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BRX Pro Tip: Are You Living a Resume Life or a Eulogy Life?
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BRX Pro Tip: Are You Living a Resume Life or a Eulogy Life?
Stone Payton: Welcome back to Business RadioX Pro Tips, Stone Payton and Lee Kantor here with you. Lee, I thought this was an interesting question and probably one we should all be asking ourselves. Are you living a resume life or a eulogy life?
Lee Kantor: This is something that David Brooks, the author of the book The Second Mountain, talks about. He wrote about this concept, and it really kind of makes you think. He asked, are you living for your resume or are you living for your eulogy?
Lee Kantor: Your resume virtues are things that will get you ahead in your career. And, you know, these are your skills, these are the things you’ve accomplished, titles, deals you’ve closed, things like that. But your eulogy virtues are the things that people say about you at your funeral. Were you kind? Were you there for people? Did you make a difference in individual people’s lives or your community’s lives? Those are two different things.
Lee Kantor: And at some point in your life, you’re going to have to ask yourself, if someone was giving your eulogy today, what would they say? Are they going to be talking about how many deals you closed and what a wiz you were at PowerPoint, how much revenue you generated? Are they going to talk about how you showed up for people? And if you got too many things on your list that are about business, and deals, and money, and things and stuff, you might want to use that as kind of a gut check for how you’re building your life, and your business, and your relationships.
Lee Kantor: And the best part about this exercise is you don’t have to choose one or the other. You can build a successful business and you can be someone people genuinely want to remember and will remember. So, it’s not an either/or. It is an and. So remember, are you living a resume life or a eulogy life? David Brooks says you can do both.
From Enlisted Soldier to Physician: Toxin Exposure, Nexus Letters and More with CM Queen Williams, M.D.
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In this episode of Veterans Business Radio, Lee Kantor is joined by Dr. Camille Williams, founder of Questions 4 Cancer Doctor (Q4CD) and a radiation oncologist with military experience. Dr. Williams discusses her work helping veterans exposed to toxins during service, especially those with cancer. She explains the importance of nexus letters in linking health conditions to military service, the role of VSOs, and why specialist expertise matters.
Dr. Camille M. Williams is a board-certified Radiation Oncologist and retired U.S. Army Lieutenant Colonel with more than two decades of service in military and civilian medicine.
Uniquely, she began her Army career as an enlisted Soldier, serving as a 54B (Nuclear, Biological, and Chemical Specialist — now CBRNE), before commissioning and advancing through the ranks to senior medical leadership. Her experience across enlisted and officer roles allows her to relate directly to Soldiers at every level of service.
Dr. Williams completed medical school at the F. Edward Hebert School of Medicine and trained in Radiation Oncology at Northwestern Memorial Hospital in Chicago, Illinois.
Throughout her military career, she served at major Military Treatment Facilities, including Brooke Army Medical Center and Walter Reed Army Medical Center, with additional service in the National Capital Region at Bethesda. She was instrumental in developing and leading radiation oncology services within the Department of Defense and caring for active-duty service members, retirees, and military families.
Following her retirement from active duty in 2019, Dr. Williams continued clinical leadership in civilian oncology, including helping establish and lead a new cancer center in Illinois during the COVID-19 pandemic.
Today, as Founder of Questions 4 Cancer Doctor (Q4CD) LLC, she provides structured oncology consultations, Independent Medical Opinions, DBQs, and Nexus letters for veterans navigating VA disability claims related to cancer and toxic exposures.
Her approach is grounded in specialty expertise, evidence-based medicine, and an understanding of military service culture — ensuring veterans receive thorough, defensible medical evaluations delivered with clarity and integrity.
Dr. Williams remains committed to service, education, and advocating for those who have worn the uniform.
Connect with Dr. Williams on LinkedIn.
Episode Highlights
- Impact of toxin exposure on veterans’ health, particularly cancer risk.
- The importance of establishing a connection (nexus) between military service and health conditions.
- The role of the PACT Act in recognizing certain military exposures and its limitations.
- The process for veterans to seek medical evaluations and nexus letters.
- The significance of specialized medical opinions in supporting veterans’ claims.
- The limitations of AI in providing medical evaluations and nexus letters.
- The importance of working with Veterans Service Organizations (VSOs) for claims assistance.
- Resources available for veterans regarding cancer and toxin exposure on the Q4CD website.
- The potential for mental health conditions to be linked to cancer diagnoses and treatments.
This 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 ATL vetsource. Now here’s your host.
Lee Kantor: Lee Kantor here another episode of Veterans Business Radio and this is going to be a good one. But before we get started, it’s important to recognize our sponsor, ATL vets, inspiring veterans to build their foundation of success and empowering them to become the backbone of society after the uniform. For more information, go to ATL vets. Today on the show. This is going to be a great show. We have with us The founder of Questions 4 Cancer Doctor, Dr. Camille Williams. Welcome.
Dr. Camille Williams: Hi, Lee. Thank you so much for having me. A pleasure to be here.
Lee Kantor: Well, I’m so excited to learn what you’re up to. Tell us about Questions 4 Cancer Doctor. How did that come about?
Dr. Camille Williams: Thank you for asking that question. It’s well, I didn’t start my Army career as a physician or even as an officer. Right. So I started as an enlisted 54 Bravo, which back then was nuclear, biological and chemical specialists. And I trained at Fort McClellan as a 54 Bravo. I personally witnessed and worked in environments where chemical agents and decontamination training were routine back then. Right. So that experience gives me a very real understanding of how exposures can occur. Not hypothetical per se, but operationally so. The surrounding Anniston community at Fort McClellan, they have documented environmental contamination issues that have been publicly acknowledged over the years. But many soldiers who lived off base or interacted within the community, they have not been acknowledged for any sorts of issues they may have. So when we talk about long term health effects, we’re not speaking in theory. I’m speaking about environments where toxin exposure has been formally recognized at Fort McClellan and the surrounding area. So at the time, we were just young soldiers doing our jobs. We trusted the system. We followed orders. We didn’t question long term exposure risk. So before medicine, like I majored in biochemistry. So this is how I got into, um, I’m currently a radiation oncologist. Right. And that’s like the leading step into how I became aware of toxin exposure. So when a veteran from Fort McClellan comes to me with a cancer diagnosis, I’m not just reading a file. I understand both the UN based training exposure and the broader environmental context of the region. So this is a personal thing for me as well. It’s not just textbook when it comes to the exposure the soldiers have had. I was there, I experienced that.
Lee Kantor: So now, um, are soldiers around the country, around the world that are, uh, around these kind of toxins. Are they all kind of at risk, or was this unique to where you were?
Dr. Camille Williams: No, they are wherever they are. Once they’re exposed, they’re at risk. The issue is that the Pact act recognize certain location and they recognize certain assignment. So if you are in Vietnam and you get exposed to Agent Orange, that is recognized as a presumptive diagnosis. If you are diagnosed with, let’s say, prostate cancer, but there’s still other bases and other areas that are being found to have these exposures, but then they are not on that, um, pact act list, and they’re not given the benefit of the doubt, if you will, regarding their cancer diagnosis or any other diagnosis. It’s not just cancer that these toxins can cause. There are many other types of issues that these toxin exposures can cause. So it’s a matter of finding out what the diagnosis that the condition that the veteran has, where they were stationed, what possible toxin they were exposed to and then making the connection or the Nexus, if you will. And that’s what we do at Q4, CD.
Lee Kantor: So if so, any veteran that has any type of medical diagnosis, if they kind of connect with you, you can see if there’s, um, any type of recourse or maybe a connection of dots that maybe they weren’t aware of.
Dr. Camille Williams: Absolutely. Typically, my majority of my referrals comes from the VSO or other, um, VA credentialed personnel, but I’ve also have some of the other veterans self-refer because they’re not quite sure. So all of the veterans that I see, I don’t automatically just go straight to doing the Nexus. I do an evaluation first to see if something truly exists. So we’ll talk about where they were located, what their MOS or their job, um, was um, what does the VA says? Or is it covered by the Pact act or not? Are they within that time frame? And so not everyone needs a nexus letter. And that’s where the initial consultation comes in and where I help the veteran, hand in hand, go over the medical information to see if something exists. If something does not exist, I will let them know. I cannot make the connection with all of my background being radiation oncology biochemistry. I cannot see how this can be made. And I would refer them to say, go back to your VSO and see if there is something else or another physician or another specialty that you can consider to evaluate your current condition.
Lee Kantor: Can you explain for the listener, um, what exactly is a nexus letter and how does it like, where does it come into play in terms of their VA disability claim?
Dr. Camille Williams: Sure. So a nexus letter is a medical opinion that connects a veteran’s current diagnosis to their military service. Right. And so there are some instances where the connection cannot be made. So the nexus is simply it just simply means a link. So we are answering the question is it at least as likely as not that this condition was caused by or aggravated by the military service? So the VA requires medical evidence, not just a diagnosis, right? They need a connection. So there are people who have prostate cancer or breast cancer. And that’s not connected to any exposure. It’s not connected to their um their any of their assignment. So that’s where the evaluation and using my knowledge of military as well as medical jargon, comes into discussing what a strong nexus letter is and what the medical reasoning is behind making that connection. So again, that nexus letter is just a medical opinion that says this was caused by the soldier’s exposure at a certain time during their service, during their time when they were in the military.
Lee Kantor: Now, is there any advantage of having an oncology nexus letter rather than just a general nexus letter?
Dr. Camille Williams: Yes. So it makes a difference. What? Right. So when you have an oncology nexus letter, you are speaking to someone who has the expertise in cancer biology and the treatment. The clear statement used as far as leads is likely not gives you the probability. So if someone who is a general practitioner or someone who is not within the oncology world. They may not understand certain link or certain the radiobiology. For example, I’m a radiation oncologist, so I’ve worked with radiation when I was enlisted. I’ve worked with radiation using radiation to treat cancer. I’ve studied radiation at the Armed Forces Radiobiology Research Institute. So I know regarding what exposure, what dosage exposure and what time frame it would take and what are some of the common cancers that can be caused by radiation exposure. So if someone was diagnosed with Hodgkin’s, let’s say, when they were in their 20s and enlisted and they had radiation to the chest area, and then they have breast cancer when they’re in their 40s or 50s, was that breast cancer normal, or was it caused by the radiation treatment they had for their lymphoma when they were enlisted. That’s where a specialist in oncology can really make that link. And that causation, showing that the latency periods and the scientific literature which the VA is looking for, explains logical medical sound reasoning about how this can connect to the current veteran condition. So it makes a difference in what. So I would not do orthopedic stuff like I wouldn’t do joints. And if you have low back pain or joint if you have sleep apnea, you would need to go to like a pulmonologist. So the specialists are there for a reason. And getting a specialist nexus letter stands very strong. No guarantees are made, but we’re better able and suitable to explain radiation Biology are the toxin biology when it comes to making that nexus connection.
