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Curious Leaders: How to Foster a Culture of Innovation and Change

July 10, 2025 by angishields

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High Velocity Radio
Curious Leaders: How to Foster a Culture of Innovation and Change
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In this episode of High Velocity Radio, Joshua Kornitsky interviews consultant and author Jon Bassford. Jon shares his journey from law school to association management and startup consulting, focusing on his Growth Navigation System—a holistic, data-driven audit process that helps small and mid-sized organizations identify operational gaps and scale effectively. He discusses his book, “The Curious Leader,” which explores the role of curiosity in leadership and organizational culture, and offers practical advice on change management, overcoming founder bottlenecks, and fostering innovation within teams.

Jon-BassfordJon Bassford is an operations professional and entrepreneur driven by his Curiosity! Curiosity is his super power and it has driven his personal and professional advancement.

After law school, Jon put this curiosity to work launching, managing, and improving operations for venture backed startups to global nonprofits with impact! For Jon, there is nothing that curiosity can’t help.

Today, Jon is known for his curiosity-driven leadership, helping organizations and individuals innovate, change, and grow through by adopting Curiosity as their superpower.

Links:
IG (recently changed):  https://www.instagram.com/jonbassfordofficial/
LinkedIn:  https://www.linkedin.com/in/jonbassford/
Youtube:  https://www.youtube.com/@JonBassford
TEDx:  https://www.youtube.com/watch?v=fc9laPJMN3k&t=38s
Book: https://a.co/d/98n3lLZ

FREE Leadership Clarity Diagnosis:  https://think-lateral.com/leadership-clarity/

Episode Highlights

  • Background and career journey of the guest, including law school and association management.
  • Consulting focus on helping small to mid-sized companies improve and scale operations.
  • Introduction of the Growth Navigation System, a comprehensive audit process for operational improvement.
  • Importance of a holistic, data-driven approach to identifying operational gaps.
  • Discussion of common issues faced by businesses, such as leadership challenges and operational inefficiencies.
  • Overview of the guest’s book, “The Curious Leader,” and its themes on curiosity in leadership and organizational culture.
  • The role of curiosity in fostering innovation and breaking free from comfort zones.
  • The significance of change management and the need for expert consultation in small businesses.
  • Strategies for creating a curious culture within organizations to enhance engagement and problem-solving.
  • Signs that a business may need to reassess its internal operations, such as burnout and high staff turnover.

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. My name is Joshua Kornitsky, professional iOS implementer and host for this episode of High Velocity Business Radio. My guest today is Jon Bassford, consultant, author, and speaker. Well, I’m so happy to have you here. Can you tell us a little bit about your background and the work that you’re doing? Sure.

Jon Bassford: So how far how far do we go back to my background.

Joshua Kornitsky: As far as is relevant?

Jon Bassford: Okay. So I went to law school. I was one of those kids who, uh, had an inquisitive, argumentative mind and always heard the words, you’re going to be a great lawyer one day. Um, so I did end up going on to law school, but, uh, not pursuing your traditional legal career, uh, from law school. Uh, I didn’t know what I wanted to do and fell into working for a legal organization. I was a member of in law school, and I started a career in association management. Uh, but my second role, uh, in the association’s management world, was a tech trade association that was a startup that worked with startups. So I had this double immersion into the startup world. And so even though my my W-2 career was mainly in the association space, that also spurred a working in the startup and small business space once I moved on to being a consultant.

Joshua Kornitsky: Okay. Yeah. So that’s a little bit about your background. Tell us, really, who is it that you spend your time helping, and what is the type of thing that you do to help a business make a difference?

Jon Bassford: Yeah. So when I first started this business about seven years ago, I what I kind of focused on and kind of carved out this niche accidentally was helping startups again, both for profit nonprofit launch operations and then stay on as a fractional CEO and my focus has really always been. Creating streamlined, efficient and effective operations that are able to scale and build up a great consulting business. But a little time went on. I like, you know, I’m tapped out like I can’t take any more clients. Uh, I’m back to doing both junior and senior level work, which I did not want to be doing. So I just really started thinking about, okay, what is the secret sauce I bring to my clients, you know, what is that? That skills that I bring and my skill set is really about creating that efficient and effective operations. But I also don’t do it just from a management and loss standpoint, but an analysis standpoint. And so I started retooling our services to focus more on an audit process that comes into an organization. And instead of growing from, you know, aspirational strategic planning process, what we do is come into the business, analyze it, find the gaps and holes that are existing right now and help you grow from filling those gaps. And so we work with, you know, small to mid-sized companies and organizations. We do work with both for profit and non profit. You know that 5 to $50 million range is probably a sweet spot. But more than anything the exact size and industry. It’s more about the CEO, the owner having a growth mentality that they want to go to the next level. They want to fill those gaps and holes that are existing so they can do that.

Joshua Kornitsky: Sure. So okay, that that’s actually pretty ambitious from the sound of it. When you get to working with someone who who has sought you out to get a better handle on the way things are going, and obviously to sort of break the bottleneck of of what’s happened. What are some of the common things you uncover?

Jon Bassford: Sure. So I would say there’s probably three. Um, let me let me sit back. Maybe not just uncover, but there’s three types of, of of of of leaders that come to us. One is someone says, look, I don’t know what’s going on in my business, but I know something’s not working. You know, you got to help me find it. Sure. The other one’s saying, look, we know what’s wrong in our business, but we don’t know how to fix it. And the third one being our business is doing okay. We are growing, but we want to make sure that we have the right foundation set so that we’re we’re building on a foundation, not on quicksand. As we continue to grow in scale. And also we want to be able to grow faster and quicker. So so making sure that foundation is there. So that’s one site said, you know, so many times when I’m working with founders and CEOs. Part of it is working with them, working on them. I’m sure, you know, teaching them to let go, teaching them to be more curious and creative and innovative in how they’re operating. Um, and then the the other part of we often find is, you know, sometimes we’re focusing on some kind of marketing or sales aspect, but a lot of times it’s the internal process and procedures that are all messed up, not using the right technology, not having the right people in the right roles. All of these kind of organizational development aspects really go a long way in fixing those and helping the organization move forward.

Joshua Kornitsky: So as you’re uncovering these things, is it just you throw them a report and tell them, best of luck. What happens next?

Jon Bassford: Sure, sure. So our full blown audit process we call the growth navigation system. It involves four audits. You know, we’re looking at, um, the decision making framework of the leadership, the culture and adaptability, the operational strength across 47 different areas, as well as the entire operation efficiency and compliance side of things. So we’re we’re we’re doing we look at a lot in a small amount of time because it’s all done through these, you know, psychometric driven, you know, uh, analysis programs. Right. Um, from there, yes, we can we can hand off these sophisticated reports, uh, in a summary of them, off to the client and help them, you know, let them go run with it. But we tend to do is is go further. Um, after we do this analysis. Get the reports, then we turn it into a 12 month roadmap. So we’re actually pinpointing based upon priorities, what they need to be fixed. Fixing when, where and why as well as staying with them as consultants so we can work with the company three, six, 12 months, whatever they need, uh, to help, you know, execute and in turn, that that growth plan into an actual action plan by helping with them, helping with change management, helping with the logistics of operational change, that sort of thing.

Joshua Kornitsky: So that’s pretty ambitious to get involved in. Um, out of curiosity, how did you really evolve from being a consultant into this audit mindset? Because it sounds like it’s a very holistic approach.

Jon Bassford: Yeah. So, so I mean, and and that’s that’s really the key thing about what we do, right? It is holistic. Most consultants and service companies out there that provide some kind of audit, they already know how they’re going to help you before you ever take the audit. If it’s a software company, give you an audit. They want to sell you custom software. If you’re going to do an audit, they want to sell you recruiting services, right. They know exactly what they’re going to sell you. When we take a 360 agnostic approach where we’re going to find the gaps in holes, not create them for you. So really, again, for me, it was all going back to, um, you know, the secret sauce that I bring and how can I package these audits together? You know, given my my nearly 20 years of operational experience at this point, you know, where are those gaps and holes and just bringing all that together? Uh, and one thing that sparked for me was I was working with a consultant early on in my consulting business to help me grow my business, and he introduced me to, uh, some audits and assessments that helped me really understand me and where I was in my business. I’m like, that’s where I need to tap into. I need to tap into this, this data driven knowledge through assessments that that allow us to to gather Intel as quickly and efficiently as possible, but also as robust as possible, so that we can have that Intel going into the business, as opposed to me working inside a business for six, 12, 18 months. Gathering this information a little by little.

Joshua Kornitsky: Sure. Well, and it sounds like your knowledge sort of grew organically as you matured in, in your own professional life. So as, as that comes to pass your understanding more and more sort of seeing into the matrix, right?

Jon Bassford: Yeah. I mean, like going from being a philosophy major in undergrad to law school, you know, being someone who worked in associations and launching operations for startups and all of this. It certainly was not on my radar, but what I kind of learned early on in my career. And luckily, because I had some bosses who allowed me to do this, my my curious nature, which again goes to my book, um, the curious leader, my curious nature lends itself to challenge the status quo and trying to figure out the best ways to get the job done, you know? Not just the way things have always been done, but truly analyzing the process, procedures and what we’re doing to drive results as quickly and efficiently as possible. Um, that’s that’s where I learned I had a knack. And then the other aspect of me that I learned is I’m kind of a jack of all trades. Master of none. Okay. Again, like like again. Flosser degree, law degree, MBA certified association executive. I went up to calc two in college for fun. Had enough credits in English to be in the honorary English fraternity. Wow. I’ve never, never been the best at anything. Right? But. But like, I’ve been good about with everything. And so that holistic way of of of of diverse knowledge has allowed me to really be a strategic leader that can help with marketing, that can help with the county, that can help with legal help with all of these different aspects of a business and really see it from a 360 view.

Joshua Kornitsky: And so you mentioned something in passing, like it was no big thing. Tell me, Jon, about your book.

Jon Bassford: Sure. So the Curious Leader came out. Um, late February 2025. Uh, but it’s, uh, you know, except for the fact of I actually heard from two different people in two different situations that my superpower was curiosity. And when I first heard this, I didn’t do a whole lot with it. I’m like, I did some cool things in my career at this point, you know, degrees, all those things. And curiosity didn’t really strike me. But it wasn’t until the second time someone told me in a completely different context, I really leaned into it. I started thinking about curiosity and how it really formed me as a child, formed me, you know, throughout college and taking on new experiences. Then in my career again, having that ability to challenge the status quo and find new ways of operating for the organization I worked for. So I really leaned into that and I could just see it all just kind of came together. Uh, how curiosity is, is the antidote to our human nature, which is existing in comfort and habits and fear. Sure. And which are all things that we need for survival and to go on our daily lives. But when it comes to innovation, growth and change, they’re the enemy. And curiosity is the way to break free from that. As we shift from a fixed mindset to a growth mindset. Adopt operational excellence, which is that that notion of the organization’s ability to achieve its intended results as efficiently and effectively as possible. Then also building a curious culture, which is about creating an environment where people are allowed to speak up, speak out, give ideas, point out problems without fear of saying stay in your lane or that’s not your job or that’s above your pay grade. That’s really what the curious leader is all about.

Joshua Kornitsky: And from that, I assume that that your teaching how to bring that down throughout the organization, starting with leadership.

Jon Bassford: Yeah, 100%. Yeah. So so I would say our my core services are obviously the, the audit and consulting that we’ve been talking about, which is is really diving into that operational excellence piece. Right. Like how what are we doing? How are we doing where the missing piece is. But then again, on the kind of mindset piece, one thing we do is do curious leader workshops with executive teams, management teams so that they can understand the nuances. And we you know, we do your typical like little exercises of building things that sort of stuff to to to bring about the points. But it really is a great way interactively for leaders to understand what being curious leader is and really ignite that amongst their team. And also we we do, we do. I do keynote talks, you know, whether it’s conferences, uh, you know, staff retreats, you know, whatever it is to really drive home curious leadership as well as operational excellence.

Joshua Kornitsky: I didn’t mean to to interrupt. I got excited because. Didn’t you also do a Ted talk?

Jon Bassford: I did, I did, uh, that that actually shot. It was crazy. So the the month of February for me was nuts. So I released the book.

Joshua Kornitsky: Right?

Jon Bassford: Got the Ted. It didn’t come out until late April. Uh, but it was. It was on. You know, Ted has kind of moved a little bit away from wanting to be business focused. So what I did was talk about the notion of the DIY dilemma, this notion that in life and in work, we fall on the sword, suffer through these alone because we feel like that’s what we have to do, even though it’s less productive, and that curiosity is actually the way to break free from that. And so the business idea is, you know, ah, that founder, that CEO and founder who insists on doing the books themselves and always gets it wrong. Right.

Joshua Kornitsky: Well, if I had a dollar.

Jon Bassford: Yeah. Yeah. Or keeps wondering why we get the same results, but believe every idea has to come through and from them. And so, you know, curiosity is a way to break free from that. Bringing in your team, accepting other ideas, being curious about what is out there and how we can grow and improve our business.

Joshua Kornitsky: That is some powerful stuff I want to make sure, because we’ll share all of your social links and how to get in touch with you, but please make sure you send us the Ted link so we can have that available for people to watch. And it sounds like it. It crosses from business sort of into life.

Jon Bassford: Yeah. Yeah. I mean, the journey with life stuff is crazy for me because, you know, I a couple years back, I was looking to grow my consulting business and I started working with executive coach, and I thought we were going to, you know, be putting together business plans and and marketing budgets and all this type of stuff. And what we ended up working on was me. Um, it actually kind of spurred, you know, a lot of a journey through kind of the mindfulness and self-belief and, and all that type of stuff that, that really more than any kind of business strategy is absolutely important, because if you don’t believe in yourself, you don’t have the way to to let go, let the stress go, let failure go. All of these type of things, you’re never going to move forward.

Joshua Kornitsky: And I think that’s fantastic guidance. I do want to come back to something because I feel like, uh, people probably want to know what are some of the signs that that a business or organization, um, that’s a red light or a flag for them, that they may need to reassess their internal operations or their framework?

Jon Bassford: Yeah. So obviously burn out for one is an idea, like if you are a founder, CEO, executive or whatever it is and you just feel burned out, like you love the organization, you love what it does, but you feel burned out. That’s a good sign that you’re touched in too many things. It’s not strategic. It’s it’s not efficient. And you’re just getting burned out because you’re doing all the wrong things. And, you know, I’m working with a startup right now that’s in the food science industry with AI, and the CEO has to touch everything. I mean, every email, every little thing works 20 hours a day, Like the man’s going to burn out eventually, right? And so, like, those are some of it. If you find yourself having staff leave all the time, you can’t retain employees. That’s a culture problem, right? Again. And then also that can be a leadership problem. But also times it is the operation of the organization and whether or not it’s running the best way it can, whether or not you’re respecting your employees, all of these things come into play. And obviously the big thing is you’re static, right? You no matter what you do, no matter how much money you throw out, marketing, advertising, whatever it is, you just can’t seem to grow.

Joshua Kornitsky: I imagine hitting a ceiling like that is something that probably happens both because you said both for profit and non profit. They’ve got to encounter that and they bang their head against it trying to figure out what the next step is. So you’ve mentioned the the audit process and you went in depth into the audit process. Is that something that if someone wants to engage you on that front. Uh, you know, is there a retainer? Do they have to sign papers on the front end? How does that work?

