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BRX Pro Tip: 3 Common Goals of a B2B Podcast

November 14, 2025 by angishields

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BRX Pro Tip: 3 Common Goals of a B2B Podcast

Stone Payton: And we are back with Business RadioX Pro Tips. Stone Payton and Lee Kantor here with you. Lee, in your experience, what are some common goals or what are some common goals that we should have when it comes to setting up and executing a B2B podcast?

Lee Kantor: Well, I think in a B2B podcast, most people go in thinking of one, two, or all three of these things, but one of them is more important to me than the others. But number one is brand awareness, number two is thought leadership, and number three is lead generation. Those are typically the reason somebody wants to do a B2B podcast. You know, they either want to increase their brand awareness, they want to create some thought leadership content, or they want to generate leads.

Lee Kantor: If you care primarily about brand awareness or getting your thought leadership out there, that strategy is totally different than that of a B2B podcast that’s trying to generate leads or revenue. If you’re aiming at brand awareness, then you have to have a super long time frame and lower expectations about generating much revenue from your efforts, and especially the timing on doing that. Lead generation, on the other hand, can start paying off for you much, much quicker if you’re focused in on that as your objective or your goal.

Lee Kantor: So, if you’re interested in a B2B podcast that generates leads and revenue, then you definitely have to check out Business RadioX. We’ve been fixing broken B2B podcasts for almost two decades now, and our focus is on lead generation, generating an ROI, focusing in on the people that matter most to you, and getting you in front of more of them to build relationships, nurture relationships, and grow.

BRX Pro Tip: How Do You Bring People Into Your Community?

November 13, 2025 by angishields

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BRX Pro Tip: How Do You Bring People Into Your Community?

Stone Payton: And we are back with Business RadioX Pro Tips. Lee Kantor and Stone Payton here with you. Lee, today’s topic, how do you bring people into your community?

Lee Kantor: Yeah. We’ve talked a lot lately about being a niche, and I think having a community is another way to talk about your niche. So, if you have a community that you’re serving and you have a free way to bring more and more people into that community to raise their hand to say, “Hey, I’m interested in this. I’d like to learn more about that,” how and what do you do to begin a relationship with somebody new?

Lee Kantor: If you’re not thinking about ways to bring new people in to discover and engage with you, it’s going to be difficult to grow your community. So, the ideal way would be if your current clients or current members of the community tell others about you. So, if that’s the case, do you have a mechanism in place for them to do that? If you don’t, start thinking about it.

Lee Kantor: Now, that’s one way to grow and probably the best way is organically grow with your current users. Another way is to start evangelizing and doing some work to get into adjacent communities and to see if you can pull some of those people into your community. So, these are all things that require you to start thinking about creative ways to help get the word out so that you can bring more people into your community.

Lee Kantor: The easiest and the most efficient way and the best way over time, I think, is to start out with your existing clients and your existing members. What can you be doing to help them help you get the word out and bring more people into your community?

Success is Not Built in a Day

November 13, 2025 by angishields

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Empowering Educators: The Curtin Team’s Roswell Home Refresh Initiative

November 12, 2025 by angishields

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Empowering Educators: The Curtin Team’s Roswell Home Refresh Initiative
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In this episode of Cherokee Business Radio, host Joshua Kornitsky welcomes Tom and Joanne Curtin of The Curtin Team to spotlight their heart-driven charitable project, the Roswell Home Refresh. Through their nonprofit Curtin Team Cares, the Curtins mobilize local vendors, volunteers, and community partners to transform the home of a deserving Roswell educator each year. They share the origins of the project, emotional stories from past winners, the incredible support from their vendor network, and why giving back to teachers and local families remains at the core of their mission. This uplifting conversation highlights the power of community, generosity, and purpose-driven business leadership.

Brought to you by Diesel David and Main Street Warriors

CherokeeSponsorImageDieselDavidMSW

Curtin-Team-logo

Tom-Joanne-CurtinTom Curtin co-founded the Curtin Team in 2001, helping grow it into a top-producing group with over 2,000 home sales in sales.

A real estate investor and mentor, he’s passionate about financial freedom and work-life balance.

Tom lives in Milton with his wife Joanne and their two children.

Joanne Curtin, founder of the Curtin Team, has led the business to over 2,000 home sales since 2001.

She’s also President of Curtin Team Cares, the nonprofit she co-founded in 2018 to serve the local community.

Joanne lives in Milton with her husband Tom and their two children.

Follow The Curtin Team on LinkedIn and Facebook.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Woodstock, Georgia. It’s time for Cherokee Business Radio. Now, here’s your host.

Joshua Kornitsky: Welcome back to Cherokee Business Radio. I’m your host, professional EOS implementer Joshua Kornitsky. And I’ve got really an incredible story to tell. Although I’ve got a little bit of a frog in my throat today. I have Tom and Joanne Curtin back with me from The Curtin Team, and we’re going to get to them in just a minute because their big project is coming up. But first, I want to make sure that we thank the Business RadioX Community Partner Program, the Business RadioX Main Street Warriors Defending Capitalism, promoting small business, and supporting our local community. For more information, please go to Mainstreet Street Warriors. And a special note of thanks to our title sponsor for the Cherokee chapter of Main Street Warriors. Diesel, David ink. Please go check them out at diesel. David comm. So as I said, my guest today are Tom and Joanne Curtin. Tom is the CEO of The Curtin Team. Joanne is the founder of The Curtin Team, but also president and co-founder of Curtin Team Cares. It’s a charitable organization behind their Community Impact programs. Under their leadership, the Curtin Team has become one of Metro Atlanta’s most respected real estate teams, known for their focus on education, leadership and community connection. Today, they’re joining us to share more about their Roswell Home Refresh Program, an initiative that brings local educators renewed comfort and appreciation through the hands of on home transformation. Led by local partners, vendors and volunteers. Tom, Joanne, welcome. I’m so happy to have you guys here today.

Joanne Curtin: Thank you Joshua. We are thrilled.

Joshua Kornitsky: It’s it’s, um. It’s always exciting when we get to talk about how we can help others. And with what you’re doing through kirtan team cares and the Roswell home refresh program. Um, will you tell us about it? Because I get very excited and I want to make sure we we explain what it is before we start talking about it.

Joanne Curtin: Yeah. Well, the Roswell Home Refresh is, um, it it is a project you mentioned program, but really it’s a project and it’s a different project every year. Um, it was created through Curtin Team Cares, our 501 three organization that we founded. What year?

Tom Curtin: Uh, 2018.

Joanne Curtin: 2018. And, um, you know, we we were looking for real focus for our nonprofit. And, um, I’m a teacher, um, in, you know, I taught for five years, early childhood ed, before I got into real estate. And my heart really just is with teachers. I mean, that’s just kind of what I love to do is support. I mean, there’s no harder job in the world. Okay. That’s for sure. In fact, it is the, like the birthplace of sales. If you can get kids.

Joshua Kornitsky: You’re you’re.

Joanne Curtin: 100% right. If you can get kids to learn, you’re a salesperson, and it starts in the classroom. So I have a big heart for teachers. I was a teacher, and, um, we decided, you know what? Let’s, you know, our board met and we did a lot of, um, outreach in the community, but we decided, you know what? Let’s focus our efforts on the Roswell Area School District staff and teachers, and let’s, um, take nominations for a teacher or staff member that’s had a hard year. Um, we, uh. So this is this will be our second year of our project, our second.

Tom Curtin: And, um, so we learned a lot last year just starting it for the first time. But what I was going to add is these stories, you know, we take nominations and we have to decide who is going to be the winner. Um, and there’s a lot of tough stories, you know, when you read it, you just you feel for them. And, um, this year’s winner we’re really excited about. But, um, the project varies based on what they need. So, um, you know, Joanna literally go to the house and kind of, hey, what’s your wish list and find out what they want? And then we’re able to leverage our vendor network. You know, of all the folks that we lean into throughout the year through current team, through our real estate business. Right. And, you know, we’ve got great painters and.

Joanne Curtin: And everything is everything is donated. I mean, they’re they’re the labor materials, everything. Um, the project is completely donations. Yeah.

Tom Curtin: So so they donate, you know, we’re very fortunate to be able to lean into them for for donations, for labor and materials and all that. And then this year, for example, our winter is getting a lot of furniture, right? So we’re able to purchase that furniture through the donations that we raise through current team cares. And um, yeah, those kind of efforts.

Joanne Curtin: So yeah, it’s great. I mean, um, it is it is just so exciting to have, you know, the community involved. And it’s our second year. So it is it is slowly catching on. Right. Um, and it’s going to get bigger and bigger. I already feel it because when we go to the schools, you know, now the the receptionist pulls out her phone, she, you know, she sees the flowers, right? And she’s like, oh my gosh, you know, here we go.

Joshua Kornitsky: So as you’ve as you’ve grown now year two with the program and and you’re taking those nominations, which to be clear, the nominations are closed for this year but won’t, you know, won’t be too long before right around.

Joanne Curtin: And we end them August 1st. You know, we let them go all summer long. So we let the principals know in the schools that we’re going to take nominations all summer long. So it’s a real kind of relaxed summer. People just nominate anonymously or or with a name, but they can choose, um, all summer and then August 1st it’s over, and then we meet as a board and we choose the winner and then game on until Thanksgiving.

Joshua Kornitsky: And I think it speaks a lot of the curtain team that you’ve got all of your vendors and suppliers that are helping you, that that that kind of thing doesn’t come without trust and without knowing that you’re a good partner to them, right? For them to be able to volunteer and to donate their time. So throughout the years, is this now something you’re talking up with your vendors and your suppliers so that they’re aware of it?

Joanne Curtin: I mean.

Tom Curtin: Yeah, I mean, it’s it’s um, I mean, they they know we’re going to ask now, but, um.

Joanne Curtin: Yeah, but I mean, you would think, oh, you know, we can ask a lot there. They don’t want to not do it.

Joshua Kornitsky: Like, that’s.

Joanne Curtin: Awesome. I mean, so it’s like, wow, my painters like, if I can call it he calls it a blessing. If I can do the blessing this year. And I’m like, of course you can.

Joshua Kornitsky: How do you say no to that?

Joanne Curtin: I know, so they it’s like, I don’t know, we don’t have to shop vendors. Nobody is saying no. And I can’t do it this year or or really anything.

Tom Curtin: So and it you know, we don’t know until we know what the project’s going to be. Um, but for the most part.

Joanne Curtin: I mean, last year.

Tom Curtin: Paintings usually always involved.

Joshua Kornitsky: Painting and probably.

Tom Curtin: Walls.

Joanne Curtin: Yeah, right. Last year we had some, um, we had, uh, concrete work, and it was freezing. And these guys, I mean, I got a video of the dust flying. They’re all just decked out in their, you know, winter coats. And it was grueling work, and we just were. We couldn’t believe it. So.

Joshua Kornitsky: Yeah, speaking only as a homeowner, I didn’t realize that concrete was an art until I needed some. And it turns out it is quite an art.

Joanne Curtin: It was crazy. Yeah, yeah. And they did it with a smile, of all things.

Joshua Kornitsky: When? When you’re doing things like this that are that are giving of yourself to help others. So let’s talk about last year’s situation or last year’s winner. Pardon me. Um, tell us a little bit about how did that land, how did it go over. Because this is the first person.

Joanne Curtin: So yeah.

Tom Curtin: Well I think kind of backing up, I what Joanne mentioned with it growing, I do think that because it was the first year I think people were like, is this real? What is this. Right. Where’s the catch? So I we didn’t have as many, um, nominations because I think people just thought, I don’t, you know, I don’t want to give these people my name. Right.

Joshua Kornitsky: This is just another way to get my name.

Tom Curtin: Yeah. So I think we had to, you know, some people knew us because we do other things through the school, but, um, you know, in a broad sense, they didn’t. So I think we had to build some trust. Um, but last year’s was, um, a pretty big variety. I mean, there’s painting, landscaping.

Joanne Curtin: And again, every winter. So last year’s winter. Um, something that was important to her was her home office. She’d had, um, some challenges, um, in her family. And, um, and she really wanted to commemorate, um, a past child. And it was just really a deep story. And we just were delicate about it. And, um, and then when you walk into the home, you know, you ask them what, you know, wave a magic wand. What’s something that would really mean something? And to her, it was kind of to have a respite of, of that room where she could just go and, and it could just be a room for her. So we created that. We transformed a bedroom into a home office with memories, um, all around the photos, all around the room. And it was it was delicate because there’s siblings involved and, um, you know, a lot of people came out in the community that knew her and wanted to help, and it was just so touching. Really, really was.

Joshua Kornitsky: So I think people love to help and people love to help others who, whether it’s through loss or other means, and we want to respect their privacy. But in order to help fill the the hole in ourselves, we help but to also help others who have endured things. It’s healing for everybody.

Joanne Curtin: Right. And we had, you know, we had nominations that we couldn’t choose. We had a winner, right? That we all chose. Um, but then we had a couple of, um, runners up that we couldn’t choose. So, um, you know, we we do something for them as well. I’ll just leave it at that. We definitely bless them in another way. And that feels good too.

Joshua Kornitsky: Well, and I know this, and I’m not, um, shy about saying it. Pardon me again with my squeaky voice. Uh, as a the reason I got to know you both is, is that I’m a two time customer. But I say this from a from a human interest perspective. Um, you do a lot in the community, and I know that because I receive regular communication as a former customer that this is going on. I got a thing that there is some PiS coming around.

Tom Curtin: Yeah.

Joshua Kornitsky: Um, but you guys do movie nights. You do all sorts of things.

Joanne Curtin: We we did wino bingo. Joshua, where were you? Probably here.

Joshua Kornitsky: Um, but you guys have created your own community, and I think that that speaks volumes about the integrity of your business, because people that I know that I’ve recommended, that I’ve suggested the curtain team. It’s integrity. First it’s community spirit. Now it’s charitable giving. Not that it wasn’t before because Curtain Team Cares already existed. Correct. So it wasn’t that you weren’t doing other charitable things. This one’s just a little bit more public.

Joanne Curtin: It is. And it was just such a perfect project for our team because, I mean, you know, any Tuesday we can refresh a home. We do that for a living, right? And to do this, I mean, it’s such a large project for the winter. And to us, it’s it’s just something we take for granted. So we’re like, wow, you know, this is just perfect for us to get behind. And we should just, you know, um, just keep putting gas on it every year, see what we can do.

Joshua Kornitsky: And we want to make sure that we draw the attention to it. We’ll get we’ll get you on earlier before the nomination process next time, so that we can make sure to get the word out about that. Um, you know, we are all somewhat, uh, I don’t want to say numb, but we’re biased because we see renovation programs on television that let’s just go ahead and say are not realistic.

Joanne Curtin: It’s almost impossible to create what they’re what they’re.

Joshua Kornitsky: I have in my personal life, known people that have been, uh, not on shows but have been in the running to be on shows. And let’s just say there’s a lot of smoke and mirrors and leave it at that. Um, we won’t speak ill of them, but how long does it take once you have your winner and things get moving?

Joanne Curtin: That’s a great question.

Tom Curtin: Yeah. So we we do have to spread some of it out. So, you know, I guess originally we kind of thought could we do it all in one day? And the answer was no. Um, it does depend on the house. Yeah.

Joshua Kornitsky: So like the.

Tom Curtin: Pro in this case, the paint’s already been done. You know, we bring the painter in ahead of time, so we. Yeah, we.

Joanne Curtin: We reach out to the vendors that we know we need these things fixed. We get them to, you know, let us know that that’s a possibility. Absolutely. But then I think what’s so great is the vendors can say, you know what? When it’s an ice storm or when it’s rained out, we can come over there with our guys, like, can, can we do that on, you know, this weekend or on a Friday. And so it’s really just whenever it’s good for them and we clear it with the homeowner and um, it just and and they’re so thankful they’re like absolutely. They can come over here. And so we’re we’re actually working on it for a good month prior to the day. But then the day happens and we get we get full like, you know, permission to bring our team and our board in.

Tom Curtin: Um, and the volunteers.

Joanne Curtin: And volunteers, of course, um, to come in and just put stuff together and do the install is what we say, you know, with all the fun stuff that we’ve.

Joshua Kornitsky: Well, so, so let’s talk about volunteers because there is still time for volunteers.

Joanne Curtin: There is totally time. We have blinds and we.

Tom Curtin: Have a.

Joanne Curtin: Lot of nature. We have it’s from.

Tom Curtin: Ikea, which is making me.

Joshua Kornitsky: Sweat.

Tom Curtin: Look at those boxes.

Joanne Curtin: Let me tell you, some Ikea shelves are about as good as I mean, that is like gold. I love those.

Tom Curtin: Um.

Joanne Curtin: Ikea shelves.

Tom Curtin: So yeah, we have that whole day and we’ll I mean, that’s the fun. I mean, I don’t know that furniture putting together is fun.

Joanne Curtin: The install of the furniture.

Tom Curtin: You know, once you get to see the finished product, like, well.

Joshua Kornitsky: That’s the payoff that they keeps everybody tuned in to those silly shows, right? It’s because everybody wants to see the after.

Tom Curtin: Yeah. That’s right. Yeah.

Joshua Kornitsky: So yeah, I love the fact that you guys are realistic about it because it it always struck me as kind of crazy how they could paint the house and put the furniture in on the same day, right? I mean, I guess you could.

Tom Curtin: Yeah.

Joshua Kornitsky: You must not care a lot about the floors, right?

Joanne Curtin: Yeah. No. We’re humans. I mean, we’re we’re getting there. We’re getting there in the morning. We’re going to have lunch there. I mean, it’s a great obviously team building exercise.

Tom Curtin: And we do it the Friday before Thanksgiving on purpose so that the homeowner, the winner can have, you know, everything’s done for the holidays, right. For for Thanksgiving and, um, you know, going into the holidays. So. Yeah. Um, so that’s the day that we’ve chosen.

Joanne Curtin: Yeah. And everyone’s in a giving spirit. It just makes sense, you know, it’s the perfect time to plant flowers. We usually put some flowers up by the front door. Um, there’s holiday decorations involved. We. You know, I don’t want to. Is she going to hear this after the fact? I don’t want to give away the funny thing that we’re doing in there.

Joshua Kornitsky: Then let’s.

Joanne Curtin: Yeah.

Joshua Kornitsky: Leave it secret. You can share it next time. Yeah.

Joanne Curtin: Um, so we have a little surprise.

Joshua Kornitsky: And I know from other conversations that we’ve had that you’ve got a really strong culture inside of the curtain team itself. So are your folks excited to get involved? Oh.

Joanne Curtin: Yeah. I mean, they’re like, who’s the winner? Like, you know, who’s the winner? What can we do? And they’re just, um. Yeah, they block out the day and they they’re just. Yeah. They’re coming. Ready to be filled. Filled. Fill their cup.