Lee Kantor: And I’m sure because of your unique expertise in this area, especially like a cancer diagnosis, you’re able probably in a shorter period of time to connect dots or not connect dots. It wouldn’t take you as long. Maybe things are more obvious to you than it would be for somebody who doesn’t have your unique background.
Dr. Camille Williams: Absolutely. And so also because I was enlisted, and I have seen veterans come to me with their medical records that they have kept over the years. Now we’re, you know, more fancy and everything is electronic. But when we were moving from base to base, we would literally carry our packet with our medical information in there. And even looking at mine from the 1990s, some of those scribbles and what the doctors were writing was so difficult to understand. But now, as a physician, I couldn’t understand what was being written in my records. When I was a private back at Fort McClellan, and when I went in to see the doctor. So it gives me that connection not only from the medical perspectives, but also from the military perspective, looking at those old folder, knowing what the reference means when you say PT or if someone was put on a profile. What does a permanent profile mean or temporary profile? If someone was not in the military, that would not mean anything to them. So having the enlisted as well as the officer military background helped me better to communicate with the veterans in getting through some of these jargons even more quickly and efficiently, so that they will know if there’s room for Nexus or not.
Lee Kantor: And isn’t this an area where you shouldn’t be doing this alone? You can’t just go on AI, or you just can’t Google something and try to figure this out on your own. You need to have a Sherpa, an expert like yourself, to kind of at least give you some of the where, where you don’t know what you don’t know. And somebody like you knows a lot more than just a veteran that is going through something difficult but thinks, oh, I can just power through and do this myself.
Dr. Camille Williams: Absolutely. That is indeed correct. So what? When I do have the opportunity to speak with the VSO or any of the VFW or anyone who are credentialed to work with veterans, I acknowledge we’re in, um, we’re we’re in a time when AI is just being used a lot in the trajectory is just phenomenal, right? It’s it’s being used more and more, and it’s been found more and more in the clinics as well. But AI what AI does is that It can summarize information, but it cannot examine the patient. It cannot independently review original records with medical judgment or even reviewing the jargons. Like I said previously about profiles and injuries, etc. and it cannot ethically sign a legal medical opinion. So a nexus letter requires physician accountability, and licensure cannot get that from an AI. It requires clinical reasoning, oncology expertise, and professional liability. So AI is a tool. It’s not a substitute for an independent medical opinion, especially as it pertains to toxin exposure and assignment and the likes.
Lee Kantor: So now when a veteran is kind of trying to get the care or that they need, are they if they’re fighting for this, are they going to an attorney first and then to a doctor, or are they going to a doctor first, then an attorney? Like what? What is kind of the order of operations here? If you’re trying to to kind of get the care that you’re fighting for, the care that you need.
Dr. Camille Williams: Yeah. So when it because I’m sort of, you know, think about really I’m sort of the third leg, if you will. Right. So if a veteran is trying to fight for a diagnosis, regardless of what the condition may be, there are credentialed, uh, VA assistance that is available. So it really depends on where the veteran is in the process. Initially, as they’re going through the process, the VSO or the VFW, the credentialed persons should be there to guide them through it. I don’t recommend that they just seek a Nexus letter on their own without knowing where it actually fits. So if they are denied, an attorney can help with the appeals strategy. But even attorneys often need a strong medical opinion to win a case. Right. So a solid medical review early can prevent unnecessary delays as well. So my role is medical. I do not practice law. Ideally the medical evidence and legal strategies work together. So because I’m on the outskirts, I’m not aware of all of the steps that’s been going on with the claim and the filing. I highly recommend that each veteran, as they’re going through their case, have a sit down conversation, and now they know what a Nexus letter is.
Dr. Camille Williams: To ask what a Nexus letter. Help me in this process. The law portion of it. As an attorney, they have their role as well. But I don’t think I’m qualified to say at what point an attorney is required. I will defer that portion to their VSO or their credentialed VA person that they’re working with. But I’m here. They can I will take referrals. They can find information on Q4 CD, and I’ll be more than happy to let them know what I can or cannot do based on the consultation. But as far as where each falls, um, I would recommend, you know, save yourself a few dollars, talk to the VSO. If you’re not happy with the VSO, there are multiple, right? So if you want to reach to me and have a consultation, then I’m happy to go through that with you. But know that I do not file claims I am not a lawyer. I will strictly be reviewing the medical aspects of things, and then likely refer you back to your VSO for any sort of claim, filing, or anything that needs to be done from a credentialed VA specialist.
Lee Kantor: So in your opinion, the order of things is VSO and then you.
Dr. Camille Williams: Yeah, I think you have to get your stuff together first because I don’t put the stuff together. I’ve had um, I’ve had veterans, um, come to me who have not seen Vsos or try to see a VSO, but they are very booked and don’t think that they can get in in time and just have questions to wanting to know if it’s best to do a Nexus letter before, or a Nexus letter after denial. Sometimes they just try to make sure their packet is right the first time around. So I am happy to see anyone who would like to discuss if a nexus exists based on toxin exposure. But I am just a believer because even when I was leaving the military myself, when I was retiring as a lieutenant colonel, I too went through the process. I too went and speak with a VSO, but as you can imagine, my encounters were much shorter because I have a very good knowledge of the whole medical process, etc. but I did respect the process, and I did speak to someone and I was able to get through. But I’ve seen, I would say about 40% of the folks I speak with have not yet seen a VSO, but they do need someone to help them in most cases to file their claim and go through that process. So I’m happy to discuss anything medical with any veteran at any time.
Lee Kantor: Right. But in the first. So if you’re a veteran and you have a diagnosed a cancer diagnosis.
Dr. Camille Williams: Mhm.
Lee Kantor: It’s okay for you to be the first call or is it better to be have the VSO be the first call and then go to you after you’ve kind of established that relationship with the VSO.
Dr. Camille Williams: I think the VSO should be the first call. Right. Because there’s a cost to speak with me. And seeing the VSO doesn’t cost anything. And so I think talking to the VSO, if they’re able to get through one, that should be their first step. That’s what’s recommended. And for those who are retiring or have not yet retired, still on active duty as they’re in the process of leaving, they have more access to speaking to those who represent that transition. But I always think it’s just reasonable right to. Because if I say, oh, come to me first, I think, uh, it’ll be overwhelming for us, for so many folks to come to us and they may not need us. But if you do have a cancer diagnosis, make sure you establish with the VSO. Usually doesn’t cost doesn’t cost anything. And if you feel that okay, I’ve done what Doctor Williams asked me to do, I’m going to go to Q4 and I’m going to make a consultation appointment and then do both in tandem. That is also okay.
Lee Kantor: And then, uh, you mentioned the website. On the website, there’s a lot of information that might be useful prior to going to that VSO meeting. Right? Like that. Uh, your, your website has a lot of information on it.
Dr. Camille Williams: Yeah. So on the website is the number four seed. Com so it’s Quebec for Charlie Delta. Com. And the first box at the top has to do with um getting information for Nexus letter. And there’s also information there for prostate cancer and breast cancer. Those are the three things that I cover mostly in the questions for Cancer Doctor website. But when you click on the Q4 CD and you go to the first link for Nexus letters, there is information there and also a list of some of the more common diagnoses that are covered. So if that page is accessed, it will show you the cancers and tumors that are covered, the blood and lymphatic cancers, some exposure related issues. So one of the things that came to me recently had to do with Parkinson’s disease, and I had to take a pause myself, Parkinson’s okay with toxin exposure. So I went and I did my homework to say, well, okay, is there a nexus for Parkinson’s? What else is there that some of these agents, what are some of the conditions that some of these agents can cause, like the burn pits and the asbestos. So it may not be lung cancer from the asbestos, but you may have developed other issue if it’s not in the lane of cancer, an issue I can’t do or some breathing issue, then I’d recommend, hey, you probably need to see a pulmonologist, a doctor who specializes in lung conditions to write that nexus letter for you. However, if there’s a direct link having to do with, uh, exposure, and I can make that nexus then.
Dr. Camille Williams: Yes, I’ll be able to write that Nexus letter based on your exposure. So there is a link. Also, there are mental health conditions that can be secondary to cancer as well, right? Not only the expected like neuropathy from chemotherapy or brain fog from that, but there can be some PTSD triggered or worsened by cancer diagnosis or treatment, anxiety or depression. So while I do not cover anything that’s more on the psychological portion or the mental health issue, if there’s a nexus connecting it to your diagnosis of cancer and the treatments that you’ve gone through, I can assist with that area. So because I have such a niche and because there’s so many veterans that have been coming my way, I try to make sure that I do my colleagues justice, right? So I, um, I will refer out if they need to go to someone else or refer them back to their VSO, or have a conversation with the VSO. If this is something that I think I can reasonably cover before the consultation. So it’s really big on communication. And there’s a list, you’ll see, um, you’ll see a little tab there that says the list of diagnosis covers. When you go to the Nexus page for Q4 CD and you’ll be able to see, well, can I reasonably go to Doctor Williams to discuss my case? And if I can have a chance to do a connection between my service and my current diagnosis.
Lee Kantor: Now, do they have to be physically near you to get a relationship with you, or is this something that if they’re anywhere, they can reach out and you’ll be able to help them.
Dr. Camille Williams: Oh, it doesn’t matter where they are. Everything is virtual. Thank goodness for that. So if they are able if they want to schedule an appointment with me, there will be the link to go ahead and schedule the appointments with me. Doesn’t matter where you are located. For Nexus letter, it’s not as restrictive. However, if it’s more to do with, uh, a dbq a disability um benefit questionnaire, then in some states you have to have certain license. So I have a license in Georgia, North Carolina, Illinois, Maryland and Maryland also covered, um, D.C. so for those areas I can review and do the disability benefit questionnaire with, uh, the veteran, but I cannot do the dbq for everyone. Um, so yes, Nexus letter doesn’t matter where you are, it’s just doing my research and writing you a very well thought out and VA structured, um, nexus letter and reviewing it with you. Dbq there’s some limitations there.