Jon Bassford: Sure. So we’re actually experimenting with something right now that actually kind of really is going to open the door for people. So beforehand, you know, we were charging for this audit up front. You know, we give example reports that sort of stuff. But you know, we can’t tell a business organization how we’re going to help them to do the audit. Right? Which is a big thing for people. Like, I want to know exactly what you’re going to tell me is wrong and how to fix it. Like, well, I can’t I don’t know what’s wrong yet. We’re going to discover what’s wrong, I promise. We’re going to help you. Um, so what we’re doing now is we are actually offering my comprehensive growth navigation audit program, all four audits for free. Now, obviously, we can’t give all the secrets away. Sure do. Is go through this audit process with you. It’s a commitment for both ends. And then we’re going to deliver you a summary of the five biggest bottlenecks that are hindering your growth, as well as a summary of what that’s costing your organization if it goes unfixed. And so that’s where we start. And so that’s what we call phase one. From there we will incrementally increase what we do with your company and organization little by little. So you’re not, you know, putting, you know, 15, $23,000 into some program that you don’t know what the outcome is going to be. You can do this step by step with us, and we’re going to walk you through the process to where it starts with the free one and then with the summary. Then it goes to the full reports with the summary. Then it goes to the growth navigation plan with a workshop with me, where we go through the results as well as the growth plan. Then the fourth phase being that that that consultation consultative moments one on one uh monthly uh for ongoing for however long the client needs us.

Joshua Kornitsky: That’s a really powerful offering. And if I with respect to your clients and prospective clients, I would make the assumption that if you just handed them a report from the audit, being told that ABC is your problem is not the same thing as having a guide to take you through how to understand it and resolve it. So that’s quite a bit of information you’re sharing and willing to help first.

Jon Bassford: Yeah. Yeah, 100%. I mean, the whole thing is again showing them that what we’re what we can bring to the table. You know what what what we’re analyzing, what the results are likely going to be, how we can how we can show them an ROI on on the money they’re going to spend with us. Like that’s the key there. And a lot of organizations, especially smaller ones, right. That they don’t have that change management experience, CEO on their staff because they don’t need it. 9 to 5 job in that role. And so that’s why we like to stay with them so we can help be that person and quarterback the changes be that that those experts who have spent, you know, 15, 20, 30 years in operations, we’ve been there. We’ve done that. And though we’re not there to do the tactical work. We can quarterback that person in your organization who does have the time to, to, to to put towards that. And we’re going to make sure everything’s being done right.

Joshua Kornitsky: Well. And you put your finger on something that that I think is just baked into your offering, that that wasn’t so much, um, you didn’t put it directly out there, but it was sort of between the lines, which is the fact that having someone in a role for change management is not something you typically see in a company under $50 million or even $100 million, because change management requires really a higher level of thinking. And you’ve got to have an awareness of your own systems and processes to recognize you need it.

Jon Bassford: Yeah, 100%. Yeah. We always hear that, you know, the old adage of, you know, the the person who gets you to a ten meter company is not the same. One’s going to get you a 50 once it gets you a 50 to 100 million. I kind of look at the same way when it comes to change management. You know, a lot of people, they go to hire a new CFO or new, even new CFO. With all of these changes in their mind about what needs to take place. And I’m always cautious when people want to do that, for one. The person who leads you through change is probably not the same personality you want doing maintenance. Right. So like, are you hiring the right person? And then and then two is like, if you want to hire that long term person, going through change is hard and you’re going to burn some bridges. Like if you’re going through real change, real culture change and people aren’t quitting and you’re not firing some people, you’re not changing enough. True change is going to disrupt things. And I don’t mean that to sound like you’re, well, let people go, but change. Not everyone is able to change. Everyone’s not able to accept new directions. And that’s okay. It’s let’s let’s be let’s be honest about that. Let’s part ways as friends. And so you really have to look for if you’re looking for growth, you’re looking for change. What kind of person do you need in what positions? And I would say really hire someone or bring someone in as a consultant basis who can drive the change. Be the bad guy in some sense and then hire that long term person once that change has occurred.

Joshua Kornitsky: Sure. That makes fantastic sense. And it brings a lot of clarity because I think the other piece between the lines that you’re touching on is people don’t know what they don’t know. And and in that sense, you can be a very successful business that with great practices and with great policies. But if you want to get from from point A to point X, right, there’s there’s skills that aren’t present, as you said. And to elevate those you need to bring in expert consultation.

Jon Bassford: Yeah. Yeah. And something I often talk about too is, you know, the whole DIY dilemma and founders and CEO syndromes is the notion of doing anything yourself? Sure. Will you actually do everything yourself? You are building a team. If you ask anyone in the world, like what kind of team do you want to build? Like, I want to build a team. That’s what I want, right? But when you do things yourself, when you have to oversee everything, when you’re the brains behind every aspect of your business, you are building a team because there are some things that you may be in at. But there’s other things you’re going to be in that. Right. And and again, I’m not saying for a small business, small nonprofit that you go out and hire full time in people in expertise areas, but you find consultants, you find fractional people that you can bring in, you know, fill the void you need in that moment to help you get the understanding that you need and not create this environment where you’re constantly the bottleneck. Because what I call it paralysis by indecision. I don’t like paralysis by analysis because analysis is the symptom of indecision. We keep analyzing because we’re afraid to make a decision.

Joshua Kornitsky: That that’s a really strong point. I like that the, the the way that I often convey it when I encounter this in my universes. I simply explain, if you get a splinter, do you go off to medical school? Or do you find someone that knows how to use tweezers? Right? 100%. And that mindset will just run a business into the ground because, as you said, they may be exceptional at five things, but your average business is going to need a few more than five.

Jon Bassford: Right? 100%.

Joshua Kornitsky: Well, Jon, I can’t thank you enough for the insight and the wisdom that you’ve shared with us today. Ah. Any parting thoughts? Any last things you’d like to share?

Jon Bassford: This has been a great conversation, Josh. I absolutely loved it. I will give a quick little giveaway here. So if anyone in the US text 33777 text the word chapter to 33777. We will send a PDF copy of the first chapter of my book. Uh, kind of see if it’s of interest for you. And then obviously, you know, anyone who wants to reach out to us. You know, my, uh, my consulting website is, uh, think Dash dot com. And then my personal brand site is Jon Basford Jon no and bass for like a bass fish Ford car uh.com. And that’s how people can reach me.

Joshua Kornitsky: Fantastic. We will also have all of that on the High Velocity Radio website, along with your biography and everything else that people need in order to find you. Uh, Jon Basford, consultant and speaker and author and TEDx speaker. Thank you for being here with us today. Uh, it was a great conversation. I really appreciate your time.

Jon Bassford: I thank you for having me. I enjoyed the conversation as well.

Joshua Kornitsky: Thank you for listening to this episode of High Velocity Business Radio. I’m Joshua Kornitsky professional iOS implementer and your host. We’ll see you next time.

 

Tagged With: Growth Navigation System, Jon Bassford, The Curious Leader

From Corporate Executive to Executive Coach: Laird Carmichael’s Journey with Vistage

July 10, 2025 by angishields

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Cherokee Business Radio
From Corporate Executive to Executive Coach: Laird Carmichael’s Journey with Vistage
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Brought to you by Diesel David and Main Street Warriors

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In this episode of Cherokee Business Radio, Joshua Kornitsky interviews Laird Carmichael, an executive coach and Vistage Chair. Laird discusses his journey from global manufacturing leadership to facilitating peer advisory groups for business owners and executives. He explains how Vistage fosters collaboration, accountability, and growth through structured group meetings and coaching. The conversation explores the value of vulnerability in leadership, the selection process for Vistage, and the benefits of the broader Vistage network. Laird also shares insights from his sports background and praises the impact of the EOS methodology on business success.

Laird-Carmichael-bwLaird Carmichael grew up in Atlanta, and has an ME degree from GT (wrestling scholarship, baseball, GT Hall of Fame). He’s worked for 11 companies, two of his own, 24 positions with 28 managers.

Laird started with GE on the Mfg Mgmt Program, then spent 15 years in multiple businesses and locations. Alcatel Alstom, 4 PEs and ended in Chicago as the VP of Global Operations with plants in Chicago, Brazil, Mexico, China (2) and Malaysia.

Laird consulted for several PEs for 3 years after retirement. He decided to chair a Vistage group to stay engaged with the business world and give back from his experiences. He has a very active retirement life full of family, friends and activities.

Connect with Laird on LinkedIn.

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 iOS implementer and your host for Cherokee Business Radio today. I am so happy to have you with me in the studio, Laird Carmichael. Laird’s an executive coach and also a vintage chair. Welcome.

Laird Carmichael: Thank you. Joshua. I appreciate you having me on today. And, uh, I’ll warn you ahead of time, I’ve never done a podcast, so, uh, I’ll, uh, I’ll work my way through this with you.

Joshua Kornitsky: Well, the good news is we’re just going to be talking. Yeah, so that makes it much easier, because I know you can talk because we’ve done that for a long time.

Laird Carmichael: I make up for things by talking too much. So that’s a that’s one of my lessons learned at Vista.

Joshua Kornitsky: All right. Well so let’s start right there. Well, so let’s assume someone doesn’t know what Vista is. What is vintage.

Laird Carmichael: Well, basically Vista is a peer advisory group. Okay. So you have a room full of and that could in our groups. Uh, that could be a president. That could be a CEO, that could be a managing partner. Most uh, most times it’s smaller businesses, 5 to 50 million size, uh, in revenue. Um, and, uh, and their owners and all of my group, uh, is all owners and, and they’re passionate and, uh, they collaborate once a month in a monthly meeting, and then we do some 1 to 1 coaching individually in between the meetings.

Joshua Kornitsky: Okay. Thank you for giving us some context. And I’ve got a few questions on that, but I want to ask kind of what brought you into this role. How did you end up in. Tell us a little bit about your background.

Laird Carmichael: Well, not to get too long with the story and I can do that, but, uh, I, actually grew up in Atlanta. I went to Georgia Tech there, so I spent the first 21 years in Atlanta. I then worked for 45 years and had to make a retirement speech eight years ago. And so I said, well, I worked for 11 companies. I had 24 jobs and 28 managers. So I got to and I worked in six different countries, you know, including the US. And it was all in a manufacturing businesses, two of which were mine. Anyway, I retired eight years ago and I worked for four private equity companies the last 25 years. And uh, as soon as I retired, they started calling me and said, hey, we need to fix something in a plant somewhere, right? And I stayed. I stayed domestically on those assignments, but I’ve consulted for about three years until one day I woke up and said, you know what? I’m getting up at 4:00 in the morning up in North Georgia, driving an hour and a half to two hours down to the airport to get to get on an 8:00 plane. Right. Fly somewhere, get back home at 6:00 at night on Friday and Atlanta traffic and take three hours to get back to my house up in North Georgia mountains.

Joshua Kornitsky: That’s a hard working retirement right there.

Laird Carmichael: It was. I’m. I’m working full time. I didn’t need the money. And I’m saying no mas. That’s that’s it. And so I had a really good experience back. Uh, I did, uh, 15 years with General Electric and three with a French General Electric. Uh, I left the corporate world and, and became a part owner of a contract manufacturing business. And, um, when I went to that, I lost all that infrastructure of the corporate world. Sure. And, and so I needed somebody to talk to when it, you know, because most of our employees were Mexican. Uh, and, and so I joined this thing called the chief executive Network, which is a similar and still around today as visage, only it doesn’t have near the bandwidth of a visage. Um, so anyway, I said, I’m going to do a due diligence on all the all the places that do that. And that’s how I found visage had no earthly idea who they were, uh, and, and how big they were. But they’d been around for 60 years. They got 47,000 members and, wow, 30 something countries, mostly us. And, uh, and I went through their vetting process and academy and to get trained and, uh, became a chair about, uh, a little over a year ago.

Joshua Kornitsky: Wow. Okay. So you’re working with, uh, companies, usually 5 to 50 million ish is the range. And and, uh, you had said typically it’s owners or senior senior, you know, C-suite level management.

Laird Carmichael: And it’s basically somebody that owns the PNL, somebody that’s fully responsible for a PNL. It can be a, you know, a $150 million division of $1 billion company. But, uh, they need to be running some sort of a PNL and be responsible for it.

Joshua Kornitsky: So who tends to thrive in a in a pure environment like that, from, from your experience, both inside of this stage and outside, who who does best?

Laird Carmichael: Well, the vestige, uh, people, I’m telling you, the vintage chairs that I’ve met. Uh, there’s 16 of them down in Atlanta. I went to a to a chair world, they call it in Orlando back in February of of last year. And there were probably 500 chairs down there. These are people that you’d hang with professionally and personally. Great personalities, good people. Just really, really good people. The people that joined visage are people that want to collaborate with their peers to basically make better decisions. Um, you know, when you’ve got nobody to talk to. As that situation came up for me back in the 90s. Um, you know, it’s it’s a tremendous help to listen to somebody else. Different kind of problem. But basically the, the typical the topic is the same and therefore it’s transferable as to how you attack the problem, how you collect the data to decide what to do with it, and then and then decide on the solution and then do the execution and all that process. You get to listen to maybe 15 other people tell you how they got through that.

Joshua Kornitsky: Wow, that seems incredibly valuable.

Laird Carmichael: And the power of, of uh, we basically call it issue process. And we go through a, a funnel process to say, okay, what’s your issue? What the what’s the impact it’s having on you financially? Emotionally? The the culture, your personal life? Uh, the, the rest of the members will ask a lot of clarifying questions. Then you decide, do you still have the same issue, or is the issue something a little different from all those clarifying questions? And then we go through a process of solutions, and you become accountable for whatever solution that you’ve listened to. Wow. Um, is is the right solution for you. And when you’re going to do the first thing to execute on it and, and you’re you become responsible to the group for the accountability, then.

Joshua Kornitsky: Okay. So so it sounds like the type of person who’s going to thrive is going to be somebody who’s open and and willing to listen and willing to take the, uh, learn from the advice. I read somewhere once and I don’t remember whose quote it was that that a smart person learns from their mistakes, but a wise person learns from others mistakes. Exactly. And it sounds like that’s the vintage serves its members very well that way because you’re bringing all that experience to bear.

Laird Carmichael: Very much.

Joshua Kornitsky: So. Um, and so when you’ve got an opportunity to talk to somebody about Vista, what are some of the most common questions that prospective members ask you? The types of things that, uh, you know, I’m not sure it’s for me. What are the things that they’ll bring up to to ask and understand about this stage?

Laird Carmichael: Well, um, I usually do a sorting process to end up in that discussion with somebody. Um, I’ll, I’ll sort a, I’ll sort LinkedIn for my particular area because my area is not like the 16 people down in Atlanta that are all vying for the same people in the Atlanta area. I, I basically do North Atlanta through the rest of North Georgia. So it’s a fairly about half the state. Um, and there are no other chairs or are any other members up in North Georgia? So I’m operating in a place where they don’t know what visage is.

Joshua Kornitsky: Okay.

Laird Carmichael: Okay.

Joshua Kornitsky: So you’re introducing a new concept, which is hard.

Laird Carmichael: Yeah. And and there are there are lots of other organizations that are networking organizations, but they tend to be more social than, than and maybe a little bit of off away from whatever meeting the group has. It’s maybe one on one with another member that you that you do some collaboration. But this is very focused on bringing the right people to the table. So when I get into a phone call, I may be introducing vintage for the first time like we just talked about, right? Or they may already know about vintage and decided that, well, I didn’t want to back then, but I think I might want to be interested now. But, um, what I’m looking for and these are mostly zoom calls because of the size of the territory, I can’t go I can’t go have coffee with somebody and and and have to drive an hour or two at an hour back. So, uh, we do a lot of zoom calls, but I’m looking for the a person that’s humble enough and vulnerable enough to be the right kind of person in the room. And the one thing we don’t do is have two people chasing the same customer in the room, because you lose the the trustworthiness and the confidentiality. You’re not going to open up when you when you’ve got somebody chasing one of your customers sitting right across the table. So it’s a very confidential, you know, room of, of information we have going on.

