was being developed by all the amazing brands in this company. So recipes that were coming from Good Housekeeping, Women's Day, Redbook, there's a long list. And so they were basically using Delish.com as sort of an aggregate for all of that content, and then they were packaging that content, "Chicken dinners from all the different brands", or, "easy weeknight meals from all the different brands", and marketing it out to MSN. So that's really how the site functioned for the first probably three and a half, four years. It wasn't until that point that MSN and Hearst had decided they were going to sort of part ways, and MSN decided they were going to go to lots of different places for food content. And Hearst was sort of left with this challenge, do we make Delish into a standalone editorial property, or do we kill it? And thankfully, they decided to put some resources behind it. I had been working as the executive editor at Food Network Magazine, I'd been before that at Seventeen, so I had been at Hearst brands for a long time at that point. And so I came over and got to build a team. It was really ... you know, just like the fact that it existed before, it was really a startup mentality. Suzy Chase: So this is the first ever Delish cookbook with your huge following on the web and social media. Why did you feel the need to write a cookbook?Joanna Saltz: Well, you know, because we had created such a fun space, I think that we felt like we needed to show that we were legitimate cooks. We have ... you know, what we always say is that we're food lovers first and content producers second. But at the end of the day, we knew that if we wanted to sort of play in the space with real food brands, that we needed to have a cookbook. For me, also, I'm always about just touching audience wherever I can reach them. So for me, Instagram is as important as that event that you and I met at the other night, which is also as important as Facebook, which is also as important as the book universe. I just want the Delish brand to sort of be where all food lovers are. We also have a bookazine that's on news stands now. So it's just, for me, about touching people and making them understand what our mission is.Suzy Chase: What's the bookazine?Joanna Saltz: The bookazine is called Delish Chicken Dinners, and it's a slightly heavier stock magazine. And it's jammed with 100 chicken dinner recipes, a really surprising idea. And it's great, you know, we're giving people what they want where they want it. So whether it's a fast video you want to watch on Facebook, or helpful weeknight dinners, like we want to be there for you. Suzy Chase: One recipe that you're semi-famous for is the Texas sheet cake. I found it interesting because you grew up in New Jersey. Who taught you how to make a Texas sheet cake?Joanna Saltz: Oh my gosh, I have to tell you that one of my secret idols is the Pioneer Woman. And I just always adored how she has had such a real sort of voice, and you know, frankly, for a Food Network star, she is someone who really allows the audience to see her, warts and all. You know, she's someone who's okay ... she's okay with messing things up, and okay with showing people her real life, and I've always sort of connected with that. And it was her Texas sheet cake that I started baking for my family, and it's a favorite. I honestly ... I can't get through at least two weeks without making one. Suzy Chase: Really?Joanna Saltz: And also I have a family of five, and we will sit down, we will house like an entire sheet, I'm embarrassed to say, we'll basically house an entire sheet cake ourselves. It's a sad, sad state, but I don't think we're at happiest as we are when we're eating that thing.Suzy Chase: So what are a couple of go to recipes for busy moms out of this cookbook?Joanna Saltz: Frankly, what's funny about the Delish mentality, is that we're trying to reach busy moms the same way we're trying to reach millennials, young people who are a little bit intimidated by cooking, and they both, frankly, want the same thing. Like things that are easy and somewhat foolproof, so and this ... I would say that this cookbook as a ton of great recipes that sort of suit both needs. Personally, I'm obsessed with the crack chicken, which is a breaded chicken ... it's just sort of like breaded chicken tenders, but it's got this amazing like tangy, limey, barbecue sauce on it. We call it crack chicken because the first time we made it, we couldn't stop eating it, like literally the staff was like clawing at each other trying to get at it in the house, in the office. So I usually use that as a great jumping off point for like gaging whether or not our audience is going to be into it, and they have kind of gone crazy for it. I also love the sheet pan shrimp boil, which is basically all the flavors and sort of the elements of a classic shrimp boil, but sort of laid out and cooked much quicker, you don't need the giant pot, you don't need the whole mess. But you get that old bay, you get that amazing like lemon, you get the andouille, and it cooks up in basically 35 minutes. So to me, that's the kind of thing that like if you can make something super surprising and interesting on a weeknight, like that's a really big win.Suzy Chase: I made that twice last week. Joanna Saltz: It's so good, right? Why is it so good?Suzy Chase: My husband was out of town, and my 12 year old said, "You have to make this for dad when he gets back." Joanna Saltz: You know, I think the other thing too about sort of the way we structure a lot of our recipes, is we like to like base things on flavors and familiar sort of combinations that people sort of know and trust, or know and remember. I think that's honestly one of the things that we use to sort of draw people in, to make them feel comfortable in our space. Another recipe I love is the buffalo chicken meatballs, which to me is like the perfect mix of like you're making a great weeknight dinner, but like everybody loves buffalo wings, this is the kind of thing where you're like, "I love buffalo wings, I'm going to try and make these meatballs." That's another great recipe. Meatballs, to be honest with you, at Delish are always a big win, and we're always looking for ways to sort of make them a little bit more fun than your basic, boring. The buffalo chicken meatballs are one of my favorites as well.Suzy Chase: Over the weekend, I made your grilled cheese dogs, and the garlic smashed potatoes. And my 12 year old-Joanna Saltz: Oh my gosh.Suzy Chase: Went crazy. Joanna Saltz: Both huge winners. The-Suzy Chase: So good.Joanna Saltz: Garlic smashed potatoes are so good. Actually, and the grilled cheese dogs, grilled cheese hotdogs are also a really big winner with the Delish audience. We turned that recipe into a video, and the video went absolutely crazy. I think it got like 25 million views in like the first two days. But that's another one of those things that people love grilled cheese, they love hot dogs, and they're like, "This looks cool, I'm going to make this."Suzy Chase: Speaking of videos-Joanna Saltz: So your wish is ... yeah, please.Suzy Chase: Yesterday I made your stuffed jack-o-lantern peppers for my kid too. Joanna Saltz: Oh, so fun.Suzy Chase: I've been like all Delish all the time this week. Joanna Saltz: I get it, I love it, you're full immersion, I like that. Suzy Chase: That was so cute, and it's perfect for Halloween. Joanna Saltz: Well that's the kind of thing too that like ... you know, we want our recipes to be really fun, and we want them to be engaging for kids too. I think it's so important, you know, I have three kids, and I really try to engage them in the kitchen. My daughter hears like a pot coming out of the cabinet, and she comes running like Pavlov's dog. Because she loves to get into the kitchen. But for me, the jack-o-lantern stuffed peppers are sort of that perfect recipe where it's like something an adult would eat, right, but also something that a kid can be totally enchanted by. So you know, when we can hit both, when we find that Venn diagram, where the ... like the perfect spot in the middle, we get really excited.Suzy Chase: I noticed that this is one of those rare cookbooks where every single recipe has a color photo. Talk a little bit about that. Joanna Saltz: That is so important to me. You know, to be honest, since I didn't have a very strong culinary background, I am somewhat ... I collect cookbooks, and I love to see what the thing is that I'm making. It's super important to me. And frankly, I get frustrated when cookbooks don't have it, because I'm like ... basically I use it as a marketing tool. And when we were developing recipes for the book, you know, I said to my team, "I want someone to be standing ..." I imagined that someone was standing in line at Barnes & Noble, or a bookstore somewhere, and they were paging through the book, and I wanted them to be so enchanted by every recipe in there, I wanted them to be able to basically open to any spot in the book, and be drawn in by what they see. And frankly, that started, that mission starts with a color photo. That's extraordinarily imperative. Don't you find it so much more helpful when you can see what the end result is?Suzy Chase: Oh, I do, especially in this Instagram day and age, where you can kind of see what it-Joanna Saltz: Totally.Suzy Chase: Needs to turn out looking like, so you can take the picture. Joanna Saltz: Completely, it's marketing. Suzy Chase: Yes!Joanna Saltz: You're marketing yourself, let's be honest. This is all part of the package. You have to market your life in a very specific way, and the food that you make in your kitchen is just one of those elements.Suzy Chase: Tell us about the Delish team. Joanna Saltz: This team is amazing. So I think as I mentioned, we started ... we were super small, it was just five of us. And we were like rubbing two stones together to make anything work. One of my ... my deputy editor, Lindsey Funston, she was like cooking recipes, we had a tiny test kitchen