Lee Kantor: Well, Doctor Williams, thank you so much for sharing your story. You’re doing such important work and we appreciate you.
Dr. Camille Williams: Thank you so much for having me. Greatly appreciate your time.
Lee Kantor: And then the website one more time is the letter Q, the number four seed doctor, Queen Williams, MD, Oncology Specialist. Thank you again for sharing your story.
Dr. Camille Williams: Thanks again for having me.
Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on Veterans Business Radio.
Ryne Johnson: Building a Buffalo Culture Through Servant Leadership
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Ryne Johnson is a dynamic business leader and Owner of Spirit Movers, where he has spent more than a decade driving growth, innovation, and operational excellence.
Beginning his career with the company as a Cybersecurity Analyst and Project Manager, Ryne quickly rose through the ranks to Vice President & General Manager before ultimately becoming Owner. His leadership blends strategic vision with technical depth, positioning Spirit Movers for long-term success in a competitive marketplace.
Ryne holds a Master of Science in Cybersecurity with a concentration in Cyber Intelligence from the University of South Florida Tampa, along with a bachelor’s degree in Psychology from the University of South Florida Sarasota/Manatee. His diverse academic background informs his ability to align technology, people, and performance.
A recognized leader in both business and community, Ryne was named C12’s Member of the Year in 2022 and 2024, earning the Buffalo Award for outstanding CEO-level leadership. He serves on the Board of Directors for the Bradenton Area Economic Development Corporation and was honored in 2024 on both the Business Observer’s 40 Under 40 and SRQ Magazine’s 35 Under 35 lists, celebrating his impact and influence as one of the region’s rising leaders.
LinkedIn: https://www.linkedin.com/in/ryne-johnson-mscs-878b8474/
Website: http://www.spiritmovers.com
This 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. It is my pleasure to introduce you to my guest today, Ryne Johnson, the owner of Spirit Movers and a leader known for building culture first organizations grounded in servant leadership. Ryne has spent most has spent more than a decade inside spirit movers, starting in technical and operational roles, rising to vice president and general manager and ultimately becoming the owner of the company, giving him a rare inside out view of what it takes to lead at every level with a background in cybersecurity and psychology. Ryne believes great leadership comes down to two simple principles. He lives by learning what you don’t know and sharing what you do know. His approach has earned him C-12 Buffalo Award for CEO level leadership recognition on multiple 40 under 40 lists, and a reputation for building teams that last, not just companies that grow. Ryne, welcome to the show.
Ryne Johnson: Thank you. Trisha. It’s a pleasure to be here.
Trisha Stetzel: So excited to have you. It’s been a long time coming. Okay, before we get started, I would love for you to tell us just a little bit more about you.
Ryne Johnson: Absolutely. So, Ryne Johnson, obviously, I am the owner of Spirit Movers and it has been quite a journey to get to this point in my life, and I am extraordinarily proud of not only the challenges, but also the victories that led to this moment. Something that I would like to share with people to kind of show a bit, a bit bit more about me, about my background, is that I was actually adopted from Peru in 1990s. Cholera was just ravaging the country at that time, and my biological mom understood the complexities of that virus, especially with Peru being much more of a third world country at that at that time and space and the the lack of medicine where she was giving birth to her, the rest of her children really put a strain and a fear, if you will, in the perception of how she was going to move forward with her family. So what would have been? My older brother, unfortunately succumbed to the disease. He passed away. And so when she gave birth to me, she made the decision to go ahead and and put me up for adoption. And what that did for me, looking back now, has created just this sense of overwhelming honor to be where I am, because my life would have been dramatically different if I were to have remained in Peru. And that would be even if I was able to survive through that disease at that time, because it ultimately affected the young and the the elderly generation. So it, it it just gives a little bit more perspective of the mentality that I carry every day with me and the gratuity that I have just to be alive and to exist.
Ryne Johnson: You know, I think it’s one thing personally that when you’re grateful to exist and it’s I, I believe it’s one of the most positive things you can do. And not everyone is. And and sometimes I even struggle with it, too. But it just really shapes the paradigm that you have when you move forward, especially in a position of leadership. So to continue that story, I was adopted here into the United States by an amazing family who were located in in Sarasota, Florida, which is a couple miles, about an hour or so south of Tampa. Um, and it was just an honor to come here as well. They were an amazing family. They took incredible care of me, gave me opportunities that I could and would have never imagined possible if I were to have grown up and spent my time in Peru. And the other. The other factor that I like to to talk about is that I was actually able to go back multiple times to experience the culture and get to know more history and ancestry, but because of the fact that where my mother gave birth to me was so remote, I actually never got to meet her or the rest of my family. But we did try and it was very the first trip I went back. I’m not going to lie, it was very cathartic because there was a lot of emotions, there was a lot of unknowns, and being able to go there with a group of other individuals who had actually other families who had adopted children from Peru around that same time period allowed me to experience it and process a lot more than I would if I just went back alone, or even with just my adoptive family.
Ryne Johnson: And I like to share this one story because it just always I feel like it’s something that truly shaped me. As we were heading through the Sacred Valley, uh, the entire bus, the, uh, the tour guide stopped that bus and we got out, and we actually, the fathers and sons actually got to get behind a plow that a native father and son were, were, were utilizing in the field. And we actually spent about 30 to 45 minutes each plowing that field. Walking. Breathing. Essentially living a small moment of what our life probably would have been if we were to have remained in Peru. And so again, that just like that very moment, I will remember my entire life. And things get difficult. It just it just reminds me to stop complaining. Stop complaining. You know, you’re going to face challenges, and that’s okay. And actually, to look at it and wear it as a badge of honor that I get to show up here, I get to have this opportunity. I have been chosen to have the honor of leadership, and to have that role being placed on my life has just been amazing. So while it was a little bit lengthy of a story, I do feel like it really shapes and introduces who I am. And in a lot of what goes into the mentality that I carry when leading the organization and other areas of my life.
Trisha Stetzel: Absolutely. Thank you for sharing that and being so vulnerable and, um, giving that story. It really does give a lot of insight into, um, where your leadership comes from. I want to talk just a minute about something that you said that I think will resonate with people is you get to it’s not you have to or you need to or you want to, but you get to. Have you always had that mindset of, I get to do things. And where do you think that came from?
Ryne Johnson: Yeah. Great question. Being complete this year, 2026. One of my words is transparency, both inward to myself and outward. I would say I didn’t always used to have that. And I think one of the beautiful things that came from a lot of these experiences when I was younger, before I went back to the country and really understood to that degree of what it was like to have, you know, it’s hard to envision what what would have been, especially in a situation like this. So before I didn’t necessarily have that same mentality and that same pair. But coming back from there, it really helped shape that and really continue to keep that at the forefront of my mind. And again, it’s something you have to be intentional about. Intentional is one of my favorite words as well, because if you’re not intentional about how you approach situations, your leadership and the events in your life, you’re going to just react. You’re not going to be able to take the moment to respond to them. And I think that is so important that we as human beings, we do have that ability no matter where we are, no matter what position we hold, we have the ability to choose how to respond. But we have to do that with intentionality. So to lead back to your your original question is, is no, I didn’t, but I could not be more thankful that I had the experiences I did to allow me to see in that light.
Trisha Stetzel: Absolutely. And I think it’s the people we surround ourselves with to that help us carry that through. And by the way, my word is intentional this year. So thanks for bringing that up. That’s my one word this year. Let’s talk about leadership. So, um, you’ve been in and now own Spirit movers and you’ve held many positions. So you’ve been in nearly every stage or every seat in this business. How did that experience from the inside out shape the way you lead today?
Ryne Johnson: Great question. The experiences that I had allowed me to see a full picture, not just come in from the outside and assume a certain position without fully understanding and or walking in the shoes of the team members that I would eventually be able to lead. I think that insight really allowed me to be able to go out of my way to connect at a deeper level with those individuals and not just assume anything, because I think assuming is one of the most dangerous things we can do, especially as leaders, because it can take you down a wrong path extraordinarily fast. So being able to have those different roles, being able to take the insights and wisdom that I were able to gain from those, and then to be able to come back and pour into this organization the way I do. I think that really was it was really key to be able to be not only. Again, intentional about my leadership, but at the same time respected on the other side that this isn’t somebody who’s just coming in out of nowhere and are going to change up a bunch of systems and a bunch of, you know, policies and procedures and what do they know? It was something that allowed me to really bridge that gap, if you will.
Trisha Stetzel: How has the culture changed over time in this business.
Ryne Johnson: I relentlessly build the culture at Spirit Movers and I believe that culture is key. Culture beats everything and anything, any day of the week. If you don’t have a strong culture, you really don’t have the foundation to create a lasting organization. I feel like culture is something that needs to be taught, not caught. And if you’re not intentional about it, it will just be caught and it’s on accident and it can completely lead the organization in the wrong direction. What I call and label our culture is Buffalo culture, and I’m not sure if you’re familiar, but the idea comes from the two main herd animals. You find out in the Midwest. You have cattle and you have buffalo or bison. And the way these two animals react to storms that are approaching is extraordinarily different, and their instincts actually are very insightful to how we as human beings tend to act as well when these storms of life approach. So what happens? Cattle. They instinctively scatter every one of them for themselves, and they run as the storm approaches, thinking they’re going to get away from the storm. But as they’re running, the storm inevitably catches up to them, and it remains over their head for a much longer period of time, exposing them to starvation, injury leading to death and separation from the herd at the worst cases.
Ryne Johnson: Whereas buffalo, on the other hand, they heard up, they run head first into that storm, they get through it so much quicker, and they get to enjoy the fruit of what’s on the other side of that. And that right there is the mentality of Buffalo culture and what I instill at Spirit Movers in the sense that this is an organization, this is a team, and we will not let each other run from the storms of life and from the the business challenges that we face. We are going to herd up together and charge head first into that storm, and it solves and allows us to be this, this collaborative group of individuals that understand that we have each other’s backs, that at the end of the day, there is nothing we can’t get through and get and overcome. And I think the most important part about it is, is, is the herd mentality in the sense that not just things in business. Is this how this is? This is applied to, but personal to someone struggling and going through something and having a bad day? I tell people, just put your arm around that, that, that brother or sister and let’s walk through that challenge with them knowing that the next person on your team has your back beyond just the profession that we’re in is very, very, very relieving for so many people.