Tom Curtin: Yeah, it’s it’s something that we can all kind of get behind. And the way that we part of the way that we fund curtain team cares is every home that we sell, we donate a portion into curtain team care. So just kind of throughout the year.

Joanne Curtin: There’s a kitty. I mean, there’s a kitty we’re drawing from. Yeah.

Joshua Kornitsky: Good to know though, because that’s not something that it even occurred to me how to how that comes about. Because lumber is not free no matter who’s donating.

Joanne Curtin: Right, right. Yeah. And and, you know, um, when we do sell homes, we have letters that go out and reminds them a portion of this went to our home refresh. This is what, um, you know, our nonprofit is supporting and just gives that homeowner a feel good of, like, what we donated on their behalf for that sale. They forget or maybe don’t even know.

Joshua Kornitsky: Well, 100% they forget, because if it’s not in front of us, that’s just human nature. But I think that it’s the fact that it’s a portion of every home you’re dealing with says a lot about the integrity of the organization, and it’s about the consistency of keeping that kitty full, because we all know that it all goes up and down when it comes to availability and vendors and supplies and all of that. Um, so you guys are are really forward thinking that way. Do you and I ask this cautiously, we don’t want to give anything away. Do you have other plans for curtain teams care. Curtain team cares. Pardon me with with other things that you are okay talking about.

Tom Curtin: Yeah. Well, we.

Joanne Curtin: Actually do quite a bit.

Tom Curtin: Yeah. There’s some partners in the community that we partner with and we donate to regularly. Um, Children’s Development Academy is one of them.

Joanne Curtin: Cda.

Tom Curtin: School in Roswell.

Joanne Curtin: And they serve under um, uh. What is their mission? It’s under under low income families. Okay. Yeah, it’s a low income family. Support for early childhood ed. Yeah. And again, that was in line with.

Joshua Kornitsky: Sounds like it’s your passion.

Joanne Curtin: Yeah, it was in line with what we did, and we were just like, wow, this is fabulous. So we it’s all pre-K.

Tom Curtin: We also take kind of one offs. You know, I mean, there’s been just outreach. If something happens to an individual in the community that they need kind of an immediate support, then that’s what we’re there.

Joanne Curtin: Right. And we have a liaison on the board for every, um, elementary school, um, as well as, yeah, into some middle schools, too. Yeah.

Tom Curtin: One of the fun things we’ve been able to do is, um, a couple of the middle, uh, sorry, elementary schools where we are. Um, they don’t have enough funds to do a field trip. Um, like some, you know, some schools. The parents can donate.

Joanne Curtin: The school wide field trips, the school wide can get expensive.

Tom Curtin: Some of the kids, you know, their parents don’t have the money to to give to do the field trip. And we’ve been able to fund that so that all the kids can go and.

Joanne Curtin: And it’s a sleepover at the aquarium. That’s like, I remember when my daughter did a sleepover like it. And it’s all about, you know, your friends and just such a big deal.

Joshua Kornitsky: Well, and and the reason that I.

Joanne Curtin: And that’s a fifth grade trip, by the way.

Joshua Kornitsky: Thank you for clarifying. Uh, the reason that I asked that is I want people to understand that this isn’t just in the real estate universe of giving, right? That this is just community care and community, uh, consciousness. And for that, you guys should really, really be saluted. Why? I so, uh, was so excited to have you back on to talk about this, because these are the kinds of things that people don’t ever see happen, right? And in most, giving is invisible. And it’s no one’s business who does what, where, to whom or how as far as giving goes. But this should. We need more corporate responsibility. We need more corporate giving. Um, because this is direct and directly touches the communities you serve and that we serve. So to me, I love the fact that that it’s starting and ending with education focus, but it’s also giving into the community to help elevate, uh, folks within. So I’m excited to see this year’s winner. When when will that be made public?

Joanne Curtin: Well, actually, we had um, we had oh, it’s going out in the magazine. Well, we’ve shared who the winner is.

Tom Curtin: Yeah. So we’ve we’ve announced the winner already.

Joanne Curtin: Um, her name is Tony Reeves, and she’s from Hembree Springs Elementary School. Okay. And it was so fun to share that with our team because one of our team members was like, oh my gosh, my kids went to Henry Springs. So, you know, there’s such a connection. So, um, it was a it was an anonymous nomination. And Tony is very just grateful. She’s like, I don’t need to hide anything. You just share my story. But, um, she’s a single mom, and, um, she recently purchased a house. And, you know, in our business, I mean, anyone that pulls the trigger to purchase a house in a climate that we’ve been through is just a hero already, right? Um. And we just were really proud of her for doing that. And, um, and she, after she purchased the house, she had some things that just never got done. And that’s what her kind of wish was, was. Oh, my gosh. Like, I just want to get my kids rooms painted. You know, I haven’t done that. And, um, you know, some other things with the kids. We we got to talk to them about some things that they were wanting. So it was just fabulous, but I forgot. What was your question?

Tom Curtin: Initially, the winner was.

Joshua Kornitsky: The winner about who the winner.

Joanne Curtin: Was. Yes. And so, you know, um, we surprised her with, um, a beautiful bouquet of flowers donated. Um, and she came to the front. They called her up. She thought she was in trouble. And that was the best video. Um, and, you know, it’s just it it involves the whole school, and we’re going to involve the whole school again. Um, for her, um, for her install day, they’re going to do a little something for her. So we’re excited, but, um, and then Roswell magazine, uh, Roswell Neighbor magazine does an article about it to let the community know. And Michelle Berry helps us put that put that out. And, yeah, it’s just awesome.

Joshua Kornitsky: Is there a website where people can kind of see some pictures or if they want to learn more?

Joanne Curtin: Um, well, I mean.

Tom Curtin: We.

Joanne Curtin: Put.

Tom Curtin: It on our social media.

Joanne Curtin: Yeah. Best thing is just our Instagram curtain team. Um, and then it’ll link up to Curtain Team care. So really it’s Instagram and Facebook. You know, curtain team care social is really where it’s all at. I mean, that’s that’s instant.

Joshua Kornitsky: Websites are kind of static.

Joanne Curtin: Well, you can go to our website to give money or sign up to volunteer.

Joshua Kornitsky: Please tell us what what that is.

Tom Curtin: Uh, curtain team cares or curtain comm.

Joshua Kornitsky: And it’s important to point out again. And I’m I’m a stickler on this one. It’s a 500 1C3. It’s a legitimate nonprofit. And not to intimate that others are not. But there’s a lot of confusion sometimes this is a charity and you are donating to a charity.

Joanne Curtin: Absolutely.

Joshua Kornitsky: It’s a charity that helps here in our community. And in this particular case, is fulfilling an educators wish list for what they had had wanted to get finished in their home.

Joanne Curtin: Um hum.

Joshua Kornitsky: Yeah. Um, I think it’s fantastic. And, and as we roll forward into the the season of giving. I think it’s important to note that we got to keep the kitty full. So if people want to continue to donate, if people want to give, yes, those those doors are open.

Joanne Curtin: Absolutely, absolutely. They they can give with those, um, with the sites that Tom shared. And when we do these events like, y’know, bingo. And we have, um, we have breakfast with Santa and photos with Santa coming up in December, um, there’s a QR code where they can donate on the spot, because actually we weren’t doing that last year, and the families were so grateful that their kids could come, you know, and tell their, you know, tell Santa what they want. And it’s later in the month to where they they actually have an idea. Sometimes it’s so early, but they’re so grateful and they’re like, oh, how can we, you know, how can we thank you? And we’re like, oh, well, this is how you can thank us. You know, if you’re asking, that’s definitely fantastic.

Joshua Kornitsky: So you better buy a house. I mean.

Joanne Curtin: That too.

Joshua Kornitsky: That was a big.

Tom Curtin: Thing that helps. Yeah.

Joanne Curtin: Yeah, yeah.

Joshua Kornitsky: Well, I, I can’t thank you guys enough for the work that you’re doing in the community. Is there anything else that we need to let anybody know about the program? Excuse me? The project?

Joanne Curtin: Yeah. Um.

Joshua Kornitsky: Gosh, I want to.

Joanne Curtin: I mean, think about, you know, you know, just think about next year, if, you know.

Tom Curtin: We’ll open up nominations, um, probably in the early spring next year.

Joshua Kornitsky: Okay. And we want to make sure that you’re following them on, on Instagram for both kirtan team and kirtan team cares. So that that way you’re able to see what’s going on and, you know, maybe stay abreast of what’s happening in your community in a couple of different directions.

Joanne Curtin: Yeah. And if if someone’s not getting our newsletter, I mean, we, we really I mean, and and follow us on Instagram. I mean, we just did a post about like what’s happening in the Roswell Alpharetta area over the holidays and over the giving times. I mean, how to give must ministries. I mean, there’s all kinds of ways people can give back, not just through kirtan team care. So we’re really rooted in the community.

Joshua Kornitsky: And I know you are. And I’ll tell you in a in an information age where we are all overloaded with entirely too much communication. I do read your emails. That’s how I knew about the pie.

Joanne Curtin: You know, I’m so glad to hear that because.

Tom Curtin: It’s.

Joanne Curtin: Hard. Listen, Joshua, I remember in the I mean, this will be our 25th year coming up. Um, next next year will be our 25th year. Wow. Everything’s going to have to have a 25 in it when we do something. But I remember asking people for their emails when we were first in the business and they were like, well, I’m not going to share my email. You know, nobody wanted to give their email.

Tom Curtin: So I don’t have one.

Joanne Curtin: I don’t have one. Or so now and then I’m wondering, do people really read it? So I’m glad to hear that we have something that you choose to read. Well, because so many people do.

Joshua Kornitsky: It comes down to is the fact that you’re you’re sharing useful information. And when you’re sharing useful information, when you’re showing the good you’re doing right. It’s it’s hard not to pay attention.

Joanne Curtin: Yeah. It’s a good email. Yeah. You want to open it?

Joshua Kornitsky: Yeah. Because we all get plenty of emails that we don’t want to read, right? Um, so that that always makes me happy to see. So I’m glad that you guys are maintaining the communication. Keep it open, keep it flowing. Um, and thank you for what you’re doing for our community, because I think that it deserves the thanks. We really appreciate it.

Joanne Curtin: Thank you.

Joshua Kornitsky: So for anyone who wants to learn more about the Roswell Home refresh or the curtain team cares, the best way to do that is to go to their Instagram or their website. Um, we will have those published when we publish the interview on Spotify and Apple and the other podcast platforms. My guest today has been Tom Curtin, CEO of Curtin Team. Joanne Curtin, the founder of the Curtin team and president and co-founder of Curtin Team Cares, the charitable organization behind the community impact programs that they do. Under their leadership, the Curtin team has become one of Metro Atlanta’s most respected real estate teams, known for their focus on education, leadership and community connection. I can’t thank you guys enough for coming in and giving us some more of your time. I know how short it must be these days.

Tom Curtin: Thank you.

Joanne Curtin: It’s awesome.

Joshua Kornitsky: It’s. It’s always.

Joanne Curtin: A.

Joshua Kornitsky: Pleasure. And I expect to see you in the spring when the nominations open.

Joanne Curtin: Oh, that’ll be great.

Joshua Kornitsky: Absolutely.

Joanne Curtin: Great.

Joshua Kornitsky: And I just want to remind everybody that today’s episode is brought to you, in part by the Community Partner program, the Business RadioX Main Street Warriors defending capitalism, promoting small business and supporting our local community. For more information, please go to Mainstreet Warriors. And a special note of thanks to our title sponsor of the Cherokee chapter of Main Street Warriors. Diesel. David. Ink. Please go check them out at diesel. David. Comm. My name is Joshua Kornitsky. I am a professional implementer of the entrepreneurial operating system and this has been Cherokee Business Radio. Thank you for listening.

 

BRX Pro Tip: 3 Tips to Keep Your Sales Team Motivated

November 12, 2025 by angishields

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BRX Pro Tip: 3 Tips to Keep Your Sales Team Motivated

Stone Payton: Welcome back to Business RadioX Pro Tips. Stone Payton and Lee Kantor here with you. Lee, the sales team, if you have one, is often the lifeblood of your business. It’s important that they stay focused, motivated. But how do you keep your sales team motivated?

Lee Kantor: Yeah. It’s really hard and it’s super important. And this goes beyond really sales people, but it’s everybody, but sales people are so hard to motivate as it is. But you should really think about these things when you’re dealing with all your team members.

Lee Kantor: But one of the things that I would recommend is review successful deals and really kind of get into the weeds about how a deal went down and what had happened and share that information with the team. This type of granular analysis is like a football player, a football coach looking at film. You want to understand what worked and what didn’t, and you want to be able to take what worked and do it again.

Lee Kantor: So, the more that you review what a successful deal looked like and how it happened and what was the groundwork that was laid so that it was able to move and how it got past the hurdle, if everybody understands how that occurred, everybody can learn and use those same techniques in their own deals. So, this also helps boost the confidence of the person who did the deal and it helps the whole team member grow and learn. This is especially useful when people get frustrated because there are so many hurdles in a deal. So, if you have a documented way of how somebody overcame them, everybody can learn from that.

Lee Kantor: Another thing to do to keep a sales person or any team member motivated is include some coaching, some type of coaching. It doesn’t have to be necessarily you pay an outside coach, but somebody on the team that is mentoring and coaching. That’s so important to have somebody there that’s going to be kind of non-judgmental but will hold someone accountable, will support them when the confidence is wavering, they’re cheering you on when you need to be cheered on, and they’re celebrating your victory when you have victories. So, having a coach of some kind and implementing some type of coaching is super useful for anybody to help keep them motivated.

Lee Kantor: And number three is, when you’re choosing salespeople, avoid negative people. I mean, you don’t need to be around chronic complainers who are always whining and negative all the time. Sales is hard enough without somebody on the team that’s always kind of that negative person that’s chirping in your ear about how hard and unfair life is. You don’t need those people on the team. You got to really prune those people. They’re not only going to sap your energy, but they’re really destructive for the whole sales team. When somebody like that, you want to kind of eliminate that if you can.

How Brazilian Jiu-Jitsu Can Empower You, Regardless of Size or Experience

November 11, 2025 by angishields

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In this episode of Cherokee Business Radio, Joshua Kornitsky interviews Joanie Chamberland, owner and head instructor at The Rise Up Brazilian Jiu-Jitsu Academy. Joanie shares her lifelong martial arts journey, the founding of her academy, and her mission to create a safe, inclusive, and technical environment for students of all ages. She discusses the mental and physical benefits of jiu-jitsu, addresses common misconceptions, and highlights her academy’s supportive approach, including fundamentals-focused classes and a two-week free trial for newcomers.

Brought to you by Diesel David and Main Street Warriors

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Joanie-ChamberlandJoanie Chamberland, Owner of Rise Up BJJ, is a retired black belt competitor and the only female BJJ school owner in Georgia.

She’s been training 16 years and teaching 12 years. Rise-Up-logo

Follow Rise Up on Facebook and Instagram.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Woodstock, Georgia. It’s time for Cherokee Business Radio. Now, here’s your host.

Joshua Kornitsky: Welcome back to Cherokee Business Radio. This is Joshua Kornitsky professional EOS implementer and your host today. Uh, before we get started, I’ve got a great guest here in the studio, but I want to make sure everybody knows that today’s episode is brought to you in part by our community partner program, the Business RadioX Main Street Warriors defending capitalism, promoting small business, and supporting our local community. For more information, go to Mainstreet Warriors and a special note of thanks to our title sponsor for the Cherokee chapter of Mainstreet Warriors. Diesel. David. Ink. Inc. please go check them out at David Comm. Well, as I said, I’ve got a great guest here in the studio. I’d like to introduce Joanie Chamberland, uh, owner and head instructor at the Rise Up Brazilian Jiu-Jitsu Academy. Welcome, Joanie.

Joanie Chamberland: Hey, thank you for having me here today.

Joshua Kornitsky: Uh, it’s wonderful to have you. So tell us a little bit about yourself and how you got involved in and then ultimately created the academy.

Joanie Chamberland: Yeah, absolutely. So I actually grew up doing martial arts for my whole life. I started when I was four years old, and, um, that was up in Canada before I moved here.

Joshua Kornitsky: Okay.

Joanie Chamberland: And then, um, when I got down here, actually, my parents had me start gymnastics, and I absolutely hated it.

Joshua Kornitsky: At what age did you.

Joanie Chamberland: When I moved here? When I was eight.

Joshua Kornitsky: Okay, so. So you were already four years in when you got here?

Joanie Chamberland: Yes. Correct.

Joshua Kornitsky: That’s crazy.

Joanie Chamberland: Um, and I was doing kenpo karate up there, and then I came down here, they made me do gymnastics, Monastics, and I was a tomboy. It was not my thing. I’m wearing the leotard, I hated it. Um, so then we found a taekwondo school here, and I trained there for a good bit of time, till my dad lost his job when I was in middle school, and. And then we were just working out at Gold’s Gym. And I remember I would have friends come over in high school, and my best friend and I would wrestle in the living room, like, we moved the tables and everything off to the side. And she was, uh, a very athletic soccer player. And I was a beanpole my entire life.

Joshua Kornitsky: Okay.

Joanie Chamberland: And, um, she would beat me up, to say the least. And one of my brother’s friends at the time, um, was doing, like, garage jiu jitsu, and he was like, hey, let me show you some stuff. And I was like, what is this? This is awesome. And he was like, it’s called jiu jitsu. And so it clicked to me because there was a school near where I was working out with my dad. And so I went and asked, you know, what jiu jitsu was about? And all of that. And they wanted a six day commitment. And I was like, um, I yeah, I can’t do that. So then I decided, well, let me go try Krav Maga, where I used to do taekwondo. And the guy looked at me and he was like, um, you’re too young. And I was like, it’s 16 and up. And he was like, yeah, but you’re also too small. And I was like, okay, well, I guess I’ll go train at this other gym.

Joshua Kornitsky: Isn’t that the point, though, that that size shouldn’t really enter into it? Well, it’s not the point, but a point with regards to it.

Joanie Chamberland: For jiu jitsu, yes, but not krav.

Joshua Kornitsky: Okay.

Joanie Chamberland: And and I mean, he’s not technically wrong because if you’re a certain size and your partners are a lot bigger than you and they’re kicking you, it doesn’t matter. You’re gonna get kicked across the room with the bag.

Joshua Kornitsky: Okay.

Joanie Chamberland: So, you know, I was like, okay, well, I’ll go here to do some jiu jitsu. And they’re like, well, we have a grappling program. And so I was like, okay. And so I started there in the grappling program and like within a month we had a really incredible instructor come in who was a Brazilian jiu jitsu black belt. And our grappling program became an actual jiu jitsu program. And it was just I fell in love with it. I loved jiu jitsu, so I just continued to train with him until eventually he moved out of state and they offered me the job to start teaching it.