in the corner of the Hearst Tower, and she was like making recipes and then shooting them with her phone, like basically on the floor in front of a window that had really nice light. Like, this is where we started. Now we are 18 strong. We have an amazing video team. We have a news editor, we have a features editor, we have a fantastic food team that develops, but also comes up with crazy ideas. And we are all just so invested in this mission of bringing a fun food voice to the world. Suzy Chase: Some recipes hae a little icon that says "Delish fave", how did they get that distinction?Joanna Saltz: Oh, that's a great question. Well we have a few in here that are a classic, we call them OG Delish, that we are obsessed with and have been obsessed with from the beginning. You know, even though our beginnings here are sort of humble, a lot of those original recipes really resonated with our audience and killed. One of them is the Tuscan chicken pasta, which even when we kind of were still figuring out how to do video, and kind of figuring out what our audience wanted, that video did insanely well in the universe. And so the ones we've marked that, "Delish fave", are the ones that we just like ... our audience has always come back to time and time again.Suzy Chase: You also have Delish diary entries. One that I love was Delish goes to the ultimate Taco Bell. Describe that.Joanna Saltz: Oh my gosh, well that is one of my favorites too. You know, one of the things too about when we were building Delish was in order for us to be like a truly welcoming food space, we needed to acknowledge the fact that sometimes people don't feel like cooking. Some nights they want to eat Chipotle or get take out, or eat Taco Bell, or McDonald's. Or some nights they want to just get from the Tai restaurant downstairs. So we've always been a food brand that has sort of welcomed and embraced like the brands that America loves. And Taco Bell has been an early sort of ... and early adopter for us, like a company that we really felt close to. We have a crunch wrap knockoff in the cookbook, which you might see.Suzy Chase: Yeah.Joanna Saltz: But Taco Bell, when we had heard about this monster Taco Bell in Vegas, we sent a team there to go check it out, and write a story. And it was insane. It's two gigantic floors, they have this huge wall of all different kinds of icees, like all different flavors that you can get booze in if you want. It's got like a huge store that's got Taco Bell merch. So, and then actually what they just recently started doing was they offer weddings, like you can actually get married at the Taco Bell.Suzy Chase: I saw that. Oh my god. Joanna Saltz: Isn't it amazing? Isn't it great? And they do a cake that's made out of their little cinnamon dippers-Suzy Chase: Oh no.Joanna Saltz: They do like a bouquet that's got hot sauce in it. I mean, they will take it to ninth degree. But honestly, only a true food lover, frankly, could like imagine getting married and feel comfortable getting married at a Taco Bell. I just ... I love that. You know, Delish, we want it to be a place where food lovers can come, but also you'll hear food stories that you don't hear everywhere else. The book also has an amazing story about this 90 year old woman who's like a beer pong champion. She plays for the beer championship every year with her grandson. Which is amazing. There's a great story about the ... Sonic does the carhop skate off. You know, when you go to Sonic the guys come out with their trays on roller skates, and so every year they gather all their guys together and they have a skate off. And it's these guys that are like the most amazing roller skaters you have literally ever seen. But no one's talking about that stuff. You know, everybody is, to your point about elitism, talking about the world's fanciest restaurants, but there are these guys who are just doing this amazing thing because they love their job, and they love Sonic. So we want to be there for those people too.Suzy Chase: I love that. I love Sonic too. Joanna Saltz: Exactly.Suzy Chase: I'm the high, low eater. Joanna Saltz: Well you have to be. That's the thing too, and that's what I hope people get out of this cookbook, is that we are all of these things on any given day. You know, I love eating fancy food too, and then sometimes I want to eat chips out of the bag and not be embarrassed by it. And sometimes I ... like sometimes like now that I'm out in the world, like meeting all these great people, sometimes I am having like Giggle Juice for dinner, because I like had such a crazy day. You know, sometimes like our lives are ... we want busy weeknight meals, and sometimes we want to go a little bit more time and make a gorgeous layer cake. And then sometimes we want to get taken, and sometimes we don't feel like eating anything, and we want to be totally fine eating flaming hot Cheetos. So we want ... we're for all the types of food lovers.Suzy Chase: What's in Giggle Juice?Joanna Saltz: Oh, gosh. That recipe is one of my absolutely favorites. And if you notice, it's how we start the book, because I said like I thought it would only be appropriate if Delish started their book with a laugh. It's something that one of my editors had seen as she was researching all kinds of crazy things to do with booze, but it's actually ... it's got Moscato, which is something that our audience loves, certainly a very polarizing wine, some people find it too sweet, but America really loves Moscato. Lemonade, pink lemonade, it's got lemon lime soda, a little bit of vodka, and then it's garnished with sliced strawberries, lemons, and like a sugar rim. So it definitely goes down easy-Suzy Chase: Oh yeah.Joanna Saltz: As I'm sure you experienced. But it's also such a conversation starter. Like food should be fun. And food, and making food with your friends and your family should be fun. So for me, I love those kinds of things too, that like when you serve it, you're like, "This is called Giggle Juice," like what a funny little conversation starter. You know, what a funny way to get like a little bit of a laugh out of your guests. Suzy Chase: Now to my segment called My Last Meal. Joanna Saltz: Okay.Suzy Chase: What would you have for your last supper?Joanna Saltz: All right. I love steak. Personally, I love skirt steak because I love like how tender it is. So I'd probably have skirt steak, grilled skirt steak, with A1 on the side because A1's my favorite. I would have french fries, so steak frites, the fancy way to say it is steak frites, but I would have skirt steak, and I would french fries, a gigantic mound of french fries, preferably homemade, but if you had to buy it from a store I'd probably get Five Guys because they're also my favorite fries. And then I would have ... I love Diet Coke, so I would have a Diet Coke on the side, I'm just saying it, no shame. And I love Dairy Queen ice cream, I love a Dairy Queen soft serve with rainbow sprinkles, it's my favorite, favorite. But then also I'd probably eat an entire Texas sheet cake. So as long as I could have two desserts in this scenario, steak frites, and Dairy Queen and Texas sheet cake. That's what I would do.Suzy Chase: Okay. I have to tell you-Joanna Saltz: That's hard.Suzy Chase: I'm doing the last 90 days challenge, where you have to give up something for the last 90 days of the year. And I gave up Diet Dr. Pepper, and I am dying. Joanna Saltz: No. No, no. No. No, I can't do it. I honestly can't do it.Suzy Chase: I'm 30 days in and I am dying. Joanna Saltz: I am dying for you, I don't even know how you're doing it.Suzy Chase: I'm drinking coffee, which is gross.Joanna Saltz: No. No, I love coffee too, but I'm also like ... I don't know sometimes that's like ... I just need it to get me through. But I mean, it's terrible, my husband gets so mad at me. We have such a La Croix addiction at the Delish kitchen. We go through it so quickly, and so for a while I was really trying to wean myself off, but I just got right back on the wagon. Like, I'm like no, I miss it too much. So I commend you, my friends, I don't know how you're doing it-Suzy Chase: It's rough.Joanna Saltz: But I'm very, very impressed.Suzy Chase: Well I'm 30 days today, so ...Joanna Saltz: No, that's good. Keep it going, stay strong.Suzy Chase: I feel like a crack addict or something.Joanna Saltz: Stay strong. Suzy Chase: I'm like dreaming about it.Joanna Saltz: Well just think about how good it's going to ... it's going to taste so good when you get back on. Suzy Chase: Exactly. Where can we find Delish on the web and social media?Joanna Saltz: You come to Delish.com, crazy new stuff there every day. We're developing like close to 200 new recipes a month, so it's a machine, you literally every day you come back you'll see something new and fun. You can find us on Instagram at @Delish, and on Facebook, same thing, @Delish. And we're also like really big into Instagram stores, we do great polls there so you can engage with us. And you can find our amazing book in bookstores, and you can find our amazing bookazine on news stands. Certainly if you ever see any of those things out in the wild, send us pictures, we love to sort of re-gram, repost what our audience is making, we love that communal spirit. So, and it doesn't even have to look beautiful. Send it how you make it. We give props to literally everyone who gets in there and tries.Suzy Chase: I mean, don't we all want to eat like every day is the weekend? Thank you so much Joanna for coming on Cookery by the Book Podcast. Joanna Saltz: Thank you. Suzy Chase: Follow me on Instagram @CookerybytheBook, Twitter is IAmSuzyChase, and download your Kitchen Mix Tapes, music to cook by on Spotify at Cookery by the Book. And as always, subscribe in Apple podcasts.