Ryne Johnson: And it also shows and speaks into what we had touched on earlier about servant leadership. And I think that that is so key to creating a healthy culture. When you can when you can train, you can teach your people that service and serving others isn’t demeaning. There is so much power in being able to selflessly serve. And, and and I say selflessly serve because there’s people who serve others hoping to get something out of it. That’s not selfless. Selflessly serving is serving somebody without the intent to get anything back and to do so just because and I because you want to help them get better. You want to see them left in a better way than when you approach them in the first place. And in doing so, it makes a world of difference. And so I couldn’t, I couldn’t I could talk about culture all day long, and I, and I could not emphasize anymore how important it is. And it’s just a part of our of who we are, and it will always be.
Trisha Stetzel: I love that, by the way, I’ve heard your Buffalo story once before and I still got goosebumps. Thank you for sharing it. I love that. It’s fantastic. Um, just quick break in. Let’s tell people who are interested in connecting with you how to find you. What’s the best way to find Ryne?
Ryne Johnson: Yeah, so best way to connect with me directly would be through my email. And that’s going to be my first name r y n@spirit.com, and that’s spirit s p I r I t and then movers plural m o v e r s. Com also, LinkedIn is a great way to connect as well, and I believe that link will be in the profile of this video. So you can connect with me there as well.
Trisha Stetzel: Yeah. Well absolutely. You guys know I will put the links to Ryne’s contact information in the show notes. So if you’re sitting in front of your computer please point and click. If you’re in the car, do not do that. Uh, when you get home you can and it’s r y n e Johnson j o h n s o n if you’re looking for him online. All right. Tell me about spirit movers.
Ryne Johnson: So spirit movers in the original days of its founding was a local relocation company, Household Goods. So we started at just a very small radius of just within our city of Sarasota. And as we grew, we were able to now take individuals throughout the state of Florida and even the country. And as the as the company continued to progress, we now also are able to do international relocations and do do so regularly. One of the team members that has joined is could remember more than I’ll ever forget in regards to the the tariff, the, the, the customs understanding documents and procedures. And he also has lived all over the all over the world. So he speaks many languages. So it’s great to see him connect with our, our, our potential customers and customers in their own language and, and be able to really just bridge that, that that relationship and strengthen that deeper level. And that has been our bread and butter in our history. And as we move forward, last year, we were working on something that I had a vision for, I would say about 3 to 4 years ago when I finished my schooling, and what it is, is to branch into and pivot into a more commercial, B2B focused division. The new division is called Strategic Commercial Commercial Solutions Rs for short, and this division targets in particular the high end design industries for both private clients and commercial spaces, as well as the medical and hospitality industries.
Ryne Johnson: The reason we chose those in particular is they are less likely to be affected by the economy. Medically, all the hospitals, doctors offices. Let me take an example for Covid. You know, they they everything shut down and they continued to to to steam full blast ahead. And the hospitality industry, believe it or not, with hotels they most of the hotels, especially the larger brand named hotels like Marriott for Marriott, for example. They actually allow and a lot a remodel budget. And when the economy turns down a bit, they act on that because they don’t the amount and the typical occupancy that they have. So when the economy is good, they’re building more hotels for the tourism. And when the economy turns down, the current hotels go into a remodel phase. And then the high end design industry targets that high end, affluent clientele. And again, they pull back to some degree. But if they still looking to have something done, they’re still going to move forward and take in a lot of cases, what they view as an opportunity in those economic moments of uncertainty and really the services and solutions rather that we provide in this industry or this excuse me, in this division, are logistics, warehousing, high end and very detailed installations and then also fulfillment services.
Ryne Johnson: So we will go out and receive brand new product for any of these industries when they’re building a new facility. And we we have a sophisticated electronic and online inventory portal where all of our clients are able to actually see in real time what products we have received into our facility, where they’re located, images of them, any data points they need. And then they can pick and choose what products need to go out and be installed and what facility and at what level. And then we have our teams go ahead and are able to locate them because of the sophistication of the software very efficiently, and then have the very well trained, much more highly trained individuals than on the moving side or the relocation side. Go out there and perform the installations. Truly a one stop, bespoke level, almost concierge type of solution provider for these industries. To take all of that off their plates and handle the complex logistics, which most of them, let’s face it, wouldn’t really want to deal with in the first place. So it’s it’s been an opportunity, especially here in Florida, that’s growing regularly, robustly. And and we’re very excited to to have the official launch of that division this year, 2026. And so we’re looking forward to a strong first year. And and just sky’s the limit from here. So we’re excited.
Trisha Stetzel: Amazing. Congratulations. That’s fantastic. And I can’t wait to see this new division flourish in 2026. You may have to come back and tell me how things are going. I it would be so much fun. Okay. I want to come around to something that I said in your intro, and I actually picked it up from our last conversation. It really sat with me and I wanted to bring it up here, and I want you to talk about it. So you’ve said that leadership is about learning what you don’t know and sharing what you do you know? How has that changed? How has that mindset changed the way you build teams and develop leaders?
Ryne Johnson: Absolutely. The thing about being curious about what you don’t know, and generous with what you do, is approach to knowledge, wisdom that most leaders tend to overlook that at least in my opinion. There’s a lot of cases where, for whatever reason it may be, people tend to hold that tight, that knowledge, that understanding, and don’t tend to or want to share it. And I think that when you’re able to look at building a team of individuals who share that same characteristic, you create a team that is going to collaborate together, that they’re going to grow together, most importantly. And then on top of that, understand what interdependence and how powerful that is Naturally, when we’re born, we’re dependent. We get to get to a certain point where we become independent and the culture tells us independent is, is where we all need to be. And while we all have to be independent, it is not the most supreme form of maturity, in my opinion, when you can recognize that sure, all of us have different talents and we can get very far with them on our own, but we can get so much farther and build so much more and achieve greatness when you bring great minds together. That is when you truly unlock something that is extraordinary, in my opinion. And so with that being said, everybody who I interview or think about bringing on to my team, I ask that question to myself when I’m finished. Is this person generous with what they know and are they curious about what they don’t know? Curiosity. It’s something you can’t. You either have or you don’t. It’s not something that you can really you can’t really train that. You can’t bring that out of somebody. They either have it or they don’t because curiosity is genuine. And I think that that, that those characteristics truly, truly set us apart in the sense of how we go about bringing on team members to the to the organization.
Speaker 4: Mhm. Mhm. Mhm.
Trisha Stetzel: I’m having so much fun and our time is going to run out quickly. Um I have one last question for you that, um, I’d love for you to leave the audience with, um, just kind of your thoughts on if a leader who’s listening today wants to get better just by 1%. Just 1%. What’s one thing they should start learning and one thing they should start sharing this week?
Ryne Johnson: Love it. I would say the one thing that someone should start learning if they want to get better 1% is how to build effective systems in their life. I think a lot of us confuse goals with something that could once achieved, change everything for somebody. And while goals are great and we need to have goals, if you don’t have the right systems in place, you’re never going to achieve those goals. And that’s one of the reasons why, when we start out New Years and everybody has wonderful goals, that they falter rather quickly. And when I say systems, I’m talking about the understanding and the appreciation of the process. If we can’t learn to love the process of growth because let’s face it, growth and comfort, they do not coexist. They can never. So it’s going to be uncomfortable. And if you can’t learn to love that, you’re never going to move forward. So I would say learn how to build a sustainable system of growth and that can be different for everybody. Also, don’t overcomplicate it, right? There’s a difference between easy and simple to get it confused all the time. Easy is without effort. Simple without complication. Achieving growth in any area of your life doesn’t have to be complicated, but it has to be consistent. The other thing that I would say to continue to answer that question is, is growth always also isn’t always adding more. Sometimes it’s it’s it’s removing something. And so as leaders and individuals who want to pursue that path, sometimes it takes a moment to to clean out the garage, if you will. Our minds are kind of like garage. All of our thoughts are our possessions, right? We own them. When was the last time you cleaned out your garage in your mind and got rid of the things that no longer serve you. To be able to replace them with things that do and or maybe just keep them keep keep a little bit less in there so that you can focus on doing the things that you have intended to do. Well.
Speaker 4: I love that.
Trisha Stetzel: I’ve had so much fun today. I really appreciate you being on. I feel like, uh, we have so much more to talk about, so I’d love to invite you to come back on this show, maybe later this year, to tell us how things are going with your new division and give us some more nuggets. Ryne, you’ve said so many amazing little nuggets today. I can’t wait to put some shorts out with the knowledge that you’re sharing with us today. I really appreciate your time as well.
Ryne Johnson: And Trisha, it has been a it’s been a pleasure talking with you and I would love to come back on. So if that offer stands. Count me in.
Trisha Stetzel: Fantastic. All right, Ryne, one more time. How can people connect with you and also find out more information about Spirit movers?
Ryne Johnson: Yes. So best personal email to connect with is my first name Renee at Spirit Movers. Com and as well the website to our company is WWE Spirit Movers. Movers plural. Go ahead and check us out. We also have a really great and funny, if I might not add, Instagram feed. Getting into social media and like that. Our team is always laughing and is is is enjoying what they do even though it’s not easy. It’s not easy work, but you should check it out as well I think.
Speaker 4: Okay.
Trisha Stetzel: Fun. So the handle there, spirit movers, we can find you.
Ryne Johnson: So yes. Spirit movers. It’s I’m going to I think it’s I’m almost positive it’s underscore srq. So spirit movers underscore srq.
Trisha Stetzel: Okay. Fantastic. And again I’ll grab that, I’ll find it and I’ll grab it and put it in the show notes. So if folks are sitting at their computer, they can point and click. Ryne, again, thank you so much for your time. I appreciate it and can’t wait to have you back.
Ryne Johnson: Sounds great. Thank you again for having me. Have a wonderful day.
Trisha Stetzel: Thank you. All right guys, that’s all the time we have for today. If you found value in this conversation that Ryne and I had today, please share it with a fellow entrepreneur, a veteran or Houston business leader ready to grow. Be sure to follow, rate, and review the show. Of course, it helps us reach more bold business minds just like yours and your business. Your leadership and your legacy are built one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.