Joshua Kornitsky: Wow.

Joanie Chamberland: Yeah. So it was it wasn’t really something. I was just like, well, I’m gonna do this for a living, right? Um, even when I had that job, I still never really planned on opening a gym. Um, I was going to school for criminal justice and plan to work for, like, human trafficking or crimes against children. And, um, I went to law school. Not I didn’t finish. I did a semester, and it was just. I did not like it.

Joshua Kornitsky: Okay.

Joanie Chamberland: And then it was just like, maybe I should open a school because then I could help people before things happen to them. And so it was like, you know, once they’re in the system and you’re helping them through the system, like, unfortunately something has happened for them to be in your care, right? So I was hoping that maybe if we start educating people younger and, you know, showing them those skills, that they would be able to defend themselves before anything happens to them.

Joshua Kornitsky: Well, and you bring up an interesting point. So. Growing up, I had a friend who was very involved in a different martial art, but he had always shared with me that that by and large it is a defensive art versus yes, it can be used offensively, but it’s meant to keep you from from being harm. And if if it is from being harmed, if it is necessary for you to harm. Most martial arts are designed to make that a very short process. Is that an accurate statement?

Joanie Chamberland: Yeah. Well, and it’s like, um, you’re right. With jiu jitsu, it is technically made for the small person to defeat a bigger person. Right? Um, which is not the case with a lot of other martial arts where you’re striking because you can only strike so hard. Right? You got to be very, very precise. If you’re not as strong as they are, like hitting the same spot. And I still have other martial arts that I’ve taken, right? I did end up doing Krav at some point. I have my level three in Krav. Wow, Um, I do Mikio Shirai and, um, did Kenpo karate. Taekwondo. So I’ve done a lot of different martial arts. Um, but I personally don’t like striking, um, in the whole Krav mentality, like you’re saying is more offensive, right? It’s. They hit you and you hit him back many times harder, faster, and try to get them off of you. Right? Whereas jiu jitsu, we don’t do any striking. I mean, there’s some striking defense depending on the gym you’re at. Um, I did choose a sports, um based approach to jiu jitsu just because I enjoy it more.

Joshua Kornitsky: Can you explain what the difference is for someone like me that doesn’t know what the difference is?

Joanie Chamberland: Yeah, absolutely. So you’re not going to come in and per se learn how to like block a punch or, you know, learn how to block a strike. Really, you’re going to be learning how to start standing and take somebody down if necessary, which most fights go to the ground. And jiu jitsu is is a ground based martial arts, right? So most everything is on the ground. You learn different techniques from judo, wrestling to do takedowns to take somebody down. But the majority of it is all based on how you control things from the ground, and how to knock over a bigger opponent and get on top, or get behind them to control their limbs. And so over that. Being able to have confidence in yourself and have confidence in being able to control an opponent that’s bigger than you are to move around their limbs, it’s going to still teach you, in a sense, how to defend. Now, is it going to be the number one thing? No, you might, but you’re still going to hit get hit in a fight no matter what. Even if you knew all that stuff, right? Um, but for me, it was just the most practical approach. I want to be training every day. So I didn’t go with an MMA route of jiu jitsu. Okay, um, my goal isn’t to create MMA fighters, it’s to create jiu jitsu practitioners that they can use everything that they’ve learned mentally and physically.

Joshua Kornitsky: And that’s actually the. So in in my other professional life, I teach leadership teams discipline and accountability. And I had the opportunity to to, as I will only say, a little glimpse not into your world, but just into martial arts in a broader sense, through a friend growing up and through another adult, one of my closest adult friends who practices another form of martial art. Uh, and I’m being vague because I don’t remember the exact name. Um, but both of them had told me. And I’d love your your perspective on this, that so much of what the physical training is, is really mental training. And it’s about building confidence and it’s about building self-discipline. And is that something that resonates with you as being correct?

Joanie Chamberland: Oh, absolutely. I tell people, you know, jiu jitsu is kind of like a parallel to life, right? Because you’re going to be constantly in situations that you are uncomfortable in you don’t you feel like you don’t know what to do? Right? In jiu jitsu and I’m huge about learning your fundamentals because it takes and it’s it’s monotonous. Right. Like I’m having a shrimp every day. I’m having to redo the same move over and over, get your drills in. Right. But that’s the discipline you’re talking about, right? In life. Like you can’t just write a sentence without knowing how to make a letter. Right? And if you guys remember tracing those letters over and over again, right. It’s like after a while you’re like, okay, I don’t need this, right? But they still keep making you do it till you’ve got it down pat. It’s the same thing. You’re learning your fundamentals. You’re drilling them over and over again so that the next time you get into a position that you’re super uncomfortable in, your body just knows how to do that thing. So it makes you use and realize too, that if you practice and you practice, once you’re in one of those positions, you realize like, oh, I can get out of this. And so that’s where that confidence comes from, right? Like you have to do the thing to gain confidence. You just don’t oh I’m confident I’m gonna go do that. Like that’s not really how it works.

Joshua Kornitsky: It’s not like The Matrix where they just plug in the drive and you know it all. Boy, wouldn’t that be nice?

Joanie Chamberland: That’d be great. But it’s definitely not so. Yeah, it causes you to have a lot of discipline. And especially when you’re talking about self-control with jiu jitsu, you have to be able to control your limbs and someone else’s limbs that are, you know, moving at you. So if you can’t control your own limbs and tell them where to go and, and a lot of it. And I don’t mean like you’re just going to be punching without telling yourself to punch, right? No, I mean, you’re going to be told to move your hand and you’re going to move your foot. And then your instructor is like, no, no, no, your hand. And then you’re going to move your other foot like, no, the foot that’s connected to your arm, that’s what you move, you know, because it’s so much body like understanding. You have to understand every part of your body and which part to move at what time, because you’re having to use your whole body all at once.

Joshua Kornitsky: And that must take a lot of fundamental drilling to, to get into regular, non-conscious thought about it, where it happens at an automatic level. Uh, and I imagine you have to continue to reinforce that otherwise things fade over time.

Joanie Chamberland: Right? And and it does come back quickly, though. I mean, that is something people fear when they’ve done jiu jitsu in the past. Or they’ll take a break like somebody who’s pregnant, let’s say, right when they have their kid, they’re like, I’m gonna forget everything, right? It doesn’t work that way. Like when you first come back, you’ll feel like you’ve forgotten it all, but it will click back in because it’s muscle memory, like it’s ingrained into your brain. How to move. Just like. Well, when we were kids and you guys were kids, right? You learn how to ride a bike, right? Like I haven’t ridden a bike in years just because it’s just not on my priority thing.

Joshua Kornitsky: So it might be wobbly when you get on it, but.

Joanie Chamberland: Yeah, but then you’re gonna be like, oh, cool, this is easy. Now. Nowadays, I know a lot of kids who don’t even know how to ride a bike, but, you know, it’s one of those things you don’t really forget. It’s like brushing your teeth, right? You could stop brushing your teeth for a month and still know the movement of brushing your teeth. You know.

Joshua Kornitsky: I hope not, but. But I follow it. Yeah. Um, so how long ago did you create the the the academy? What? What drove you to create the academy?

Joanie Chamberland: Um, honestly, I was teaching jiu jitsu in a taekwondo school for years and the overhead like, not my boss as a franchise, right? So the franchise just didn’t really push the jiu jitsu, and so there wasn’t really ever going to be an opportunity for growth of that program. Even though we kept trying to get them to push jiu jitsu, they just never did. They stuck with the martial art that they were doing. And so I had a friend who was like, hey, you know, I’m thinking about opening a school, do you want to join me? And that didn’t end up happening. I ended up opening it on my own, but it was something I was like I was interested in doing. I was already teaching jiu jitsu and I loved doing it. I love teaching and helping people. So, um, I ended up opening the gym in July of 2019.

Joshua Kornitsky: Oh wow. So you’ve been around for a while now, right? That’s fantastic. And and where is the gym located?

Joanie Chamberland: So it’s in Kennesaw right off of exit four by the Publix, um, where the harbor freight is. Everybody knows about the Harbor freight ferry.

Joshua Kornitsky: Yep. Okay.

Joanie Chamberland: Yep. Exit for Bell’s Ferry. It’s like right off the exit. So super close to Woodstock.

Joshua Kornitsky: That’s fantastic. Well, so tell us about some of the programs and things that are going on in the gym so that if people are interested, they can learn more.

Joanie Chamberland: Absolutely. So we are an academy that focuses on GHI and Nogi, which is the the guy is the uniform. So we have classes where you’re in the uniform and then we have Nogi, which is more like kind of like streetwear clothing where you can’t grab the material in order to help you with different techniques. So we have both options available. It’s pretty evenly filtered on that. And we have youth programs as well as adult programs. How young we start them at seven now. We used to have a 4 to 6 year old class. It’s just very difficult and it’s a class that you have to have the right instructor.

Joshua Kornitsky: That intention spans awful small from 4 to 7.

Joanie Chamberland: Yes, yes. And so maybe one day we’ll open it back up. But the person who was teaching it had a child and moved away. Um, and that’s just not a class I’m willing to take on.

Joshua Kornitsky: Sure. Well, and you know what? Knowing limitations is smart too. So exactly.

Joanie Chamberland: So we take them at seven and, um, all the way to whatever age, right. Anybody can take it. And, um, what we did just open up a new offer for people that are homeschooling their kids because it’s such a thing that’s happening now. There’s a.

Joshua Kornitsky: Lot of it’s everywhere.

Joanie Chamberland: Right? There’s a lot of homeschoolers. So, um, for like, a PE credit, let’s say they could take jiu jitsu. So it’s a it’s a great way to get physical activity. But also your kids will be learning a life skill, right? They’ll be learning self-control, discipline, respect.

Joshua Kornitsky: And those with no disrespect to to the styles that you’re teaching. To me, those are things that that last forever. Uh, hopefully their knowledge of jiu jitsu will as well. But understanding, discipline, understanding, um, inner strength and confidence. You teach amazing things, right?

Joanie Chamberland: And it’s honestly, it’s it’s more fulfilling for me because I get to see the the difference and the change in the kids. Um. And the adults. Right. It’s it’s so cool to see somebody do something that they never thought they’d be able to do.

Joshua Kornitsky: I, I have two daughters, and I occasionally have those moments, and it’s it makes you incredibly proud. Um, so, yeah, I have to think you get to see that over and over again as, as time goes by. Um, and with. So you’ve been in business six years, so you must have had some students that that joined you quite young, that are now adults or young adults.

Joanie Chamberland: Oh yes. I’ve got some now that are so I was teaching before opening my gym for years as well. Right. Um, I think it was eight years I was teaching before opening my gym. And so I’ve got kids that were like 6 or 7 when they started with me, you know, that are old enough to drink now.

Joshua Kornitsky: That’s crazy.

Joanie Chamberland: Yeah. And it’s like, you know, people look at me like, oh, you’re so young. It’s not like you’ve been doing this that long. I’m like, guys, I’ve been teaching jiu jitsu for since I was 16. I’m 33, so I can’t math for life. Yeah, exactly.

Joshua Kornitsky: Well, so what do you say to people that are like, well, I’m interested, but I’m afraid or it’s going to be too much money or how do you how do you help people walk through that door? Because I imagine there’s there’s a psychological barrier, right. To to just crossing that threshold. What how can you help them?

Joanie Chamberland: So one of the biggest things is most people find out about jiu jitsu through like the UFC.

Joshua Kornitsky: Okay.

Joanie Chamberland: Right. And the MMA circuit. And so they’re like really worried that it’s going to be this, like, macho sport. Sure. Um, especially if they know anything about the Gracie brothers and what they were doing back in the day. Um, fighting on the UFC and just destroying people. Um, so the main thing is that I’ve been training for a very long time, and I am a small female, and my training partners were not mainly male. You know, and they were big dudes. I, I got my black belt at a gym where my small training partners were 180 pounds, and I’m 130. So and that was the small range. And I had a few women and some of them were like 155, 160 like Crossfitters. So I was.

Joshua Kornitsky: Always fighting a lot. You were always fighting up.

Joanie Chamberland: Exactly. And so, you know, I made it to where? At my academy. Well, one of my biggest goals is to one day have a small person Jiu-Jitsu class. Um, that would be amazing for us, but we aren’t there yet. Um, but I’ve made it to where whenever people come in, right? I have trained my higher ranks that have been training longer to be the partners for the the newcomers, and so that they can help them make sure that they’re training in a safe environment and getting basically like one on one help throughout the class. So I’m teaching the moves, and when they go off to do the moves, they have, like a personal helper with them. And it’s the same thing in the kids class. I try to always partner the higher ranks with the lower ranks so that they can help each other, because two people who don’t know what they’re doing, getting together to do something that they don’t know how to do, usually doesn’t turn out well.

Joshua Kornitsky: You know, you would be amazed how often I have a version of that occur in my professional life that you would, when you come to me with a problem, come to me with an answer. Well, if I had an answer, I wouldn’t have come to you. Similar concept, right? If you put two people that don’t know what they’re doing together, you’re going to have two very confused people making a lot of assumptions, all of which are wrong and some of which may hurt them.

Joanie Chamberland: Yeah. Exactly. So and and honestly, as an instructor and I’ve gone to a lot of different schools, so I’ve tried to create a, you know, an environment of like where would I want to go. Right. And a big thing I’m trying to teach people is that, for lack of better words, you can be a bad a without hurting yourself and hurting your training partners. Right? You can have safe training and still come out hard and and beat people up when you’re going out there to compete. And so I want to make sure that that’s the same thing in all my classes. And when I go to other places I’ve been you know, I watch they have like a fundamentals class which is all white belts only like a white belt class. And and honestly, it’s terrifying as an instructor to watch that, especially when it goes to like the what we call rolling, which is the sparring version of jiu jitsu where you get to learn everything. We call it rolling because you look like you’re rolling around on the ground. Um, that’s the scariest part, is watching two white belts, especially males, because of the ego thing. And it’s always friends. Like, it’s not one of those, like, I’m gonna beat this person up. This guy’s. No, it’s it’s always.

Joshua Kornitsky: Funny, Jim.

Joanie Chamberland: Yeah. Exactly right. And so they’re just out there going at it and you’re like, oh, guys, please don’t use 100% like, right. So that was my goal is to make a class environment where we wouldn’t have that happen because I’ve had that in the past. I’ve been teaching for a long time, you know, and I’ve had that in the past where two friends come in and they hurt themselves training together, and then they’re out and they can’t come back and train for a while because, well, I got my shoulder hurt or this and I’m a working dad. And it’s like I kept telling you guys to slow down. So instead what I do is I go ahead and partner them and don’t allow them to choose their friends until they’ve got more training in. And I can see that they’re not gonna hurt themselves. That’s kind of the goal.

Joshua Kornitsky: You have to learn enough to know how not to hurt yourself, which probably takes more time than most people give it credit for.

Joanie Chamberland: Yeah, I actually have a new white belt who’s a college student, and he said to me, you know, how come you don’t train with some of the people in here? And I was like, well, I don’t like training with the white belts because they’re terrifying. And he was like, no, you’re scary. And I was like, I know how to do jiu jitsu, so I know how to not hurt you and not hurt myself. But when I go and roll with a new person, especially if they’re bigger than me, which is likely if they’re a man, um, and they’re going to use all their strength because they don’t know how to hold back. And so I have to protect me and protect them while we’re training, like it’s a lot. And honestly, it’s just not fun for me to be doing that. It’s a lot of mental thought, physical movement. So, you know, to me, the scariest people are people or the white belts, and that’s why we got to keep them the safest, right? So that’s the environment that we have going on, trying to make sure everybody understands. And in our fundamentals classes we actually don’t do any rolling okay. We do technique drills. And then there is an open mat at the end that if you want to stick around and watch people train. So you can start to see like how to play.

Joshua Kornitsky: How it develops from the fundamentals that you’re learning.

Joanie Chamberland: Exactly.

Joshua Kornitsky: That’s really cool because a lot of times it’s not until much later in any type of scenario where when you’re learning the fundamentals, you don’t understand that, you know, these may be the movements that lead to all the cool things that you think you came here to, to learn that you will learn in time. But you have to master these, and you can kind of show where they all represent in the more advanced material and maneuvers. Right? I just think that’s awesome because to me, I love understanding the context of things. So if you tell me to, you know, No. Make this movement seven times. Every time I’m there practicing. But I don’t understand what that movement will lead to. For me, the light goes on when you show me. Well, here, if you look at these more advanced students, here’s where that lead, that move leads to. And for me, that always turns a light on. So I love that idea. Um, are the classes um. When when you have your classes and obviously you must have different classes throughout the week. Um, how does it work from an engagement perspective? If you want to just try it out, is there a way you can come in and just try it out?

Joanie Chamberland: Yeah. So actually the way that it works is we do have fundamentals classes. It’s just I have high ranks in there as well. Um, honestly, they’re one of our more attended classes. Just because people understand the value of building up somebody new so that they get a higher, you know, a better person to train with. And so what we have right now is we have a two week offer where you can train for free for two weeks. Unlimited.

Joshua Kornitsky: That’s great. And that’s as many times as you want to show.

Joanie Chamberland: Up, as many times as you want to show up. You just can’t come to the advanced class if you’re not advanced, and all the other classes are open to you.

Joshua Kornitsky: That seems like something that’s a pretty good decision for on behalf of that student.

Joanie Chamberland: Right? But if you were somebody that’s maybe taking a break off like we were talking about earlier, right? That’s you know, I don’t want to come back in. I’m gonna feel silly. Like, what if I forget? Like, it’s a perfect class to come into, to come back and come into that fundamentals class because you’re going to have some high ranks with you and you’re going to have some lower ranks, and it’s just an environment where you can just come in and like get those, you know, those movements moving back through right into your brain, into your mind, and then your body will just pick it back up. Right. So it’s not just for newcomers, it’s for anybody. Right? Anybody who just wants to come in and get some training with with people who have been teaching for a long time, have also been competing. Myself and Andrew have competed a lot, have taught for many years. So anybody who wants to come out can do that. Free two weeks and it is unlimited. So like I said, any classes for those two weeks you want to come to that is an advanced unless you’re an advanced rank.

Joshua Kornitsky: That’s really an incredible offer to make out there for people. And once you get through those two weeks and you decide you’re going to stick with it, are there, um, prescribed days, so many days a week, or is it kind of up to you? How do you how does a student determine how frequently they’re there?

Joanie Chamberland: So that’s going to be up to the student. But we do have options. So like you could take two classes for three classes or unlimited classes a week. And then we have like a monthly breakdown on that. So and you can always upgrade or downgrade based on if you’re traveling or something.