Welcome back! We’re pumped to have you here for Season 2. Here to kick us off is Neha Gandhi, the COO and editor-in-chief of Girlboss, a new publication “for women redefining success on their own terms.” Sounds about right to us. Neha told us all about her start in journalism, what it’s like to manage teams of mostly women, and how group texts with her friends keep her grounded (you’ll LOVE the rosebud and thorn analogy, promise). > First of all, maybe it’s ok to be selfish and put yourself first, and put your career first at times. But also, ambition is not a dirty word. That said, none of us feel ambitious all the time, and none of us have exactly the same idea of what success looks like. > —Neha Gandhi, editor-in-chief and COO, Girlboss Plus: Having good and bad managers, being good and bad managers, and what we’re doing to cut noninclusive and ableist language from the show. Y’all ready? Link love If you enjoy our convo about manager-ing, check this advice column from The Cut about being a better manager by being vulnerable with your team. Get more on Neha’s background with this interview, and follow her on Twitter for more on pop culture, politics, and the media industry. To hear from speakers like Paola Mendoza and Janet Mock, register for the Girlboss Rally livestream on April 28. For more on the topic of gratefulness and negotiating, check out this advice on how to negotiate when you’re being promoted. And if you’re interested in learning more about inclusive language—and maybe tweaking some of your own habits—check out this list of ableist words and the Conscious Style Guide. Use Slack at work? See if you can get your company to customize Slackbot to nudge your team when they use noninclusive language. Sponsors This episode of NYG is brought to you by: Shopify, a leading global commerce platform that’s building a diverse, intelligent, and motivated team—and they  want to apply to you. Visit shopify.com/careers to see what they’re talking about. _WordPress—the place to build your personal blog, business site, or anything else you want on the web. WordPress helps others find you, remember you, and connect with you. _ Transcript Katel LeDû Shopify builds products that help entrepreneurs around the world start and grow their businesses. Starting from a few people obsessed with personal growth, Shopify is now a team of 3,000 folks working in offices and remote teams across the globe. They’re growing quickly and building an international team that will define the future of entrepreneurship. Visit shopify.com/careers to find out what they’re working on. [Music fades in, plays for nine seconds, fades out]. [0:32] Jenn Lukas Welcome to Season 2 of No, You Go: the show about being ambitious—and sticking together. I’m Jenn Lukas. KL I’m Katel LeDû. Sara Wachter-Boettcher And I’m Sara Wachter-Boettcher, and I’m so excited here for our first episode of Season 2 because we have so much good stuff in store. We are kicking things off today by sharing an awesome interview with Girlboss editor-in-chief and COO Neha Gandhi. She talks to us about building a career in publishing through a dramatically changing landscape, how to redefine success for ourselves, and why talking about money is so difficult. She also talks a lot about what it’s like to grow as a manager. And, actually, can we start there today? KL Yeah, I feel like that—listening to her talk brought up so many sort of thoughts and memories about, you know, just my career as it’s gone so far, and how I’ve had good managers and bad managers, and I feel like having both of those things has helped me grow as a manager, like when I became one for the first time. It was a really sort of frankly awkward situation because I was working in a team of people and I was most of those people’s peers and some of those people’s junior. Like I, you know, I was sort of at a level below and all of a sudden I was their manager. And it was really—a really interesting shift because I had to kind of like not just learn how to manage the team and make them feel like I was there, you know, doing the job well. It wasn’t just awkward, it was also really challenging because I was learning how to be a manager and that in and of itself is like: how do you run processes? How do you manage workflows? How do you, you know, keep things running? But then how do you also you know get the people on the team to feel like you’re there doing the right job, you’re the right person for the job, and you have their best interests in mind. And, for me, I think going directly from being, you know, sort of working with those people at—at the exact same level to being a manager was like … I realized that the more I included them in the process of like me getting up to speed, the more investment they would have in the team succeeding and like moving forward. JL That’s so neat, because [sighs] there’s so many parts to being a manager. So many things to learn and constantly learn even once you’ve been a manager for awhile. But to then also feel you have to prove yourself because you didn’t come into the role as a manager. You transitioned to the role of a manager. It just puts on a whole new layer of things to consider when, you know, trying to really rock your job as a manager. [3:11] KL And especially when you’re, you know, either at a job or a company where there’s either a super strict or defined management style. Like if it’s extremely hierarchical or, I don’t know, not a lot of room for growth. So it’s like not as clear when people become managers or not. Or it’s loosely defined and you’re kind of like trying to figure that out. I think it’s—it’s so hard to identify when you’re a good manager, or when you’re, you know, not being good at that. SWB I remember I first became a manager—I was in my twenties and I was working at an agency and I went from being sort of like the only person doing content strategy and web writing related stuff to taking on sort of like this broader strategic role and bringing in somebody who I managed who was a writer. And then all of a sudden from there I went from having this one direct report to having a team of six staff and two interns who reported to me. And I became a director at the company which meant, you know, at this agency of like 40 people and meant that I reported directly to the owners and I was in all of the senior management meetings, and … there was no advice or guidance about what I was supposed to be doing. And not only that, there wasn’t anybody to take over a lot of the client work that I was responsible [mm hmm mm hmm] … and as a result, I was really overwhelmed and I had these people reporting to me who were great, but I didn’t feel like I was there enough for, and I wasn’t sure how to be there for them. And, you know, about half of them I really felt like I was an appropriate person to be their manager. And the other half felt like, they need a team. And I, you know, like my boss, the owner, was basically like, “We need them to roll up into somebody’s team and, like, you’re it!” [Chuckles] And like that’s not a good reason to have somebody report to you. And—but it created this scenario where, you know, like how was I going to guide and support them if I wasn’t totally sure that I really should be their manager in the first place? [KL Totally] And, you know, what—what I remember most about that experience was that I felt like the most important thing I could do in that moment, given what was available to me, was that I needed to advocate for the people on my team to the other senior managers and to the owners of the company because it was such a like weird transitional time. That was really important and I spent a lot of time there. But, you know, as a result, like I think—I think I did good at that. I did a lot of that. But what I think I did really bad at was being there for them individually, right? So like being able to hold one-on-ones with them and hear about the work that they were struggling with, where they wanted to grow, the sort of individual piece of it. And part of it was that I didn’t have time. I mean I really didn’t have time. But another big part of it was that I didn’t really know how to do that. And that’s like the biggest thing that if I—if I were going to manage a traditional team again, I would want to learn to get better at. JL I can relate so much to what you’re saying. I manage a team now. At Urban, I’m an Engineering Manager. And I … also have always struggled with how do I be a manager and also be an engineer? And I’ve talked to so many other engineering managers that have the same struggle of trying to find that, you know, balance. I’m always trying to find a balance somewhere. And so one of the things I did—I had talked to my manager about some of the stress I was having because I was feeling like I wasn’t doing—I thought I was doing a good job, but I didn’t think I was doing a great job in that I was having a real struggle going from, ok, in the morning, maybe I’d have a touch base, and then later I’d have to go to a meeting about, you know, design specs, and then maybe the next day I’d have another touch base with another direct report. And it was just really hard for me to constantly do the context switching. And so I started instituting Manager Monday, and Manager Monday is where basically I’d come in on Mondays and I’d hold all my touch bases with my direct reports on Mondays. It varies with my direct reports based on how often they want to meet and discuss. So some people I have biweekly touch bases with, some people I have every month, every three weeks, it just depends on the desires of my direct report. And I’ve just now scheduled them all on Monday. Which means: I come in Monday, and that is my focus. I’m going to focus on the management roles of, you know, my job. And it’s really helped me because then I don’t have to context switch back and forth. I come in on Monday, I say, “This is what I’m here for today.” So if other questions get asked, my calendar’s essentially all booked the entire day with management meetings or I block off time to, you know, just work on other things that are directly manager-related. And that has just I feel helped my relationships with my direct reports and my workload so much because I really feel like I can always be