Andre Ankri: Turning ADHD, AI, and Radical Candor into Leadership Superpowers
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Andre Ankri is a visionary entrepreneur and technology strategist with more than a decade of experience spanning construction, security technology, and business development. As Founder and CEO of UTS Group, he leads the integration of advanced technologies and automation to create intelligent, secure, and scalable environments across Canada.
In addition to UTS Group, Andre heads Metador, a consultancy focused on helping organizations adopt AI and automation to modernize operations and simplify complexity. He also founded Beyzim, a B2B marketing firm dedicated to driving growth through clarity, precision, and meaningful strategic connections. Across all ventures, his work centers on bridging traditional industries with forward-thinking innovation.
With a background in architecture and military service, Andre combines design thinking with discipline and resilience. Open about living with ADHD, he embraces it as a strength that fuels creativity, rapid problem-solving, and systems-level thinking. His mission is to help businesses harness technology, empower diverse thinkers, and unlock sustainable growth in an ever-evolving world.
LinkedIn:https://www.linkedin.com/in/andre-ankri-7a4090311/
Website: http://www.utsgroup.ca
This transcript is machine transcribed by Sonix
TRANSCRIPT
Intro: Broadcasting live from the Business RadioX studios in Houston, Texas. It’s time for Houston Business Radio. Now, here’s your host.
Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio. Today’s guest is Andre Ankri , a veteran entrepreneur and AI automation consultant who helps leaders work smarter without burning out. Originally from Israel and now based in Canada, Andre brings a military mindset to modern business through his work Leading Matador, where he helps companies use AI and automation to reduce friction, reclaim time, and build stronger teams. Andre is also a passionate advocate for extreme honesty, being radically candid about strengths, limits, and systems, and for neurodiversity, openly sharing how ADHD, dyslexia and Ocpd have become leadership superpowers rather than obstacles. His perspective blends human intuition, technology and mission driven leadership focused on clarity, trust and sustainable performance. Andre, welcome to the show.
Andre Ankri : Thank you very much. It’s a pleasure to be to be a guest. And thank you for the invite.
Trisha Stetzel: Yeah, I’m excited to have you on with me today. So, Andre, will you tell us just a little bit more about you?
Andre Ankri : Yeah. Uh, so my name is Andre. I grew up in Israel. I moved to Canada around almost 15 years ago. Uh, kind of as the background of growing up. Uh, I’m the oldest from four boys. Uh, I trained for over 15 years in karate. That is kind of embedded in me, I guess, for disciplined. Uh, I serviced, uh, IDF. Israeli army as a technical, uh, fighter, engineer, uh, dealing with kind of explosive. That was a very interesting job. Uh, as I mentioned, I immigrated to Canada almost a bit less than 15 years ago. Uh, I built my first company, uh, in Canada, uh, called UTS Group. That is a security integration and design company that we service, uh, pretty much Canada and the US, uh, in the commercial area, working also a lot with municipalities, uh, the police army kind of helping them. How to automate security. Uh, through my journey, I also own another glazing, uh, commercial glazing company. So we do a glass and aluminum work again in the commercial area. Uh, and kind of my, let’s call it, uh, the thing is more for the for the soul than a business is matador. A matador is a business consultation that we focus on AI automations, uh, helping businesses to bring them up to, usually until a few days ago, set to 2025, but to 2026, uh, technology and to kind of understand how to manage businesses smarter, uh, from a place of how to work smarter, not harder, uh, and how to communicate better and create a better communication through systems.
Andre Ankri : Uh, and a lot of them is, is kind of more based on my experience. Uh, I’m, I’m very proud to have ADHD, Ocpd and I’m a, again, a level five dyslexic. Uh, but I’m showing people how these these things are not in obstacles. I call them superpowers. And today, especially with AI, it’s kind of bridging the gap, and I really like to share it with people and educate around it and show them that. It’s like I said, it’s not an obstacle. Like there is things that coming with have ADHD. For a mind that is able to run faster and pay attention for more details, uh, that it’s it’s an amazing tool that I call it a gift from God. Uh, that when I grew up and understand and become more honest with myself, uh, I understand it’s actually how it helped me in a lot of areas, even when as a kid training karate and competing as well in, in the Army, uh, that all of that is the thing that kind of creating our personality and creating us to be unique. So it’s it’s not a it’s not a disease. It’s not a, an issue. It’s not a disability. Uh, it’s a gift.
Trisha Stetzel: Yeah, I love that. And one of the reasons why I wanted you to come and join me on the show, because there’s so much for us to unpack today. I’d love to start with because you’re demonstrating it as you were introducing yourself and talking about the things that you’ve done over your lifetime and the things that you’ve been dealing with and the superpowers that you have that you have. And that’s extreme honesty. So you talk about extreme honesty as a turning point for you. What does that actually look like in day to day leadership, and why is it so uncomfortable for most founders?
Andre Ankri : So there are a few things related to that one. First of all, it’s something there is different type of owners. So we have a people that built a company so they have a job. The people that own a company and they’re operating the company, so I don’t call them business owners. They’re business operators because the business is not able to work without them. And then there is the higher level that is coming with your level of leadership that you actually become a business, a business owner, because you own a business, you don’t work in the business. The business is not needing you. And also part of honesty, everybody starts a business so they have a job. When I start my first business, I have a young kid. I moved to Canada. I just got married. Uh, it was not about building something. That was. I didn’t find my why back then. My why was I need an income? I need to put food on the table, uh, and with with growth and kind of understanding, you understand to which level of a business owner you are and also understanding where you are. Good. For me personally, it came that the company grew quite a lot. And then I understand that in order to take it to the next step. I have to go to a very big, two very big obstacles. One, it’s my emotional connection to the company.
Andre Ankri : Uh, I was saying for many, many years when people were talking about my business, I said, this is my baby. And it was a very foolish thing for me to say. I have two babies. I have my son and I have my daughter. They are my only babies. Uh, and a lot of people are connecting to their business emotions, and it’s making them hard to make decisions because emotional connections are not being actual honest of what needs to be done. Uh, on my company for UTS, the second company growth, I had to come to a place of honesty to know if I want to take the company to the next step, and I really want to sustain the company. There is one person that was a very important part in the company, but now is a liability, and that person is me. I need to get out. I’m interfering. Uh, and it’s coming for a place to understand what type of a business person I am. I’m not an operator. I’m not a person that fit to operate a company because I like excitement. I play to my ADHD. I like stuff moving. So I’m a I’m a leader. That is good. When there is a crisis, a good or a bad one, a crisis of growth. Crisis of almost again company losing money. A I’m a good leader when we want to launch something new and to run different ideas and to get stuff.
Andre Ankri : But I’m not the right leader to run a business to sustain. And in the words of Jim Rohn, he’s saying there’s two different types of businesses. There’s an exciting business, and there’s a boring business. Exciting business is losing money, a boring business is making money. And it’s not boring because what you do is boring is about sustainability of the system, the way it’s growing. I’m not able to manage a boring business because I will create an excitement and then I’ll create something. And it’s also not fair for my team because I’m not giving them structure. I’m not giving them stability because I will see something and say, you know, guys, all right, we’re going to start opening another branch in Alaska because I saw something, I came with an idea and now I want to go with that because I need excitement as a person that have ADHD. And over the years, it’s kind of a met to kind of understand what is honesty. Honesty is understanding that if someone did a mistake and I’m very strict in my businesses, I believe in the two two mistake rule. The first mistake. Sorry. True true true mistake rule. So the first one is if someone did a mistake, it’s an amazing thing because you will learn from mistakes.
Andre Ankri : Everybody’s parents told us not to touch the fire. We all touched it. And then we learn it’s we’re going to get burned the second time. Someone will do a mistake. You I will. Your question is like, hey, you spoke about it. We. We discuss it. It happened again the third time. We’re not a good fit. And if by implementing kind of that type of rules of kind of fitting with people how to work. It’s also understand that doesn’t matter who did the mistake in the company. I push people to do mistakes. I’m very proud of my mistakes. They are my biggest achievements in life. Every every mistakes. Every person that, uh, did harm to me stole from me. And I had a lot of stories over the years from employees stealing, uh, almost crushing the companies. And every person I see today, I’ll be hugging them and say thank you because they pushed me to do better. Uh, this is kind of how we learned, but any person that did a mistake, if someone did something wrong to me, all the employee that stole my client list or my business plan, I didn’t keep my business plan safe enough. I didn’t keep my cards where I needed to. It’s. There is only one person’s fault. It’s my fault. If an employee did a mistake, I didn’t provide enough training. Or if he did.
Andre Ankri : Many times I didn’t stop it in a way to maybe that person had to be replaced. So as my team, I always telling them doesn’t matter what mistakes you did, let’s learn from it. The end of the day, it’s all my mistakes again. It’s all coming back to me. It’s my fault to deal with that. And it’s that to be honest. And the honesty in that part is a part of a maturity as a leader to understand that one. It’s okay to do mistakes. We don’t need to cut people’s head. And I was never like that all the time. I learned over the years, uh, when I look back, I think I was very aggressive and maybe even abusive, uh, manager person to work for. Uh, and I lost good people around the way, but I had to get mature and understand better from it. Uh, but there is understanding that stuff. Mistake will happen. You cannot make a system that is bulletproof is setting up. When we setting up process is how to measure it. What is what is the success? What is a failure? What is the value of the failure of that stuff? How we going to make sure that it’s going to happen? And even if I take everything in consideration that something will never happen again, as someone steal my business plan or a client list I can never expect for 100%.
Andre Ankri : Sustainability is always for me. At 70%, I create system that can give me a steady 70%, maybe a little bit more, but I’m always expecting that there will be a failure one we’re going to learn from it. Business change need is changing, so you need to be aware of stuff is happening and not to be surprised if something is making a mistake. Like even if I do security for our office and everything will, someone will stop someone from breaking in. It depends. If it’s worth it, they will. There is always a way. So if I come in the morning and I see that the window is broken, maybe there was a good reason. And this is why we pay insurance. So why? Why to kill the day and getting upset or giving shit to someone about it. It’s a it’s not worth it. I’m not saying that sometimes, you know, we give this shit, but it’s it’s to be aware and understand everything. And just to be honest and part of myself, be honest with myself. I’m not very open for people that aren’t honest. So the team around me has to be extremely honest and honest, saying like people that I like. If someone come to me and say, Andre, the idea you came in the meeting, it’s stupid. I would like for me it’s like the best thing.