Joshua Kornitsky: Sure. And that makes sense because you you’ve got owners and presidents and CEOs sharing data. That’s not public data in most cases. So I want to grab on to something you just mentioned and tie it kind of back. You had you had mentioned that you’d worked in multiple organizations across multiple countries, which these days is not as rare, but but still pretty rare to have somebody that’s had that broad swath of, of cultural, uh, experiences. Right. And you used a term that I hear a lot in my work, but I don’t hear it a lot in business discussion. You said they’ve got to be vulnerable, right? So I want to ask you first. Were you always vulnerable during that career? And if the answer is yes, I’ll call bull crap on that. Uh, but but really, what I want to know is, is kind of what what opened that door for you, and maybe give a hint or two to somebody that might hear this that says, oh, well, all right. So a little bit about vulnerability.

Laird Carmichael: Well, you’re exactly right. Anybody that says yeah I’ve always been vulnerable. You know, that’s that’s bullshit. So so excuse me. No.

Joshua Kornitsky: Quite all right.

Laird Carmichael: Yeah. Yeah, exactly. Um, in fact, I’d have to say with all the experience I had and all the different cultures and all the places I had, uh, factories, you know, predominantly in Mexico, but, uh, all, you know, Brazil, China.

Joshua Kornitsky: Uh.

Laird Carmichael: All over Malaysia, France. Um, yeah. I wish I’d have had vestige back when I was running two of my own businesses and and some of the other businesses that, that I was associated with. Um, I’ve learned about vulnerability, trying to find it in other people in a, in a quick, uh, first 30 minute discussion that you get into, if the person connects with me on LinkedIn, we we basically schedule a zoom call and we’ll do an information exchange is what it’s called. And if we decide there’s more there, then we’ll we’ll go on for there. Um, but, uh, you got to find somebody. If you find somebody that’s not vulnerable, that’s not humble. And there’s degrees of that, obviously. Sure. You don’t want somebody coming in to dominate in the room. You don’t want to doing all the talking. You don’t want them to to be adversarial with the rest of the group in there. And, and so, uh, that, that that’s probably the most important personality traits that you want with the person. And then you start getting into, um, what kind of organization they run and does it fit in the group. And we try to get a diversity in the group. Uh, that that facilitates a very good discussion about issue processing.

Joshua Kornitsky: I mean, that makes sense to me. Is, is there is there a way you can sort of quantify or qualify the type because of ROI that people get from Vista? Because obviously I’m sure there’s a financial investment, but there’s a time investment. And in more often than not, broadly speaking, when you’re talking about the, the type of individuals that join visage, their time equates very directly to money. So what type of return do they get for that time and, uh, financial investment?

Laird Carmichael: And those are the the two leading, uh, you know, roadblocks. If there’s a roadblock, somebody’s doing a lot of. I talked to a lot of people say, you know, this is great. That’s exactly what I need. But I’m too busy to do this, and and this is a lot of money. If it’s a smaller business, I don’t know if I can afford to do this. And those are always the two biggest things. And it gets back to an ROI. And and if you’re not getting a ten x on your on your investment of either time or money, uh, then you shouldn’t be there because you should find that out very quickly. And, and in our sorting process, if we get past the information exchange, um, you know, there’s two ways you can go. You can go straight to a selection interview where you go through about an hour and a half of questions that are very, very specific and, and either sign the person or not sign the person at the end of that selection interview. But but I prefer that, uh, that we bring a person to the to the meeting, to our regular meeting, and we’ll have guests at every meeting. Oh, really? Yeah.

Joshua Kornitsky: And and and so that’s that’s that.

Laird Carmichael: Well, it’s it’s so, it’s so that I can see how the person interaction interacts with the rest of the members. And after the meeting is over, I can get their opinion of whether they want the person in the room or not.

Joshua Kornitsky: Sure. Well, that makes you, uh, a deeply ingrained chair and facilitator, because you’ve got to make sure that they gel.

Laird Carmichael: Yeah. If the person does well in the meeting itself and and and the person and our members, our current members say, yeah, thumbs up. Then then then we go forward. Well, but I’ve had a couple of guests that I remember said, no, no thanks. And uh, and I just didn’t give them an invite to become a member.

Joshua Kornitsky: It seems like an upfront and very clear process for folks. And and if somebody is interested in learning more and, and, uh, understanding what Vista is about. We’ll have all your information on our site, but is there an easy way for people to learn about it or get in touch with you?

Laird Carmichael: Yeah, I’m I’m on a I’m on LinkedIn just with my name, Laird Carmichael. Um, you’ll see a vintage background when you come on to it. Um, the. You know, other than that, uh, just getting just getting Ahold of me through that is probably the best way to do it. But I would highly encourage, if you have zero, zero knowledge of vistas, just poke on to the vintage.com website, go through it and you’ll start seeing all the all the, the webinars and the speakers that we bring in and all the, um, there’s there’s a lot of networking groups where if you’re doing M&A work or if you’re doing all sorts of there’s 37 different networks that you can join. And that way you get access to the rest of the 47,000 members.

Joshua Kornitsky: Wow. Okay. So so that peer group extends really, uh, nationally.

Laird Carmichael: Exactly. And internationally.

Joshua Kornitsky: Oh, see, and speaking back, you you had said when you were in different countries running your own, That that would have been beneficial. I didn’t realize that.

Laird Carmichael: So hugely beneficial I’ve gotten. I joined about five of them. I joined obviously the manufacturing one because that was what my life was or my career was and uh, and uh, and several other ones and, and sometimes the email they go across, I haven’t gotten involved with hardly anyone. But if somebody comes up and says, geez, I know I need to be in Mexico manufacturing and, and I got this new product, blah, blah, blah. Anybody got any experience at that? And I couldn’t, I couldn’t resist.

Joshua Kornitsky: Right, right. Well, it’s it’s a hook that, that that works for you.

Laird Carmichael: I had 30 years of that. And especially doing contract manufacturing, I was bringing in any and all products and uh, having to deal with all the border issues and the, and the other issues that are involved.

Joshua Kornitsky: So that brings up just a couple more points that that occurs to me. So if let’s say that you do, uh, engage with someone and, and it turns out that that, uh, they’re not a fit for your group, can you suggest different groups to them if that’s a good a better fit?

Laird Carmichael: Absolutely, absolutely. Even somebody that didn’t fit in my that’s called a C group because it’s CEOs, you know, presidents, owners whatever. Whoever’s running that p l there’s 16 more of them down in Atlanta. And, you know, the chairs were all got our own personalities and, and our own different types of groups, our own different groups, so that you might fit in there. Or they have about five other categories of groups from trusted advisors, which are kind of individuals that are providing a service of some kind. So they’re a little less money, a little less coaching. Uh, not as many speakers per year, but but they’ve got, you know, small businesses, they’ve got, uh, key key, uh, employee groups or emerging, uh, uh, employees. Uh, so they’ve got a group. So if if the CEO or president is getting value out of vintage, they’re probably going to want somebody off their staff in a key group. And and somebody below that is an emerging leader in the organization. And they’ve got a group for that. So you know, a lot of these companies will have three or 4 or 5 different people in five different groups. That’s one of the advantages.

Joshua Kornitsky: That makes a lot of sense.

Laird Carmichael: The development capabilities within Vista is far more than just the top.

Joshua Kornitsky: Well, I’m glad that we touched that subject then, because it seems like it’s a pretty holistic approach to help the entire organization move forward. So the last question that I had for you is based on a discussion we had had previously, and I just wanted to ask, what are some of the influences that impacted you in the way that you were a leader, that you were a CEO, but now as a Vista chair? What are some of the things in your background? I know we’ve talked about athletics in different teamwork, things that that impacted you.

Laird Carmichael: Yeah, I was in an organized sport 12 months a year from the time I was five until all the way through Georgia Tech, I played, I was on a wrestling scholarship, but I played baseball because I love baseball. So, you know, I’ve always felt competitive people that come out of the sports world of some kind or almost, almost any, any thing that occupies your time besides school or whatever, right? Um, the competitiveness is there. And those that have been in an individual sport, like wrestling, is absolutely an individual sport. Very intense. Um, and, uh, and baseball is a team sport. And you could go back and forth with 20 or 30 different sports that have both. And those are some of the best people I’ve worked with my entire career. Um, the, the sort of the lessons that, that I learned and, and the, the application of doing things differently now is I’m no longer, uh, responsible for coming up with the solution. However, I did that during the business life I had. Right. Uh, and then the. Absolutely. The execution of it. Um, that’s not what I do anymore. So I have to learn how to facilitate a meeting, ask good questions, and have the members come to their own conclusions of what the answers are and, uh, and become accountable to the group for execution. Um, and so that’s actually fun. I’m enjoying the hell.

Joshua Kornitsky: Out of it. So you went from being a player to being a coach?

Laird Carmichael: Exactly. And I’ve never had so much fun. I mean, uh, seriously, this. And what I love is when I see, uh, which happens in my group, uh, you know, members in the group helping each other. And some of them may be two hours apart. Sure. They’re driving to the other person’s location on their own time, not charging anything and helping a business that’s struggling in a certain area that they’ve got a skill set in. So when the members start helping each other away from the meetings, away from the one to ones, that’s really satisfying.

Joshua Kornitsky: That’s got to be hugely rewarding.

Laird Carmichael: Yeah. And and you know, I’ll, I’ll, I’ll insert myself when I see we’re running down a rabbit hole that doesn’t seem to have any value in whatever the subject is we’re talking. So I might I might divert it into another question that gets us out of that rabbit hole.

Joshua Kornitsky: So. Sure. And that’s the value in the perspective that comes from experience. Right. That that you that we can allow people to chase rabbits for days and go down the rabbit hole, but it doesn’t actually help anybody.

Laird Carmichael: No.

Joshua Kornitsky: Exactly. Um, well, Laird Carmichael, executive coach, vintage chair. I can’t thank you enough for your time. I feel like I learned a few things today. I certainly hope anybody that’s listening has heard a few things that garnered their interest. Any final thoughts?

Laird Carmichael: Well, all I can say is, uh, I think we met each other when, uh, when I was, when I, I had heard EOS multiple times in, in the as I was, you know, trying to find potential people for the group. And I had no idea what EOS was. And so you came up on, on my LinkedIn searches and I thought, well, here’s a chance to learn about EOS and possibly get another member. Um, and so you were helpful and teaching me about EOS. We went offline and did it for an hour or so one day. And, uh, and it was just ironic that, uh, you had actually started helping one of my members up, uh, up in Dalton, which is, you know, an hour from me and almost two from you here. Uh, you’d already started with the EOS program up there with, uh, with the lady that runs that business.

Joshua Kornitsky: So, uh, and they’re doing great.

Laird Carmichael: And I’ve enjoyed, uh, the interaction with you for the last year and, uh, and, and I think anybody looking to look for a methodology to run their business. And it’s just a methodology, but it’s it’s important to have that discipline that iOS brings. So and I love your demeanor and your personality at this. And I think it’s excellent for, uh, for, for being a facilitator with iOS.

Joshua Kornitsky: So thank you. And I and I think I can say without hesitation, I completely agree with you. Ios is great to use in in any organization to help them get stable and to help them grow. So thank you again for joining us here today. We’ll have all the information on our website so that people can learn about you and get in touch. Um, I want to thank everybody for listening. It’s been a fantastic episode. This is Joshua Kornitsky professional iOS implementer and your host here at Cherokee Business Radio. We’ll see you next time.

 

Tagged With: Vistage

BRX Pro Tip: The Follow Up Challenge

July 10, 2025 by angishields

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BRX Pro Tip: The Follow Up Challenge

Stone Payton: And we are back with Business RadioX Pro Tips. Lee Kantor and Stone Payton here with you. Lee, today’s topic, following up.

Lee Kantor: Yeah. I think this is an area that most people neglect and it’s sometimes where there’s a lot of potential. There’s been so many people that you’ve interacted with over time that you’ve built up some sort of a relationship and it might not be something that you’re working with this person today, but you might have been working with them three months ago, six months ago, a year ago.

Lee Kantor: And I think this week, what I’d like you to do is invest some time following up with some of those people. And, again, these people can be former clients. They could be existing clients that you haven’t talked to in a while. They could be former prospects. They could be just interesting people you’ve met. But just check in with them, see what they’re up to and ask if you can help in any way. I think most people just aren’t following up enough that they build a database of people they know, on LinkedIn they’ve connected with once, and then they kind of forget about them. But I would reach out personally and just try to have a conversation and see if there’s any way that you can help them.

Lee Kantor: Just because you tried to sell them something one time and it didn’t work out, it doesn’t mean that they’re never going to buy from you. They just might have forgot about you and the timing might be right today. So, invest some time trying to rekindle some of those relationships that you have, but you really haven’t been connecting with them enough lately.

BRX Pro Tip: Is Your Market Ready for a BRX Studio?

July 9, 2025 by angishields

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Stone Payton: And we are back with Business RadioX Pro Tips. Lee Kantor and Stone Payton here with you. Lee, how do you really know if your market is ready for a Business RadioX studio?

Lee Kantor: Well, this is something we’ve kind of figured out from having done this for a while. There’s five simple steps to quickly tell if your market is ready for a Business RadioX studio. This is something we ask all prospective studio partners if they’re interested to assess if they are ready, if their market is ready for us to be there.

Lee Kantor: Number one, we ask them to list all the people and companies that currently write them checks for the services that they deliver. So, we want to start building kind of this list of people who are already their current clients and people that they already do business with.

Lee Kantor: Next, we ask them to list all the people and potential industries that refer business to them, and that also kind of expands that list quite a bit. And then finally, we ask them to list all the business groups and business associations and nonprofits that they’re a member of and that all those people are a member of. So then, we have this large list.

Lee Kantor: And then finally, we ask them to pull all of the people in their LinkedIn community and their business network that they know personally. So we have this giant list now of all these people that are kind of connected to them locally in some form or fashion. And then what we ask them to do is simply ask them if they would appear on a show, a business interview show, that they are hosting, that spotlights business leaders in their community doing interesting things.

Lee Kantor: So once we have done this and we ask all of those people, “Hey, would you like to be a guest on this show about business, that’s about what you do,” then we know are people wanting to do that. If nobody wants to do that, then there’s a good chance your market’s not ready. If you get some people that want to do it, that’s encouraging.

Lee Kantor: Now, once you’ve gotten this kind of list going, you want to ask the people who said yes if they know other people as well. And then if you ask those people to be on the show, you now have a bigger list. And the bigger the list you have, the better indicator you have that your market is ready. And look, this is something that works or it doesn’t work. If you do this, if you go through this effort and identify all your potential guests for the show and the people that they know and you invite them on a show to just say, would you do this if this show exists, then you’re going to know if the market is ready. And a good market will have a wait list of dozens of potential guests so that if you know that you have, you know, ten, 20, 30 people that would appear on a show in your market, then you know that that’s a great indicator that your market is ready for a Business RadioX studio in that location.

Lee Kantor: So that’s how we start. We start with people we already know. We expand from there. We touch all the business kind of community as far as we know, and maybe one kind of connection level beyond that. And we invite them to be a guest on the show. If they say yes and that they’d be inclined to be a guest on the show like that, that is a fantastic indicator that that market is ready for a Business RadioX studio.

Robert Danna with Global Curiosity Institute

July 8, 2025 by angishields

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Robert-DannaRobert Danna brings over 50 years of diverse leadership experience across science, engineering, military service, technology, and human capital strategy.

A former U.S. Navy Lieutenant Commander, physicist, consulting engineer, and executive at Deloitte, Bob’s journey reflects a “career lattice” shaped by his unwavering curiosity and adaptability.

Now retired, he serves as a Fellow at the Global Curiosity Institute and continues to advise, invest, and mentor across industries.

In April 2024, Bob released his memoir, My Curious Life: If My Grandkids Ask About Me, Tell Them This, which Kirkus Reviews praised as “an engaging, curiosity-driven journey from the 1960s to the present.” The book—and his life—celebrates personal growth, exploration, and the power of asking questions. FrontCover-RobertDanna

In his conversation with Trisha Stetzel, Bob shared reflections on his military service, tech leadership, and post-retirement work in mentorship and community engagement.

He discussed the impact of cross-generational knowledge sharing, the need to maintain human connection in an AI-driven world, and how curiosity has remained a constant force in his life.