Joshua Kornitsky: It’ll fit the needs of the student. That’s great because a lot of times, you know, you think about a gym membership, you sign up and you’re just stuck for whatever amount it is every month, whether you’re there or not. So to be able to customize it, I think is fantastic. So we talked about your background. We talked about your gym. We gym. We talked about really your philosophy and in helping the inexperienced not harm themselves, which I think is is notable in a lot of respects. But I want to ask one the one question when when I learned you were coming on, that I wanted to know the answer to is what are some of the assumptions people make about jiu jitsu? Pardon me? Jiu jitsu. Hard word when you’ve been talking all day. Uh, hard phrase. Um, what are some of the assumptions that that people walk in the door believing that are just not the case? Because I feel like that’s you had talked earlier about sort of that macho mindset, and I feel like that must lead to more damage than positivity. Right. So what are some of the other assumptions that people have about walking in the door about learning this style of fighting?

Joanie Chamberland: So I think there’s a lot of people who think that they’re gonna have to fight somebody that day, which is not the case. Um, if you would like to. And there’s somebody there that’s willing to work with you on it, of course. But, um, we’ve had a lot of people that think it’s going to be like a big click, right? Um, so they’re not going to fit in, um, which does happen often when you go to gyms where you don’t even get greeted when you come in and you’re kind of like waiting around. Yep.

Joshua Kornitsky: Scan the barcode.

Joanie Chamberland: Exactly. So there’s that. There’s a lot of just especially with having a female instructor, like, people don’t want to get beat up by a woman. And it’s just like, first of all, I don’t want to train with you on your first day either. Right. And I’ve got plenty of men here, if that’s what you’re looking for. Um, and I’ve had some people just think it’s not technical in which kind of is crazy to me.

Joshua Kornitsky: It’s. I would from from a complete outsider’s perspective, it’s it’s somewhere between operating heavy machinery and ballet because it seems like it’s an incredibly graceful but incredibly complex scenario. Right. It’s it’s not anybody that could look at that. Unless. Unless you simply have no other context in the world and watch popular action films and think that happens naturally. I can’t imagine how people would, but obviously they do because they walk in the door with the wrong assumption.

Joanie Chamberland: Yeah, and I think another big one is, um, I’m too old or I don’t want to get hurt is a huge one, right? I have another job. Um, and I’m gonna feel stupid. Yes you will. So did everyone who first started, including myself. It feels really silly. It’s movements that you’re completely unsure of. Um, and then you got that guy on the other side who’s like, well, I could take all of them. Jiu jitsu doesn’t work. I’ll just pull out my gun. It’s like, guys, that’s not what this is about. It’s a martial art.

Joshua Kornitsky: Right, right, right. And if you just dropped a bomb on the entire city. Problem solved.

Joanie Chamberland: Yeah, exactly. I can’t teach you self-defense for that. You’re right.

Joshua Kornitsky: Yeah. You know, an umbrella. Good luck. Best of luck to you, buddy. Um, I learned a lot today. I appreciate it. Now, is there anything else that we talked about? As I said, the the homeschool class time? Uh. And is that how do how do we learn more if we if we’re interested in, uh, the two week free trial or if I’m a homeschooler and I want to learn how to get my kids involved, what’s the best way to reach you?

Joanie Chamberland: So you can go to rise up BJ B as in boy, G as in Joy. J as in Joy stands for Brazilian jiu jitsu for short, right? Com.

Joshua Kornitsky: Okay. Yep. Um, and when we publish the interview, we’ll also publish the link to that and make sure that people know how to get in touch with you. Um, Joanie, thank you so much. I learned a lot today, and to me, that always marks a great day. Um, my guest today has been Joanie Chamberlain, the the owner and the head instructor of Rise of Brazilian Jiu jitsu. Uh, I want to remind you that she’s added homeschool class time and that the gym offers a two week free trial, which these days unlimited, which is pretty rare these days. You don’t run into that. Thank you so much for coming in.

Joanie Chamberland: Thank you for having me here.

Joshua Kornitsky: It’s my pleasure. So I want to remind everybody that today’s episode is brought to you in part by our community partner program, the Business RadioX Main Street Warriors Defending Capitalism, promoting small business, and supporting our local community. For more information, please go to Mainstreet Warriors. And a special note of thanks to our title sponsor for the Cherokee chapter of Main Street Warriors. Diesel. David. Ink. Please go check them out at diesel. David. Com. My name is Joshua Kornitsky. I’m a professional EOS implementer and your host here on Cherokee Business Radio. We look forward to seeing you next time. Thanks so much.

 

Eric Grafstrom – How to Capture the Value You’ve Built When It’s Time to Exit

November 11, 2025 by angishields

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Eric GrafstromEric Grafstrom is the Founder and CEO of Exit Guide, an online platform designed to help small business owners get their businesses ready so they can sell someday.

He began his career at Broadcast.com before joining Yahoo!, and has since served as an executive for dozens of early-stage technology companies in Silicon Valley.

Through Exit Guide, Eric is bringing his decades of entrepreneurial and executive experience to Main Street, providing small business owners with the tools, insights, and guidance they need to plan successful exits.

His mission is to ensure that every owner is prepared to capture the true value of what they’ve built when it’s time to move on.

Website: https://exitguide.com
LinkedIn: https://www.linkedin.com/in/ericgrafstrom/

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Houston, Texas. It’s time for Houston Business Radio. Now, here’s your host.

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio. Today’s guest is Eric Grafstrom, founder and CEO of Exit Guide, an online platform that helps small business owners get their companies ready to sell. Eric began his career at Broadcast.com before moving to Yahoo! And has since served as an executive for dozens of early stage tech companies in Silicon Valley. With Exit Guide, he’s bringing that expertise to Main Street, giving small business owners the tools and guidance they need to plan for successful exit, from understanding market dynamics to avoiding costly mistakes. Eric’s mission is to make sure owners are prepared to capture the value they build when it’s time to move on. Eric, welcome to the show.

Eric Grafstrom : Great to be here, Trisha. Excited for the conversation.

Trisha Stetzel: Yeah, I’m a long time coming. I think it’s taken us a little while to get here. I’m glad. And we also have someone in common. I’m just going to shout out to Chris Gay.

Eric Grafstrom : Ah, yes.

Trisha Stetzel: I’m sure he’ll listen.

Eric Grafstrom : That’s right, that’s right.

Trisha Stetzel: All right, Eric, tell us a little bit more about you and how you found your way into this business.

Eric Grafstrom : You know, I’ve had a long career in entrepreneurship. It actually started, um, speaking of Chris Gay, who I met when we were freshmen in college. Uh, he would have witnessed one of my first ventures, which is I was selling t shirts, um, and made enough money to buy a car in college and didn’t think about that as the first step in entrepreneurial journey at the time. But, um, you know, that’s kind of what happened. And so graduated, worked in politics, whole nother story. Met a guy in Dallas that, you know, after the campaign that said, you know, I’m working at this new company and, uh, you know, when all my friends were going and going off to MBA programs and law school and jobs with salaries and stability, um, I made the, the, the decision that it would be wise to try to sell webcasting when people did not have sound cards and speakers in 1996. So, um, yeah. Yeah. Um, ADHD does carry through adulthood. Just if anybody if anybody’s like, do you outgrow it? Um, would have been a wise question to ask. But it worked out. And, you know, from there, it just kind of led me to this career of of, you know, starting and building and growing companies. And most of the time it does not work out, and sometimes it does.

Eric Grafstrom : Uh, but through that, you know, I kind of evolved and I was taking a lot of these executive roles. And what I realized was, you know, when you look at, you know, the US market, I mean, small business, Main Street businesses are a massive it’s about 40% of our GDP. And you know, as a tech entrepreneur, I noticed that that, you know, this trend, which we’ll talk about more of people who are going to eventually need to retire and get out of these businesses, most of them are just simply not going to get served because they can’t afford or access people, M&A advisers, bankers, lawyers, things of that nature. So how can we create an online service that allows them to do most and maybe in some cases, all of the work that maybe a broker or someone else may do. Now we’re not out to replace brokers. We’re not out to to replace business advisors. We are there to serve that end of the market that that they just simply the unit economics just don’t make sense for them to help out. So we’re there for the very long tail of small Main Street business owners who need to figure this out.

Trisha Stetzel: I love that. That’s fantastic. And you’ve had yeah, entrepreneurship comes in so many different packages and selling t shirts. That’s one way we get there, right? And we can’t help ourselves. Yeah, I think I’ve been called a serial entrepreneur somewhere in my background, so I totally get it. Absolutely. Um, you talk about the trend of people buying what some would call boring businesses. So what’s driving that movement and what do you see in the market dynamics right now?

Eric Grafstrom : You know what’s driving the the the the movement is demographics. I, I kind of started on this journey a couple of years ago. And, and what I’ve observed is, um, you know, it’s it’s it’s a natural trend. I’m not going to say it’s healthy or unhealthy, but it’s it seems to have reached or is reaching a fever pitch where you notice some influencers are coming in and saying, okay, buy my course, and here’s a seminar and things like that. And some of it’s good. A lot of it is maybe not worth the money in the time. Um, and so what you have though is, is when I really kind of look at this and I think this is a bit of a myth when people think about this. So 90% of small businesses in the US are worth less than $2 million. So most of them are really small. The people who have businesses that are worth five, ten, 15, $20 million, they are considered small businesses. They can afford to get the help when the time comes. Someone who will help them package it, present it, engage a buyer, move through due diligence, and close the deal. But again, when you look at it, you know the businesses you know about 9% just are really small. They’re 300,000, 600,000, maybe 1 million to 1,000,005. So how do we educate and empower these people? And I like to say, look, we have tools.

Eric Grafstrom : We have a dashboard. We do this in a way that that is very technology driven, kind of like a Legalzoom or TurboTax. But how do we do this in a way that gives them, you know, comfort and confidence? And so, um, the the market is not quite Um is rich and is deep with people. Think of it, you know, just the fantasy of, you know, some 72 year old guy sitting in a warehouse with post-it notes and sticky paper, and he just has no idea that it’s just throwing off cash flow. And if he just digitized it, I mean, I do get people who want to ask about that. I’m like, look, that’s just that may have happened 15, 20 years ago. But in this day and age, uh, with self-funded searchers, search funds, private equity and others, there’s so many people that are trying to kind of move into this space and, and largely because of, of, you know, what they’re seeking, they’re all competing for that same 5 to 8% of the market. So, you know, I’ve taken a kind of a counterintuitive approach, which is I want to help the really, really small guy, but I’m not looking to build a service based company. I’m looking to build kind of legalzoom for business exits.

Trisha Stetzel: Okay. Yeah, I like that. So I did use the words boring business. I want to make sure that we don’t offend anybody.

Speaker4: They’re boring. Businesses are great. Look, I will say with.

Eric Grafstrom : Confidence and conviction, as a total Silicon Valley nerd insider, I spent 20 plus years in that. Um, it’s not as cool as everybody thinks. And you know what? I rather go join some hotshot venture backed business in Palo Alto. Um, or, you know, sell the yellow paint that goes on the roads that everybody has to have. Trisha, give me the yellow paint business all day, every day, and twice on Sunday. So, um, there are great businesses. It’s stuff we need.

Trisha Stetzel: Yeah, it’s absolutely true. Absolutely true. Well, and it’s all relative when we’re talking about boring businesses, what’s boring to you may not be boring to me or boring to somebody else, right? So who knows? I have a business walking dogs and some people might say you must be crazy was my first business. It’s 16 years old and I still continue to love that. Industry might be boring to others, not to me.

Eric Grafstrom : How can you go wrong?

Trisha Stetzel: I know.

Eric Grafstrom : Right?

Trisha Stetzel: Two thirds of every household has a pet, so why not?

Eric Grafstrom : Yeah.

Trisha Stetzel: Um. Okay. I’m loving this conversation. I had no idea. And I’m. I’m in the business coaching space that 90% of our businesses are really so much smaller than I. Than I thought they were. So can we talk a little bit about beginning with the end in mind? I know we’re here to talk about exit planning, but oftentimes our business owners, when they get into business, hey, I’m going to go sell t shirts. They never think about what is five years down the road, ten years down the road. So let’s talk about that. What are your thoughts on begin with the end in mind?

Eric Grafstrom : Yeah, there’s there’s there’s two things that tend to happen. And some of this is is a longtime entrepreneur who’s, you know, coached other entrepreneurs. And so one is, you know, most of these businesses start or they get involved because they’re passionate about the thing or they’re trained at it. I’m trained as a plumber. I’m, you know, how to run restaurants, whatever it may be. Uh, is a business grows the thing they don’t always think about and find. And in my experience, it kind of hits that maybe 1 to $2 million mark is. Wait a minute. I’m no longer doing the thing that I started out doing. I’m now managing people. I’m doing all these other things and whatever it may be. So that’s surprise number one. Surprise number two is, you know, look, what I love about what Exit Guides mission is, is, you know, they’re like, well, who’s your target market? Like 100% of small business owners are going to exit. Father time remains undefeated. So the question is, is whether you’re going to do anything about it. But everyone has to go do this. And so, you know, when I look at the market, you know, if you do a tech startup, you’re thinking about the liquidity event. You want to bring investors, you want to get a ten x multiple. There’s all those pressures that are there. But you know, when you start a small business, usually it’s, hey, look, this is what I’m good at. It starts to grow and it just kind of seems to happen. And then you wake up and you’re like, okay, you know, do I have a business that’s sellable? And that’s kind of the linchpin for for why we exist. Uh, failure rate for a small business owner who tries to do this on their own is over 80%.

Trisha Stetzel: Um.

Eric Grafstrom : And if we’re going to have a flood of these coming down to the market, that’s just simply unacceptable. That’s a that’s an economic issue for our country. And so what what we want to do is we want to be able to get in there. And, you know, at a minimum, someone is starting to think about it and ask some basic questions. When do you want to exit? You know, do you have a business that’s sellable? Those are two questions that you should ask yourself and maybe get some input on. And you know, when you look at that, you know, you got to get an objective view, which is, you know, people aren’t necessarily in a small Main Street business looking at it the way they would with a venture backed startup. And, you know, it’s it’s not forward looking opportunity of, you know, things where I might be able to ten-x it’s incremental increases in the business. And so you got to have some basics in place for someone to be able to look at the business and not view it as a, you know, project that needs a whole lot of investment and elbow grease, but it’s something that they can optimize and scale.

Trisha Stetzel: Right. So two great questions to start with, right? Um, am I am I sellable or can I yeah. Can I be sellable and when do I want to sell. Right. How far down the road. So really great things to think about as you’re getting into business. So can we take a little bit deeper dive into what are the steps I should take in order to be prepared for that?

Eric Grafstrom : Yeah. And you know, this kind of, you know, falls under this umbrella of what I, you know, a lot of people like to call owner dependency. And so if you are entrenched in the business, that’s great. You’re working hard. You know, that’s it’s very admirable. Uh, and it doesn’t mean you need to be completely and totally hands off. But if you know your relationships with customers, with vendors or partners or people, just people in the community, you know, and a lot of times I see this when people have their name attached to the business. Again, nothing wrong with it. But if you’re if you’re thinking ahead, you realize that if somebody wants to to buy this business, you know, they’re going to want to run it and know that you leaving isn’t going to basically cause the business to crater. And so the thing that to really start to ask yourself about is this sellable starts with, okay, how dependent am I or how dependent is the business on on my involvement? Um, from there, it’s really starting to kind of say, okay, have I created some of the documentation if I put systems in place, do I have protocols? We don’t need a big employee handbook. Look, I’ve I’ve failed spectacularly as a as a corporate executive in very constrained environments. Shocking to anybody watching this, I’m sure. Um, but you know, it. It’s it’s, you know, the business can’t be in your head. And so some of this has to kind of get down, which is Trisha’s the person who runs all of our marketing. I know some of the metrics and things like that, but she’s got a great handle on this. And if I leave, she’s going to not only be there, but she’s going to rise to the occasion. She’s an invaluable resource. So it’s it’s a little bit of systems, it’s a little bit of documentation and process and it’s a little bit of, you know, trying to basically be honest with yourself about how dependent the business is on you showing up every day just to simply function.

Speaker5: Oh, that’s so yes.

Trisha Stetzel: Yes and yes. So I’m thinking about for those owners that are sitting out there who can’t step away and take a vacation, you need to start working on that right now. If you don’t have systems, if everything that you’re doing is in your head, you got to get it out of your head. So when you can take a vacation, you’re on your way, right you are.

Eric Grafstrom : If you can’t take a vacation from your business, you can’t sell your business. Bottom line?

Trisha Stetzel: Okay, I like that. It makes it so darn simple. So we’re about halfway through. Eric and I am sure that people want to connect with you already. So what is the best way for folks to reach out and connect with you to have a conversation?

Eric Grafstrom : Sure. It’s Eric Eric at exit Guide.com so it’s exit and guide. Just one word. And, uh, I’m generally pretty darn good about responding to emails. I’m on the social medias and all that other stuff. You can find me on LinkedIn, um, and all that good stuff. But Eric at Exit guides the easiest way.

Trisha Stetzel: Cool. Fantastic. Thanks, Eric, for that. Let’s dive into Exit Guide. Uh, I know you’re on a mission to go out there and help these businesses that are 2 million or less that are ready to get themselves ready to sell. So let’s talk more about Exit Guide and how that tool is helping these business owners get where they need to go to exit their business.

Eric Grafstrom : So really it’s just kind of a dashboard. And the dashboard allows somebody to log in, you know, they’re paying a monthly fee and it’s walking them through steps. And what are the steps? Well, the steps involve writing, uploading and inputting. And so if we had a $20 million business and I was the broker, I’d have, you know, some 27 year old analyst in the background who’d be chasing these things down and writing this stuff up and showing it to the business owner. We’re just putting that into the owner’s hands. So it starts with just kind of the basic information about your business. What’s the entity type? When did it start? How long has it been around? You know, tell me about your involvement in the community. Just so someone says, okay, now I understand the business too, is, you know, writing down, why is this a good business to buy? And, you know, it can’t be. Well, it’s just a good you know, these are things that sometimes you think in your head, you have an answer. But if you have to write more than 4 or 5 sentences, it becomes a bit of a struggle. So it’s, you know, really spending some time and thinking about that. So Organizing the story and the narrative of your business is step one. Step two is what is this worth? Okay. We use a market based valuation methodology. If you’re bigger you can use discounted cash flow. You can use other things. But for our businesses we’re just kind of trying to basically use something that’s relatively straightforward. And so that means people are going to start uploading things like PNL statements and balance sheet. And then the third step is, okay, you know, someone’s going to say, this sounds interesting because we’ve created a package for you.