there on that day and be in the headspace for it. And like it doesn’t always work, you know, sometimes I’m out, sometimes the direct report is out, sometimes something comes up that I’ll have to move it to like, oh no, Manager Tuesday which doesn’t sound nearly as good [someone else laughs] but you know then it’s like a one off. [8:18] KL That’s so great. I think that’s something that I struggle with, you know, running a business that—I work with all freelancers, all remote folks, you know. This is no one’s full-time job, which has, I think, made it difficult sometimes to have everyone feel like they’re part of, you know, a singular team. And they don’t necessarily need to, but I’ve looked for ways to try to make that happen as much as it’s comfortable and possible for people. But I think that’s been so important because everyone—when you feel like you’re, you know, kind of cruising towards the same goal it’s—it just helps a lot. So. And it’s really beneficial for me because it makes me feel like I’m not just [chuckling] like out there, you know, on my own. JL Yeah, at Urban we had combined engineering teams. So we had a engineering team at Anthropologie and an engineering team at Urban Outfitters and we’re now combined under one team, starting about a year and a half ago. And one of the things that was interesting there was you took two teams and now we’re meshing them together it’s not like—you have to build a new culture! Because all of a sudden you just have a whole new team of people. And so we started a Urban Education and Culture Club where we tried to come up with activities for people to sort of get together and learn from each other and meet each other. And it sort of expanded to the whole building, so not just engineers but other people that are working on the websites and some [?]. And we use a Trello board to manage some of this [laughing]. So what we do is like drop things in like, “Topics People Wanna Learn,” or maybe people want to have, you know, a clicks watching party we did one time. Or, you know, a bowling happy hour. And just ways that we can get together and sort of sometimes it’s … you don’t want to force culture, but sometimes you do have to shape it. And like, you know, help build relationships by having planned activities. Things don’t just happen naturally. You don’t put 200 people in a building and be like, “Ok! Now everyone know each other and be friends.” So I think it’s ok to force a little activities on people—but things that help people learn to grow with each other. [10:19] KL And ultimately that—I think that helps people learn how to work with each other too [mm hmm]. Can I steal that? A Culture Club Apart or something? JL I love it. KL Great [all laugh]. SWB I mean I—I like thinking about how we build cultures and how we shape cultures because I think, you know, in—in industries like tech, oftentimes it’s like people substitute perks for culture [mm hmm]. So it’s like, “Oh we have free beer and ping pong.” Or whatever, right? Like there’s the stereotypes and often that’s like literally what they have and it’s like that is not a culture. [Mm hmm] And sometimes that can create really problematic cultures because it’s like, you know, you get super alcohol-centered or you end up with a culture that’s super male driven, and you don’t really have activities that women feel comfortable participating in, or lots of problems. But I think the big underlying thing is that those perks are not culture. Like culture is something you have to create and foster and [mm hmm] like facilitate and then over time you have to sustain it and all of that is work. And I think that work is super important, it’s not talked about enough, and oftentimes it’s like super devalued. Right? It’s like, that’s the office mom’s job as opposed to a fundamental part of having a workplace that is healthy and, therefore, also productive. JL During my one-on-ones with direct reports we’ll come up with goals and talk about, you know, things and that very often is technical related but sometimes it’s more about building the sharing community of our group. So one of my direct reports wanted to start basically like a code sharing thing which didn’t have to do directly and necessarily with the work we were doing on Urban but any technical problems. So we have something instead of a round table, we call it the dev square table. So we brought the dev square table where we could just look at different pieces of code, either for Urban or outside of the company and, you know, talk about it and share it with each other. So sort of a show and tell for code. Which is really neat because it just gave us a chance to just sit around and—and talk—talk code with each other, which was awesome. Another that we’ve done there was developer’s cinema lunch which then another one of my direct reports, when I went on maternity leave, took over and made it sort of… we’d bring popcorn and it ended up moving outside of lunch. So, don’t worry, we weren’t just eating popcorn for lunch [laughs]. But it was really neat. You know she sort of took what I had and enhanced it by having, basically, we’d watch a video and then discuss it. Talk about like things that we learned in the video. And it just gave us more of a chance to really learn and grow from each other. So it’s really neat, I feel like, to work—to help just outsource it. So it doesn’t become like an office mom thing, but you’re working with the whole team, for the whole team to take part of growing that culture. [12:48] SWB You know, speaking of building culture, that’s definitely something that I thought was really interesting in Neha’s interview. When she joined Girl Boss, it was just a fledgling startup organization and she’s really trying to build that out and figure out what that culture should be there. And so why don’t we go ahead and listen to that interview? KL [Music fades in] Yeah let’s do it. [Music ramps up, plays alone for four seconds, fades out.] KL If you visited us at noyougoshow.com, then you know it’s our hub online. And we use WordPress to run it, because it gives us the freedom and flexibility to share our voices, our way. Make your site your own when you build it with WordPress. No need to do any coding or design, and the WordPress customer support team is there 24/7 to help you get your site working smoothly. And plans start at just four dollars per month. Start building your website today. Go to wordpress.com/noyougo for 15 percent off any new plan purchase. That’s wordpress.com/noyougo for 15 percent off your brand-new website [music fades in and out]. KL Neha Gandhi is the editor-in-chief and chief operating officer of Girlboss, one of our favorite magazines and communities. She’s been building a career in publishing for over a decade, navigating the editorial world at publications like People, Harper’s Bazaar, Seventeen Magazine, and Refinery29. Excuse us while we brush the stars from our eyes. Neha, we are so excited to talk to you. Welcome to No, You Go. Neha Gandhi Thank you so much for having me. I’m so excited to be here. KL Awesome. You’ve had an exciting career in publishing so far, one I’m sure that has been a ton of work. Can you tell us a little bit about your path? NG So I graduated from college a little uncertain all through college about what would I really wanted to do. I think I found my path really through a process of elimination more than anything else. “Oh, I worked at a congressman’s office. Maybe that’s not for me.” “Management consulting: not for me. This non-profit: not for me.” So then I ended up interning at People Magazine one summer right before I graduated and loved it. Except that when I graduated I was like, “Oh I have this one amazing internship, surely I can get a job!” So I was looking for a magazine job and the competition was fierce. Everyone else who was applying for these jobs had had, you know, 10 different editorial internships over the course of four years in college and I had been doing a lot of different things that I, now looking back, really appreciated, but at the time was like, “Oh. I’m not going to be able to find a job.” So I didn’t find a job right out of school. [15:22] NG [Continued] I moved to New York for an internship that paid minimum wage at InStyle. And I’m really grateful for that opportunity. I learned how to fact check, I sat with the copy editors, and I, you know, developed an attention to detail and was able to work on some really cool pages, and do some research. And then I moved over to Meredith which I was a freelance editorial assistant and I got the opportunity to do the job … as like maternity fill-in for the senior fashion and beauty editor. And I think that that was just a great opportunity that came my way probably because they didn’t have the money to really bring on someone for maternity cover. But it really taught me the value of saying, “Oh, yeah, that’s an opportunity. I will absolutely do it. Do I know how to do that job? Definitely not. Do I think I can figure out in the fly? Probably.” So I got to do that and that was where I learned to properly assign, how to edit, how to think about an editorial calendar, and I learned about publishing on the web for the first time there. So that was great and when she came back, they were like, “You know, you probably want to move on and find another job because you don’t really want to go back to that freelance editorial assistant role that you came in for.” So I did. I moved over to Harper’s Bazaar and I started out as an editorial assistant there and then was the online editor there and I, you know, got to sort of help with research, I got to assist, I got to work on the website, which at that time involved a twice a month refresh that, you know, was me adapting some stories from the magazine, taking them down to the 14th floor in the Hearst Tower on like CD-ROM and having them like hard code the website twice a month. So it was a really [chuckles] different time [someone else chuckles] for internet publishing [yeah] but that was great. I