With humor and wisdom, Bob offered encouragement for lifelong learning and living with purpose.

Connect with Bob on LinkedIn.

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. Beyond the uniform series. You know what that means. I am pleased to introduce you to my guest and fellow veteran today. Bob Danna is currently retired and serves as a fellow at the Global Curiosity Institute. With more than five decades of leadership experience as a physicist and officer in the US Navy. A consulting engineer and an expert in enterprise resource planning and human capital management. His life illustrates the power of curiosity in driving a professional and personal life, modeled as a career lattice. Bob, welcome to the show.

Bob Danna: Trisha, thank you so much. Really looking forward to our conversation.

Trisha Stetzel: I am too. So Bob, tell us more about you. I know I gave the big, nice summary of all of the amazing things that you’ve done, but who’s Bob?

Bob Danna: Yeah, Bob. I’m a New Yorker by, uh, by birth. And, uh, if you ask me. Oh. Uh, what? What are you. I’m a New Yorker. I live in Las Vegas right now. Uh, that’s where I retired. Um, but born in Brooklyn, I grew up on Long Island. Um, uh, a product of, uh, the, uh, the public school system. Uh, you know, elementary school. High school. Uh, went to Hunter College in Manhattan, uh, for a bachelor’s and master’s degree in physics. Um, I again, uh, the, uh, the education was incredible. Uh, wound up getting recruited by the nuclear navy, um, in 1975, uh, to teach, uh, at the Naval Nuclear Power School. So I was a physicist. Uh, the Navy needs, uh, physicists and mathematicians and chemists and electrical engineers to to teach the officers and enlisted personnel who are operating reactors, nuclear reactors on submarines and aircraft carriers. And so did that on active duty, then stayed in the reserves, actually moved over to nuclear weapons and was part of the theater nuclear Warfare project office. And we were we were doing our work to to look at the consequences of and mitigating, uh, theater, nuclear warfare. So if there in fact, you know, so I know a lot about nuclear weapons. I had a top secret clearance, uh, critical nuclear weapons design information access. But at the same time, I left active duty and then joined a consulting firm in 1980. And I’ve been a consultant, uh, one way or another, for 50 years. Uh, so, you know, initially, uh, in science and engineering, than in it than in human performance.

Bob Danna: Because that’s probably the most interesting thing that a scientist can look at is, is what makes a human a human. And, you know, what can I do to to address human performance? And then ultimately, I was a managing director, uh, at um, uh, Deloitte consulting, um, and uh, consulting in the areas of human performance. And so it was quite a, quite a run. All things considered. Uh, and, uh, I’m still very active. So I retired formally and now about, uh, probably 6 or 7 years ago. Uh, but I am very involved in the community, both local community and my professional community. And it’s give back time. So, uh, my definition of retirement, uh, for the audience, is, uh, I no longer take any, uh, money or compensation of any kind for whatever I do. Uh, so it’s all 100% pro bono. I’m doing it because I love it. If I don’t love what I’m doing, I don’t do it. So, um. And so, uh, it also means, uh, I no longer have any milestones, deliverables. I no longer am required. Sometimes I do that required to get up at three in the morning to take a call from, uh, from Europe or in the, in the midnight for Asia, whatever. Whatever. Uh, so that’s that’s my definition. It’s that kind of me. So it’s, uh, I’m having a good life. Uh, like I said, live in Las Vegas, still travel 4 or 5 months out of the year. And so it’s, uh, I can’t complain.

Trisha Stetzel: Amazing. You have lived such a full life. And thank you for your service. And thank you for your service again. Uh, post service and what you’re doing today. So, Bob, I happen to know that you released your memoir just last year called My Curious Life. Tell me more about that and why you decided to write My Curious Life.

Bob Danna: Sure. Yeah. Thanks, Trisha. Uh, actually, the title is My Curious Life. If my grandkids ask about me. Tell them this. Uh, so, number one, I’m not assuming that my grandkids will ever ask about. So what did grandpa actually do? Uh uh, I don’t think my daughter knows. Uh, so. So, you know, it’s hard to explain what I just gave a quick capsule on. So, uh, I started to actually go around the house and, you know, look at some of the things like, you know, my, my commanders shoulder boards and, and, and, you know, uh, you know, color devices and, uh, yeah. Oh, I here’s a, here’s a guidebook from the New York World’s Fair, uh, back in 64, 65. You know, so I started gathering those and tried to show it to them. Okay. They say this is what grandpa, you know, did. And he’s like, yeah. Uh, no. So I was like, okay, I gotta write it down. So at least I’m going to leave him something. So I started with notes, then it turned into pages. Then somebody said, well, yeah, this is kind of nice, so why don’t you kind of organize it into a book. And so I did so. You know, there it is. Uh, so it’s, uh, uh, it actually is a book. And now that there’s a book sitting on my desk, usually in the closet, uh, but it’s it’s kind of cool.

Bob Danna: So I the one thing that it’s, it’s I concluded from writing the book was, what is the one theme that’s gone through my entire life? I’m a curious guy. Okay. Um, you know, curiosity kind of drove everything. It allowed me to kind of open my mind every time and say, yeah, that kind of looks interesting. Maybe I should explore that. Maybe I should do that. Uh, and you can see by the twists and turns in the career. Um, yeah. And that’s why I call it a career and not a career path. Now there is there is no path unless you unless, you know, it’s like a, um, uh, you know, kind of one of these. Uh, and so, uh, so it allowed me to, to just kind of, uh, kind of move along, kind of write the book and get it, get it now to a point where I actually it’s getting some traction out there. People are saying, this is kind of interesting and there are some some interesting conclusions. And like I said, curiosity of the world, curiosity about other people and curiosity about oneself is what I try to address about Bob Danna. But then I think, you know, somebody reading it goes, mm. I think, yeah, I can take something away from that.

Trisha Stetzel: I love that that’s so much fun and I can’t wait to read that. And I might even tell my grandkids I don’t have any yet. But, you know, you should read Bob’s book. So I when I introduced you, uh, one of the titles that you have is fellow at Global Curiosity Institute. Tell me more about that.

Bob Danna: Yeah. The Global Curiosity Institute was founded, uh, now. Oh, probably maybe, uh, 6 or 7 years ago in Antwerp, Belgium. Uh, and the whole idea was globally okay to bring people together. And there’s a small group of fellows. I was invited, uh, to, uh, to be a fellow along with my partner, Lacey Lowe. She, she also has joined as a fellow, and she, in her own right is an incredible individual. Um, uh, and, uh, so, so, uh, the whole purpose of the, the, uh, the institute is to, in fact, promote, uh, kind of open mindedness, uh, to everything that’s going on in the world. So kind of questioning, be curious, uh, be skeptical, uh, you know, question, uh, you know, what what what the dogma is and then try to get to actually a point where you kind of understand, um, you know, what’s going on. So that’s why kind of the, the curiosity about the world, other people and yourself, you know, you start to kind of put those in buckets, uh, and, you know, it isn’t people in your neighborhood. Yeah, that would be that. That’s probably what most people do right now. But I want to I’m curious about people in the world, okay. In the world itself. So, you know, whether or not you you’re able to travel, uh, you know, just be able to go in and experience that in whatever way you can.

Trisha Stetzel: Yeah. So being curious is a skill, I think sometimes, especially for younger generations. And I know you spend a lot of time mentoring in that space. So how for those people who are not just off the cuff, genuinely curious, how how do you have those conversations with younger generations who are maybe more I I’ll use the description self-absorbed, and I don’t mean that in a negative way. I just mean that they’re doing the things for themselves right now. And as young people, we did too, or I did. I shouldn’t speak for everyone, but how are you having those conversations and creating that curiosity in the younger generations?

Bob Danna: I’d say I kind of draw their attention back to them being 4 45678 years old. Okay. It was natural, right? Uh, who? What? When? Where? How do you know that? Yeah. Yeah. How many times did you hear that from your kids? I certainly heard it from from from, you know. And so and I, you know, I was I was probably the most curious child that I could imagine who had, you know, probably a total pain in the butt. Um, but I draw their attention back to that, and it’s like, see if you can re-embrace that. Um, because if you can, it really allows you not to go down one specific channel, one specific kind of line of thinking, or just kind of listen to one opinion. Uh, it really asks you to step back into your, your into your, your childhood. Okay. And remember what that was like because it was pretty cool. Right. As a kid, you know, you’re you’re you’re always kind of doing all kinds of stuff and you love it. Right? It’s so exciting. Um, and so, uh, what I try to do is talk to folks and kids and especially Gen Z, um, because they’re going to need it. That’s a that’s a muscle that they will absolutely need. That’s going to be a life skill, uh, that they’re going to absolutely need. And if in fact, uh, they do do that and build that muscle, that it’s going to be, uh, something that’s going to be valuable to them for their entire lifetime.

Trisha Stetzel: Mhm. Absolutely. And uh, practicing that. Who what. When where why, how is a great place to start? I love to put those on a sticky note and just have them around with me.

Bob Danna: Right. I do I got a sticky note right here. Exactly.

Trisha Stetzel: Yeah.

Bob Danna: Remind myself.

Trisha Stetzel: Absolutely. Um, so we’re about halfway through our conversation. I would love for you to share your contact information, Bob, in case someone is already curious. Curious how to connect with you, what is the best way?

Bob Danna: Yeah, the best way is, uh. Well, actually, there’s a couple of ways you can go to my website. Site, which is my curious life. Dot net. Okay. My curious life net. Um, and actually, uh, there’s kind of a summary of the book, a little bit more about what I’m doing because I’m doing some I’ll tell you other interesting things, and I’m very much into what’s going to go on with AI these days. Uh, artificial intelligence. Uh, so it’s on the, on the website and actually there’s the AI Bob on the website, who will explain the ten benefits of, uh, embracing curiosity. Um, so I’ve turned myself into AI, Bob. Uh, and so you’ll see that on the website as well. Uh, but there’s also a blog. There’s also a whole host of, of other podcasts that I’ve appeared as guest, etc.. So it’s a pretty rich site that you can you can kind of peruse, uh, but you can link to me on LinkedIn. So I’m still very active, uh, as a professional. So just find Bob, Dan or Robert Danna. And if you just put kind of Robert Dann at Deloitte. Uh, it is only one of me out there. Uh, and so, uh, two ends, please, Deanna. Um, and so that’s another way to do it. Uh, and then, uh, there’s actually, you know, on, on LinkedIn, you can you can actually reach out to me. Uh, with a with a message. Uh, on my website, you can reach out to me with a message. Uh, and so, uh, you know, any of those, those ways. I’m also on Substack right now. Uh, if any any of your listeners use Substack? I love Substack. Uh, so, uh, you’ll find me on Substack. Uh, as again, Robert. Danna. Uh, and, uh, you can, you can that goes, you know, obviously a bit more political, uh, but I’m also using my, uh, uh, my science, um, uh, science creds on that. Uh, so it’s some combination thereof. So it’s, uh, any of those ways would be would be great. And I love to interact with any of your listeners who are interested to, uh, to chat.

Trisha Stetzel: Beautiful. Thank you. And if you didn’t catch it, it’s Danna with two ends. D a n n in a just so that you can find Bob. And in some places it’s Robert. So Bob.

Bob Danna: And Trisha. Yeah. You had kind of. Trisha. Uh, I do have the book. You can find it on Amazon. So if you go on Amazon and put My Curious Life. Bob. Danna, boom. It’s right there. Uh, so.

Trisha Stetzel: Everybody should get a copy of Bob’s book.

Bob Danna: I do appreciate that.

Trisha Stetzel: Yes, absolutely. So, Bob, before you even brought up, I. I really wanted to take us that direction. Um, you know, just in the last few years, everything has really, um, turned internal. And so a lot of us individually are interfacing with AI and less with human beings. And so how do you bring this idea of genuine curiosity alongside of where the world is going with AI and this robot interface? How do you see these two things coming together?

Bob Danna: Yeah, I’m I’m actually quite positive on it. I’ve gone through now, you know, a couple of technical technology revolutions. I mean, I started in high school and college and in the Navy, um, uh, using a slide rule. Okay. Uh, if anybody knows that, you probably find it in the Smithsonian Institute these days. Um, uh, but, you know, that’s how we did calculations back then. So, you know, anybody says, well, I don’t know about it. And I was like, yeah, yeah, okay, fine. Whatever. Uh uh, so don’t be afraid. Just embrace and move forward. So I think the big thing is really trying to figuring out, um, as a, as, you know, an individual, your listeners, you and I. Um, so what value do we add? Human beings. Okay. Because the technology’s going to be there. So now how do you, in fact, uh, either the the easiest thing is just. So how do I actually, you know, query, uh, kind of an AI powered search engine. Okay. Well, that would be a good skill to have these days. Okay. That’s kind of basic skills, but even better. Uh, actually, I’m working with, uh, with a guy, Raja Regis, who’s putting together the Young Professionals playbook. So young professionals playbook.com. So we’re actually doing something that we’re trying to capture the kind of the insights, the experience, the wisdom of the Xers and the and the the boomers to try to pass it to, uh, the Gen Zs, um, specifically aimed at Gen Z.

Bob Danna: Okay. And in fact, it is a complete marriage of AI and, uh, and and the human intelligence. Uh, and so, uh, so on that I’ve actually worked on a module on curiosity. I’ve worked on a module on skepticism. I’ve worked on a module on embracing Stem. Um, and it’s all on the site. And actually, if you go to the one on curiosity, uh, you’d wind up finding, uh, an a, uh, uh, But who is in fact actually the host of the podcast. Okay. Who’s now interviewing I. Bob. Okay. Uh, and then there’s a song that’s generated about curiosity. Uh, on the side, there’s Q&A. There’s actually guests that come in. All of it is a marriage of AI and and and humans. Right. It couldn’t have been done without what was in my brain. But we also couldn’t have done that without actually embracing and taking advantage of the technology. So. So like I said, it’s going to be a fairly wide spectrum of things that you can do. Um, but it’s just trying to figure out, okay, well, number one, don’t resist. Embrace. Okay. And then if you embrace figuring out how you personally, uh, as a, as a human being, okay, with your insights, your experience, your wisdom, all of those kinds of things. How do you now take that okay to your advantage in actually working with AI to generate something that I and you probably could not have produced individually.

Trisha Stetzel: Mhm. Wow. Yeah. As you’re talking through that, I’m thinking about how I’m using AI for myself and for my business. And it’s amazing the knowledge that you can tap into, which also leads me down this path of finding ourselves sitting alone with our AI. So how do we continue to engage each other in this true, genuine human curiosity where we’re still talking to each other alongside of, of course, using AI and all of the technology that we have. But I see a lot of people pulling away from groups of people because they don’t need they think maybe they don’t need them, or it’s just easier to sit in their office and play with their bots, right? Instead of human interactions. So tell me more about that as I know you’re really into.

Bob Danna: That’s actually my biggest fear. Is that okay, so what I always tell everyone, uh, is it’s more important than ever at this point to resist that. Okay. Uh, you know, it takes a real effort because, you know, that’s kind of the easy way out, right? Um, and so actually being able to kind of participate in, you know, the community, however, that is okay. And you say, well, but I can’t really get, you know, get in my car and go, whatever. You don’t have to. That’s the beauty of today, right? We’re we’re on this, uh, you know, on this podcast, you can be on a zoom group. Okay. Uh, there’s all kinds of social, you know, elements of of all of these networks. Uh, and I would certainly say, you know, professionally, you try to do that. Try to join groups that are professionally aligned with what you are trying to do or what you’re doing if you’re doing it. Provide your insights and wisdom to the group. If you’re trying to get into it, listen and participate and absorb. But there’s obviously the human interaction is going to be where it’s all at. Okay. Over the next several years, um, you know, if you’re, you know, politically inclined, you don’t have to go up and get into a rally if you want to. That’s fantastic. If you don’t want to get online, participate in, you know, one or more of these kind of social networks. The beauty right now with this whole podcasting and community structure is that there’s no excuse. Even if you’re only sitting in your office, there’s no excuse not to socially be involved. Human involvement with as many different people from all over your community, all over the country, all over the world. Uh, and it gives you a totally different perspective. And there’s there’s no way that you’re going to be a functioning human being in this world if you don’t do that.