Eric Grafstrom : But then the question becomes, okay, then what? So if they start to lean in and say, I’d like to learn more, that kicks off what is known as the due diligence process. And 50% of deals fall apart during due diligence. And much of this is preventable. Um, one time kills deals. So if you don’t have things and someone says, you know, they get your prospectus, they look at it, they want to engage, you sign an NDA, and if they’re waiting, you know, two, three, four weeks for you to, you know, generate your financials because you’re out of town and then your bookkeeper is busy and all these other things. Someone who’s looking at buying your business is probably looking at buying other businesses. And if it’s taking you considerable time to kind of just get them some basic information they feel like you should have on hand. It’s it’s probably going to affect not only the deal momentum of whether it’s going to close or not. So, you know, what we want to do is the dashboard also kind of says, okay, here’s the things you need to upload. Here’s whatever, you know, other information some of that gets packaged into, you know, how to present your business, but then some of it is more confidential information and you’re simply clicking and sharing, sharing access from the work you’ve done. We’re telling we’re kind of guiding someone through creating what in the M&A world is known as a data room. But we’re not saying you need to create a data room, because that’s just gobbledygook and doesn’t necessarily mean anything if they’re following their steps, they should actually have created that data room. Click share. And it’s going to answer most of the questions that are going to come up during due diligence.

Trisha Stetzel: Okay. So I know that there’s some business owners listening out there that don’t know their numbers. They’re afraid of the numbers. They’ve been burying their head in the sand for a really long time. All they know is how much money’s in the bank and can they pay their bills. So what would you say to those business owners that are just running from month to month right now?

Eric Grafstrom : You know, this is really, really hard. And, um, what I would say is you don’t have to know everything, but you got to know something as an entrepreneur. And I was talking with an entrepreneur last night, I said, look, you know, too often I see business owners or startup founders and they say, okay, I know I need marketing. I went and hired somebody from marketing, and she’s just doing what she’s doing. And when you dig into if you set goals, are you creating a cadence where you’re checking in and you’re measuring their performance? Oftentimes the answer is no. And so most bookkeepers in in accountants actually are pretty nice people who are happy to educate you, but they’re not going to proactively add these are not salespeople and marketers. You know, they’re they’re more reserved. But, you know, get a get a P and L statement, get a balance sheet. If you can’t figure it out, find a friend or ask your bookkeeper for an hour of their time to help walk you through it and do it a couple of times. Just start. Just start with some of the basic. Now, we’re not going to ask an owner to kind of do a deep level financial analysis, but if you don’t know your numbers, you know, again, if you don’t know your numbers, you’re not going to sell your business. So what’s the downside of not doing this? Shutting your doors. What’s the upside of doing this. You might actually be able to converse with somebody and potentially sell your business. So it’s kind of up to you as to what path you want to take.

Trisha Stetzel: Yeah, absolutely. Okay. So, um, I’ve done my due diligence, my my due diligence. I’ve gone and I’ve filled out the paperwork, I’m getting ready, and I think I’m going to go sell my business, and I want way more for it because I put all this blood, sweat and tears into my business. Let’s talk about that valuation.

Eric Grafstrom : Valuation. Valuation. The best analogy I draw for people. And sometimes I’ve had owners that they’re like, why it’s worth this? Because it could be so much more. And I said, well, you know, if I put my house on the market, I can’t be 50% above every house in the neighborhood. I mean, I can I can stick the sign in the yard, but I’m not going to get any bites because people are all going to ask, like, what’s inside? Like gold bricks or like, you know, cold fusion, like what’s happening inside that house. So you can pick any number you want. The reality is, is are you picking a number that’s, you know, in line with the market. And so that’s the first piece of this. But also you got to have a payback period. And if someone’s saying, well my payback period for this thing is 15 years, that ain’t going to fly. So what’s driving that price is is not what you want for it, but what someone’s willing to pay for it and what someone’s willing to pay for, it is going to be based on. Okay, how does this compare to some other businesses that I’m looking at, and do I think that there’s room in the business for me to to maybe increase revenue and margins, that I can have a reasonable payback period? And in three years, for example, I own 100% of the business and it’s all gravy. But if someone is coming in and you’re at a price where it’s a five, eight, ten year payback period, it’s going to be, I’m not going to say it’s impossible, but, um, you will you will need some help from from the Lord and probably other factors to make that happen. I’m not sure how it would work. It’s the best advice I could do is just pray. Yeah, yeah.

Trisha Stetzel: Well, and it’s hard, you know, when you get into and I’m going to make reference to a book, you know, you bake pies and you love pies and you make pies, and then you decide to go into business making pies, and you don’t get to make the pies anymore because you’re running the business and someone else has to make the pies, but you can’t sell the business because everyone’s so dependent on you to give them the recipe and the vendor all the things, right? Um, it’s hard as a business owner to really step away and put on that shield that says, okay, I know I love my business. I put in all the blood, sweat and tears here, but I need to really take a look at it from a buyer’s perspective, not an owner’s perspective. Yeah.

Eric Grafstrom : So as entrepreneurs, you know, this is maybe a little bit of a tough love statement, but I’m like, it’s what we signed on for, right? And it’s a hard thing. It’s easier advice to dispense than it is to to to accept for yourself. But you know, people are like do you know what I’ve put into this? I’m like, I mean, I do, and I can appreciate that. But I’m not going to say a buyer doesn’t care, but they’re going to be like, I respect that, but I’m not giving you an extra $300,000 just because you feel like you deserve it from an emotional standpoint, it’s just not. It’s just not there.

Trisha Stetzel: Yeah, we have to separate the emotion from the facts. And that’s really what this is about. So Eric, tell me for so there are some people out there right now, they’re like, okay, I’m, I’m ready to sell, but I’m not sure where to start. What would you tell them?

Eric Grafstrom : You can go to exit. Com or email me Eric at exit guide.com. Um, you know, we’re there for that. But the things that you can go do step one is, you know, get your financial statements, get PNL statement, get a balance sheet and learn, you know, if you’re not conversant in if that’s step one, like everything is gated, if you’re if you’re not able to to to to kind of have a sense of, of it. Uh, the other is start to think about, you know, when in, in, in who a potential buyer would be. Um, the worst time to sell is when you absolutely have to sell due to life circumstances or the business has had a downturn, whatever it may be. So, you know, if you’re if you’re thinking about this and planning for it is something that you’re just going to simply make a business decision, then that business decision is when the business is probably doing quite well and running at its peak, which you’re going to say, well, wait a minute, why would I sell the business if it’s making me a lot of money? Well, nobody wants to buy the business when it’s not making money. So you know, we got to get to that point.

Trisha Stetzel: Mhm. Yeah I love that. And so being comfortable with the tools that you have out there and the instructions and guiding them through the process. So you guys go send Eric an email Eric at exit Guide.com or even visit the website for more information. So last question for you as we wrap up today, for those people that are listening that don’t yet have plans or they haven’t even been thinking about selling their business, what is some practical advice that you would give them to start preparing today for when that time comes?

Eric Grafstrom : Uh, the first thing that I would do is I would review the financials and start to get conversant in that. The second thing that I would do is I would, whether it’s a friend or maybe somebody in the business community or a business coach yourself. But I would ask if if you could get some time, whether you are getting an hour of someone’s time at no cost or whether you’re paying a professional, you know, for 2 or 3 hours, what I would want someone to do is to basically do an assessment of of the readiness of my business. And, you know, what you need is you need an honest, objective view. Looking at financial statements will generate a objective valuation on the business. You may or may not like it, but it’s, you know, it’s objective. But, you know, really what you want to do is, is start with, um, you know, is is how do other how will other people look at my business. This. And if you get some some tough answers to that, you can either use that to lose hope or you can say, okay, great, I don’t need to sell this business until at least three years from now.

Eric Grafstrom : Somewhere between 3 and 5 years, I now have time to start saying, okay, what do I need to do? And you know, so if your business isn’t sellable today, then let’s get you on a pathway of working with someone like yourself who’s a coach or just somebody who can say, okay, what are we trying to get to? And it’s invaluable. I know I’m preaching to the choir here. It’s invaluable if you walk into a business coach and say, my goal is to take my valuation from $450,000 today to $800,000. And in order for me to do that, I just need a plan, and I need help, and I need some guidance on how to get there, you know? But now I know what I’m what I’m targeting. Well, then someone like yourself can come in and start to kind of say, okay, let’s look at, you know, profit margin, let’s look at systems, let’s look at things that we can do to reduce your operating expenses. That just becomes that kind of first stepping stone. So don’t worry about posting it. Don’t worry about selling it. Worry about making it sellable. Mhm.

Trisha Stetzel: Love that. And thanks for dropping those little cookies out there. For those of us who are in the business of helping them actually meet their goals, right. And maybe even creating goals as oftentimes we get into business. And I know we talked about this at the beginning, but we don’t think about when it’s time to sell. But nobody wants to just drop their business in a hole and walk away from it. We never get into business to do that. We want to leave a legacy. We want to sell it. We want to. We’re not going to be in this business forever because time is not on your side when it comes to being around forever, right? Yeah. Um, this has been so much fun, Eric.

Eric Grafstrom : Absolutely. Same here.

Trisha Stetzel: Tell people one more time the best way to reach you. And, um. Yeah.

Eric Grafstrom : And about Eric and exit. Guide.com. It’s Eric with a C. Don’t worry about Grafström. For the very small percent of your listeners who may be Swedish, it’s easy. Everybody else, don’t worry about it. So it’s Eric and exit Guide.com and reach out and, you know, reach out to Trisha. Chris gay. There’s there’s plenty of great business coaches that are out there that will work with you and say, hey, look, I know you want to exit someday. Maybe you’re not ready to kind of even start preparing your business. Maybe this is 4 or 5 years out, but we need to get the business sellable. So, um, reach out to me, and I’m always happy to direct you to people if, if, if we’re not in a position to help you. But, uh, love to hear from people.

Trisha Stetzel: Fantastic. Eric, thank you so much for being with me today. By the way, for those of you who do need to look him up and want to connect with him on LinkedIn, his last name is spelled g r a f s t r o m so that you can find him on LinkedIn or you guys, it’s so much easier, easier just to go to exit Guide.com. A calm. And by the way, as usual, I will put all of these links in the show notes. So if you’re sitting at your computer, all you have to do is point and click. If you’re in the car, wait till you get home.

Speaker6: Please do point and click while you’re in the car.

Eric Grafstrom : I don’t need that responsible. Yeah. Thank you. It was great to be with you.

Trisha Stetzel: I appreciate your time today. That’s all the time we have for today. If you found value in this conversation that I had with Eric, please share it with a fellow entrepreneur, veteran or Houston leader ready to grow. Be sure to follow, rate, and review the show. It helps us reach more bold business minds just like yours and your business. Your leadership and your legacy are built one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.

 

Donna Marshall-Payne – Legacy, Leadership, and the Power of Doing Far More

November 11, 2025 by angishields

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Houston Business Radio
Donna Marshall-Payne - Legacy, Leadership, and the Power of Doing Far More
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Donna-Marshall-PayneFor more than 26 years, Mrs. Donna Marshall-Payne has dedicated her life and career to building legacies—not burdens—for families, entrepreneurs, and communities across the nation.

As the visionary CEO of Doing Far More LLC, she leads with compassion, integrity, and a deep commitment to helping others achieve financial stability and generational success.

As a seasoned Insurance Broker, Donna specializes in Pre-Planning Funeral and Cemetery Services, guiding individuals and families through the process of preparing for the future with peace of mind.

Beyond her work in insurance, she is a trusted expert in Business-to-Business Financing, serving clients across all 50 states. Her work encompasses equipment financing, start-up funding, performance loans, lines of credit, and real estate financing for the self-employed, providing her clients with access to a wide range of funding opportunities designed to fuel growth and freedom.

In addition to her business leadership, Donna is the proud Founder of The Doing Far More Foundation, a 501(c)(3) nonprofit organization dedicated to education, empowerment, entrepreneurship, and raising awareness for cancer, with a special focus on Triple-Negative Breast Cancer.

Her mission is simple yet profound—to leave behind more than success. Mrs. Donna Marshall-Payne is driven to create impact, legacy, and lasting opportunities for others to thrive, truly embodying the spirit of doing far more in every aspect of her life and work.

LinkedIn: https://www.linkedin.com/in/mrs-donna-marshall-payne-a42a1a4/

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Houston, Texas. It’s time for Houston Business Radio. Now here’s your host.

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio. So excited about my guest today, Mrs. Donna Marshall-Payne, the powerhouse CEO of Doing Far More, LLC, an organization dedicated to helping families and business owners build legacies, not burdens. For over 26 years, Donna has led a national insurance and financing firm specializing in funeral pre-planning, cemetery services and business funding across all 50 states. Her mission is to bring peace of mind to families while empowering entrepreneurs through access to capital. She is also the founder of Doing Far More Foundation, a nonprofit focused on education, entrepreneurship and cancer awareness, inspired by her own journey as a breast cancer survivor. Whether she’s building partnerships with brands like Kendra Scott or mentoring small business owners, Donna’s work reminds us that purpose and profit can and should go hand in hand. Donna, welcome to the show.

Donna Marshall-Payne: Thank you. Thank you for having me.

Trisha Stetzel: So excited to have you on today. So just tell us a little bit more about Donna.

Donna Marshall-Payne: Oh, God. Where do I start? So a little bit about me. Um, actually, I’m a native of Galveston County. Um, born and raised. Graduated from the Lamar High School, class of 1988. And who knew? Fast forward 30 plus years. I would be in business and doing business as I have for so many years. I’m a mother. Um, I’m a mother to one, but have raised five, and, um. God, I could say I’ve raised an army because God still keeps putting younger people in my life. Uh, so. But I receive, and I love it. I’m a woman. I’m a woman of God. Um. And I just honestly just like to do far more in communities everywhere. So that’s just who I am. And I’m a survivor as well. So, yeah, all in a nutshell.

Trisha Stetzel: Oh my goodness. I’m so excited to learn more about doing more. So you’ve built a legacy around that phrase and even named your business and your foundation using that phrase. What does it mean to you personally and professionally?

Donna Marshall-Payne: Well, I’m glad you asked. Actually, doing far more is actually a dream. It it kind of. It was inspired from a dream and from a prior Life, uh, prior to doing far more. I was doing more nationwide. That was the business. And after, um, big life changes, and I like to say God removed the shackles from my feet. Um, I started to do far more just from a little conversation on the phone with my brother. He said, well, since you are doing far more and I’m like, you know what? I took it. I actually trademarked it. So I made trademarked business because I’m about my business and I don’t want you in my business. So, um, and then later on in life, as I, I grew and developed, um, more, I learned it was really biblical. Um, Ephesians 320 is really where it’s derived from. And from there, I’ve actually been able to be very faithful because sometimes it’s nothing but faith. I have, but he has definitely, um, given me the provision once I’ve had the vision to do far more.

Trisha Stetzel: Yeah, absolutely. So tell me a little bit more about the business of doing far more. Donna.

Donna Marshall-Payne: So we started actually, um, in Miami, Miami Dade, Fort Lauderdale. Um, I started my business in 1999, actually, when I left corporate America because I gave them, I like to say, 11 or 12 years of my life in the financial industry. And I had just kind of, you know, hit that that ceiling. And I got bored. So I got pregnant and then took a leave of absence. And during that leave, I studied and got my mortgage broker license back then and was able to, um, I like to say, kick the door down to my business partner at the time who didn’t want to see me. She kept saying, no, I’m not going to see you. And I stayed and remained faithful. And me and the beautiful Paulette Phillips became business partners there, and we developed a wonderful relationship, and we were doing mortgage all over the tri county area. And I just had a passion for real estate. And so, um, doing the mortgages and from there I kind of scaled and started marketing and using my voice, um, to just get into more doors. And that led me into insurance. And the insurance didn’t like I was good at it, but I didn’t like the life insurance. And the whole life. I don’t like telling people, no, I can’t help you. And then, you know, people ask how I got into the business I’m in now. But you’re still insurance. I’m a broker, but my niche is the pre-planning, so I can help everybody.

Donna Marshall-Payne: And then that just developed into so much more, being able to touch communities all over with the knowledge and the seasoning. I like to say that I have, uh, to give back and do far more and just kind of grow from there. And it’s just been a remarkable, um, scary, um, but worth it experience, you know, to develop that. And then 2022, you know, I always say here today, gone tomorrow. It is a true statement. Went to sleep one night, woke up the next. And then I got cancer out of nowhere. You know, um, a cancer that I had never heard about. And most times, 95% of the time when I talk to someone, they’ve never heard about it. Um, it is the worst form of breast cancer, which they call triple negative breast cancer, which most don’t survive. I did, and, um, I celebrated two years on November the 3rd, 2025, um, of being cancer free. And that means so much to me. So through my foundation, I’m able to kind of give back, do far more, and touch lives. And because I am the entrepreneur and boss that I am, I took that with my trademark and actually created the foundation for Entrepreneurship and Cancer Awareness to be able to touch lives all over. So that’s kind of who I am. And I just, I just it just opens up doors because like you introduced me, it opened up the door to Kendra Scott, who I thought was Spam Girl.

Speaker4: Really? Okay, so you have to share the story. Let’s hear it.

Donna Marshall-Payne: So you know how you get all of these random emails? I mean, I get them all the time, and then you sign up for different subscriptions. Girl, I thought that was spam when they was reaching out to me and I deleted it, they called. I was like, shut the bus door. And so now, you know, fast forward, I must say. The beautiful team in Cypress, Texas at Kendra Scott is amazing. I went in there and um, now I have a Kendra Give Back celebration for my birthday. My birthday was October 26th, but we celebrating Sugar on November the 15th at Kendra Scott in Cypress, Texas. And they may need to put a rope out there girl, because everybody’s coming. Yes, they’re actually giving me the entire weekend to raise funds for my foundation. So anyone, anywhere in the world can just log on and use my code, um, to be able to help us continue to touch lives and do far more. But can I just I need to share this little part because it’s so important.

Trisha Stetzel: Yes.

Donna Marshall-Payne: One of my missions, of course, for the Foundation is we have a huge event coming up, December the 20th. I don’t know if this is the time, but I know I’m limited on time, so I’m going to get it all in sugar.

Trisha Stetzel: Okay. Please do.