learned, you know, everything I know about having proper work ethic and how magazines are run I learned at Bazaar. Well and from there our managing editor at Bazaar went over to Seventeen and he brought me over with him after a couple of months and I got to be the associate lifestyle editor there, and then I took over some of the entertainment pages, and then eventually took over the website, and I was at Seventeen probably for four years, and that was a lot of fun as well, and that was the first time I really had my own pages, and got to contribute in a very different and I got to conceive of ideas, and put them through the entire process, and write stories, and edit stories, and fact check, and all of that good stuff. Um it’s where I became a real editor. And then after that I moved to Refinery29 and I was there for about six years. And I, honestly, just loved the website. I was a big fan of the brand. God, I got to be the deputy editor there, the executive editor there, I got to grow that editorial team from probably eight people to over a hundred, and then I moved into a role as VP of editorial strategy, and got to sort of bridge the divide between editorial, and marketing, and content strategy, and product, and then eventually moved into a role as the SVP of content strategy and innovation, where I really got to dig into analytics and data and think about how do we use the signals—the many, many signals that we get from this audience—to make the best possible work that we can? Things that allow us to grow as a business and be as strategic as possible without ever … sacrificing the quality of the work, and of the brand. And that was really fun. And I probably could’ve stayed there forever because, you know, you stay somewhere for six years in publishing years that feels like three or four lifetimes. I ultimately ended up leaving to take the job that I’m in now at Girlboss because it felt like a big adventure. I met Sophia, the founder of Girlboss, she wrote the book Girlboss in 2014, probably last January, and she and I met over drinks at the hotel she was staying at, and she really talked to me about her vision for what we could build here. We wanted to make less content but really go deep with it and have a lot of purpose and just really add value to this woman’s life. And I got so excited about that. I sort of couldn’t stop thinking about it, which I think is always a good sign when you’re thinking about a new job or making a move. [20:00] NG [Continued] So we had that conversation for a few months and then I finally, officially, accepted in April and I started here in July and we’ve just been sort of … head down trying to get this thing off the ground, and really delivering the promise of what Girlboss can be. SWB So one of the things that really came out as you were sort of going through that story and that trajectory was this sort of shift in thinking that happened along the way, at some point, which is like from this idea of online publishing being somehow like sort of the second-rate piece of it to being something that was really fascinating to you. And I’m curious, like, how did that shift happen for you or what made that shift happen for you, where you saw sort of a big potential for your career to be doing something interesting that was online focused and like online explicitly? NG I think some of that started when I was at Seventeen, partially because the internet changed and because publishing changed, and editors-in-chief and publishers were much more willing to sort of, you know, start thinking about the internet not as a thing that’s going to cannibalize your newsstand sales but as a thing where you can talk to your audience, and you can tell meaningful stories, and you can potentially even make money. That sounds so ridiculous saying that out loud right now but that was really a concern. That was the concern for most magazine publishers in the early 2000s. You know, “That’s never going to be a place where we make money, the internet. So we want to protect all of our hard work from sort of just being given away for free over there.” But that thinking started to shift and at Seventeen I really saw the power of that and especially talking to a teenage audience, you want to be on the internet. You want to be there with them on their social platforms, you want to be tweeting at them, and that was where we got to do really fun programs like I would, you know, live tweet “Glee,” and “Pretty Little Liars,” and all the shows that teenagers were watching then, and then I would take the tweets that our audience was um sharing back, and I would create more storytelling out of it. And that was so much fun, and that felt like what storytelling on the internet could be, suddenly I saw the power of that in a whole new way. So I really credit Seventeen and the editor in chief at the time, Ann Shoket, as well as Julie Hochheiser, who was overseeing the website when I started there because these are people who really were able to understand what could the internet be for this audience, and how do we really maximize its potential? So that was really fun but there was also a part of it that was … it was easier to get a more senior job if you make a shift to the internet. And I don’t know that that’s true today because the business models have changed so much and I think, you know, publishing is a tough place to be these days. But in 2010 I knew like in a very sort of like cut and dry way that if I wanted that deputy editor title, I was going to get it much faster moving to a place that was a startup like Refinery that was internet only, rather than waiting to get there at a print magazine. [23:09] KL So there’s probably not a lot that’s like quote/unquote “typical” about, you know, your day to day but can you—can you just tell us a little bit about what, you know, what you might do in a typical day? NG It’s so fun working at a startup at this stage because what that is changes everyday, and what I try to do for myself is um we have a weekly team stand up, 10am on Mondays, where everyone goes through and says their one priority for the week, and I think at a startup at this stage that’s really hard, and at first we got some pushback that was like, “I can’t pick just one thing. I have a hundred things on my list. Like I could [chuckles] no sooner, you know, choose a star in the heavens.” But that has shifted a little bit and having that meeting has really forced people to prioritize and say, “Ok, it’s Monday today, and what’s the one thing that I need to do in order to feel like I’ve really accomplished something meaningful by Friday?” So that’s how we really think about our time here. So every week is probably different but we set that priority on Monday for each of us and, you know, right now my priority is really thinking about the Girl Boss rally which is coming up on April 28th and we actually moments ago just sold out of our last ticket. So um I’m really excited. We’re going to have a full house and just amazing speakers but that’s really where I’m laser focused right now. So I have meetings with the team. I do a one-on-one for an hour every week with each of my direct reports, and I have an incredible art director, an incredible editorial director, an incredible head of audience, and then an editorial assistant who report to me, and I’ll have their own direct reports, as well as I always do a team meeting with all of those three team leads, and then make sure that I have time with my partner on the revenue side, Alison Wyatt, who’s our incredible CRO and president, to connect probably twice a week. So those are the standing things that happen every week and then I really try to think about how can I make sure that the rest of what I’m doing this week is less about checking things off my to-do list and like dealing with small stuff, obviously important stuff comes up all the time, but it’s less about sort of that like tactical like just check mark work and more about driving toward that priority that I set at the beginning of the week. And I think that that sets me up to be much more successful. KL Yeah, absolutely. And I think, you know, we all occasionally have bad days. If you are ever having a bad day, is—what’s something that you do to kind of work like work through that and get back on track? [25:39] NG I have been forcing myself, and this is the advice I give to everyone on my team as well: if you’re having a bad day, if you’re feeling frustrated, and especially if that frustration is about to manifest itself as a snippy email, or as like some form of written communication that maybe you’re not going to feel great about later, take a step back. Like actually physically stand up, take three deep breaths, and if you still feel that way, like you’re just unsettled, or you don’t have an answer, get up, leave the office right now and we work here in Silver Lake at this beautiful space at Sunset Junction. We have like this like—I don’t know, I just moved to California six months ago so I’m still blown away by the natural beauty of everything here. But we have this beautiful space and a basketball court, and I’m like, take advantage of that, right? And I try to do this myself: stand up, go for a walk outside for at least five minutes, but that really does help me because I think that mental reset of like: stand up, go outside, see the sun shining, get some fresh air, and like just like clear your mind for a second. Like that really helps because I think a lot of those like mental tricks, like I need the like physical trick to trigger a reset for me. SWB [Chuckles] I was just thinking about how, like, one of the ways that I know that I need to take a moment [KL laughs] is I can hear myself like kind of angry typing. So if I’m writing an email [laughter] and it’s like CLACK, CLACK, CLACK, CLACK, CLACK really aggressively, I’m like, “Hmm, I’m going to take a moment on that one.” But I was just, you know, I was just talking with a friend like in one of our many backchannel conversations where she