Trisha Stetzel: Mhm. Absolutely. And I’ve read studies and books. The book that comes to mind is The Blue Zone, and it talks about the importance of having that human community and people that right that you hang around with. It’s part of growing old and uh, being healthy as a human. So, Bob, uh, on a personal note, I’ve heard that you’re an event junkie. So can you tell me more about that?

Bob Danna: I am, uh, well, uh, well, I love going. And again, I do get up out of my office and go and do things. Uh, so I love life, like last night. Uh, Laci and I were at, uh, the Jimmy Kimmel’s comedy club here in, uh, in Las Vegas. So we do at night. And that’s the joke around the neighborhood. Uh, you know, where’s Lacey and Bob going tonight? Uh, yeah. Because, you know, everybody is. You know, we live, uh, probably 20, 25 minutes off of the strip, uh, you know, and so if I dropped you in my neighborhood, you never know you’re in Las Vegas. Um, but, you know, most of the folks here go. Oh, no, you have to go down to the strip and find a parking space. Blah, blah, blah, blah, blah. It’s like, oh, come on. Yeah. So we go to to to shows and comedy clubs and go to dinner and just get out, okay. And I’ve always done that. I’ve always done that. Um, and then I’ve done things that are kind of crazy to like, I, I chase, uh, total solar eclipses. Um, and so my first one was back in the early 70s. Uh, you know, Carly Simon song, uh, he took his Learjet to Nova Scotia to see a total eclipse of the sun. Uh, well, yeah, I was in. I was in college. Uh, and we did go to Prince Edward Island to see it. I was in Manhattan, uh, in college. Uh, we didn’t take the Learjet. Uh, we took a, uh, a Volkswagen microbus, uh, up to Prince Edward Island.

Trisha Stetzel: A little different than the song.

Bob Danna: We can’t all the way, including on Prince Edward Island. Not to watch the eclipse, but, uh, since then, I’ve, I’ve, I’ve gone to, uh, take an eclipse cruise where we where we saw one. Uh, in the in the the the Sea of Cortez between Mazatlan and Cabo San Lucas and Austria. Uh, and then last, last year, I was with the Planetary Society in Texas. Uh, you know, Bill Nye the science guy. Uh, yeah. And, uh, you know, he had he and 800 of his closest friends myself, uh, were were in a field in Texas. Uh, watching the eclipse. So I so, again, I know that if you if you kind of think about it, I’ve traveled, like I said, all over the world, both for business and pleasure. So I like to get out. The key is once you get out and you’re doing things, uh, it again changes your whole perspective of everything. So, uh, that’s why. You know what I’m saying? I’m an experienced junkie. Chunky. Um. You know. Yeah, I like to read. Okay. I like the interface. You know, like we are here. Uh, but there’s nothing like actually going out, meeting people, doing things. Uh, and, you know, and. Yeah, I mean, I actually kind of lived modestly, but. Well. Okay. And the, well, part is not my home, not, you know, the car I drive or whatever the well part is. You know, how, how I pay for things to, to go out and and add to my experiences.

Trisha Stetzel: Oh, I love that. Thank you so much for sharing all of these stories. As we close today, I have one last question for you. And because you’re a fellow veteran and, uh, I want to celebrate this in my Beyond the Uniform series. My question to you is, how did your military experience really contribute to who you are today? Bob?

Bob Danna: Yeah, I would say, uh, you know, like I said, I was recruited to, uh, to be an instructor at the Naval Nuclear Power School, uh, in 1975. With that, I had to go down to DC, Crystal city. Uh, go through a whole battery of interviews, including being interviewed by Admiral Rickover. Um, the the father of the nuclear navy. Uh, and so, uh, that, uh, that and I actually interfaced with him a number of times after, after that, uh, when I was actually, uh, at nuke school and the like. Uh, but, um, one of the things that is the big takeaway, okay, uh, is, you know, what does the military instill in you? Okay. Number one, I’d say integrity. Uh, and so that’s the that’s the one thing that I think is, is, you know, if, in fact, you know, you’re in the military, uh, you know, yes, you’re going to get all of the, the kind of the teamwork and getting the mission done and all of those kinds of things. Uh, but the one thing that I think takes away that if you can bring it into science and engineering and business and everything else. Okay? I don’t care. Okay, but if you kind of never compromise your integrity, I’d say that changes your life. And that’s why military people. Okay. People who have been in the military kind of experience, the military and and that’s ingrained in you.

Bob Danna: Okay. That’s why that was that’s what makes I think. And I’ve hired hundreds of, of, uh, you know, uh, ex-military, um, because I know. Okay, I know what I’m going to get. I’m going to get somebody who who will never compromise their integrity. I can teach you everything else. I can, you know, develop everything else. I can do it. But if, in fact, somebody is not going to ever compromise their integrity, um, they are incredibly valuable, uh, to any business. Uh, certainly engineering, certainly the sciences. Uh, you know, whatever it might be. Um, uh, you know, anything that that, that requires, uh, a a a discipline. Lynn. Okay. Uh, I think is, is is what I, I, I what I took away and I tell you that’s I commented on the, on the book a number of times, including the list of the, the attributes that Rickover is looking for, uh, for, uh, for anyone in his program. He’s he’s long gone at this point. Sorry. The guy was great. Um, uh, but, um, but I, I’d say, you know, his list of attributes. If you go down that list, which is in the book as well. Um, uh, it’s it’s it’s something that that if you’re living in life by that those values, those guiding principles are things that, uh, you’re taking away from the military, but apply incredibly to any, any, any business.

Trisha Stetzel: That’s beautiful. Thank you, Bob. And by the way, you guys, if you didn’t catch it earlier, go to Amazon. You can find Bob’s memoir, My Curious Life. If my grandkids ask about me, tell them this Bob or Robert. Deanna. It’s Deanna. You can find it right there on Amazon. Bob, this has been so much fun today. I feel like you have to come back so we can talk about more stories.

Bob Danna: Come back anytime, Trisha.

Trisha Stetzel: I love.

Bob Danna: That. I love chatting with you.

Trisha Stetzel: Thank you. That would be so much fun. So, Bob, once again, tell people how they can find you, and then we’ll wrap the show.

Bob Danna: Sure. It’s again my curious life net. Um, uh, or, uh, go to LinkedIn. Uh, and just, you know, put in Robert Danna, my Curious life or Robert Danna. Um, Deloitte. Uh, and you’ll find me immediately. Uh, and so just kind of reach out, connect to me. Say hi. I heard you on on Trish’s program. Uh, yeah. Okay. Look forward to chatting and you’ll get a chat. I mean, I I’m I’m very open, and I love to, uh, to to speak to, uh, to individuals. And I also help a lot of folks. Um, like I said, don’t get paid for anything anymore. Okay. It’s all, you know. The joy I get out of actually giving back?

Trisha Stetzel: Yeah. Thank you, Bob. And that’s how Bob and I found each other. We had mutual military contacts, and I reached out to Bob and he said, yes, I want to have a conversation. So thank you so much for being on with me today. This has been my pleasure to have you, and I look forward to our next conversation. Bob.

Bob Danna: Same here. Trisha. Hey, I loved it. Thank you so much.

Trisha Stetzel: Thank you. And that’s all the time we have for today. If you found value in this conversation, share it with a fellow entrepreneur, veteran or a Houston leader ready to grow. And be sure to follow, rate and review the show. It helps us reach more bold business minds just like yours. 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.

 

Dr. Madhuri Vasudevan with Baylor College of Medicine and The Michael E. DeBakey VA Medical Center

July 8, 2025 by angishields

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Houston Business Radio
Dr. Madhuri Vasudevan with Baylor College of Medicine and The Michael E. DeBakey VA Medical Center
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Madhuri-VasudevanDr. Madhuri Vasudevan is a board-certified endocrinologist and faculty member at Baylor College of Medicine, known for her integrative approach to healing that unites science, nutrition, and holistic wellness.

Through her work—especially with veterans at the VA—she empowers patients to thrive by harnessing their body’s natural ability to heal, using both medical therapies and lifestyle-based strategies. Her online platform, Healthy Eating and Low Inflammatory Nutrition Garden, features vibrant, simple, and nutrient-rich recipes that support low-inflammation living.

In her conversation with Trisha Stetzel, Dr. Vasudevan shared her personal and professional journey, including her dedication to patient-centered care, her love for dance, and how movement and creativity influence her healing philosophy. Six-Figure-Chicks-logo

She opened up about recent health challenges, the lessons she’s learned in setting boundaries, and the importance of authentic friendships. Madhuri also spoke about her contribution to a collaborative book project, highlighting the role of community, collaboration, and optimism in navigating life’s challenges and creating positive change.

Connect with Dr. Vasudevan on Facebook.

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. I am so excited to have another sister on with me today. Dr. Madhuri Vasudevan is with me today. Uh, assistant professor of endocrinology at Baylor College of Medicine and the Michael E DeBakey VA medical center. Dr. Madhuri, an endocrinologist and faculty member at Baylor College of Medicine, empowers her patients to heal from within by harnessing their natural ability to thrive, not just survive, while thoughtfully integrating medical All therapies when needed. Doctor Madhuri, thank you so much for being on with me today.

Dr. Madhuri Vasudevan: It’s my pleasure. Thank you so much, Trisha. This is just an exciting opportunity and I’m really grateful to have it. Thank you.

Trisha Stetzel: Well, I’m so excited. So you and I met through, uh, Mel C, uh, for the Six Figure Chicks book. And I, when we were all introducing ourselves, I said I was a veteran. You said I work at the VA hospital, and I knew immediately that I was in the right room. I’m so excited to have you on, um, talking today. So tell us a little bit more about you, and then let’s dive into what you’re doing for your patients.

Dr. Madhuri Vasudevan: Okay. Wonderful. So, um, my background is I was born and raised here in Houston. Um, I went to school here, undergraduate here. And, um, some of the things I love to do as a child and still do is, uh, I love listening to music. I love dancing. All styles of dance. Any kind of music you put on, I’m ready to jump up and down and have fun. Yes, exactly. Um, and, uh, you know, I’ve made some. My best friends were through the medical school years and, um, training and everything that followed. Um, two kids and, you know, we we work here in the medical center. Um, as a physician, I initially in my medical school, years of training, I was be lining it to cardiology. I was fascinated by heart and physiology and was sure I wanted to do that. And I had a very kind of pivotal experience in my second year of training, where I met a young lady that was dealing with multiple chronic conditions, that looking at her and she and I were the same age. I thought to myself, what could have changed in her life that could have shaped her, or directed her in a way to protect herself, to heal her body and perhaps prevent the conditions that she was facing. And that really directed me and inspired me to pursue a fellowship training in endocrinology. So that’s the study of diabetes, hormones and metabolism. And, uh, I, uh, as a, uh, after completing my training, I came back to the VA back in 2012.

Dr. Madhuri Vasudevan: And I remember when I reached out to my chief at the time and I said, is there any job at the VA? You know, those are hard to come by, but could you tell me if there’s anything? And he said, as a matter of fact, there’s something about diabetes. And I said, sign me up. I’m ready. Pick me. And, uh, I was so excited when I got the job. Um, I was the first person here at the Houston VA to create a dedicated insulin pump program. So that’s my kind of clinical niche is in taking care of patients that have diabetes, that are on insulin pumps and devices that can help. Support their diabetes care. Protect them from high and low you know, extremes of blood sugar and really help protect their organs over time. And I love what I do. And through that experience of of starting these programs, what happens day to day during my practice is I talk a lot about food. I talk a lot about nutrition. And and lots of different questions come up that spurred my curiosity. So I started asking myself, learn. Let me learn a little bit about how food affects the body. And so that is my love is how to help patients heal through nutrition, heal through holistic means, reduce their inflammation in the body, and use the medications that are there as life saving measures. So a nutshell. Yeah, that’s.

Trisha Stetzel: A good coconut shell that you do so much in all of the communities that you’re supporting and with your patients. And thank you for being such an amazing human being. Uh, number one. And then, of course, as a physician helping people. And I love that you’re talking about food, because when we take care of our bodies, our bodies are our amazing machines, right? And they can heal themselves in a lot of cases when we’re feeding them the right food and nutrition. Yeah. Oh my gosh, I love that. So one of the things if it’s okay, I’m going to kind of pivot to to you, you’re a physician. You work in multiple areas. You have two daughters. You have a lot going on in your life. So how how are you able to set boundaries or how do you learn or have you learned to really set boundaries in the work that you’re doing?

Dr. Madhuri Vasudevan: I think that is one of the best questions and most kind of deep questions that a lot of women face when we’re busy with work and busy with life. And, uh, So let’s see. Setting boundaries. This is a difficult question. Um, from the time I was a kid and through my training years. The recurring theme is if somebody says do something or asks me, I say, yes. How much? How high? Yes, I can do it. Um, and the same work ethic has applied as I started my job here 13 years ago. Um, of course, there’s a sort of a demand that you prove yourself in the beginning and that you demonstrate your productivity. Uh, and I took that to kind of an nth degree so early in the course of my training. And really, I would say up until just about a year ago, I had not learned effectively how to set boundaries for myself. And as a result, I started adding so many tasks to my plate that I became exhausted. Um, and just to share. So my husband is a pediatric surgeon, and about a year and a half ago, he came home one day and he said, you work so many hours and you’re up so many nights that you get less sleep than he does. And to put it in context, he has to do sometimes 12 hour surgeries, 20 hour surgeries.

Dr. Madhuri Vasudevan: And he said, really, there’s something wrong with this picture. You need a break. You need to realign and try to restrict yourself, get a little balance back. Um, as a as a physician and a mom and. Et cetera, et cetera. As the boss of the house. You know, it’s hard to listen when, um, when he’s giving me that good advice, but I did. As a result of this past year and my healing journey, I have learned the value and the importance of setting boundaries. And I’ve also come to the realization how that is tied into what many of us go through is imposter syndrome. Um, feeling that I’m not good enough and I have to keep proving myself. And, uh, just to kind of jump into that topic. I have come to the realization that, first of all, I am good enough. Took me a long time to just say those words and really believe them and that, um, that secondly, I don’t have to prove myself. You know, and I really never had to. But it is a lesson that I’ve learned, and I’m feel so joyful. The, the, the, you know, the moment that I came to that realization, I felt like this burden was lifted off my shoulders. And I felt a lightness and a freedom to just do the work I love without feeling like I’m judging myself against some standard that no one else imposed on me.

Dr. Madhuri Vasudevan: Um, so yeah, I think setting boundaries is something so essential to leading a balanced life. And I listened to an interesting, uh, podcast by a famous motivational speaker. Uh, his name is Simon Sinek, and it really struck me when I listened to him, he said that a strong woman knows how to establish and understand the difference between being kind and being nice and being kind. Is that you’re filled with compassion, that what you do, you serve or help because of a genuine interest. But being nice is something that we often do when we’re seeking validation from somebody else, or seeking a little bit of a justification for the hard work that we’re doing. And so I have really sort of toed that line of nice being nice for a long time. And now, I mean, I’m a nice person, but I’m learning how to establish those boundaries and and not let go of my authentic self. You know, I am a genuinely kind and compassionate person and I love to to share that. So. So I guess the story is, yes, establishing boundaries is critical. And it’s been a journey for me for sure.