Donna Marshall-Payne: December the 20th is going to be my fourth annual Christmas experience. And what that is I’m glad you ask. It is me adopting families and give them a Christmas experience that they wouldn’t normally experience. And I started this a couple of months before I was diagnosed with cancer back in 2022. And honey, I didn’t want to do it because, right, a month up to it. I’m leaving trails of hair everywhere I walked and you know, the emotion and everything were my my team pushed me to do it, and it was the most remarkable experience to partner with the mission of Yahweh in Mission Bend, Texas. Um, since then, I’ve been able to partner with the star of Hope and the Glad Tidings Division. And, um, and then just it just kept elevating. So I went from two families and, um, 4 or 5 kids to last year I had 17 kids. And God bless. This year we’re serving 38 family members. So we are super excited. We’re doing it in Galveston County at the church Progressive Missionary Baptist Church. Shout out to Pastor Jones where I was originally baptized. So God gave me that vision to take it home to Galveston County, uh, to Lamar, Texas, and bless 38 family members this year on December the 20th. Uh, it’s a church of 77 church anniversary as well.

Donna Marshall-Payne: Uh, that’s one of the things. And the second thing, God gave me the dream of what I call the rest. Retreat. Rest, rest. To rest, eat, spa and thrive. Because when I went to chemo, every time my husband tried to take me to eat after. And I just couldn’t. I want to save space for women to come and just kind of rest. You know, when going through that because that chemo is y’all, that’s just poison to the body. But I want the women to be able to come and have a spa kind of day, because losing my hair was one of the most traumatic things. I don’t want it back now, but I’m just saying, you know, I want women to have a, a a space to be transparent about emotions. I want women to come in and have their children to come and have be cared for, and they don’t have to worry, as too many single mothers going through breast cancer don’t have a way lose their jobs and all of that. And that’s part of my ring my bell ceremony that I do as well. So just pointing out the activities that I’m doing with the foundation and where your money goes, it’s all tax free, y’all, and it’s used for God’s purposes. I think I’ve said enough, Trisha. Go ahead girl.

Trisha Stetzel: Oh, I love that.

Trisha Stetzel: So tell us. So for those people who are compelled to give or volunteer or be a part of what you’re doing in your foundation, how can they connect with you?

Donna Marshall-Payne: Um, oh great question. So as of this morning, are both my websites have been launched, redone, revamped? Uh, there’s a beautiful, beautiful, beautiful soul. Her name is Ashley Lipsman fond memories by Ashley. She has transformed the sights. Just took what I had in my heart, in my mind and put them digitally so w-w-w-what more Foundation.org you can donate there. Um, for all the the services we’re doing, you can also volunteer there as well. Everything is kind of a one stop hub, and then you can see the things we’ve done in the past as well. Yes. Mhm.

Trisha Stetzel: The doing more foundation.

Donna Marshall-Payne: No no no no no Trisha. Like we’re doing far more today okay. The doing far more foundation.

Trisha Stetzel: Got it. And you guys as always I’m going to put it in the show notes. So if you’re sitting in front of your computer you will absolutely have a link to point and click to find exactly everything that Donna is talking about.

Trisha Stetzel: Oh my goodness, so much.

Trisha Stetzel: You have so much going on. And I remember when we had this conversation a few weeks ago, like, you have to come tell everybody what you’re doing and you’re serving the community in such a way that is so beautiful and impacting so many families, so 38 families that you’re going to be serving this year. Amazing.

Donna Marshall-Payne: 38 family members.

Speaker4: 30 members.

Donna Marshall-Payne: Members. Beautiful. 38. 38 souls? Yes.

Trisha Stetzel: For sure. I just love that. All right. So, Donna, would it be okay if we. If we tapped a little bit into your business? Because I know that there are people out there who may be interested in the planning ahead piece of what you’re doing and what you bring. So you’ve spent decades helping families plan ahead for difficult moments. How do you help people shift from fear to empowerment during that process?

Donna Marshall-Payne: So great question, Trisha. You know, I ain’t have time to prep for none of this, honey, so. Okay. So doing far more abundantly and by Faith LLC is the trademark business. That business. I’ve only been serving families in the cemetery and funeral industry for eight years. I’ve been doing the real estate and everything else for 26, but for eight years it has become a mission and actually a ministry for me. And we have fun doing it, actually. So, um, pre-planning, you know, usually it’s not about you. It’s really about those you leave behind. So I try to be creative in letting the families know how important it is to get your affairs in order. Because what if what if something happened to you today? Who is going to be that person to take care of those affairs? And are they ready financially, mentally, spiritually? You know what I mean? A lot of people don’t think about that. But what I see day to day money and death separates families. And if you could put your stuff on layaway and be done in about five years. Ten years tops. Why wouldn’t you do it when you’re paying for your life insurance every day of your life? No shade to life insurance because remember, I’m a broker. Life insurance is for the living, though. That’s what’s going to create generational wealth for those you leave behind. But be proactive versus reactive when it comes to death and take care of your pre-planning. And a lot of people didn’t even know that you could do it or that you can. I like to say put it on layaway because you can put it on a payment plan. And a lot of people didn’t know that. And you can save thousands, just thousands of dollars in advance. And I can do it from a computer, from the house, from the beach. I can meet you at the coffee shop. It’s important. And it’s. I’ve really turned it into my life mission to do it. And I’ve created what we call pre-planning parties, like Tupperware parties to do it. And that’s what makes it a little bit easier for people.

Trisha Stetzel: Okay, so now you have to tell me about these parties. Tell me more.

Donna Marshall-Payne: So the pre-planning parties, uh, came to me a year ago, and actually I put myself on tour this year, actually, and I really. And this is important for people to know. I wanted to start in my community first. So I created the Black Entrepreneur Tour, where I was able to partner with black owned restaurants, venues, businesses, and I did tour stops. Okay, we did storytelling, but storytelling sessions about if your family preplanned or not, because that could be good, bad, indifferent, comical, not so comical, but it captures the attention more. And so I involved influencers to come along the journey with me, which brought even more people. And it brought exposure to the businesses and restaurants here in the city. And it just grew. It grew from like 22 people. In my last stop in June, I had over 132 people in the room. And so now in 2026, it is called the Entrepreneur Tour because baby, you can bleed girl as long as you bleed red. That’s what I was going to say. Bleed red, bleed red. We can collaborate and do business. And now vendors. I have a waiting list. I’m just I’m super excited. I got four stops this coming year with businesses now because you know what? You can do things together and rise where you can try to do things on your own. And I’m about elevating other entrepreneurs and businesses. So we collab, we do a little barter system and everybody wins. And it’s a fun experience. I have mobile bartenders. I’ve had celebrity chefs come. It just depends on the spot. But it has been truly impactful, intentional, and it has touched a lot of people in my community thus far and is raising such awareness in other communities. Hence 2026 The Entrepreneur Tour.

Trisha Stetzel: Wow. Okay, you guys, now see why I asked Donna to come on the show to talk about all of these amazing things that she’s doing. Um. Can we? So you’re so involved in the community in so many different ways, helping families in need, helping entrepreneurs, and bringing an audience actually to their stores through this tour that you started in 2025, which is amazing. Connecting people, supporting people. You’ve built a company and a foundation that blend faith, finance and legacy. How do you stay grounded, Donna, while leading all of this?

Donna Marshall-Payne: Um, they say I’m the most humble individual, you know. I’m also a caregiver of four. So, um, I take care of my mom and dad. I’m still blessed to have both. There are 85. Mom will be 86 in December. I take care of my uncle, who has vascular dementia, and he’s a, um, he’s a veteran, uh, from the Army and Navy. He gave over 30 years. Um, and my cousin, who has cerebral palsy, and they don’t live here. They live in Galveston County. So I’m 45, is best friends. But God, to me is what keeps me grounded. I used to call it work life balance, but I’ve learned it’s work life integration. So I’ve learned to integrate my personal life with my business life, and I’ve learned to have fun doing it. Therefore, what I do does not feel like work. It always feels like fun and somehow God has created me to be a magnet, to bring people together as a community, to continue to do far more. Girl, that’s why I use that term right there.

Trisha Stetzel: Doing far more. Yeah, I yeah, it just it it’s in everything that you do. And I see why you’ve trademarked that phrase. Because it is part of who you are and the business that you run and the foundation that you run and just what you bring to the community. So for those people who are listening today, Donna, that, um, work really hard and they don’t feel like they’re getting a return on all of the blood, sweat and tears that they put into their business. What advice would you give them to take the next right step?

Donna Marshall-Payne: I would say be present. Um, one of the main things that has helped me, um, I absolutely adore networking. Um. You cannot be seen and no one will know what you’re doing if you don’t tell someone. I always say, put what you do on your forehead so they can see you coming, and put it on your back so they can see you leaving, so no one will forget who you are and what you do. So you may hit a stumbling block now, but it’s all in God’s timing. And if you really have faith, like they say, the size of a mustard seed, you know, just believe. Because sometimes if it’s not happening right now, that means you’re really not ready, even though you want to be. Because God can open up the floodgates in the blink of an eye. And if you’re not ready, then what is it all for? And I’m a walking testimony of that so yeah. Mhm.

Donna Marshall-Payne: Keep pushing.

Trisha Stetzel: Keep pushing and and what about surrounding yourself. You, you bring such a community vibe to everything that you do. How important is it to surround yourself with the right people?

Donna Marshall-Payne: It is the most important for me. Discernment is key. Alignment is is so important. Um, because if you’re not aligned, then you could stay at the same spot that you are for so long without realizing, you know, it could be the people around you. They say birds of a feather flock together. It’s not. I may be telling my age, honey, but it’s a true story. You know, so if you go in the rooms with the people that may not look like you, but are in places that you desire or aspire to be, then you can learn. Just be a sponge and just take it all in.

Trisha Stetzel: Yeah, absolutely. I love that. And you’ve surrounded yourself with some really neat people. By the way, if you’re not watching the video, I’m going to encourage all of you to jump over to YouTube, because I want you to see Donna and how beautiful and vibrant she is, because she does have a voice, but she is also just glowing with energy. And you have to see it. And what I want to point out is the beautiful piece of artwork that she has behind her. So, Donna, tell us a little bit about this piece that you have on your wall.

Donna Marshall-Payne: Wow. So, C.J. Christian okay, if she she’ll see this eventually. But, um, I also walk with a team. I call them my village, my ambassadors. And, uh, one of my ambassadors was a young lady, uh, back in the day, who’s doing phenomenal things now, um, her daughter was, I want to say, 15 or 16. Uh, she was one of my, uh, my mentees. And so, um, she surprised me for one of my birthdays. They did an uncovering. It’s a commissioned piece. She has it signed and everything. And it’s supposed to be me. Because before cancer, I had hair all the way down my back, honey, to be all curly and everywhere, and. And she said, Miss Donna, you’re always on the phone. So she took my logo. As you can see, and kind of created that. And people have called me from all over the place wanting to buy it or get it, but it’s only one. And so I’m just very grateful and thankful to see that she’ll see that eventually. She’s an artist. Yes.

Trisha Stetzel: It’s beautiful and not for sale, by the way. So those of you who are admiring it, you must have admire from afar, because Donna is not giving that up.

Donna Marshall-Payne: Um, I want to point out before we go, there’s a wreath on the wall. Um, over here, it says I am a survivor. Um, Avis Reeves from. She’ll kill me. I want to say bling my thing, but her name is Avis Reeves. This was the first wreath of hope at my ring, my bell ceremonies. And she hand makes these. And so for anyone that’s looking, you know, breast cancer survivors and things like that, um, I want to shout out to her because I’m really blessed to have that. It’ll be at the Kendra Scott actually, as well.

Donna Marshall-Payne: Okay, fantastic. All right. Donna, um, I know you’re doing the tour in 2026. What else is coming up for Donna? What’s next for you?

Donna Marshall-Payne: So really, just the tour in 2026. In March, we will be, um, celebrating triple negative Breast Cancer Month. Uh, stay tuned for that as well. Um, and right now, just trying to wrap up this year with the Christmas experience. Um, I actually on a new project with Black Wall Street as well. And that’s just really helping and elevate entrepreneurs as well. So really just follow me, guys, because every day God gives me something else different and I just receive.

Trisha Stetzel: Yeah, absolutely. Donna, how can people find you and follow you?

Donna Marshall-Payne: So everything doing far more. It’s trademark. Y’all put it in there. I think I might got a Google review page now too. So w w w Farmall or w w w doing far more foundation. Please follow share, like and support.

Trisha Stetzel: Doing far more. Donna, this has been so much fun today. Thank you for being with me. So you have an event on November 15th, which is the the Kendra Scott event, and then you have your event on December 20th, and then you have the rest event that’s coming up. So you guys go to the doing far more foundation or doing far more. Those are the places you want to go. Go see the beautiful work that her website designer has done for her. Donna, thank you so much for being with me today. This has been such a blessing. I’m so glad that we were introduced to each other, and I knew immediately that I needed to get you in front of the people that I love as well, who are listening to the show.

Donna Marshall-Payne: Thank you Trisha. Thank you for having me. It’s been wonderful.

Trisha Stetzel: Thank you. That’s all the time we have for today, guys. So if you found value in this conversation that Donna and I had today, please share it with a fellow entrepreneur, a veteran or Houston business leader ready to grow. Be sure to follow, rate, and review the show because it helps us reach more bold business minds just like yours and your business. Your leadership and your legacy are built one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.

 

Leading with Voice: Courage, Connection, and Community

November 11, 2025 by angishields

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High Velocity Radio
Leading with Voice: Courage, Connection, and Community
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This episode of High Velocity Radio, hosted by Joshua Kornitsky, features Misti Burmeister, founder of Inspirion and author of “Provoking Greatness.” The conversation delves into Burmeister’s journey in leadership development, her creation of the VOICE model (Vision, Ownership, Intention, Community, Energy), and practical strategies for leaders to transform workplace communication breakdowns into engagement breakthroughs. Drawing from decades of experience with organizations like NASA and the US Navy, Burmeister shares personal anecdotes, actionable advice, and the importance of vulnerability, authenticity, and growth in business leadership.

MistiLogo

MistiHSMisti Burmeister is an award-wining author, speaker, and entrepreneur. She works with executives and teams ranging in size from 50 to 150 – helping them energize their team, increase collaboration, and strengthen their culture.

Although for years she was best known for her book From Boomers To Bloggers, over the past few years she has provoking greatness causing professional—across generations—to want to collaborate, work hard, and achieve excellence.

Misti is an advocate, supporter and defender of the life (greatness) that exists inside every person, believing that the amount of dedication, passion, and persistence a leader creates is directly proportional to his or her commitment to greatness.

She is also a passionate supporter of the organic and sustainably grown food market. Her simple belief: mind, body, and spirit are connected, and we must do what we can to strengthen each one.

Misti’s Tedx Talk

Episode Highlights

  • Misti’s Origin Story: Misti shares how frustration and misunderstanding at the start of her career led her to build a business focused on bridging generational and communication gaps within organizations.
  • Birth of the VOICE Model: Misti’s signature VOICE model, emphasizing how vision, ownership, intention, community, and energy can transform teams and foster genuine engagement.
  • Success at the EPA: A detailed example is given of how Misti helped the Environmental Protection Agency’s CIO office dramatically improve engagement by addressing emotional and expectation-driven communication challenges—ultimately leading to higher morale and more effective teamwork.
  • From Directives to Dialogue: The conversation contrasts ineffective “force and fear” leadership styles with the benefits of vulnerability and dialog, featuring client stories where shifting from control to open questioning revolutionized business outcomes.
  • Leadership as a Daily Practice: Joshua and Misti discuss the continual journey of leadership—underlining that authenticity, self-reflection, and the willingness to learn from mistakes are essential for both personal and organizational growth.

About Your Host

BRX-HS-JKJoshua Kornitsky is a fourth-generation entrepreneur with deep roots in technology and a track record of solving real business problems. Now, as a Professional EOS Implementer, he helps leadership teams align, create clarity, and build accountability.

He grew up in the world of small business, cut his teeth in technology and leadership, and built a path around solving complex problems with simple, effective tools. Joshua brings a practical approach to leadership, growth, and getting things done.

As a host on Cherokee Business Radio, Joshua brings his curiosity and coaching mindset to the mic, drawing out the stories, struggles, and strategies of local business leaders. It’s not just about interviews—it’s about helping the business community learn from each other, grow stronger together, and keep moving forward.

Connect with Joshua on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for High Velocity Radio.

Joshua Kornitsky: Welcome back to High Velocity Radio. I’m your host, Joshua Kornitsky, and I have a really wonderful guest, someone that I’ve really connected with here with me today. Uh, I’d like to introduce everybody to Misti Burmeister. She is the founder of Inspirion, and she’s the author of Provoking Greatness. For over 20 years, she’s worked with organizations ranging from startups and small businesses to major institutions like NASA, the US Navy, and Johnson and Johnson. She’s really helping them transform communication breakdowns into engagement breakthroughs. Her voice model equips leaders to build trust, empower teams, and lead through courage and authenticity. Welcome, Misti, it’s such a pleasure to chat with you.

Misti Burmeister: I was so grateful to be here with you. Somebody who’s got incredible courage and vulnerability. So thank you for inviting me in.

Joshua Kornitsky: It’s an absolute pleasure. Well, we had a good time just kind of chatting and we’re going to pick it up from there, but first I. If you would, I’d like to ask you to tell us a little bit about your background and kind of what led you to where you are now, because I think people really like to understand why you’re an expert or what brought you to that level of, of understanding and what you teach.

Misti Burmeister: Thank you. Joshua. Well, I have to say, first of all, I do have a lot of education behind me, though I don’t use as much of the education. I have a master’s in communication, a couple undergraduate degrees, but ultimately starting this business 20 more than 22 years ago now. Um, I started it because I was angry. I couldn’t figure out how to communicate with people who were older and they didn’t understand me. So there was this block. And back then. Um, well, let’s just say I was working for the as a fellow for the National Institutes of Health. And after I finished that job, I took a job with the government contracting company. So now I’m doing, um, they hired me originally to interview cancer patients and then write their stories. Joshua, I loved the work, showed up early, stayed late, got all the kudos and attaboys for doing that. And then that contract ended and the only contracts coming in were meeting, planning oriented. And let’s just say I didn’t know anything about like details. I was much more of a big picture thinker. And so I tried. I won’t give you all the hilarious stories of trying to figure out how to do meeting planning, but I did, and ultimately I ended up trying to figure out how else can I help this company. So I read every document they put out into the media in the 25 years they’ve been in business. And, um.

Joshua Kornitsky: That must have been hundreds.

Misti Burmeister: Yeah. A lot. I didn’t I didn’t have any friends, really. I was brand new to DC. I had nothing else to do okay, but to read these things. And so I presented to the CEO to show her everything I knew. I didn’t know why. Just thought maybe she could use me differently. But I didn’t know anything about, like, business development or I didn’t know any other way to contribute. I just had a master’s in communication. And so at the end of this presentation, she looks at me and says, Misty, what did your parents do to deal with you? It’s clear you have problems with anxiety. Do you take medication for that? And so I don’t think she meant anything bad by it, but for me, it didn’t feel very empowering.