Andre Ankri : It’s like, okay, tell me why, prove me wrong, please prove me wrong. People that will say the opposite, they say, Andre, your idea was so great. I’m like, okay, you’re not for me. I want the guy that said that I’m stupid and tell me and how I can actually learn from him. And this is kind of more understanding. And it’s honesty also related to curiosity. If you want to be curious, you have to be honest of what you don’t know. If I’m a meeting with my accountant and he’s using a word I don’t know, I need to stop and say, hey, what is that word? It doesn’t make me last. I’m just honest. I don’t know it. And I’m curious to know more. So that is pretty much in a recap kind of my approach that has changed me as honesty and just to be honest with myself. It’s also a very it’s feel very lighter to be honest. Some people find it to be. I have a sign that actually I got from my wife that that’s saying I don’t sugarcoat. My name is not Willy Wonka. Uh, and it’s just because I just say the truth in the face for people. And some people are not ready for it because they’re not honest with themselves, but we cannot control them. So it’s it’s a mindset in the end of the day.
Trisha Stetzel: But I love that, um, everything that you talked about here really surrounds personal responsibility and mindset, going from being an operator to an owner. It’s a mindset shift. You have to think about your business differently. You can’t call it your baby when it’s your business, and that’s a mindset shift. And taking the personal responsibility when things are happening around you, that it’s something that you can control and it’s something that you can do something about, and having the right people on your team, doing the right things in the right way. Uh, all of that is so important. Thank you for sharing all of that. And I love the idea of extreme honesty. And I like Willy Wonka too, but I do like Sugar Coated every once in a while. I’m just kidding. Yeah, I’m just kidding. Um, I would love to talk about how, um, your superpower, um, and the misunderstanding around neurodiversity, because a lot of people wouldn’t say that ADHD, dyslexia, and Ocpd are a superpower. So let’s talk more about the way that has shaped the way you think. Prioritize and build systems that you’ve been talking about.
Andre Ankri : So ADHD the the way that my wife again, so my son, my two kids have ADHD as well. And when my son, my oldest son was actually diagnosed, my wife told me about it and she was like, he got diagnosed with ADHD and she is a person that does not have it and she’s a social worker. It came from a place kind of more giving me a, a message about something happened and my response to it is like, great, I’m so happy for him. And she’s like, yeah, but I told him it will be hard, but I’m super happy for him. And the same thing happened after that with my younger daughter. And the reason that ADHD over the years, again, as a kid, I never was medicated. Uh, and now as an adult, I do see it very important for me to get medicated because again, the body change and we need more. I’m not as active as I was when I was younger, so I need something to calm me down and understanding that, yes, ADHD. There is a lot of great things I can. When we discuss, I can speak with someone, for example in a meeting and he will give me an idea. By the time he finished the idea, I already have a business plan running in my head because it’s like I have a few different computers running at the same time, and only on stuff that’s interesting. If it’s something that isn’t me, my head is just going to something else and I’m disconnecting. It’s it’s a it’s kind of a gift and a problem sometimes in the same time.
Andre Ankri : And you need to know how to balance it. But I kind of took it to a place. I’m a very curious person, as I mentioned earlier. And I give you example. So for example, my office, uh, all my team is sitting in a different office. My office is literally a separate unit in the building that is only myself. As you see behind me, I have a lot more windows. All my windows are always shut, so I cannot see anyone moving around because I’m on a main floor usually. Now the light is on, but usually the light is off so I don’t see anything. I have a front of me five screens. Every screen has a job. This is more my Ocpd, so there is one as the main one for browser, one for my AI, one for my chats. Everything has to be organized by having everything very extremely organized. And my again, my my office is like a China store. Everything is in its place, very organized. It’s coming a lot of boxes in my head. So let’s say the box about organizations. The second everything is super organized, I don’t have to think about it. Nothing is like, oh yeah, I have to put that. No, no, no. Every place, everything has a place for it to come. I have a charger for every device related in my on my table. Everything is in reach of a hand. I don’t have to get up because if I get up, most likely something will take my attention and I’ll do something else.
Andre Ankri : So I’m, I’m I’m sitting in a very specific way. My back is to the window. So even if there will be something happen, not there. I’m using headphones with noise cancellation. So even if someone will speak from the second floor or the next, it’s I’m focused on what I need to do. So it’s helping myself to eliminate a lot of other stuff. What it’s creating me more space of capability in my head to do a in my head, to do a other stuff, to utilize the space of the running power. And the biggest thing that I that I found. So, for example, when I come to a client to sit in his office, every person office has showing about his personality. So I’m coming to do kind of a sale. If I come to someone’s office and I see in his office a I’ll see in his office that his office is there is no anything private in the office. Everything in the office is very generic. There is no picture of kids. There’s no picture of going golfing or cars or anything. It’s pretty much telling me, all right, this person, always new for the job or is not that invested for sure is not the owner without even saying to me because he doesn’t, there is no ownership to the place is is going and or is the place doesn’t feel comfortable. And it started only from that. And from that I start taking it to kind of much, much wider of understanding people.
Andre Ankri : And I found that the ADHD allowed me to, as I speak with someone to kind of analyze all of that information. It’s kind of more become as a game because when people are coming and meeting. There is a lot of stuff of common things that happened. I, let’s say, as a technician, is coming to provide an estimate for in your house to to kind of a, let’s say, fix the dishwasher. And by going over there, you okay? I’m you expect someone to come with a commercial van. Maybe a pickup. He will work a cargo pants or jeans. Uh, he will have a binder or tablet to write information. And you have a toolbox. This is what your head is expecting someone to come and to do what you do. If that person comes in with a suit, how are you going to feel? Something does not match here. I took that approach and I embedded in our business. So I’m the person that actually coming in the suit for again to the commercial sites. And I found that I was able instead of me fitting to a template to a boxing people what they expect will happen from that meeting. Uh, people were actually I was able to open my own box and to utilizing data that can run the information much, much faster and to create a different experience through that. And that is kind of as an example on sales. And we did it in different areas of the businesses that I do of analyzing, of able to go more deep research, understand who is my clientele, what they want.
Andre Ankri : And today with Matador, a lot of companies, what they want from a consultation say, Andre, we have an idea for a product. We want to do a product that will do that and that. And then we’re doing a session on say, okay, who is your client? How are you going to reach out to him? Why are they going to go? And the ADHD is able for me to go very, very broad, very, very wide of understanding people better. Of course, it’s not only ADHD. I love reading, I like I said, I curious. I read a lot of books of understanding everything, but it’s able to work for me that I’ll have a much bigger library to work with everything and that I’m utilizing kind of all the tools and eliminating the stuff is bugging me to higher production. And this is kind of the, the, the benefit that’s coming from that, coming from that. Uh, and it’s this is what I’m saying. It’s a gift. I, I enjoy it. Uh, enjoy it a lot. And I when people kind of even when I remember as an adult I was supposed to kind of I got rediagnosed again and they asked me about medication. I, I was very afraid that something would take it for me, because I’m afraid that it will create my way of thinking to be narrower, that I’m not able to kind of see stuff in a more wide way.
Andre Ankri : And now, specifically with implementation of AI, what I call the the technology revolutions we are going through right now, that we’re very lucky to be part of it. You can take it to the next level Because now I have more tools to kind of helping me even to again, do a few things at the same time and review a few things in, in the same time and communicate with more people and and to share and automated more ideas. Like I have a tool of AI saying to me, pretty much, I can do whatever you want if you know how to use me properly. And for me, it’s a huge sandbox. It’s it’s amazing. And we’re creating crazy things that allow us to also to grow as a company. And everything is coming from understanding for the ADHD. And the other thing about ADHD, it came back to the honesty. A person with ADHD cannot be an operator. This is how I understand of who, what type of a leader I am, what type of a manager of who I’m able to work with. And that again is the best gift I got from God. And this is why I call it a superpower. Because any any gift we get, if a person know how to paint or you know how to play the piano or anything if you’re actually seeing it as a gift and he’s focusing around it, it will become a superpower eventually. So it’s kind of our choose if you want to activate our superpower or not.
Trisha Stetzel: Yeah, absolutely. Again, back to that personal responsibility and taking responsibility for yourself and the superpowers that you have and the way you think about them, the way you think about the things that you have right there in your hand, right, or in your body or in your mind. I love that you started to integrate, um, the discussion around AI as well as neurodiversity or neurodiversity. And I see how that you’re using them together. But I also think, uh, and you’ve talked a lot about this as well, that human judgment, intuition and trust are so important. So for those who are listening, how do we balance Andre between technology and that actual human interaction, that judgment, that intuition and trust that we have, how do we balance those two things?
Andre Ankri : I think, first of all, about a human interaction. So as a like a lot of people kind of share with them and I tell them I’m a very shy person and like, you’re not shy at all. I told him I’m not shy because I choose not to be shy. Shy, but as as a person. I was again a very introvert in a in a way. But the second that I understand why I was introvert, because I was thinking about stuff that, for example, my head again, ADHD is also related to a lot of negative thinking, and the ADHD actually made me to be think that I’m an introvert because if I don’t think positive, be positive, I did. You take me okay, you’re not good enough. Or if you, as a person who kind of was was fighting with my my weight is like, okay, you’re overweight so that people is over there that you hear them whispering, they’re talking about you. And by being honest with myself saying, this is who I am, I do the stuff that is making me feel good. So for me, for example, as a kid when I was, uh, kind of someone will ask me kind of what I want to be when I’ll be older. I’ll tell them a profession. But for me, what was actually I want to wear suits.
Andre Ankri : I don’t know what I want to do yet as a kid, but I really love to see how people wearing suits. I find it to be very, very nice. So my goal was, doesn’t matter what I’m going to do, I want to wear a suit. But I found a suit was much more than that. It was what I call my armor, because then it gave me my kind of confidence. Because now I start my morning and I started with, with a success of doing something that I want positive. I’m wearing something that I like that make me feel good. So my interaction with other people of understanding this is who I am. I’m doing what is good for me and I’m fulfilled with myself. I’m okay with understanding why am I don’t think that I’m less than other people? And this is why I don’t, uh, you know, I as a person, I get if you go on my email and everything, I don’t have a title. You’ll never see it saying CEO or even on my email, but the only thing I wear is kind of as brass on my shoulder is my ADHD and dyslexia and stuff like that. That is kind of the the opposite, uh, from it, because I’m very proud of who I am.