Trisha Stetzel: Thank you for sharing all of that. I’m a big fan of Simon Sinek as well And I love this. It’s not something that I’ve heard before. The difference between being kind and nice and I completely resonates with me. Yeah. Yeah. Because as women, we’re not very good at saying no. And it takes practice and we put everyone else ahead of ourselves. And as a physician, you know, and especially someone who’s very keen into nutrition and feeding our bodies the right food and getting rest and all of the the holistic approach, you know, that if we’re not taking care of ourselves first, that we can’t take care of anyone else in the way that we want to. Right. Uh, thank you for sharing that. So it sounds like you have a really great support system at home because it was your husband that said, okay, enough. Something has to shift. How important is it to surround yourself with people who are going to help you with those boundaries and the balance that you’ve set out for?

Dr. Madhuri Vasudevan: That’s a great question. So, you know, finding people. And I think this is something that I learned. I’ve learned over the years. True genuine friendships. What it means those chosen sisters, as I, you know, like to refer to to you and all my new lovely friends. And then the real, deep, genuine relationships I’ve had over the years. Those are the people you can be yourself with. You can laugh. You can be vulnerable. And you know they’re not judging you, and they’re only there to support you in your, you know, as you grow as a person and and that, you know, you feel the same for them. Um, this, this experience of, of making that network or that sort of web of support. It starts, I think, for me, with my, my immediate family. So my husband, I actually have an older son and a younger daughter. And so my son, he’s 18 now has been kind of this similar to my husband, just this wealth of calm and and uh, reassurance at home. Um, they’ve sort of taken over it in the past year when I wasn’t able to do a lot of physical work at home. And, uh, and then I have, you know, kind of extending from that core. It’s my my parents, my in-laws, my siblings and their families, and those are my family.

Dr. Madhuri Vasudevan: You know, they are my family. And I love them all. Um, but it’s my friends, the ones that I have, uh, cultivated a lifetime of friendship and love with. And then new friends that I’ve met along the way that have really given me a newfound appreciation for what it means to have friendship, you know, and again, to, to sort of reference Simon Sinek, I don’t know, he’s inspired in me in many ways. He talked about this during a recent TEDx talk or a lecture that he gave that it’s one of the few things that we don’t have a metric for. But friendship is so crucial to living a fulfilled life. You know, we as humans. And this is just my feeling. We as humans are social animals and we cannot survive in a silo or in an independent space. We need that connection and establishing those good vibrations. So yeah, I absolutely have grown to appreciate friends over the years and especially in the past year. It’s truly the universe that has brought these dear friends into my life. I never thought I would be sitting here having this amazing conversation with you. Um, but it’s truly because of this network of good friends that I’ve met along the way.

Trisha Stetzel: Yeah, absolutely. So I want to apologize to your son because I know he’s going to listen to this because earlier I said you had two daughters and you have a son. So to your son, my apologies. I’m just glad that I.

Dr. Madhuri Vasudevan: Know.

Trisha Stetzel: We’re about halfway through our conversation. I’d love for you to share your, um, contact information or a website where people can reach out if they’re already interested in learning more about you or even the work that you’re doing. Absolutely.

Dr. Madhuri Vasudevan: So I have a website. That website is called Madhuri dances.com. So that’s my first name, Madhuri. And then the word dance is dances.com. And there’s a contact, uh, link on the website. And you can just send me your name and, uh, and it will generate an email response to me and that will come to my personal email. And I think that’s the best way if anybody’s interested in reaching out or has questions. Um, I work at the VA. So, uh, from a professional standpoint, I see patients only through the VA system. I teach at Baylor College of Medicine and have, uh, the opportunity and privilege to teach the students there and residents and fellows and training. But the best way for anybody kind of outside of that sphere to reach me is probably through the website.

Trisha Stetzel: Beautiful. Thank you so much. So since you brought it up about dancing, you mentioned it a little bit earlier. And it’s also in, in the way that we should be contacting you. Sure. I understand that you’re, um, and we talked about this before we started recording that you’re really, um, tuned into the power of language and even the non-verbal communication or cues. Can you talk more about that? Absolutely.

Dr. Madhuri Vasudevan: Sure. I’d love to. So, um, from a very young age, about five or so, I was given the opportunity to learn Indian classical dance. And Indian classical dance is this beautiful art form, age old tradition of storytelling. But a lot of the storytelling is is not just, uh, acting out the words, but it’s expressing it through your face, through your hands. So I found myself as a little girl, just entranced by the storytelling aspects of Indian classical dance. As a young girl, I was, and I was really curious and fascinated by the story of Helen Keller and how she was able to communicate through sign language. Despite the fact that she was blind, dumb and and, you know, blind and couldn’t speak and couldn’t hear. So I was just really phenomenally amazed by her determination and communication skills. So I even learned a sign language in the college years and had the opportunity to work with children who are hearing impaired. And again, over the years, it’s just been something that I feel connected with, and that is how to communicate with somebody or or learn from them, some of their non-verbal cues. So for example, if I’m seeing a patient in clinic and they maybe feel a little bad about something in their life, I will I will look at their body body language and ask, you know, tell me what’s going on. Even if it has nothing to do with the reason that I’m seeing them, because I’m really invested in my patient as a whole, not just getting through the visit and let’s, you know, adjust the medications and see you in a couple of months. So it’s those nonverbal cues that I sort of want to pick up on on a daily basis.

Dr. Madhuri Vasudevan: And in addition to me looking and observing, I also want to make sure that I’m sensitive to how I am displaying my own physicality. Um, for example, if I’m seeing somebody and I have to give them guidance, I don’t want them to ever feel I’m judging them. So, you know, having a friendly face, a smile, uh, a reassuring presence. It makes a difference in how we as healthcare providers come off when we’re talking to our patients. Um, I know as a patient over the years and most recently in the past year, if I walk into the patient to the doctor’s office and I immediately feel that the the doctor may be busy or distracted or, you know, have already made a plan before listening. I already feel sort of defeated, and it’s not a criticism of any specific physician. It’s just the world of medicine and the challenges that we face as health care providers. So trying to be in tune to that is is something that I hold dear. But it all stems from my love of not only Indian classical dance, but I should say this Scottish Highland dancing. I’ve done competitive Scottish Highland dancing for the majority of my young years, for about from the age of 8 to 18, so ten years of my life, and had the good fortune to compete and place at the US Championships and at the World Championships. So, um, yet another part of my dancing journey and testament credit to my teachers for their, their love and and guidance for me.

Trisha Stetzel: Wow, that is beautiful. Thank you for sharing that. It is so important that, um, we show respect for the person that we’re sitting in front of. Whether and I like to even think about even on zoom, uh, there are ways that we can create nonverbal communication with each other. And it’s so important to create that space where we’re comfortable talking to each other and that, you know, that I’m not distracted doing something else. Right. Uh, and we see a lot of physicians who are still, since 2020, doing online communication with their patients. So, uh, takes practice and.

Dr. Madhuri Vasudevan: Takes.

Speaker4: A lot of practice. Absolutely.

Dr. Madhuri Vasudevan: One of the things I love now is that I get to enjoy this, the dancing experience, the love of dance with my daughter. So she and I are have the opportunity to dance together and, you know, kind of share in that journey.

Trisha Stetzel: Oh, I love that. Uh, so any particular type of dance that your daughter loves?

Dr. Madhuri Vasudevan: Yes. So, um, like me, She does also learn Indian classical dance. And it’s it’s sort of something we share as a family, as a culture. It’s part of our heritage. Um, it helps me, I think, during my times of stress, if I can just get on the dance floor and practice a little, I just immediately feel better. And I’m so happy that she loves that. The same way that I do. She goes to the same school that I went to, and so she’s also a Scottish Highland dancer. Um, so cool for her that she gets to have that same experience, but in her own special way. And what I’m also equally thrilled about is she also learns ballet, uh, something that I always, uh, love watching but never had the opportunity to learn. So she’s, um, blessed to have. And, you know, we’re very grateful that she has the opportunity to learn those three styles.

Trisha Stetzel: Oh, my gosh, that’s wonderful. What is your daughter’s name?

Dr. Madhuri Vasudevan: Mira.

Trisha Stetzel: Mira. That’s beautiful. Thank you for sharing all of these amazing things about you. And I want to bring up one more amazing thing about you. Uh, a published author for six figure chicks. Houston, volume one. How exciting is that? So exciting. I know. Me too. Um, here’s what I. Oh, and by the way, anybody who’s listening or watching this, you can go and get your copy. Uh, the E version is already out, and the hard copy or soft back copy will also be following that. You can find it on Amazon. So go to Amazon and look up six figure chicks Houston. And you can read 17 amazing stories. So how number one how did you meet Mel. And number two. Why did you decide to say yes to this opportunity?

Dr. Madhuri Vasudevan: Wonderful. This has been the most fun adventure I have been on in so long. Um, and so question one. How did I meet Mel? So in the early part of I’m sorry, in the fall of 2024, that is this this past fall, I had to take an extended leave of absence from work for a health crisis. I ended up having this debilitating inflammation, uh, inflammation that was causing some debilitating, um, physical limitations. So much so that I couldn’t walk. Couldn’t really move. Um, uh, and, uh, it took a couple of doctors and, and discussions to realize what was going on with my body. And again, my body was talking to me, sort of screaming at me, telling me to take a break. So around August is when I decided to take an extended leave of absence from work, not really knowing when I was going to go back to work. And by about December, I started to feel. Um. Thanks. You know. You know, with. For a variety of reasons and with God’s grace, I started to feel better. To the point that I could start walking again and moving again with with ease. Um, and I have been part of this beautiful group of women in Houston. It’s called a collective. And the collective is a, uh, one of the founders of the collective, and I, she and I have known each other through dance, interestingly, you know, um, enough.

Dr. Madhuri Vasudevan: And, uh, so she reached out to me and said, hey, come and join this group. And the first several sessions as I was joining it, truly, it was very difficult to get there to to sit and be a part of the sessions, but it gave me the opportunity to meet these beautiful women and to listen to their stories. It had nothing to do with me and everything to do with the group. Um, I think it helped me to sort of disconnect from my pain and difficulty and really, um, appreciate the the beauty of these wonderful women. It was through one of those women, Julie Flowers, who is also a published author in our book, uh, that she connected me to Mel. And so Mel then reached out to me and said, hey, would you be interested in writing a chapter for this book? Uh, in the beginning, I thought to myself, what would I write about? You know, I have lovely I have lovely experiences, uh, that I would love to share exciting experiences from work. But the thing that was 100% in my mind was my healing at the time.

Dr. Madhuri Vasudevan: And so I agreed to write it because I thought I would benefit from the process of writing down what was going on with me and how I’m processing it. How am I recovering? What is my vision of the future, of my complete recovery and total healing? And so I said, you know, I’m going to do this as an exercise and put it out there. Um, once I finished writing the article or the chapter, I really felt this new feeling that I wanted to share it with so many women that so many people are going through something. Maybe it’s not the same condition that I went through. It might be an emotional roller coaster or psychological or another physical ailment, or maybe just business related, work related, family related, any aspect of our lives that we’re challenged by. And I felt that the lessons I’ve learned were universal lessons that I thought would apply to all of my chosen sisters and women that I wanted to share. So it was it came from a place of healing. It, um, I felt very vulnerable in the beginning, exposing myself like that. But now I feel content knowing it’s out there as a as a tool for any woman who’s looking to recover.

Trisha Stetzel: That’s beautiful. Thank you for sharing that. And you’re not alone. I think all of us who have written a chapter for this book, and even ones that have come before it, have felt a bit vulnerable and uncomfortable that we were unveiling something. One thing that I will share here is one of my early readers sent me a text message the day that she was reading my chapter, and she said I had to Google this because I didn’t know what it meant. And she showed me the screenshot of the of what she googled, and she said, this totally applies to me. And I’m so glad that you wrote this, because I feel like it was just for me. And I’m going to start a book club so that I can have other women read all of the stories in this book. And that was the day that I knew there was a purpose behind writing this chapter and for all of us, all 17 of us for writing chapters in this book, because it even if it’s just one person that we can move or shift or change or even a new idea. Right? It’s so important.

Speaker4: It’s so.

Dr. Madhuri Vasudevan: Important. And it’s this ripple effect. You know, it’s this, this visual of like, electricity. You spark it here and it creates this ripple effect of a beautiful, powerful energy. Just goodness that’s coming out of it. So.

Trisha Stetzel: Absolutely. And I’m so blessed to have met you. I’m glad to call you one of my sisters. Yeah. Even even though it started with six figure chicks. Houston, it will go way beyond that. And I appreciate you so much being on the show today. Is there anything that you would like to leave the audience with today as we close up?

Speaker4: I would just first.

Dr. Madhuri Vasudevan: Of all, I loved I would love to share, thanks to you and for giving me this opportunity. It’s wonderful to share this platform with you and something that’s new for me. This is the first time I’m doing this kind of, uh, interview. Um, for my for your viewers, I would say believe in yourself, believe in the goodness that’s within. You know that it’s there no matter what you’re struggling with, no matter what’s going on. And believe in that innate strength that you have. And when times are tough. Yes. You know, there are so many adages and adages of of the going get tough or whatnot. But the truth is, in the quietness of your mind and the and the beauty of your heart, really believe in yourself first and then reach out for your chosen sisters, for your friends that support you and your family. And in the middle of all that, have some fun, play some music, jump off the band and that lightness, that light heartedness will carry you through some of the challenging times that we all inevitably will fit. Absolutely.

Trisha Stetzel: And wear some fun shoes. By the way, if you haven’t seen the pictures of us six figure chicks, Houston volume one, you’ll know exactly who has the most fun shoes.

Dr. Madhuri Vasudevan: I love it, I love it. The hot pink stilettos and black shoes, they’re my favorite.

Trisha Stetzel: I love that that’s so much fun. Thank you again so much for being my guest today.

Dr. Madhuri Vasudevan: Thank you and all the very best.

Trisha Stetzel: Thank you. That’s all the time we have for today. If you found value in this conversation that we had today, please share it with a fellow entrepreneur, a veteran or Houston leaders that are ready to grow and learn something new. Be sure to follow, rate, and review the show that 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.

 

Tagged With: Baylor College of Medicine, The Michael E. DeBakey VA Medical Center

BRX Pro Tip: How Well Are You Holding Yourself Accountable?

July 8, 2025 by angishields

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BRX Pro Tip: How Well Are You Holding Yourself Accountable?
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BRX Pro Tip: How Well Are You Holding Yourself Accountable?

Stone Payton: And we are back with Business RadioX Pro Tip. Stone Payton and Lee Kantor here with you this afternoon. Lee, today’s question, and it’s a question that we should be asking ourselves, how well are you holding yourself accountable?

Lee Kantor: Yeah. Everybody talks about accountability, but they don’t like to usually get that on them. So, it’s important to hold yourself just as accountable as you’re holding all the people on your team. You know, are you tracking what you did well during your last project? Did you track what you did poorly? Are you making the same mistakes over and over again? Do you need more help? Maybe a coach would be useful. Maybe a board of advisors could help you get to a new level. If you’re frustrated with your results, then try something different. Don’t keep doing the same thing that isn’t working over and over again.

Lee Kantor: Accountability is an important part of growth and you should try, at least hold yourself accountable for some of the work you’re doing each week. Go back at the end of the week. Look back and go, okay, did that work? Did this not work? And then, you’ll find a pattern. If you see yourself making the same mistakes over and over again, stop it. But becoming aware of it is the first step to kind of addressing it. So, hold yourself as accountable to yourself as you hold your team accountable to you.

Navigating Payroll Complexity: How GetPayroll Can Save Your Business Time and Money

July 7, 2025 by angishields

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Veteran Business Radio
Navigating Payroll Complexity: How GetPayroll Can Save Your Business Time and Money
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In this episode of Veteran Business Radio, Lee Kantor talks with Charles Read, CEO of GetPayroll. Charles shares his journey from Marine Corps service to payroll expert, highlighting the challenges small businesses face with payroll management. He explains the benefits of outsourcing payroll, staying compliant with IRS regulations, and how GetPayroll supports clients through onboarding and collaboration with CPAs. Charles also discusses common pitfalls, IRS notices, and the differences between payroll providers and PEOs, offering practical advice for business owners seeking efficient payroll solutions.