Joshua Kornitsky: Very different time to you would kind of feedback today I hope.

Misti Burmeister: Yeah. No I think she would still do that today. It’s very much a power over instead of power, with which we’ll talk a lot about in a moment. And so the next day I quit my job without another one lined up. Uh, not the easiest thing to do, because all I had was $37 to my name and $1,000 rent payment coming due. Now, fortunately, I did have the skill of massage therapy and fitness training, so I wasn’t certified, but I quickly figured out how to barely get my bills paid, and I started to research because I wanted to understand what just happened. There I’ve got all this enthusiasm and energy and I want to contribute. But yet I was met with this wall of resistance that stopped everything. And so as I read, I kept going, oh my gosh, I said this. They heard that. They said this. I heard that while doing that research, I also opened the Yellow Pages. Um, back then. Right. It’s the Yellow Pages today. It’d be LinkedIn, but the Yellow Pages and I went that job. That company looks interesting. And I just made cold calls and to do informational interviews. And in six months I did 150 of them. Wow. Yeah. And in the middle of these interviews, Joshua would happen is about halfway through, like three months in, they would flip the interview on me and they’d start asking me questions. So they’d say things like, Misty, I just don’t get these young professionals today. They come into my office first day on the job without a pen and paper. Um, and, I mean, I had just had an experience like this being misunderstood. So I asked them, like, so what does that mean? I didn’t know this was called coaching. Okay. What does it mean? And they’d say, um, well, they don’t respect me. They don’t care about this organization, and they don’t want to be successful here.

Joshua Kornitsky: Because they weren’t showing up with a pen and paper.

Misti Burmeister: Exactly.

Joshua Kornitsky: Okay.

Misti Burmeister: We make up all kinds of stories about people based on what they do or don’t do. And so I said, well, what if it just meant they didn’t know they were supposed to bring a pen and paper?

Joshua Kornitsky: Occam’s razor.

Misti Burmeister: Right. And they said, well, they should know, but they don’t. But they should. But and this back and forth. And at the time, I didn’t know anything about retention or engagement. It wasn’t a world I lived in. Turns out they were struggling with those things. And so I said, why don’t you just try this next time they come to your office? No pen, no paper. Stop them. Tell them. Go back. Get a pen and paper. When they come back. Stop them again. Let them know when they do that. What they’re communicating to you is they respect you. They care about this organization and they want to be successful here. Well, the turnover rate like started to go way down. The retention rate started to go way up and I kept getting phone calls. Right. So, um, again, I didn’t know it was called coaching. And that’s how my business was started. So I had one of the ladies I interviewed along the way asked me, hey, Misty, tomorrow can you come deliver a talk on generational differences to my group of women executives? And I said, no, Pam, I cannot I don’t know how to do a PowerPoint. I don’t know what she knows. Just come. And she hung up. So I went, long story short, and I landed my first contract with Marriott and I for two for two talks on generational differences that month, which meant I could pay my bills and actually eat a meal, a real meal as a result. So that’s how my business started. That’s how I got, um, got going on this.

Joshua Kornitsky: So I want to clarify something. And and normally it’s just when I hear the background, I’m like, wow, that’s really incredible. But you said something that that that is too timely. How long ago approximately was was that incident?

Misti Burmeister: So your question itself leads me into when people ask me, I’m going to answer it, right. That’s 22 years ago. But this answer, uh, is a little deeper than that. So often I still get requests. Hey, Misty, can you come speak on generational differences? I say no, but I will come speak on generational amnesia. Right? Which is like we go through this experience like we come into the workforce, we have our experiences, we learn what we learn, and then we forget that we learned it. And so when the next generation comes in and doesn’t yet know all the things that we know now, we’re agitated with them forgetting, oh, somewhere along the way we learned this and we forgot that we learned it. So it’s just a matter of teaching and coaching, rather than criticizing and condemning.

Joshua Kornitsky: The story in my head is the the poor person who came in without the pen and paper is now likely sitting on the other side of the desk saying, why do these employees keep texting me?

Misti Burmeister: Exactly, exactly.

Joshua Kornitsky: It literally is the exact state of of current small and medium sized business, and I’m sure large as well. Uh, it is the current state of employee relations. It is that same. I don’t want to say breakdown. I’ll simply say gap in, you know, clear understanding and clear expectations. Where I hear it from the businesses that I work with, which is mostly entrepreneurial businesses, about 250 employees. And below, I literally hear this in every engagement about they don’t understand why X, Y, or Z is happening with generation. Whichever. And, and it’s ironic and very poignant that you’ve shared that story, because I think what it leads to is a broader discussion around communication, which if you’re okay with I love to talk to you about.

Misti Burmeister: Let’s dive in, babe. This is the core of it all.

Joshua Kornitsky: So communication. What what I say versus what you hear, uh, that appears to be the root.

Misti Burmeister: It’s actually the foundation of, uh, from boomers to bloggers to Joshua. My first book, uh, Provoking Greatness, is my fourth book. My first book was From Boomers to Bloggers, where I took the five most common generational clashes, like pay your dues versus give it all to me right now. And I wrote stories, but please keep going.

Joshua Kornitsky: Well, so so it’s interesting that you shared that. I believe your first engagement out of school was documenting cancer patients stories.

Misti Burmeister: That’s right.

Joshua Kornitsky: And in my brain, the the the way that this soup comes to a boil is you started by having incredibly, I would presume, emotional and perhaps challenging conversations with people, regardless of the state of of their cancer. They had certainly been through arduous times. They’d been through difficulty and undoubtedly suffered on a spectrum of of different issues. And that’s how you started. And in those difficult conversations are the things most people never mind leaders. Most people hate those conversations. Most people will literally talk about anything else or not speak at all to avoid having that conversation. But I imagine that that must have served as a as an incredible foundation, because you already you went from that into cold calling. The only thing left is speaking on stage, which I’m pretty sure you’ve done that too. You’ve you’ve knocked all the phobias right out of the park.

Misti Burmeister: That’s right. Absolutely.

Joshua Kornitsky: But what are some of the things that you can help us understand better about? I like to break it down into a couple of different things. First, understanding, uh, what some of the common challenges are because rather than me assuming, I’d like to hear it from someone who has expertise.

Misti Burmeister: So common challenges within difficult conversations.

Joshua Kornitsky: Just communications.

Misti Burmeister: Just communications.

Joshua Kornitsky: Because I don’t want to narrow it just to one specific if that’s okay. If you’re able to speak to it at a at a broader level.

Misti Burmeister: Well, communication is something that we’re doing in our body language and in our words. And very often we don’t know what we’re actually communicating. So difficult conversations, critical conversations, whatever language you want to use, uh, I like to look at what makes them difficult. Right. That word difficult or critical or challenging, what is it? And if we were to peel back the layers, it’s two things. It’s emotions and expectations. Emotions is the first thing you touched on just a moment ago. Like these conversations with these cancer survivors were high in emotion, and most of the time we run from those. But I contend, and I’ve seen that it’s actually our difficult conversations that hold the fuel for the greatest growth. So when we avoid them, we lose opportunities. When we address them, we get the spark of innovation, the spark of engagement. So let me give you an example. So the Environmental Protection Agency, this is years ago now they’re going through sequestration. Many of the employees of the CIO’s office, chief information office were standing around the water cooler talking about how they might lose their job, and as a result, they weren’t actually doing their job. And the then CIO called to say, hey, can you help? I didn’t know this at the time, but for 25 years, the CIO’s office had the lowest engagement scores. Gallup does that research every year within government agencies. And so that’s how I came in. She was acting CIO at the time, and the first thing we looked at is what and why? Right. What are you trying to achieve through the EPA? They had forgotten what the EPA was. Why did they choose to come work for the EPA? What does the CIO’s office, what are they responsible for? Like the flow of information? They had forgotten all the parts and pieces that make them a team.

Misti Burmeister: What are we trying to achieve and why does it matter? All right, so leaning in, instead of going, I we should know this, which is where shame lives, which is where force and push also lives. Trying to force people to do things rather than give voice. We give force rather than give a voice, which is vision, ownership, intention, community and energy. These are the five components of successful teams. Um, when I say success, I mean that they’re very effective at taking differences of all sorts and and making them into an asset rather than a liability. Right force makes differences a liability, and voice makes differences an asset. So the EPA’s office, the first thing we did was lean in. What isn’t working here? What? What? Where am I really struggling and what they got to. Very quickly, Joshua, I’ll break it down. Is that the CIO, the administrator of the CIO, every time she’d go on video, uh, be interviewed because there was a natural disaster in a particular area, she’d have egg all over her face because she couldn’t get access to what the EPA had done in any geographic location quickly enough. And so they talked about these problems instead of looking at people as problems, which is what they were doing, looking at each other as the problem, they started looking at problems with people. So looking at the problems together, rather than looking at the person as a problem and as a result they came up with. Nine months later, they came up with at the push of a button. The administrator and the, um, the general public would have instant access to what the EPA is doing in any geographic location. Okay, so.

Joshua Kornitsky: That’s going on.

Misti Burmeister: Yeah. Say it again.

Joshua Kornitsky: So they know what was going on.

Misti Burmeister: Exactly. So that we all could know what’s happening, like what the value is that the EPA is bringing to to the world, really, but certainly to the States. Right. So as a result of this, now they’ve got voice, they’ve got a vision, they’ve got a sense of ownership, uh, intention, community and energy. People’s hands started flying up. How can I help? How can I help? I want to do this part. I want to do this part. So now we went from not engaged to fully engaged. Happens at Gallup. Came in nine months later. They were the highest engaged among all of the EPA as a result of some clarity in their voice. So we could take and I want you to know, Joshua, we had people in some. I facilitated a lot of conversations with them. We had some folks in there who had lawsuits against the EPA. How do we use that kind of energy to drive engagement? And it and we did, and it worked. I won’t go into all the details of it because this is a shorter conversation than that. But it’s very powerful when we turn toward those difficult conversations rather than running away. But that’s a skill set that we have to hone, which is part of what I teach.

Joshua Kornitsky: Which leads me to to sort of follow up on that, because you’ve you’ve helped us understand what you mean by your voice model, the the vision, the ownership, the intention, the community and the energy. And as I hear that and I say this, uh, as as someone who has difficult conversations as part of what I, how I help my own clients, it was a long journey to have the confidence and I would say the understanding because the biggest barrier to those conversations was me was was being willing to have them. How do you at at a high level coach and help, whether it’s leadership or or even just the community, to break through that barrier of what I presume is fear, right? Because you’re.

Misti Burmeister: Go ahead.

Joshua Kornitsky: Well, because if if I have to, you know, if we’re sitting down and you’re my manager and and you’re just going to say, well, you’re fired. And I have questions about why I’m fired. Just taking a simple example. You know, most people, maybe a bad one because fired is is terminal. But, you know, any kind of difficult conversation, to my experience, at every level I’ve dealt with within an organization and in life, there are people that don’t want to ask the hard questions because it’s an uncomfortable conversation. And what I’m ultimately asking through, through a lot of words is are there any coaching suggestions you could make to help people get through that barrier of what I presume to be fear, because you’re not going to hit me in the in the head with a bat for asking a hard question, but it is getting over that fear of of that uncomfortableness. And I’m wondering how you coach or how you help them get past that.

Misti Burmeister: Well, first we have to look at like, what is the fear of? We have to be careful what we put after. I am so I change the language to I have fear, right? So I have fear. What am I having fear of? And generally, when it comes to feedback conversations, there’s fear that they’re going to put even less energy into their work. There’s fear that they’re going to be less engaged as a result. There’s fear that they’re going to start crying. There’s fear that they are going. So the emotions are going to get big and that the problems are only going to become more. So we have to first look at what is the fear. Um, the other thing is when we’re talking about the fear being how emotional somebody else is going to be. Then we have to look at how comfortable or uncomfortable are we with emotions, and do we have some presumptions on what we what we should say or we should do, and not many of us are taught? I’ve not seen anywhere anybody ever, in my 22 years of work that struggles with difficult conversations. They do not know that all they have to do is listen, reflect back, have empathy. They they think very often what happens is when somebody emotions go up, they go into problem solving mode rather than just listening. So it’s a skill set. Difficult conversations is really a skill set that when we master it, there is no conversation that’s going to be too much. When we can sit in silence for just a little bit longer and ask more questions, we go away from our fears of emotions are our agitation because we have expectations and we get to start asking and learning more about what other people are actually struggling with, very often with difficult conversations.

Misti Burmeister: Um, the people that were trying to have them with have some phenomenal ideas for themselves. Very often they already know something’s not working. So the questions are very different. So instead of coming into it with you should this and you should that, um, we come into it with better questions, which then leaves people feeling a lot more safe to explore. How might I do this differently? From my perspective, Joshua, every time we give somebody feedback, the response should be, oh, I get it. That makes sense. In order to get that kind of response, we have to really know what people are trying to achieve, why it matters to them to really help them to grow instead of just criticizing to control. Based out of fear, which comes back down to force and a lot. We’re distinguishing between you and I in this conversation. There’s two different ways to lead and. And it’s taught very strongly. Force. Push. Use fear. Just last night, um, it’s a little segue. Joshua. Just last night, I was having dinner, and I was. This is true inside of families. And it’s true inside of companies. It’s true all over the place. So this gentleman and his wife were sitting next to me, and they were talking about their 25 year old son. And the the gentleman was, um, very angry with his son for not contributing better to society. He’s just living at home. He’s got all this education and he’s so smart, but he’s so stupid because he’s not using it. Okay, so that’s that’s leadership based on force.

Joshua Kornitsky: Yeah.

Misti Burmeister: I’m gonna I’m gonna shame that person until they finally figure out they need to go do something. And the truth is, is we don’t do better by being made to feel worse.

Joshua Kornitsky: I was going to tell you that really leadership that’s that’s just pushing and.

Misti Burmeister: Right. But yet we all do it. I do it all the time. I, I study this stuff because I have to learn how to go from a place of voice versus coming from a place of fear and pushing and force. Trying to force a solution is probably my biggest nemesis, right? When I lead from voice, what am I actually trying to achieve? What is my intention? So in these difficult conversations, what am I actually trying to achieve? When we really know what that is.

Joshua Kornitsky: So that’s that’s if I can interrupt. That’s a really the the what am I trying to achieve question. Um, I, I wonder how pervasive that strategy is because to my own experience, often when I’ve entered in and this would be more in the part of my life that I was on a leadership team and, and had people that I reported to less so now because I’m an entrepreneur. But in those circumstances, often I felt if I was sitting down with the CEO, the CEO or they arrived knowing full well the message they were delivering and the better CEOs that I worked for were typically willing to engage in dialog. The the ones that I would rate as less effective simply delivered a directive. Now, in the hierarchy of an organization, sometimes a directive is the the appropriate response, but in certain contexts it should be a dialog when it can be when when the subject matter isn’t. We’re going with this insurance company versus that insurance company. And here’s why. Um. But how? How do you help leaders understand the different strategies and how to weigh and and decide upon them beforehand? Because that intentionality of the voice model, to me, perhaps it’s an assumption on my part. I feel like each one of the, the letters, the and the acronym that it stands for has its own power. But the intentionality. What what did you come here to say or what did you come here to discuss or or why are we sitting together to to convey information either one way or bidirectionally? How do you help coach people to to prepare and to you said, slow down and listen. How how do you do that?

Misti Burmeister: Well, this is bringing me to an experience I had recently, and I just want to land on what you said, that the leaders you’ve worked with that have been more fitting for you are the ones that come with dialog rather than directive. Right. So dialog is you don’t hear it as often because it’s more vulnerable, and I say more vulnerable because there’s a perception that we are supposed to already know. Right? And if you’re seeing that, I don’t actually know. Um, then there’s the opportunity for you to think that I’m not a very strong leader. So we protect and try to, uh, project, like, strong. But in reality, it’s our vulnerability. It’s our I don’t know, that makes us stronger. I had one executive. This is years ago now who could not reach his number for his sales quota for years, and he had reached a sales quota for many years before that, promoted into leadership. And now collectively, they couldn’t. And he’s on the verge of getting fired because of this. And I had a chance to work with him. And at first, you know, he wasn’t willing to do anything different. He’s like, I’m just going to push them. I’m going to push them. I’m going to push them. They’re going to sell. They’re going to sell. And I said, well, you know, this is kind of an extreme, uh, language, uh, Joshua. But just go with me. I said, why don’t we go in there and say, hey, listen, guys, I’ve been failing at leading you for the past three years. Clearly, there’s things I don’t know, but you might know. What might I do? Or what might we do differently to get a better result? Six months later, they blew their numbers out of the water. Right? So he didn’t have all the answers. And that’s not the job is to have all of the answers. So we’re going from we’re going from directive. But you’re asking me how do you your very specific question is how do you coach people to.

Joshua Kornitsky: Um, to understand because everything typically in, in in my brain defaults to to business more than anything in, in a business context, you know, urgency is usually high. Um, movement is typically at an accelerated pace. And I, I believe you are correct about the slowing down, uh, about the listening, about the intentionality, about the community and the energy. How do you help leaders who are used to working at a thousand miles an hour understand what that will do for them? Because it sounds like what that will do for them is change things in a positive way.

Misti Burmeister: Yeah, they’ll get a lot more engagement. Their their team will be a great deal more empowered. And they’ll go away from why won’t they do this to I can’t believe the initiative that they’re taking. Right. So but we have to go away from we have to give ourselves a chance to try something different. Um, so one leader I worked with recently, uh, she had gone. She’s getting ready to pitch a business idea to a group of investors, and she had gone to lots of other successful people who’ve done this before. I’ve not actually pitched myself. I have, but not on purpose. Not on purpose. I’ll just say like that. Okay, I have pitch, but not on purpose. So she wanted my ideas and I listened to her ideas and it was missing something critical. So why is this business important to you? Because if you can show investors that you are absolutely committed to the core, to the success of this business, they’re going to they’re going to be far more interested in giving you money.

Joshua Kornitsky: Sure.

Misti Burmeister: And so she started to share how this product changed her life. It was extremely vulnerable. And now she’s getting ready to go and pitch the idea. But in the moment, she said to me, you know, Misty, a lot of people gave me that suggestion, but none of them gave it to me with the actual experience because I had shared with her a story of, I’ll give it to you really quickly. I was going to speak for NASA. It was their first annual leadership summit. The CIO asked me to come speak. It was during the 2008 2009 downturn. I had a lot of fear around my business, so I hired somebody to create the perfect speech. I had done plenty of great speeches before, but I was scared. So I had somebody write the perfect speech. I paid somebody to create the perfect PowerPoint. I go up on stage to deliver this message. I’m to go right before Vint Cerf, who’s known as one of the founders of the internet. People were getting through me to get to him, opening the biggest opportunity of my career. Sure, I had spent 30 hours a week just memorizing the speech. It was 45 minutes long. I could start in the middle and go. I mean, it was perfectly memorized. I get up on stage, Joshua and I kid you not, I forget I had a great start and then I forgot every word of my speech. People were tweeting about me. Okay, so I was trying to be so perfect in my Presentation. So when I was listening to this woman share about her idea, her business idea, and I shared my experience with NASA, her walls just came down and she was able to share.