Andre Ankri : Like, it’s, uh, it’s not something I say, okay, it’s an issue. Okay. I cannot do it because that and that. No, it’s it’s it’s who I am. And the second I’m okay with who I am, it’s okay. I don’t really care about what other people is, is saying about me because I know, of course, I care about other people opinions or feelings, but I don’t allow them to affect about myself. The AI part is helping us. Where we’re struggling is where we can take areas that we have issues with, and to create them to be, to be better is, for example, it’s from a place of a organization. If in a place for remind me about you need to do something or to organize my stuff so I won’t forget about it. Ai is a tool I always combine when people saying, we read a lot of stuff about AI, about how dangerous and will take people jobs and stuff like that. And I’ll say AI won’t take people jobs. Someone that know how to use AI will take people’s jobs. Uh. But AI is a tool. It’s the same thing as if the. If a drill, a new drill will come up that has new features, bigger battery and everything. Every company will want to use it. Ai is a drill.
Andre Ankri : We just need to learn how to use it. And we need to be curious enough and willing to put the work to see how it can help me. And today I actually read an article this week. Over 95% of the people using AI don’t know how to use it. They think they know how to use it, but they don’t know how to use it. And because nobody is actually putting the effort to train it, to understand it, to be curious of how it’s supposed to be, there are more. Want to say, hey, yeah, of course I’m using AI to answer my emails. It’s not what AI was designed for. If you wanted to answer your emails, you don’t have to use it. You will answer your emails for you. But it’s not what was was designed that they didn’t understand the tools they have. They pretty much using the drill as a way to hold papers. And that is kind of more as as curiosity and understanding of saying, first of all, like I said, happy with my happy with myself, who I am and the way I present to other people and AI how it can help me for The force is a tool how I can use it. So it’ll be easier for me to communicate when I’m talking with people.
Andre Ankri : Uh, so let’s say if I’m in a meeting, if I will start writing notes during a meeting with you, it will be hard for me to focus as a person that have ADHD. So AI has a note taker and we’ll activate it during our meeting. And now I can be focused on you. So it’s bridging the gap. If I write you a text freely myself, you won’t understand it. There’ll be like 50,000 spelling mistakes. So I’ll speak to my phone. He will fix my grammar. And then he’ll send it to you. And you’ll bridge me the gap. Because before that, I was shy to send people texts because they say, hey, it’s a mature person. He’s writing with the spelling mistakes. So this is the areas we can use that tools to help us as a tool, not a solution, not a replacement. But first of all, it’s about us being fulfilled with ourselves. And I’m okay with who I am, regardless if I have ADHD or not and not allowed people around us to say affect us and just be happy with ourselves. And for me, it’s starting from a small thing I wear in the morning. What? The stuff is making me happy. So I start my morning with the success and this is how my approach going forward.
Trisha Stetzel: I love this, uh, coming all the way full circle to extreme honesty. Not just with others, but with ourselves and what we bring to the table and the superpowers that we have. Um, okay. As we wrap up, remind us a little bit about UTS Group. Tell us what you’re doing in that particular business, and then I’d love for you to give us your contact information, because I know people really want to connect with you on what we talked about today.
Andre Ankri : Yeah. So UTS Group is our security integration. It’s a it’s a business security a related to automation business. And kind of the mentoring consultation I do. It’s under Matador and people can reach out to me on my LinkedIn. I. I post content daily about different hacks and processes that I built and even for my morning routine, how I build it to help me as a person have ADHD. So Andre exactly as my name under LinkedIn or on my email for Andre André at youth group. And again, they can reach out to me directly. I would love to help.
Trisha Stetzel: Fantastic. This has been such a great conversation. Andre, I think you’re going to have to come back later this year so we can expand on some of the things that we touched on just a little bit today. Would you be willing to do that?
Andre Ankri : I would love to. It will be a pleasure.
Trisha Stetzel: I would love that. Uh, all right, you guys, as always, I will put all of Andre’s contact information in the show notes. If you’re looking for him on LinkedIn, it’s a n d r a n k r I. That’s how you’ll find him on LinkedIn. Again. The links will be in the show notes. If you want to just point and click if you’re at your computer again. Andre, thank you for your time today. It has been my pleasure to host you.
Andre Ankri : Thank you very much for inviting me. Looking forward to meeting with you again. Have a great day.
Trisha Stetzel: Thank you. All right, guys, that’s all the time we have for today. If you found value in this conversation that I had with Andre, please share it with a fellow entrepreneur, veteran or Houston business leader ready to grow. Be sure to follow, rate and review the show. Of course, it helps us reach more bold business minds just like yours and your business. Your leadership and your legacy are built one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.
BRX Pro Tip: Consistency is Better Than Perfection
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BRX Pro Tip: Consistency is Better Than Perfection
Stone Payton: And we’re back with Business RadioX Pro Tips, Stone Payton and Lee Kantor here with you. Lee, anyone who taps into our work or certainly listens to me, they know I am no fan of perfection. To me, consistency is so much more important. What’s your take?
Lee Kantor: I think that if you’re aiming for perfection, you’re setting yourself up to fail. I think consistency is the much better path. Repetitions are so much better than just waiting for perfect. And the only way to achieve or get close to perfection is by just doing the thing more often.
Lee Kantor: There was a story I read recently where a teacher who teaches pottery, they divided their class into two groups. She told one group, you’ll get an A if you produce 50 pounds of pots. And she told the other group, all you have to do is produce one pot, if it’s great, you’ll get an A. And then at the end of the class, they looked at all the pots that were created, and most of the great pots came from the group that produced the 50 pounds of pots, not the group that just did one.
Lee Kantor: Because it’s so much harder to get good at something if you’re only doing it one time. So keep that in mind, you need repetition, you need practice. That’s how you’re going to learn. That’s how you’re going to get better. That’s how you’re going to know what works and what doesn’t. That way you can kind of double down on what’s working and you’re just going to get better faster if you would just give yourself some grace and just consistently do the work. Do the thing over and over, you will get better over time.
Lee Kantor: So this week, pick one thing you’re going to do consistently. A weekly email, a daily blog post, a monthly webinar, whatever it is, just set a goal of good enough. That’s the standard, good enough. Decide what that minimum bar of quality is, and just do it over and over and over. That’s your goal is more. Don’t wait for perfect. Schedule it. Put it on your calendar as non-negotiable time, and just make sure you’re doing the thing.
Lee Kantor: And done consistently beats perfect eventually. So done now is better than perfect later. Start showing up. Keep showing up. Keep doing the thing.
Leadership Lessons from a Life of Challenge and Change
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In this episode of High Velocity Radio, host Joshua Kornitsky interviews Kim Harrington, CEO of H10 Enterprises, about his remarkable journey from a challenging childhood and military service to leadership in business. Kim shares insights from his time in the Marine Corps and law enforcement, emphasizing resilience, discipline, and people-focused leadership. He discusses his transition into corporate training and consulting, highlighting the importance of empathy, communication, and supporting team members.
Kim Harrington doesn’t just inform he transforms. Audiences leave with shifted perspectives, renewed purpose, and actionable strategies. His presentations create those rare “before and after” moments that change how people lead, work, and live.
Impact Through Service – Kim’s commitment to giving back is woven throughout his life’s work. He serves as Chair of the MADD Georgia/Alabama Advisory Council and Victims Impact Panel Speaker (40+ years), and Vice Chair of Movement School’s Governing Board.
He mentors youth in juvenile detention centers, teaches life skills to formerly incarcerated individuals, and supports Beat the Odds scholarship programs ensuring that young people facing adversity receive the same kind of transformational guidance that changed his own life.
Connect with Kim on LinkedIn and follow H10 Enterprises on Facebook.
Episode Highlights
- Kim’s challenging early life and its impact on his leadership philosophy.
- The transformative experience of joining the United States Marine Corps and the values learned.
- The importance of teamwork, discipline, and attention to detail in military training.
- Transitioning from military service to a career in law enforcement and the lessons learned.
- The challenges faced during career transitions, including moving to a new state and job insecurity.
- Founding H10 Enterprises and focusing on training and development for organizations.
- The significance of leadership traits instilled in the Marine Corps and their application in civilian life.
- The importance of understanding employee motivations and tailoring leadership approaches accordingly.
- The role of effective communication and operational systems in successful organizations.
- The perception of sales as a noble profession and the importance of fulfilling customer needs.
About Your Host
Joshua 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.
This transcript is machine transcribed by Sonix.
TRANSCRIPT
Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for High Velocity Radio.
Joshua Kornitsky: Welcome back to High Velocity Radio. My name is Joshua Kornitsky. I am a professional EOS implementer and your host here today, and I’ve got an incredible guest here with me in the studio. My guest is Kim Harrington. Kim’s a leadership professional and CEO and founder of H10 Enterprises. His perspective on leadership is shaped by the environments where accountability matters and the decisions carry real consequences. Kim brings a practical, people centered approach to developing leaders at every level, and his work emphasizes clarity, clarity, pardon me service, and personal ownership. Welcome, Kim. It’s truly a joy to have you here, and I can’t wait to learn more about how you help people.
Kim Harrington: Yeah, man. Listen, thanks for having me, I appreciate it. The weather that we’re dealing with right now is a little suspect. However, we’re in the South. We’re in Atlanta, so just wait.
Joshua Kornitsky: Just wait.
Kim Harrington: Time. Wait. Three days will change anyway.
Joshua Kornitsky: Would you slide the mic just a little bit closer to you just to make sure we we get your voice? Thank you. So, um, let’s begin at the beginning. Tell tell us a little bit about yourself and what brought you to the place where you’re able to make this type of an impact.
Kim Harrington: Wow, I love that question. So up until 2005, I would not have shared this information with anyone.
Joshua Kornitsky: Okay.
Kim Harrington: And so, um, I was I was actually born to a heroin addicted mother.
Joshua Kornitsky: Okay.
Kim Harrington: And a career criminal father.
Joshua Kornitsky: Okay.
Kim Harrington: So by the time I was born, my father had already spent half his life in prison.
Joshua Kornitsky: Wow.
Kim Harrington: And because of that, I was raised in five foster homes and three group homes in New York City. And so I believe that all of us as leaders, we bring a unique perspective based on our belief window that we’re looking through. A guy named Hyrum Smith would talk about the belief window, and it’s basically how you’ve gone through your life.