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Charles-ReadCharles J Read is a Certified Public Accountant (CPA), U.S Tax Court Practitioner ( USTCP), a former member of the Internal Revenue Service Advisory Council (IRSAC), a Vietnam Veteran, and the Founder of GetPayroll.

Mr. Read’s companies have provided full-service payroll, payroll tax, and other payroll-related services since 1991.

Connect with Charles on LinkedIn.

Episode Highlights

  • Overview of payroll services offered by GetPayroll for small and medium-sized businesses.
  • Discussion on the complexities and challenges of payroll management.
  • Importance of outsourcing payroll tasks to professional services.
  • Charles Read’s personal journey from military service to CPA and payroll business owner.
  • Common misconceptions among business owners regarding self-managing payroll.
  • The significance of staying updated with IRS regulations and tax requirements.
  • Guidance on how to respond to IRS notices and appeals.
  • Insights on Professional Employer Organizations (PEOs) and their cost-effectiveness compared to direct payroll services.
  • Onboarding process for new clients at GetPayroll.
  • Collaboration between GetPayroll and clients’ CPAs to streamline accounting processes.

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Veterans Business Radio, brought to you by ATL vets, providing the tools and support that help veteran owned businesses thrive. For more information, go to at vets. Now here’s your host.

Lee Kantor: Lee Kantor here another episode of Veterans Business Radio, and this episode is brought to you by ATL vets, inspiring veterans to build their foundation success and empowering them to become the backbone of society after the uniform. For more information, go to ATL vets.org. Today on the show we have Charles Read. He is the CEO of GetPayroll. Welcome.

Charles Read: Lee, it’s a pleasure to be with you. Thank you for having me.

Lee Kantor: Well I’m excited to learn what you’re up to. Tell us about GetPayroll. How are you serving folks?

Charles Read: Well, we provide payroll services to small and medium sized businesses around the United States. We handle everything. You tell us what your employees, the number of hours they worked. We already know how much they get paid. We do all the calculations. We create the paychecks, direct deposits, get them paid. Then we file all the taxes, all the reports, and do all the interfacing with the IRS and the states and so on to make sure you don’t have to.

Lee Kantor: So what’s your backstory? How’d you get involved in this line of work?

Charles Read: Well, I left the Marine Corps, uh, after four years. Work realized that business did not value military experience then. Just like now. So I went to college, got my degrees, went to work in business, worked in corporate world for about 15 years, got fed up with that and decided to open my own firm, hung up my own shingle as is a CPA and had payroll as a sideline, and payroll has grown and grown and grown and sold off the CPA business. And now we’re a payroll company.

Lee Kantor: So what are some maybe things that business owners don’t appreciate of partnering with a payroll company like yourself, instead of just trying to kind of power through it on their own?

Charles Read: Well, my analogy is when I grew up, Pelé was the world’s best soccer player. A wonderful athlete recently passed. But if you take Pele and you’d put him in a New York Yankees uniform at second base, he would be absolutely lost. He wouldn’t know the game. The rules. Pick up the ball with your hands. He’d still be a great athlete, but he’d be totally lost. So you take a businessman who’s successful at what they do, and now you say deal with the IRS. They’re an engineer. They’re an accountant. They’re a marketer. They’re. They’re a mechanic. They’re a cook. Whatever. They don’t know the IRS. They’re at second base. They’re totally lost. That’s where we come in. We’re experts at this. We’ll backstop you. We’ll take care of all that. We’ll make sure that the IRS stays out of your kitchen and out of your pocket as much as possible, so you just don’t have to worry about it. The time and trouble and cost. You would have to spend to be able to do what we do. You wouldn’t be able to be in business because what we do for a living. So that’s where we come in. We allow you to outsource that to a professional at a pittance and just solve all those problems.

Lee Kantor: Now the companies that are trying to do it on their own, is it something that they start small and then it’s like maybe manageable for 1 or 2 people, and then all of a sudden they got a few people and now it’s getting complicated. And they put somebody that’s, like you said, not an expert. That just is kind of Volun told to do this work, and then they get in over their head.

Charles Read: Well, you’d think that. But in reality, most small businesses screw it up. They get sideways with the IRS. They get sideways with the state, with either the state Revenue department or state unemployment department, because they don’t know what they’re supposed to do. They don’t understand how to classify employees. They don’t understand what taxes have to be collected and paid, when they have to be paid, what forms they have to file. All those things, all those complexities of a business entirely outside of the business they’ve chosen to be in. So yeah, you’d think they could start out small and get away with it, but in fact, they don’t. They get into problems even if they’re just trying to pay themselves as a single employee corporation. That’s what happens. And when they get a little bigger, then those errors multiply and come to the attention. And now it’s way too late. So our suggestion is the moment you have payroll, get a payroll provider. It’s not worth doing yourself. It just isn’t. When I was in corporate world, never tried to do payroll in-house. Just wouldn’t do it. It wasn’t worth it, I knew better. Uh, being a CPA. So, uh, no, they get into problems from day one because they they don’t know what they don’t know.

Lee Kantor: And then this is a situation where the rules are always changing. There’s so much nuance to this that this isn’t something that, like you said, if I’m a mechanic, I can’t be mechanics. And then, you know, learn about the latest IRS kind of new regulation.

Charles Read: I gave up trying to work on my car years ago. I had an milligram and the clutch was going out at 60,000 miles, which they always do. And I had my Chilton book and I opened it up to index and change the clutch. And I went to that chapter and it said to change your clutch. Step one. Remove the engine. See chapter seven. I closed the book and never opened it again. Okay, it’s worse with the IRS because the rules do change. You don’t know what they are, and if you’re not keeping up on them, you will not be current. It’s just like cars change the electronics and cars today. I have absolutely no idea what they do. None. I haven’t worked on a car in 50 years and it changes and it gets more complicated. And mechanics will tell you this, but they know it because they do it every day and they keep up on it. It’s their business. So their current when you take your car in to what’s going on, they get trained in it. I get trained on what’s going on with the Internal Revenue Service. I wish I was on the IRS Advisory Council for three years. Went up to Washington, you know, six times a year to work with them. So yeah, we get the trade journals. I get emails almost daily from from the States and from the IRS about changes. We get the trades. We all. We keep up with that. I don’t keep up with cars. I don’t keep up with a lot of things. I outsource a lot of things because that’s smart business. Uh, and people outsource payroll to us because that’s smart business, because we keep up with it.

Lee Kantor: So let’s let’s try to help our listeners and maybe, uh, share some of your expertise. So hypothetically, I get a notice from the IRS, which probably never is good news. I don’t think they send out birthday cards, but I get a notice. What? What do I do?

Charles Read: Well, first of all, is it wrong? And millions of them are. The IRS makes millions of mistakes every year. They won’t tell you that, but they do. 100,000 civil servants with technology, some of which goes back to the 1960s. So if they say you owe tax and you don’t. Now, if you do, just pay it. But if you don’t write a letter back to them explaining what what your position is, now, they’re going to ignore that letter. I guarantee you the first letter you write back, they will ignore. They will send you back and form a letter saying no, pay up. Your second letter. You may get a response that’s not automated. Canned response. Respond to that anyway. Your third letter then should go to the appeals coordinator, because each letter will tell you what you need to do. The appeals coordinator will actually look at what you’re saying. In all probability, they will deny your your your request to have that penalty abated. And so you continue to appeal it. There’s a whole series of appeals going up through and including Tax court that are available to you, both administrative and legal. And so whenever you’re dealing with a penalty appeal, appeal, appeal, appeal, appeal, you’re looking for that one person that says, yeah, okay. And then just shut up and take that and go away. Uh it will, in all probability happen at the worst. You get to Tax court and you’ll probably get an offer in settlement at some point, uh, for less than that. But the IRS cannot penalize you for simple mistakes, only for gross negligence in in for all practical purposes. So if you’re right. Appeal. Appeal appeal appeal. Sooner or later you’ll probably find somebody that says yes. Now if it’s $10, just pay it. It’s not worth fighting.

Lee Kantor: Now, is there? Uh, there’s a lot of talk about POWs. You have any thoughts on them?

Charles Read: Yeah, uh, I have POWs are an outsource of staff leasing. Uh, after all the legal problems that staff leasing had, they changed the name of the industry to get away from all the fraud convictions and so on. But it’s still the same business. It’s a way to shift tax burdens. Uh, Pose will promise you all kinds of things and charge you a fortune for basically nothing. Uh, we’ve never found a situation where we can’t take a company out of a P.O. and save them at least $1,000 per employee per year. Nobody buys a CPO. They’re sold a P.O.. Uh, the only thing they might do for you is offer you a Cadillac insurance policy for your employees that you couldn’t otherwise get. But you’re buying a Cadillac when you really want afford. So you’re going to pay through the nose for it. That’s about the only thing they can do that you can’t do on your own, or with the help of your payroll provider. We work with our clients, and we have contacts with all kinds of benefit providers that will produce a package that will handle all of this for you. Now, the one thing the POA peaoe does is they say, well, we’ll handle the air for you. But when Sally has a problem with a boyfriend, she’s not going to go cry on the po shoulder. She’s going to come to the boss and cry on his shoulder. So you’re really not getting much benefit.

Lee Kantor: So if I partner with Get Payroll, walk me through. Say, like you said, no business is too small and they should start. So I’m a I’m an entrepreneur, maybe a solopreneur. And I say, okay, I want to hand this off to Charles and his team. So walk me through what that looks like. You know what? What questions are you going to ask me, and what am I going to get for the service?

Charles Read: Well, if you’re a new business, we’re just going to ask you a few questions, get a few signatures because we take a 2848 an IRS power of attorney, limited power of attorney on every client. So we can advocate with the IRS for our clients and actually represent them up through and including tax court. Uh, because I’m not only am I a CPA, I’m also a US Tax Court practitioner, which allows me to represent clients in Tax court. So you’re going to sign a few pieces of paper, provide us some information, you know, names, addresses, rates of pay and so on. Then once per pay period, you’ll go into your computer and say, you know, people work 40, 80 hours, whatever. Or just pay all the salaries and we handle everything else. Send you copies of everything, copies of the payroll reports, copies of the reports. We file notices on what we’ve deposited for you and so on. What happens is you’ll send in the information to for the hours they worked. We’ll calculate that. Draft your bank account, pay out the employees, pay out the IRS, pay out the states, pay out the local taxing authorities, whatever, and file everything for you. So literally, you’re just going to have to keep track of. Sally worked 80 hours this pay period. You’re done.

Lee Kantor: And then. So And when I’m when I’m being onboarded. If I’m new to business, you, I have somebody on your team that’s going to kind of help me with any questions I have. Or is this something I have to.

Charles Read: Absolutely. We this this is this is what we do. We’re going to walk you through everything. Make sure everything is set up properly. Make sure that you get us set up with the states and or the local authorities and the IRS. Get all your numbers get because we can’t we can’t file the reports unless we have the identifying numbers. So we have a an organization that will do all that for you and file all that and make sure everything is, is copacetic. So you just don’t have those problems. So the only thing that’s going to happen. Is if there’s the IRS screws up, they’re going to send you a notice and we’ll fix it.

Lee Kantor: And so all all that’s happening is I have money in my bank account. And then you’re kind of allocating it to the proper places.

Charles Read: Absolutely. We’ll, we’ll we’ll draft your account and make all those payments for you. We do that. Uh, you know, I’m a CPA. I’m a licensed certified public accountant. Um, we do this for clients around the country. We have been in business for a third of a century. So, yeah, we’ll take care of it.

Lee Kantor: And then where does kind of the the, um, scope of work end? So you’re not my CPA. You’re just doing this one specific service around payroll.

Charles Read: Right. We handle the payroll and all the payroll reporting and all the aspects of payroll. Uh, and we handle ancillary payroll services. We can help you with benefits and and HR and employee handbooks and other associated things, uh, that involve payroll as far as your income taxes and your financial statements. That’s not something we do anymore.

Lee Kantor: And so. But you work with, like, my CPA. You’re. You’re.

Charles Read: Absolutely. We can electronically send your CPA the payroll reports in a, in a form that he can take in and put into his system. So it saves you and him time and money. He won’t have to charge you as much because he’s not going to be manually entering payroll reports. He’s going to be getting electronically.

Lee Kantor: So who is the ideal, uh, prospect for you in terms of get payroll? Is it, uh, or is it? I’m sure you mentioned that it’s all over the country, but is it industry agnostic or do you have some niches within certain industries?

Charles Read: We do. We do. You can’t you can’t imagine the kinds of businesses we do. I have restaurants, I have mechanics, I had a prophet who ran a profit professorial center, uh, in, in Lewisville. Uh, we have churches, we have gambling facilities. We have probably the only thing we don’t do is marijuana farmers because the banks don’t like them.

Lee Kantor: But if they’re a legitimate business in America, you have a solution for them.

Charles Read: Absolutely. If they, you know, everybody’s payroll is unique and we do understand that. But we do payroll and we do payroll for all kinds of businesses. So we haven’t. We do we do certified payroll for contractors that are doing federal contracts. If you’re a US payroll, we can take care of you.

Lee Kantor: And and like you said, if it’s a one person shop or, you know, 10,000 employees, you you can handle it.

Charles Read: Yeah. No, I’ll be honest. Normally companies, when they get to somewhere around 3 to 500 people take it in internally. Uh, and, and we understand that, but we have clients in the middle hundred of employees, and we have lots of social entrepreneurs that, uh, have incorporated and therefore they’re an employee and they need to pay W2 compensation and get it all reported. So yeah, we handle one season. We handle 300.

Lee Kantor: Good stuff. Well congratulations on all the success. If somebody wants to learn more what’s the website? What’s the best way to connect with you or somebody on the team.

Charles Read: Well we’re at on the net WW payroll.com. We’re all over the net. Um you can email me at J.R at get payroll.com. And frankly if you got a quick question (972) 353-0000.

Lee Kantor: Well Charles thank you so much for sharing your story. You’re doing such important work and we appreciate you leave.

Charles Read: My pleasure. Thank you.

Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on Veterans Business Radio.

 

Tagged With: GetPayroll

Men in Nursing: A Growing Force for Change in Healthcare

July 7, 2025 by angishields

ALR-AAMN-Feature
Association Leadership Radio
Men in Nursing: A Growing Force for Change in Healthcare
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In this episode of Association Leadership Radio, Lee Kantor interviews Jason Mott, President of the American Association for Men in Nursing (AAMN). They discuss AAMN’s mission to support men in nursing, efforts to promote men’s health, and initiatives to encourage more men to pursue nursing careers. Mott highlights the challenges men face in the profession, the importance of community outreach, and the evolving perception of nursing. The episode emphasizes the need for diversity in healthcare and showcases AAMN’s programs, including mentorship, education, and advocacy for a more inclusive nursing workforce.

Jason-MottDr. Jason Mott is the President of the American Association for Men in Nursing as well as a Professor of Nursing at the University of Wisconsin Oshkosh.

He has published and presented nationally and internationally on topics such as incivility in nursing, men in nursing, men in the caregiving role and marginalization in nursing.

Follow AAMN on Facebook. AAMN-logo

Episode Highlights

  • Overview of the American Association for Men in Nursing (AAMN) and its mission.
  • Historical context and evolution of the AAMN since its establishment in 1973.
  • Initiatives aimed at improving men’s health and addressing health disparities.
  • Challenges faced by men in the nursing profession and the importance of increasing awareness.
  • Trends in nursing demographics, including the percentage of men in nursing.
  • Biases and perceptions surrounding male nurses in the healthcare field.
  • Services and benefits offered to AAMN members, including education and mentorship.
  • Discussion on the impending nursing shortage and the need for a diverse workforce.
  • The role of telehealth in expanding healthcare access, particularly in rural areas.
  • Community engagement efforts and the importance of local chapters in promoting nursing.