Misti Burmeister: Really, why is she trying to do this business? Why it matters to her. And so if we are going to shift from trying to force people, which takes a lot of energy and move into more of a voice model where we’re communicating a vision, like if we can’t, you know, you ask me, well, we don’t have any time, right? This is this comes back to the idea of investing. Do we invest when, uh, the stock market’s low or do we invest when it’s high? Most people invest when it’s high. Right. But the real smart ones that make a lot of money invest when it’s low. So do we take the time now to get some clarity around what are we really trying to achieve here? What does the end zone look like? We want the best employees of all the superstars, the NFL players of our industry. But yet we never define what the end zone looks like. Nfl players are not going to put their life on, on, uh, you know, in in harm’s way. If there’s no end zone, we have to have some clarity around that. They’re also not going to listen to a coach that’s not clearly trying to help them to reach the end zone and better. Right. So we have to have some clarity on what individuals are really striving to achieve in their career, why it matters matters to them. And then communicate what we’re doing together as a community. And most leaders don’t get those two things.

Joshua Kornitsky: And that sounds like that’s that sounds like that’s vision, that’s ownership and that’s community. And and I feel like they, uh. And forgive me for just arriving here, but it sounds like they’re all actually interdependent.

Misti Burmeister: Very much so.

Joshua Kornitsky: Or at the very least interconnected, because having just vision with no ownership is a zero. Having ownership without intention is is your football player without an end zone, right? They just run forever and they don’t know what they’re running towards or for.

Misti Burmeister: I have to share this one with you. So there was a client of mine who went to go give somebody feedback. And I mean, it was pretty harsh feedback. This person sat down, this is all the things you’re doing wrong, and the person just starts to cry, right? Because that morning they found out their mother died, right. So having some clarity about is now a good time having some education around how when, what are the what are the structures that we need to have in place before giving people feedback is important. We’ll spend a lot of money on making sure that people have sales training, right? You’ve seen that. You’ve probably experienced it.

Joshua Kornitsky: Oh, gotcha.

Misti Burmeister: But how much money and time have we spent on getting clear about what we’re trying to achieve and how to communicate what we’re trying to achieve. We don’t spend a lot of time there.

Joshua Kornitsky: No, not at all. And and if anything, to your earlier point, it is often misinterpreted as weakness that that one of the things that that I’m a, I’m a very big believer in and it’s, it seems to be the underpinning of what you are in many ways conveying or what I’m taking from what you’re conveying is it is this concept of progress over perfection because you yourself have have shared stories in the last few minutes about, you know, attempting perfection, attempting perfection, getting on that stage. And then let’s just go with not perfect. And to to my understanding, when it comes to communication, there has to be a level of I’m not sure the right term here, but you have to give yourself grace. So perfect example is the story you just shared, that the employee burst into tears because their mother had passed away. As the leader on the other side of that conversation, while while that was horrible and that was embarrassing and and that was insensitive, and any other thing you want to think about, it was a mistake. And we can also move past it. I’m sorry, I didn’t know is all it takes and and I believe I don’t know another word you said. Vulnerability. It’s also humility. It’s it’s being willing to say I’m sorry.

Misti Burmeister: So you just named two pieces. You’ve been asking for specific pieces of the puzzle. Uh, in terms of leading effectively under the voice model, you know, small little things that you can do other than just, uh, which is powerful. So it’s not a just but pausing before we react and getting some clarity, like what’s actually going on? What am I having fear about right now Before saying anything more. But you also just said these words, I don’t know, powerful in creating cultures where trust is high. You also said I’m sorry, right? So I didn’t get this right. Uh, I need to make an amends. I need to apologize. So when we hear things like, oh, I got that wrong, or I’m sorry, or I need to apologize. Trust goes up. Particularly with leaders, uh, with with. When a leader does this, they show everybody else how to do it, how to be perfectly imperfect. Uh, when you hear, I don’t know, I’m not really sure what. I remember when, uh, Rich Sheridan is the CEO and co-founder of a company called Menlo Innovations out of Ann Arbor, Michigan. They have one gobs and gobs of awards for their culture, uh, including a presidential award. And, I mean, it’s pretty, pretty incredible. When the pandemic hit, I call Rich and I said, how is everything going? And he goes, I have no idea. I’m scared out of my mind. I have no idea what’s happening. And all of a sudden I just calmed, like, even I don’t. I wasn’t leading a big team at that time, but. Right. But even me, little old me who works with all these teams, I calmed more. Well, if he doesn’t know, it’s okay that I don’t know. So this builds trust. So not everybody’s walking around pretending like they’re supposed to know everything. Instead, they’re asking more. They’re asking more questions. They’re contributing more ideas because they’re more curious and less afraid.

Joshua Kornitsky: So it it sounds like it leads to growth. It leads to collaboration. It leads to a stronger team. Um, help me understand how we help others understand this.

Misti Burmeister: I think we share our stories, Joshua. I share our stories.

Joshua Kornitsky: I think that, um, it it speaks to me so very strongly because I inadvertently arrived here, uh, well aligned and and aligned to the understanding of, of the need to, uh, no, no perfection on this side of the of the, of the dialog. But the the need to be open and honest is, uh, a driving force for me at this stage in my life because I’ve tried the other ways. And when you lie all the time, you have to remember what you said. And then you have to remember not if you’re going to perpetuate the lie, then you have to have a book of all of the lies you’ve told so that you can remember. Uh, and I don’t recommend that for anybody. Um, tell us how we can learn more.

Misti Burmeister: Well, hang on a second, Joshua. I want to land on what you just said there. Honesty. Authenticity sells. Most people are trying to be something that they’re not, um, or they’re trying to protect themselves, which we I do it, we all do it. Um, I will come in trying to show how smart I am way more often than I’d like to admit, because it’s a protective mechanism for my little ego. We all have them, right? Um, but you just said is so important because I remember you told me a story not too long ago, uh, about going to a vistage meeting. And, you know, most Vistage chairs aren’t terribly interested in having too many people who do exactly the same thing involved. And it won’t go into more details about that. But in the end, you got invited in because at least because in part you shared about some struggles you were having with your daughter.

Joshua Kornitsky: Yes.

Misti Burmeister: When they asked about how you were doing, it was real. It was vulnerable. It was authentic. So I my greatest, um, talent gift skill is looking for and sussing out what’s real, what really matters to you? What are you really trying to achieve? Because if you can get some clarity about what’s truly in the way, then it will move itself out of the way. Right. But if you don’t like the EPA was willing to look at what was really in the way. Not all leaders are. Not all teams are. I’ve worked with lots of them. But if we’re really willing to look at what’s in the way and what is authentic, the results are remarkable.

Joshua Kornitsky: Is in your perception, is that a journey to arrive at that willingness? Because, uh, a very wise man told me a few weeks ago when I was at a charity event, uh, we were talking about our, our, our background and our parents and growing up. And, uh, he had said something that that really resonated with me. He said, you know, I wasn’t always this man. This is the man that I’ve become. He said that he said.

Misti Burmeister: Those words.

Joshua Kornitsky: To and and and it occurs to me that if I think back when I was in my mid 20s, I had a team of 25 salesmen, salespeople that worked for me. Um, and I definitely subscribe to that, uh, use of force. This is this is what we’re doing. This is what what you need to do, what you need to do and what you need to do. And. And I was a, uh. What do they call that, a tinpot dictator? Uh, just, you know, if we had a problem, we would just fire that guy and hire somebody else. Um, I was not a total failure, but I was certainly not particularly successful in that role. But my style of leadership evolved over time to become very different. Um, and, and I think that if that person met this person, they would have very little in common other than I’d like to believe. I’ve learned along that journey. And all of that is is a long winded way to ask the question. Is there a level of patience? Is there a level of growth that has to happen for any leader that’s listening to this right now and saying, oh, that’s all crap, that that’s all just emotional garbage. I’m not going to listen to my people. I’m going to tell them what we’re going to do. Um. How do you feel that translates as it relates to lived experience is, I guess, my question.

Misti Burmeister: So first of all, I will say that I teach the very thing I have to keep learning. I am always trying to force solutions. I mean.

Joshua Kornitsky: My way.

Misti Burmeister: At the end of the day, if I look back, how many times did I try to force a solution? It’s too many to count. So, um, it’s not for me. It’s not just a lived experience. It’s a continually lived experience. It’s looking. It’s asking myself at the end of every day what worked and what didn’t work. And I will tell you that forcing solutions, even forcing solutions, like I’m going to get on that show, I’m going to get that, you know, I’m going to become a best selling author. Okay. I had the idea of this in my head, but I didn’t make that happen. I wasn’t the one that actually made that happen. The universe did. My first book became a bestseller while I was in Bali, Indonesia, because a client purchased a lot of from boomers to bloggers in Washington, D.C. on one day, and I didn’t even know that was a thing. That would then put me on the Washington Post bestseller list. Right? So we we can’t like forcing just doesn’t. It’s such a waste of energy if we truly look at what are our results, and we’re trying to push and force people to do things the way that we think they need to be done, then we’re probably going to go, that doesn’t work and then becomes the question, so what might I try to do You differently, even if it’s just a little bit of different and one little bit of different is.

Misti Burmeister: Find out about the folks that you’re that are working for you, like you would $1 million potential or billion dollar potential client. You’re going to know what their children’s shoe size is because you want to win that contract. So leading people is no different than winning over people is no different than winning over a contract. It’s all people. At the end of the day, how well do we know these people? Which requires from us? How well do we know ourselves? Does anybody actually care about me? What am I trying to achieve? Right. So we have to do that work on ourselves as well, because we can’t give to another person what we don’t give to ourself. And the only reason why I’ve been able to do this work is because I’m constantly looking in the mirror myself, and I have so much more work to do, so much more work to do, which is why I’m able to push and challenge people to step up into their potential. Because I do it every day with myself and it’s not easy. Going from force to voice is not. It’s it’s a daily practice.

Joshua Kornitsky: And it sounds like it requires you. You just hit it. It requires practice. It is. It is not an inherent skill. It is not a flip of a switch. It is repetition, repetition, repetition to understand and remind yourself.

Misti Burmeister: Yeah. People will say like, um, gratitude is an attitude. Have you heard that one?

Joshua Kornitsky: That’s. No, actually, I haven’t heard that one.

Speaker4: Well, no, I mean, I.

Joshua Kornitsky: I understand what the message is saying. I don’t know that I agree with it, but.

Misti Burmeister: I definitely do not. I think it’s a practice. Brene Brown first said that I heard it from her. Right? Uh, gratitude is not an not not just an attitude. It is a practice. Well, the voice is a practice also. It’s something that we practice consistently. We’re looking at what am I actually trying to achieve with this person? What is the goal if I’m sitting next to them? I’m not looking at them as a problem, but I’m looking at the problem with them. That’s the the biggest piece of, of um, I don’t know if I want to say advice or suggestion that I would offer our listeners is people that are challenging for you. Are you looking at them as the problem? Are you looking at the problem with them? It commands of us to walk into a meeting, clearly defining a problem.

Speaker4: Right?

Misti Burmeister: I can’t tell you how many times I say in meetings with my executives, what is the problem that you’re trying to solve? Or what is the problem that we are trying to solve here? The EPA got there. What is the problem we’re trying to solve, then became the fuel for everybody to help make that a success.

Joshua Kornitsky: That is, um, that is a very poignant thought. And and I think it hits it right on the head, because ultimately, if you don’t know what you’re trying to solve for you can’t solve it. If someone much wiser in 100 years ago said that you know, if you don’t know the destination, how will you know when you’ve arrived? Same difference.

Misti Burmeister: But most leaders are walking through their career and through their you know, you’re working mostly with people who are owning businesses, entrepreneurs, and most of them don’t know what their end goal is. They’re just trying to make more money. They’re just trying to get more market share. I mean, these aren’t bad things, but they’re not. They’re not something that’s activating. They’re not something that’s going to drive passion. Energy is the last part of vision, passion, energy. Where does that live?

Joshua Kornitsky: I always ask what their definition of success is, what is, what is done look like. Because if you can’t tell me what done looks like, we’re never going to know that we’ve arrived because you haven’t defined it. Now we can we can decide. Done as x millions of dollars and we can achieve done and decide whether or not there should be a new definition of done. If if you’re only talking in financial terms, the definition of success is relative to the person you’re speaking to and the subject you’re discussing. Because x millions of dollars may ease your life, but it won’t make you any happier if you’re not a happy person.

Misti Burmeister: Yeah. People. What is a people won’t. People will forget what you told them, but they won’t forget how you made them feel.

Speaker4: 100%.

Misti Burmeister: Who is that? Who is it that said that?

Speaker4: Far as I’m concerned, it’s you.

Joshua Kornitsky: But I have heard it before.

Speaker4: Uh, no.

Joshua Kornitsky: But absolutely. People remember the way you treat them. Uh, my my father, may he rest in peace, taught me that you can learn everything you need to know about someone by going and having lunch with them in a restaurant and seeing how they treat the service staff. And it has not failed me yet, because you can either. To your point, either work with them or believe they are the problem.

Misti Burmeister: Let’s use our emotions to drive our energy. That’s the point, right? Feelings. The very thing that most people are afraid of, right, are the source of engagement, empowerment, success. You can think here, I want to reach this number, but I’m going to promise you the number you’ll reach will be well beyond that if you can harness your energy. If you can harness your emotions and turn them into energy, that’s driving towards something very specific. I came into this career because I was pissed off. I could not tolerate that people were. I was not understanding them and they were not understanding me. And then I started seeing it everywhere. And I’m like, oh no, you just don’t know how to talk to each other. You don’t know what you’re trying to say to each other. And so I taught on this for years how to understand what each other is saying and it transformed teams. The same thing is true when whatever product or service you’re creating it makes a difference. What’s the difference it makes and how committed are you to that? It’s perfectly fine that you’re going to sell the business. Be clear about that, because if you’re not, then fear will take over. I got a client right now who’s talking with colleagues every day about how much money do we need to put away in the first part of 2026 to make sure that we get all of the matching money before this date, in which the company might do more layoffs, that is, could be such a horrendous waste of energy of the employees.

Misti Burmeister: What if they were using all that energy to focus on creating and making the product better and stronger? No. Instead they’re afraid I might lose my job. Let me get all the money I can out. You see what I’m saying? It’s. It’s a flip. We have to flip that switch away from force, pushing people into voice. What are we taking them to? What is our commitment from our heart? What are we trying to achieve? I had one leader and I know I’m a little bit rattling. I know we’re almost done. I had one leader who said to me and I used to not like it, but I love it now. He used to say to me, he headed up government solutions for AT&T. And I said, what’s your vision here? I didn’t like his vision. I like it a little bit better today. I helped him to create what I thought was a stronger vision. But his vision ultimately was to create the opportunity for everybody on his team to grow, to develop, to grow into their potential. So all of the revenue that they were bringing in, he was finding ways to help people grow. That was his vision. And what I just did, this little tiny thing, I listened to what they actually do, which is make it possible for government to communicate with each other.

Speaker4: And I have a task.

Misti Burmeister: Right. So just a little tiny, this is what they’re actually doing. And that helped as well. But even something as simple as we’re going to use these funds to do what?

Speaker4: Right.

Misti Burmeister: Okay. So if you’re money focused, what’s the end zone with that money? What’s the what’s the difference that money’s making that matters to you, that matters to your team? A little bit of passion in here. Can you hear it?

Speaker4: Absolutely.

Joshua Kornitsky: It’s reminding me of your story about the woman who was seeking to bring her product to market. You’ve got all the passion in the world. Which leads me to the question of how do people learn more? What’s what is the best way to, uh, learn more about voice, to learn more about you if they want to engage you directly. How to how do how do people reach to you or learn from you?

Misti Burmeister: Well, I love direct phone calls or direct emails. So my phone number is (240) 401-4397. Once again (240) 401-4397. Um my email. Mr.. Mr.. Mr.. At misti burmeister.com that’s b u r m e I s t e r. So, Mr.. Mr. Burmeister, the voice model is written about in provoking greatness. You can get that anywhere. Um, and the website for me is the same as the last of my email. Misti Burmeister. Com. I’m all over social media. I’m always putting great stuff out there and would love to have more folks involved.

Joshua Kornitsky: And we will share all of those links so that anyone who’s listening doesn’t have to scramble to write them all down. But when we publish the interview, we will publish it with all of that information so that people know how to get in touch with you. Um, Misti, any any final thoughts? I feel like we could talk forever.

Misti Burmeister: No, I just think, Joshua, you’re one of the most down to earth, kind, wonderful people that I’ve ever met. And I love knowing that you went through plenty of your own challenges with your own ego, and forcing and pushing to get to the place where you are right now, which is far more open, accessible, relatable and kind. Because I tell you what, I just want to run my feet to help you.

Joshua Kornitsky: Thank you, I appreciate it. My my next challenge is learning how to accept praise.

Misti Burmeister: Well, let’s practice right now. You ready? You just did it. Actually, you said thank you already.

Joshua Kornitsky: Thank you. My guest today is. Is someone who I think you all can tell. I enjoy the discussion. Uh, Misti Burmeister is the founder of inspiration. Uh, she’s the author of Provoking Greatness from Boomer, or from boomers to Bloggers. And there’s other books in there.

Misti Burmeister: There is? Yeah.

Joshua Kornitsky: Uh, all available, I presume, on Amazon.

Misti Burmeister: Uh, yep. And also on my website. There’s ebooks as well. Yep.

Joshua Kornitsky: Perfect. Okay. Uh, for more than 20 years, she’s worked with organizations ranging from startups, startups, startups. We’ve created a new business class from startups, from startups to small businesses, uh, to major institutions like NASA, the US Navy, and Johnson and Johnson, helping transform communication breakdowns into engagement breakthroughs. I feel like we had a couple of those today. Her voice model, which stands for vision, ownership, intention, community, and energy. You can learn more about in Provoking Greatness, but it equips leaders and teams to be better at building trust, empowerment, and really to lead with courage and authenticity. Thank you, Misty, for for sharing. Uh, a wealth of information.

Misti Burmeister: You are an absolute joy. Thank you so much.

Joshua Kornitsky: Thank you. This is your host, Joshua Kornitsky here on High Velocity Radio. We really appreciate you listening and we will see you next time.

 

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