was trying to like write back a reply to somebody. Some guy had like, you know, kind of sent her a really passive aggressive email and she’s like, “How do I respond to this and make him know blah blah blah?” I’m like, “What are you trying to get out of that interaction?” And just taking that moment and thinking like, “What am I trying to get out of sending this angry email? Am I just wanting to like tell this person that I think they’re an idiot? Is that actually going to be productive for anybody? Is anybody going to get anything out of that? Or, you know, am I trying to resolve a situation? Like could I just not reply to them ever? Like what are my options here?” And I think that like it kind of helps me at least get out of my feelings a little bit and um breathe and—and then think long and hard about whether I actually want to send that response or whatever it is that’s giving me a tough time. NG That’s so right. I feel like so often in those moments where you’ve gotten some kind of communication over whatever medium that has like triggered that like rising heart rate reaction, it’s so often it’s about, like, I just need to write back or I need to say something in order to feel like I won this conversation. Like, “You have said something wrong, and you have to know it.” But it’s like, actually, you don’t. And we’re all adults and we’re, you know, senior in our careers at this point and like we should be setting different kinds of examples. But it’s so much easier said than done. KL Yeah. It totally is. So we talk about ambition a lot on the show and sometimes we hear sentiments like, “Does this even apply to me?” Or “I don’t see myself as a quote/unquote “successful” person.” We read an interview where you mentioned something similar for Girlboss that defining a girlboss as someone who “gives herself permission to define success on her terms and change that definition whenever she damn well pleases.” We love that. What would you say to that listener who’s not really sure that they, you know, necessarily qualify as ambitious? [29:08] NG Well, first of all I would say: take a step back and, like, how are you defining ambitious? Because I don’t feel ambitious every day. But I do want to make sure that we’re having a conversation about ambition that doesn’t like set it aside as a taboo or demonize it in any way because I think it’s wonderful to be ambitious, and I think there are still sort of social stigmas that come alongside being an ambitious woman, alongside being seen as too aggressive or too difficult or too focused or selfish. And I think that like I do want to change those conversations and say, first of all, maybe it’s ok to be selfish and put yourself first, and put your career first at times. But also, ambition is not a dirty word. That said, none of us feel ambitious all the time, and none of us have exactly the same idea of what success looks like. So how do we have different conversations and get out of this space where we’re putting ourself in—ourselves in boxes. Where we’re saying, “This is an ambitious person and she looks like this. This is an unambitious person and she looks like this, and I have to be one of these people,” where we should be having much more nuanced conversations about, “This is what good looks like for me right now in my life where I am.” And maybe that is about relentlessly pursuing a career goal, maybe that’s about in my personal life, maybe that’s about caring for a parent, or caring for a partner, or for a child, maybe that is about thinking about my mental health in a different way, and really caring for my body. It’s probably some combination of all of those things but like where you’re pulling each of those levers in different ways like that’s your ultimate definition of success where you are right now. And like how do we create spaces for women to honor that, right? Because I don’t think it’s about giving them permission. You don’t need me to give you permission to do anything. You can do whatever the hell you want to but how do we create a space … and start conversations that remind you of that? KL I love that. I wish you could see how furiously I’m nodding my head [chuckling] along. NG [Laughs] Aw! Thank you. KL I think, you know, one of the things that we’ve talked about on the show and, you know, I think is at the forefront of a lot of our minds is just talking about money because it’s so hard, and for women it’s made to feel shameful. And I think it’s really exciting and heartening to see more conversations happening around pay equity and, you know, salary negotiation, and just learning how to talk about it. What do you feel—like what are Girlboss readers looking for most when it comes to money talk? And like what have you found? [31:58] NG So we try to cover money from every angle, whether that is talking about the basics of how to save, whether that’s talking about how do you actually do the research you need to do to figure out what your quote/unquote “market value” is? How do we have more honest conversations about debt? About things that are really hard? And things that are holding us back? Those sort of deep seeded like dark things that like keep you up night when you think about money because I think money anxiety is very real for so many women and men in this generation and we want to address that. But we also want to talk about things, like, something that I’ve been thinking about a lot lately is just the relationship with money and self doubt, and thinking about … promotions. Like how do you negotiate for a raise? How do you negotiate for a raise when, say, you were offered a promotion but you weren’t offered more money to go with it? I’ve been on both sides of that table, and this is something I write about in my Girlboss email this week that goes out on Thursday, but I’ve been someone who’s had to manage a team and has had to cut budgets and say, “Ok. You can have—I fought for a promotion for you but I can’t get you more money now.” And that’s really tough and I’ve seen different reactions to it but I’ve also been on the other side. I think, you know, when I was younger and, you know, an associate editor, I was definitely at a place where the publishing industry was struggling. We had so many layoffs in 2008. I mean so many industries were struggling at that time. And there was this was sense of like, “You just need to be grateful that you have a job, and don’t ask for more, and maybe you can absorb the job of the person we laid off next to you but you should be appreciative of that.” And that idea of like, “You should be appreciative,” is really tough. I think that that’s something I really struggle with because so often my internal monologue is about gratitude. I don’t want to seem ungrateful for the thing I’ve already been given. So I couldn’t ask for more. I couldn’t counter your perfectly good offer with something that I actually really think I deserve because I don’t want to seem like I’m not already grateful for what I’m being offered. And I think that that’s really tough. There is a place for gratitude in all of our lives, and I think that it fuels us and it makes us better people, but I think when you think about negotiating this fear of seeming ungrateful I think it’s really … troubling. I think it’s something that on a personal level I know holds me back, and I think I see it for many women. How do you have like a really clear, unemotional conversation about what you need and deserve when you’re worried that the reaction you’re going to get is emotional? JL I think it’s so interesting to think about this, you know, idea of grateful—like of being grateful and I can totally relate to a lot of what you were saying. And I think about when I was younger in my career having those same feelings and I think the way it’s leveled out for me is I’ve been more grateful to myself. So I’ve been really grateful about the experiences that I had and I felt more I think confident and grateful for what I can bring as well. So I think that’s helped me with that balance. NG Oh I love that! That’s such a nice way to think of it. JL I was thinking about it as you said it. I was like, “Oh yeah,” I was like, “That,” I—like—hearing you say that it just like resonated so much in me that I realized like I think that’s part of like how I’ve grown over the years and like realizing like a balance between that. [35:33] SWB You know this is something that I think is tough, though for—for a lot of people, particularly women, and particularly sort of earlier in their careers because there’s so much sort of like—there’s so much about our culture that will tell women that they—they kind of like should be grateful for the opportunity to finally get a chance to do something and it encourages them to sort of not necessarily see themselves as somebody who deserves to be there. And sort of like bringing value that is important for the organization. And I think it’s easier, you know, like looking back for me now, being in my thirties and kind of like having, you know, feeling like I’ve done a fair amount that, I can say like, “No, what I do matters. I’m very good at what I do. And I absolutely, you know, want to be paid fairly for it, and feel comfortable advocating for that because of that confidence.” I think it’s hard when you’re—when you’re getting started. And I’m curious, Neha, do you have any—any advice that you give people who are earlier in their careers about sort of like where to find some of that confidence without—without necessarily having as many years to back it up? NG I make a point of, every time I hire someone, I like to put aside a little bit—and I’m giving away my tricks here—but [chuckles] to put aside a little bit of money inside of my budget to give someone room to negotiate because I think it’s really important, especially in entry-level roles, that if someone tries to negotiate they’re not immediately shot down. And even a little bit goes a really long way in that regard but the people who don’t end up negotiating are asking for anything and