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

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

Lee Kantor: Lee Kantor here another episode of Association Leadership Radio. And this is going to be a good one. Today on the show, we have Jason Mott, who is the president of the American Association for Men in Nursing. Welcome.

Jason Mott: Thanks for having me. I’m glad to be here.

Lee Kantor: Well, I’m excited to learn about your association. Tell us a little bit about it. How are you serving folks?

Jason Mott: Yeah. So as an organization, we’ve been around for little over 50 years. Started in 1973. Really kind of started as an organization to support men in nursing, since at the time when we started, there really wasn’t a whole lot of men in nursing. And so throughout our history we’ve grown. So we’re one of our big focuses still is to support men in nursing. But we’ve also grown to expand where we’re trying to do much more in the research arm related to men’s health and Men in nursing. And then our latest initiative within the last year or so has really been to try to focus on improving the health of men throughout the country, where we’re actually creating a men’s health alliance, where we’re going to be able to focus. And actually, there will be the first and only area in healthcare that’s focusing primarily on men’s health. So really trying to increase the health of men throughout the community and looking at a whole lot of different aspects of health care.

Lee Kantor: And when you’re talking about health, are you talking about kind of medical health or mental health? Physical health.

Jason Mott: So pretty much all of it. One of the things that we know through research is that men struggle a lot with increased suicide rates. We also know that men tend to die younger than women. So really looking at their physical health, one of the big things that is an issue with a lot of men is, and I’m sure you probably know this too, is that a lot of times men don’t really seek health care until something’s wrong, like, hey, I’m feeling great, so I don’t need to go to the doctor. And then by the time they actually go in, it’s kind of they’re getting towards later in a disease process where if they had gone earlier, we could have maybe done things to improve their health. So it’s looking at getting men in faster, having them seek health care, feeling comfortable seeking health care, looking at physical health, looking at mental health issues. Because again, a lot of times guys don’t like to talk about things and so they keep it bottled in. So really looking at their mental health and being able to explore a lot of those things.

Lee Kantor: Now, what was kind of the impetus to expand the shift of the organization beyond nursing?

Jason Mott: So I think one of the big things is that so when you look at health care, people like to see people who look like them. So if we’re talking about an African-American client, they like to have nurses or doctors who are who look like them. Same thing with men. A lot of times I’d like to have a male provider. And so I think for our organization, really focusing on men in nursing and having a large percentage of men in nursing as our members, I think we have the perfect opportunity to go dive into that realm. Like we can understand what men are seeking in the health care setting, um, as well as why men don’t seek health care. And so really bringing that unique understanding that we have as an organization. Um, so one of the things I think when you look at nursing in general, and this is no disrespect or anything to our physician counterparts, but nursing tends to have look at more of the holistic picture. So not only just looking at the health care, but looking at social aspects and things like that, that’s really ingrained in nursing education compared to a lot of medical education. So I think our organization, especially having a lot of men being part of it, has that unique opportunity to look at that whole social dynamic, the health seeking behaviors. All of those things, along with having especially when you get into nurse practitioners and things, having that ability to diagnose and treat and things that I think really kind of sets us apart from everywhere else.

Lee Kantor: Now, um, are the numbers trending to see more, uh, men in nursing, or is it kind of what it’s always been?

Jason Mott: It’s slowly progressed. I mean, back in the like 70s, we were probably 4%. Now we’re probably about the last decade or so, we’ve been hanging around the 10 to 15% of nurses being men. Now we’re seeing more. If you’re looking at a numbers perspective, we’re definitely seeing more men. Um, but the percentage is kind of been hanging out the same because you’re also increasing the number of nurses. So percentage wise it’s kind of been in that roughly 5% range. So from the 10 to 15%, but definitely seeing a lot more. So I mean there’s about 3.5 million nurses. So we’re getting roughly 3 to 400,000, um, men who are in the nursing profession now.

Lee Kantor: Now is there um, are the numbers of like doctors going down or is that a growing field or like, where are we at kind of in as a profession because you hear so much about like now the advent of telemedicine. And after the pandemic, so many more people were embracing that type of, uh, communication with medical professionals virtually. Is that opening up more opportunities for men as nurses or physicians, assistants or other pathways other than being an MD?

Jason Mott: Oh, definitely. I think so. One of the things that’s interesting, if you look at medicine is that they are roughly 5050, in terms of male versus female, where nursing, we’re still trying to get up to that equality or that equity. So we’re can be close to 5050. Now, one of the things I think with nursing that’s different with medicine and why I think it’s been a struggle, is that nursing for a long time was basically the time of Florence Nightingale back in the 1850s. So actually I’m going to kind of take a step back. So it’s interesting. So when we talk about nursing profession, most people in nursing think that nursing started in the 1850s with Florence Nightingale. Um, when we have National Nurses Week and Nurses Month, that’s all focused around her birthday. But in fact, most nursing before that point was done by men. So either in clergy roles or, as part of their military, they would serve as nurses. And so when Nightingale came around, she basically felt that men and minorities didn’t belong in nursing. And so made it where it was a profession that’s heavily dominated by white females. And so because of that, nursing since that time has not really been seen by a lot of people as a profession for men.

Jason Mott: So I can tell you personally, like when I was in middle school, in high school I would I was doing career traces. I always came out as being something related to the health care professions. But I was always directed towards either physical therapy, a physician assistant, or being an MD. Nursing was never brought up, which seems to be still occurring. Um. So where? High school guidance counselors aren’t really seeing nursing as a profession for men. And so I think because of that, most men don’t really go into nursing right out of high school. In fact, most nursing programs or most men who are in nursing actually come in as second degree nurses where they got a degree somewhere else, did it for a while, didn’t really like it, and said, you know, I’ve always wanted to be a nurse, so now I’m coming back to being nursing. So I think we see that. But, well, I’m one of the big things we’re going to have to do, which we’ve been working on, is trying to increase awareness about nursing as a great profession for men to the public, as well as high school and middle school guidance counselors.

Lee Kantor: Now, in practice, does the patient is there a bias against men, like when they’re needing care. Do they have a problem with men as nurses, or is this kind of just a mindset shift?

Jason Mott: I think more a mind shift, such shift, um, for the most part. Well, actually, a lot of the male patients prefer to have a male nurse. Um, sometimes with especially elderly female patients, it gets a little bit tricky. Um, depending on what you have to do, if you have to do more like intimate cares, like inserting catheters or things like that. Sometimes they’re a little bit more uncomfortable having a man. Um, there’s still within the public, unfortunately, a bias that a lot of men go into nursing because of, like seeking sexual gratification, which is definitely not the case. But What? Sometimes your elderly patients still have that kind of mindset, so you can get a little bit of bias there. I guess the other big type of bias is that a lot of times, and I can’t tell you how many times personally, like walk into a room and the patient thinks that you’re the physician and they’re like, oh, you’re my doctor today. Well, no, I’m your nurse. So it’s just getting that mindset shift from the public that, hey, men are actually in nursing. And actually, I had so many patients say, like, you know, you’re the best nurse I ever had. And I would love to have another guy as a nurse. So I think once we get more men and they’re able to really see what men bring to the field, I think that’s going to really help with that whole mindset that the public has now.

Lee Kantor: Is it awkward in the sense in the example you just brought, like, say, there’s a male nurse and a female nurse in a room and the patient looks to the male, as, are you my doctor? Are they? Does that how does that make the woman nurse feel like? Do they feel like they’re, you know, kind of. It’s an uphill battle for them when it comes to kind of credibility and, you know, listening to their opinions and thoughts.

Jason Mott: I think sometimes that can definitely play a role. I think one of the things that can be a little bit harder for female nurses, too, is just with interacting with physicians. So I know, like I had a much different relationship with a lot of the physicians I worked with than my female colleagues. So, I mean, it can be bad, like you have doctors who will, like, yell at nurses and things like that where They were more apt to do that to a female colleague rather than myself or the male nurses. Um, so and I think I also seem to gain their trust and respect a lot quicker. Even though I was just as competent as my female colleagues. So that gets a little bit tricky, where I think some of the females can be feeling like along the lines of, um, like, how come I have to work harder or things like that sometimes just to gain the respect or trust.

Lee Kantor: So now, in your work with the association, what are some of the services and benefits that the nurses get when they’re part of this group?

Jason Mott: Yeah. So we do a lot. So most nurses need continuing education credits each year kind of varies by state. So we do a lot of continuing education um for nurses offering that. We also have a program called the Future Campaign. And so with that, what we do is our members go out to the high schools and middle schools and talk about nursing as a profession. And so trying to bolster it up, we also offer scholarships for students every year. And now we’re in the process this year of rolling out a leadership, um, fellowship, where participants will be able to go through a year long leadership program so that they can develop their leadership skills and things like that. We’re also going to be starting a mentorship program, so partnering newer nurses with more experienced nurses. So that way they can grow and learn. So like these are some of the situations I’m running into. How do we handle that and things like that, to really hoping to grow and make new nurses feel more comfortable within the profession.

Lee Kantor: Now, how does the aging population play into this? Is there kind of shortage of nurses and like home health care professionals or those not nurses? Like, I would think that there was going to be just a great, great demand of people in health care at this level in order to help just the just vast number of people that are going to need their services.

Jason Mott: Oh, definitely. Yeah. So we talk about, um, the nursing shortage where they’re predicting it’s going to be several hundred thousand nurses. I think it’s like 250 to 300,000 nurses. They’ll be needed within the next ten years. And so I think so if we continue doing what we’re doing, we’re going to run into issues within the health care system. So I think that’s why it’s so important to look for more diverse people. So looking at the males and things who maybe are out in the working in a factory job or things like that, where one of the things I think that’s kind of maybe hurting us a little bit now is because the industry is paying so well after for people right out of high school, they go in and feel like, okay, I can make a lot of money now. And without thinking down the long run, where maybe in when I’m 55 years old, am I going to be wanting to do this? And then we also have issues with technology and AI and robotics and things taking over where it’s replacing a lot of people, whereas nursing, you’re always going to need to have nurses at the bedside taking care of patients.

Jason Mott: So a lot of times the people who especially guys who get into nursing as second degree, have come from factories and things where they’re feeling like there’s not a lot of job security. So they come into nursing knowing it’s a well-paying job and knowing that they’re going to have job security to take care of their families for years and years and years. Plus, I think the other thing with nursing that is a really good option is that you can change. So what I mean by that, so let’s say medicine, you go and train as an orthopedic surgeon, you can only do orthopedic surgeon unless you go back and get extra training and things like that. Whereas nursing I could start off on a medical unit, then I want to go work in surgery and I can do that and just go through an additional six month orientation period. Or I could go work in the ICU or the emergency room. Or I could go back to school and be a nurse practitioner or nurse educator. And so there is a whole variety of things you can do with your degree.

Lee Kantor: And I would imagine there’s opportunity in kind of areas around the country that are more rural that have hospitals in kind of these rural places that that might be difficult for them to staff.

Jason Mott: Oh, exactly. Yeah. Um, I know even with nursing in general, especially if you’re looking at like nurse practitioners and things, telehealth is really taking off, especially in the rural settings where again, you might your closest hospital might be half an hour away, or you have a critical access hospital that can just kind of treat people but then have to send them off. So rural health and taking care of patients in a rural setting is definitely a huge area where nursing can make an impact and things like that.

Lee Kantor: So while the association, obviously it’s historically has been focused on on men and nursing and now your expansion into men in general, how does kind of a membership for just a male in general kind of work, or is it they have to be a nurse in order to participate?

Jason Mott: Nope. So we have actually of our members, one of the interesting things is about 40% of our um, membership is female. So they are those are women who are interested in supporting their male colleagues as well as who are interested in men’s health. And so we’ve got membership for students. We’ve actually got membership rates for um, high school students, uh, Then with nursing we have corporate membership. So one of the things we do is like a community based partnership. So maybe a health care setting and a maybe you have two hospitals in a town and a nursing college. They can all come together and do a joint membership and have a community based chapter. And so we really have opportunities at a whole lot of different levels. We are actually exploring, expanding. So like could we have like EMTs or paramedics as members or physician assistants or even physicians. So really kind of looking at a whole lot of different areas with that.

Lee Kantor: And then, um, so it’s not just a national organization, it has chapters around the country.

Jason Mott: Yep. So we we actually have chapters. Yeah, throughout the country. We also have a chapter in the Philippines and 1 or 2 chapters in Canada. So we actually have a couple international chapters as well.

Lee Kantor: So what happens at the chapter level?

Jason Mott: So the chapter level is kind of where most of the work gets done. So that’s where people are going out into their communities doing education. Um, we have a lot of career fairs and health fairs. So, you know, we have like students going into like boys and girls clubs and teaching about nursing. We have them going to senior centers and offering like blood pressure screenings and things like that. So like the national level, we provide a lot of the resources for chapters and then the chapters who know their communities best will go out into their communities and do things that are really impacting the needs and the health of their are individual communities.

Lee Kantor: And is that something that’s like they partner? I would imagine, with kind of local universities that have nursing degrees, things like that. Is that like the the makeup of a chapter or, or the kind of universities and then the, um, people going through those, um, programs.

Jason Mott: Exactly. So, yeah, so a lot of our chapters are university based. We also have a lot of chapters based out of health care systems. And so like for instance, where I work, um, we have a university chapter. And so any student who is within the university can join our chapter as a student organization. And so then we’ll do things around our community. So like for instance, we are hosting an educational table at the Alzheimer’s Association event, the Walk to End Alzheimer’s in our community and providing Education, um, for like caregivers of patients with Alzheimer’s. And so, yeah, again, a lot of them are university based. And then the students who are part of that university then take part in the chapter.

Lee Kantor: Now, do you find as just, um, having been involved in this organization for a while, is there do you find just people have more empathy nowadays and want to get involved in this type of caregiving profession, or is there is that trending in the right direction? I would hope I hope it is.

Jason Mott: I do, I really think so. I think that people are again viewing nursing as a great career option. Um, I think some of the stigma related to nursing or being a man in nursing is coming down so that people are seeing it more as a good career choice. And I mean, I do think like even though it was bad, I think for a while Covid really helped. You know, with seeing nursing and all the things that nurses did, because I don’t think a lot of times the general population really understands all that nursing does. And so getting more exposure is a great thing because again, most of I think most people’s exposure to nurses, if they haven’t had a themselves or a loved one who’s been sick, is watching TV shows, and those medical shows are not very accurate for what nurses actually do. And so I think having a good exposure really can change people’s mindset.

Lee Kantor: So what do you need more of? How can we help you?

Jason Mott: I think for us we just need more exposure, which I’m super excited to be talking to everybody here. And you know, just being able to grow and get that exposure out there and really talk about nursing and especially for the men to know, like, okay, this is a really a great field. And, you know, like you can do so much with it and you really can have a really great career from it.

Lee Kantor: And a rewarding career as well.

Jason Mott: Oh, definitely. Yeah. Because I think I hear a lot of times, you know, like with guys or people in general, it’s like, I want to do something that makes a difference or can help people. And this you’re doing that. You’re making a difference in people’s lives every single day that you’re at work.

Lee Kantor: Yeah. And people are hungry for that type of, um, kind of meaning in their life. And this is a way to really do that.

Jason Mott: Exactly.

Lee Kantor: So, Jason, if somebody wants to learn more and connect with you or somebody on your team, is there a website for the association?

Jason Mott: Yes. So it is eight men and we have all kinds of resources on there. We have a bunch of information and then definitely ways to get hold of us.

Lee Kantor: And then they can kind of drill down and find a chapter near them.

Jason Mott: Yes. There is a chapter directory, um, that’s listed out by every state. And so yeah, definitely, I would suggest go to the website and reach out to us because we love to talk to people and respond to people really quickly.

Lee Kantor: Well, Jason, thank you so much for sharing your story, doing important work and we appreciate you.

Jason Mott: Well, thanks again for having me. I really appreciate it.

Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on Association Leadership Radio.

 

Tagged With: AAMN, American Association for Men in Nursing

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