just end up accepting the offer. I usually go back to them and say, “Hey, let’s talk about this at your six month. But like I had a little bit of money that like I had put aside so that you could negotiate for like a little bit more and you didn’t ask for anything. Like I would encourage you to always ask.” Which maybe is, you know, unorthodox advice for a hiring manager, but I do think it’s important because talking and dealing in specifics in real scenarios is what really lets us think about how you would do something differently and how you can improve. SWB I feel so conflicted about that because on the one hand I’m like, “Yeah! Learn to negotiate! Like it’s a really helpful skill. It is a skill that, you know, I think women, in particularly, aren’t—aren’t really taught as much about. And then on the other hand a part of me is also like … it’s—it’s true that women are not necessarily, at least in a lot of environments, they’re not taken the same way as men when they do try to negotiate or when they do, you know like, if women go into work environments and behave in the way that would be totally acceptable for a man to behave, they are not necessarily treated in the same way. And so I always worry about sort of like setting the expectation that we should be teaching women to do at work is the same thing that has worked for men. And so I always feel a little bit like, “Huh, what if work were just more transparent? Like what if we—we were coming to that conversation differently altogether?” [38:40] NG You should leverage the traits that are yours, but what I’m talking about here in terms of like negotiating, like, we’re not at a place yet where we have true transparency in terms of what we pay people. And we do know that there is a gap in terms of wages that is largely, not entirely, but like significantly contributed to by the fact that women are less likely to negotiate especially as they move further up the ranks. So what I’m trying to do is give advice based on what has worked for me in the industry that I’m in, and I think that there are other industries where it is much harder to ask for more, and where it’s, you know, even commonplace for there to be some level of retribution if you negotiate. And I think that that’s very different. But I think I can comfortably say if you work in media and you’re seeing retribution for negotiating, that’s a real red flag. Not—most organizations in this industry are not like that and so if you’re coming up against someone who is going to behave that way, that’s a red flag for other bad behaviors that are going to be coming down the pike. SWB I love that because I think we talk about that a lot on the show that like how somebody treats you in an initial interaction should tell you a lot about what you can expect in the future and if what they’re doing is a red flag up front then, like, maybe you don’t want to be there at all. NG Yeah. KL I like—when I think about, you know, just the conversations around money and managing it, and—and just everything that you’ve been talking about, that—to me that is a—a very small part of what I consider my mental load, and sort of something that I carry around that I think is, you know, we talk about all these areas and it’s like I think as women we sort of, at a baseline, carry a much heavier load, and I—I would love for you to talk a little bit about that because I know that you touch on the idea of mental load and kind of just how we manage that. I mean, how do you manage it? And how do you feel like a good, productive conversation can happen around that? NG I think I will preface this by saying I don’t have any of the answers but this is something that I think about so often, it’s something that me and my closest friends talk about all the time, and many of them have kids so I think that the conversation about emotional labor and about mental load becomes much more exacerbated when there is the care of another human being happening. But I—I think about it—I mean I actually think part of mental load is how much time I spend thinking about mental load so, I don’t know, say what you will about that but like [all laugh] … you know I am so I’m married, I’ve been married for a couple of years now to someone who I really see as a true partner. It’s someone who, you know, when I was offered this job in LA, said, “Yeah, let’s take the leap. I’m going to work remotely at my job and we’re going to make this move across the country to support your career,” and I think that that’s partnership, and I recognize that there are going to be moments where we make choices to prioritize in my career, as well as other moments where we make choices to prioritize his career and I think that that’s exactly right for me, and I hope for more women. But … I think I still worry about like what—like what’s really—what’s equal? When you think about like introducing like the care of a child into a marriage, into a home, when both parties are working? Because I think that some of this is personality based, some of this how we’re socially conditioned, and some of this is what society like expects from us, right? But I am the project manager of our lives and I think that’s not to say that my husband doesn’t contribute often but, you know, I am the one who loves making lists and loves, you know, if you’re going on vacation you book the hotels, you do the pieces that like allow you to feel like real structure around the experience and that’s, again, it’s not a ding, right? Because like we could have a great vacation that had probably a little bit less structure to it and still be really happy but if that’s my default state how are we ever going to live in a place where I’m not the one who’s always doing that? And taking up just a larger part of like what is required to keep a home and a family in order while also, you know, I had big ambitions about my career, and about sort of how I want to continue to grow from here, about the things I want to accomplish, and that … feels terrifying to me, truthfully. Like thinking about how to really balance what my ambitions are in a professional sense with what I think good could look like at home and this feels like such a … old conversation. Where like I feel like we haven’t made that much progress in a lot of ways. And, you know, in some ways we’ve made a lot of progress but in other ways I don’t—I don’t know what the solutions are here but it’s something I think about all the time and it’s something that my husband and I talk about a lot pretty openly and I think that that’s part of the solution, right? How do you have really honest conversations about the things that … scare you? [43:58] SWB Ugh! I love that! KL I know [crosstalk and laughter] — JL This is so real [laughs]. I like can’t—[laughing] I like can’t even. I’m just I am currently—and it’s funny—the reason I was able to make it today is because we have a snow day here and my husband is currently watching our one-year-old son downstairs so I could be on this podcast [chuckles]. So I’m just like, I’m like yessing everything that you said and just like wow! [NG chuckles] I’m like —yes! [Chuckles] One hundred percent! You are speaking exactly what I have thought so many times. So thank you for articulating that so well. SWB I mean like literally the three of us on the podcast on our, like, sort of private backchannel Slack, right, we’re talking about podcast stuff. We just had a long conversation about this very topic, of sort of like being the project manager in our relationships. And we all have partners who are … partners. They’re real partners. And like I made a joke, they’re not like … guys who come home from work, sit on the couch, and like wait for you to have dinner on the table. Like they’re very much active participants in—in all of these different parts of life, but at the same time it is one of those things where you look at it and you go, like, “Oh yeah, who makes all of the hotel reservations?” Or who’s the one who figured out like, you know, what the dentist appointment schedule was or whatever those kinds of things are. And I think—I think you’re right. It’s like that—it’s like that figuring out, like, how do you balance those things? And how do you talk about about them? And how do, you know, hopefully over time shift them in ways that feel good for everybody involved? And not feel like, you know, it’s this constant source of tension. [45:32] JL Well I think it’s being honest too. So I think it’s really important, you know, as you were describing to know that that’s sort of how you manage your life, or those are the things that are in it, and I think if you know that then at least you can have an honest [KL yeah] conversation about it. NG That’s so true and it’s so hard. It’s I mean even in like great relationships where there’s open communication and trust like it’s hard to say the things that really scare you. KL It totally is. [chuckles] It really is. So [sighs] when we talk about this it—it really makes me think about, you know, learning to ask for help and we talk about asking for help and just kind of being ok with that. Who do you ask for help? NG I ask so many people for help. I think first and foremost I ask Sophia, our CEO here, for help when I feel uncertain about how to solve for something, or how to like I think it’s such a fun thing to be at the startup scrappy stage of, you know, we started out with ten people when I got here, maybe even eight, and now we’re 17 people and we’ve, you know, we’ve more than doubled and that’s so exciting and then I have amazing friends, and I think there is something so special about having community that I’m really sort of acutely aware of right now because when you move across the country you really see—most of my community is in New York still. The women that I talk to all the time now it’s on a text thread rather than over a meal or over breakfast or coffee or a drink. Or at least not as often. But I think having just even like that text thread of—I have a circle of friends who we just sort of like free and direct discourse just like spill all of our updates and our questions and our rants. And that’s amazing. And that’s a place where I feel I can turn for help. And I have another circle of friends where it’s something similar, but we do like a Friday text thread of like a rosebud and thorn, you know? Something that like you—you’re really excited about as well as something that’s like blossoming and something that’s hard. And that structure is really nice and it feels a little silly to say it out loud that my friends and I communicate in this way but when, you know, life priorities and distance separate you, it’s so nice to know that you’re just sort of staying close to people, and able to find a framework in which you can talk about like the really real stuff. KL Oh my god. SWB The rosebud and the thorn is something that— JL I love that! SWB Like I’ll be thinking about that [NG laughs] for awhile— KL That’s so great. JL That’s so great! [48:02] SWB So, Neha, before we wrap up, is there anything happening at Girlboss that you really want our listeners to know about? NG The most important, exciting thing that we have upcoming is the Girlboss Rally in LA on April 28th. We are—we unfortunately just sold out of tickets today but you can go to girlbossrally.com and you can get digital access, you can get all of the video, and see all of these amazing speakers from Bozoma St. John to Gwyneth Paltrow to Janet Mock to Paola Mendoza to Sarah Sophie Flicker to Jen Gotch, just like really incredible women that I’m so excited to gather together, to really pick their brains and get inspiration, but also follow that inspiration up with real, actionable advice so that we can all learn something from people who have done incredible things. SWB Well, thank you so much for being on the show today. NG Thank you for having me— KL Yeah, thank you. NG This was really fun [music fades in, fades out]. JL So for new listeners, joining us on Season 2, something that we love to do at the end of the show is end with our Fuck Yeah of the Week, which is where we look at something that makes us say, “Hey, fuck yeah!” Hey, Sara, what’s this week’s Fuck Yeah? SWB This week we are saying, “Fuck yeah,” to building more inclusive language into our vocabularies. So, so often when we were recording the podcast during our first season, we would just be chatting along, and suddenly, you know, I might say something like, “Hey, guys!” And one of the things we talked about was how “guys” can feel alienating to people who, you know, aren’t guys. And it’s such a common thing that is said—I mean it’s said so often in all kinds of contexts, and some people don’t mind it, some women don’t mind it, some really do. And what we decided is like for our podcast because we want to make sure people feel welcome listening to it that we just cut that stuff out. And that’s a hard habit to break. JL It’s so hard! We all say it quite often. I say, “Hey guys,” a bunch and it’s also hard to be like, “Hey, do you know you just said ‘hey guys’?” to your friend because you don’t want to constantly correct someone, either. But because we’re all working on this, it’s something that, you know, we—we’ve tried to get more comfortable being like, “Oh! You just said that.” And I think it’s really helpful to do that, especially in a place where, you know, I trust both of you and I know that you know when I say things I don’t—I’m never trying to be noninclusive. And so something one day we were recording and I was saying something, I think I was explaining a Fuck Yeah, and I said, “Yeah, I’m going to go tab-crazy about this.” And I kept talking and talking and then I hear Sara sort of breathe and she’s like, “Hey, Jenn?” And I was like, “Oh no!” And, you know, she had brought up that I had said crazy and—and crazy can also be one of those words that I’m trying to move away from. And I hadn’t really thought too much about that and I think, again, because it’s something that’s so in my vocabulary right now. I’m crazy about that! But, you know, there’s plenty of times where, you know, I’ve used “crazy” to describe things and I was like, “Oh, why would I not say that?” was my initial reaction. And I think I got a little bit defensive at first. I didn’t say that, but just inside I felt like, “Oh no, you know, like why wouldn’t I say this?” And then Sara suggested instead using “tab wild.” And the thing about it was “wild” is such a more exciting word than crazy that this vocab swap was like super awesome! I was like, “Oh yeah, wild! Let’s go wild!” Like you know, like I wouldn’t want to be like, [sings] “Let’s go wild! Let’s get nuts.” But [laughs] you know swapping wild for crazy just sounded so much better, so it’s where I began to be more open to the idea, if switching things in my vocabulary means that, you know, the world is my oyster. [51:41] KL Yeah. I think it’s like—it’s just that—it’s figuring out what—what do you actually mean and is there a really good word that you can use instead that’s not ableist or that is more inclusive? And I think just being able to pay attention to that and, like you said, Jenn, feeling like we’re in a group of people that we know we can practice this more is so important and there’s nothing quite like hearing yourself recorded over and over again [laughter] to realize that it’s something you need to be more aware of, and pay attention to, and I love that we’re doing this. SWB I mean it becomes like a default filler word, sometimes, you know? KL Absolutely. SWB And I think like for me I remember a few years ago when I was editing a magazine I was really uncomfortable with like the singular “they.” Like saying, “they” as a singular person instead of “he” or “she,” and I just didn’t like it. I didn’t like it. And I can understand feeling that way about pretty much any kind of language change, because it feels uncomfortable at first like, nobody likes change, everybody likes things how they are, right? [Laughing] Honestly, that’s—that’s—people are creatures of habit. So if you have a habit to say things a certain way or see things a certain way, at first you can bristle. And it took me longer than I want to admit to get comfortable with the singular “they.” By the time we had Stevie on last season, who is non-binary and uses “they” as their pronoun, I was on board for sure [mm hmm] but just hearing them talk about it too reminded me like, “Oh yeah, like this really matters for people.” And if it matters for people, then it matters for me on the show. I want to model that behavior out to the world. [53:19] JL And as you mentioned, I mean we are lucky, we have editing, we can look through this. I would, you know, I would never step someone in a large group or crowd and be like, “Hey, actually! You just said this.” But I think it’s, you know, pulling someone maybe aside after. If I notice someone at work is saying something a lot then maybe I want to be like, “Oh, just so you know,” or you know I’m in a Slack group for design systems and they have one of the automatic things that if someone writes “Hey guys” it’ll have a Slack message popup that says, “We use inclusive language language here. How about something like ’Hey, folks?’” And I like something like that because the message is written really friendly and it’s not like pointing out anyone’s wrongdoings, it’s just, “Oh here’s something you probably didn’t consider. Let’s all start considering this more.” SWB And I think it also it also all depends on context, situation, language, the severity of something, like I think there are definitely times where in a group setting if somebody says something egregious [KL yeah] it might be important to call them out publicly because it might be important to publicly state, “This is not acceptable here.” [Mm hmm] And other times it’s like there’s a slip and they just need a quiet nudge and—and I think it really depends. But I think when it comes to doing, you know, if you’re going to put a podcast out into the world, and if you’re going to say like, “Yeah, this is a feminist podcast,” then like fuckin’ live it. So we have to make sure that we’re really thinking about that carefully and—and, you know, continuing to get better, and I definitely think of this as something that like we have not fixed. It’s a thing that we are aware of, and working on, and like figuring out … what else is out there? Like what other stuff is out there that we haven’t realized yet, you know, could be alienating some people and what are we going to do about it? KL Yeah, so that’s we’re really excited because we thought we would add a new segment to the show, and we’re calling it Vocab Swap. So we’re going to keep tabs on how we’re sort of doing with this over the season, and we’re going to look for new ways um to learn how we can just expand our inclusive, and just practice it a lot more, and find new ways to—to do that. SWB Yeah! So I think for our very first Vocab Swaps we’re really talking about “guys” and “crazy” and taking note when those words are coming out of our mouths and thinking about why we’re using them, and whether they are appropriate, and who they might be hurting. KL And that’s it for this week’s episode of No, You Go, the show about being ambitious—and sticking together. NYG is recorded in our home city of Philadelphia and produced by Steph Colbourn. Our theme music is by The Diaphone. Thanks to Neha Gandhi for being our guest today. If you like what you’ve been hearing, please make sure to subscribe and rate us wherever you listen to your podcasts. Your support helps us spread the word. And don’t miss our new biweekly newsletter, “I Love That”! Head to noyougoshow.com/ilovethat to sign up. See you all next week! [Music fades in, plays for 30 seconds, fades out to end.]

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Josie Moran was being awarded a Heart of Green award at Hearst Tower. I was able to get an interview with her prior to the event. We talked about the toxicity of regular cosmetics and the need to let people know about the products.