Joshua Kornitsky: Okay.
Kim Harrington: And so those formative years dealing with abandonment, neglect, people being mean to you, not supporting you has been a true driver in my life. And obviously, there were people periodically that made a significant difference, teachers and mentors that did pour into me that I do appreciate and remember those vivid moments in time.
Joshua Kornitsky: And it must. But it had to have been a hard way to grow up.
Kim Harrington: Oh, 100%, 100%. But you know, when you’re when you’re in the blender and it’s on and you’re moving around, right? You don’t notice it as much until you get out of the blender.
Joshua Kornitsky: Fair enough.
Kim Harrington: Yeah.
Joshua Kornitsky: You don’t know how hard it is because you have nothing to compare it to. It’s your life.
Kim Harrington: There you go. It’s your life. Uh, and so I went in the Marine Corps when I was 17. Uh, so, uh, this was 1978.
Joshua Kornitsky: Okay.
Kim Harrington: And so that’s only three years removed from the end of the Vietnam War.
Joshua Kornitsky: Yep.
Kim Harrington: And so there weren’t long lines at the recruiting stations?
Joshua Kornitsky: No, I imagine not.
Kim Harrington: There you go. In fact, it was the reverse of that, where people, you know, our military was treated much different back then, much different in shameful ways. Uh, because, uh, any anybody that’s in the military or served in the military after January of 1973, post conscription, did it on a voluntary basis. So it wasn’t mandatory that people served and there was no draft.
Joshua Kornitsky: Right.
Kim Harrington: And so you think about the sacrifice of those men and women that served in the military post conscription.
Joshua Kornitsky: All the way to now.
Kim Harrington: All the way till now, and their families, because the families are involved in this as well. So the I would just say the the best decision Joshua ever made in my entire life was enlisting in the United States Marine Corps. The Marine Corps took me from a life of no direction to a life of absolute direction. It taught me how to be a man, how to stand tall, be proud, honor, integrity, loyalty, all those things. And to more than that, it took me from a place of being by myself. Feeling like I was on an island to being part of something bigger than myself. Being part of a team with the ultimate goal of accomplishing the mission regardless of race, creed, color didn’t matter about anything other than the mission.
Joshua Kornitsky: So I want to ask you about that. And first, of course, thank you for your service. But the part of that that’s a mystery to those of us who have never been in the military. Right. They use your words. They made you into a man. They taught you the discipline. They taught you how to make sure that the mission gets completed. And and I presume that in a post-military career, the mission still is, whatever the current focus is. So how does that happen? Because it can’t. You know, most of us, I’m sorry to say, have our particularly our view of the military, but specifically the Marines. You know, there’s a handful of movies that tell us how Marines are made. Um, and while I’m sure there may be some elements of truth. Uh, because after all, Arlie Emery was a marine drill sergeant, and he got that job as he was the advisor to the actor. And the actor was so bad he got the job. 100% Full Metal Jacket. Yeah, good for him. He made a career out of it. You know, most of us probably have a pretty convoluted understanding of what that looks like. So can you help somebody from the outside of that universe understand what, at a high level that transition looks like? How do you even find that path?
Kim Harrington: Yeah. So it’s that’s a fantastic question, by the way, and I’ll share with you why I think that’s a fantastic question. So I never had the intention of going in the military. It just it kind of happened. Uh, I was walking out of a McDonald’s on Jamaica Avenue in Queens.
Joshua Kornitsky: Okay.
Kim Harrington: Uh, the the f train was passing by above. And if you’ve ever been under an elevated train before, it is significant. It rattles your body. You can’t hear anything. And at that same time, I was passing by a glass door and there was a gold seal on it, said Armed Forces of the United States of America.
Joshua Kornitsky: Okay.
Kim Harrington: And something simply just drew me to that door, and I opened it, and I went in there. I eventually made it through the Army recruiter, the Navy recruiter, the Air Force recruiter, and ended up in the doorway of the Marine Corps recruiter. And his words to me were, come on in, young man. It’s okay. And then he put that video in. It says, are you up for the challenge? Are you up to being a marine? And it really showed and displayed something that was completely foreign to me.
Joshua Kornitsky: I can only imagine completely foreign.
Kim Harrington: The only, I would say the only consistent team type of event or organization was Little League baseball.
Joshua Kornitsky: Okay.
Kim Harrington: Little league play little league baseball.
Joshua Kornitsky: Little gap between Little League and the Marine Corps. I’m guessing.
Kim Harrington: 100%. 100%. But, um, I did I did take that step. I said, I am up for it. And then there’s a there’s a lot of stories that go along with this. But I was 17, I wasn’t 18.
Joshua Kornitsky: So you couldn’t actually join?
Kim Harrington: I couldn’t actually join. He said back then, I don’t know if they still do it or not, but he said, you have to have a parent sign for you. And I said, no problem. And I’m thinking my foster parent, right. And he said, no, you need a biological parent. And I said, well, that’s not going to happen.
Joshua Kornitsky: Right.
Kim Harrington: And he said, what’s her name? And I said, Beverly Wheeler. He said, give me some time. And so this is 1978. We didn’t have any technology whatsoever. I mean, if you wanted to study something, you had to go to a library, right? And so no cell phones. Within one week, the phone rang at the house. He said, I found I found her, she said she’ll sign for you. So now, of course, now she’s signed for me. Now I’m on the bus going to boot camp, and I have no clue about anything that you just asked me about. What’s the difference between that transition from civilian life to military life?
Joshua Kornitsky: Well, and even all joking aside, all the common references I just cited don’t yet exist.
Kim Harrington: There you go.
Joshua Kornitsky: You know, the Marines stormed the beach at Iwo Jima. There you go. Beyond that, you know, unless you had a military family, you probably didn’t know anything.
Kim Harrington: Nothing. And so the in the Marine Corps is so different and so unique. There is a reason for everything. There are 13 stars on every button. 13 original colonies.
Joshua Kornitsky: Okay.
Kim Harrington: There are seven belt loops on every single pair of Marine Corps trousers. The seven seas. And so there’s a reason for the way your pants hit your shoe has to be at a certain angle. On every single Marine Corps uniform, there is attention to detail that is off the charts. The ribbons that you wear have to be an eighth of an inch above the top of your pocket. Okay, this is made up stuff. That stuff is made up because they want you to pay attention to detail. Because when they give you a coordinate, if it’s 75 degrees, they want it to be 75 degrees, not 74 and not 76. Right. Because you have to be accurate. And so in the in boot camp, I was a complete follower as you think about this, as a 17 year old, I’m not 25 and there were some older people there, but I’m 17 and I don’t even know who I am at this point. And so I’m a complete follower. You follow instructions, you follow directions, and you make the best of your situation. And there were a lot of people that obviously wanted to give up while they were in there. But the drill instructors, although they were, um, like Full Metal Jacket, right? They were there to help support you and build you up after they break you down and to create those, those fighting machines basically is what we are is a marine, right? And so I would say the the main thing about the military is specifically the Marine Corps, is that it gives you so much courage, so much you have so much pride in yourself and your your fellow Marines that you will go through the fire for them without hesitation.
Joshua Kornitsky: So it’s it’s not just confidence, it’s bonding. It’s it’s and and does that translate to today? If you meet someone who was a marine you still have that connection.
Kim Harrington: So Joshua, listen, there’s this once again unique thing about the Marine Corps. If you find out someone is a marine, it’s like you’ve known each other your entire life. And my wife served in the army, so it does not happen with any other branch of the military, but with the Marine Corps. You find someone, find out someone’s a marine. The first thing you’re going to say is Semper fi, devil dog. So Semper Fi means always faithful, and Devil Dog is just kind of a nickname for Marines. Okay, there’s Devil Dog, there’s Leatherneck, there’s Jarhead.
Joshua Kornitsky: But typically I’ve heard them all. There you go.
Kim Harrington: And but when she when you I. This could be a marine from, uh, I could talk to a marine from the Korean War.
Joshua Kornitsky: Right.
Kim Harrington: And I served this. There was no conflicts in the world when I served. There was Grenada, and there was the, uh, the hostage crisis in Iran. That’s it. So. But I can talk to someone from the Korean War. I could talk to someone from Iraq or Iran. And immediately there’s a brotherhood or a sisterhood between Marines. Okay. That is. That is unlike any other branch in the world.
Joshua Kornitsky: So let’s go back. You’re 17, maybe 18 now, right? Uh, first of all, how long were you in active duty?
Kim Harrington: Six years.
Joshua Kornitsky: Okay. So you were there. You were there till you were the literal definition of a man, 100%. Um, you get through boot camp, what happens? You’re. When? When you graduate.
Kim Harrington: So. So in all the military branches, you take an Asvab test. It’s an aptitude test before you get in there. Based on your scores, you are going to probably get placement in a certain military occupational specialty based on your scores. My scores were low, so I was a I was an infantryman. Every single marine is an infantryman. I don’t care if you’re a four star general or a buck private. You all go into it. You’re a rifleman. So my MOS, upon graduating from boot camp was a machine gunner.
Joshua Kornitsky: Okay.
Kim Harrington: So the life expectancy for a machine gunner?
Joshua Kornitsky: Probably not great. No.
Kim Harrington: So when you hit the beach and you’re a machine gunner, your life expectancy is seven seconds or less. The only person that they target before that is the radioman, where they have a life expectancy of two seconds. So you you you graduate from boot camp, then you go to your, your infantry training school. My specialty was a machine gun. So I learned how to shoot an M60 machine gun. I don’t believe they have those anymore. But you learn how to do every single thing possible with the nomenclature of a machine gun, how to break it down, how to put it together blindfolded, how to do it with one hand, your off hand, and how to do it with the other hand. Uh, how to understand how to shoot the weapon. And when you’re a machine gunner, you’re in a weapons platoon. When you’re a weapons platoon, you have teams. So when you’re the machine gunner, you have other people. You have an ammo bearer.
Joshua Kornitsky: That are supporting the role.
Kim Harrington: You’re supporting my.
Joshua Kornitsky: Role. Gotcha.
Kim Harrington: And so if the machine gun weighs 29 pounds, 29 pounds is nothing. If you’re going a mile but 29 pounds, going 25 miles is super heavy. Now imagine being an ammo bearer, and you have to carry those cans of ammunition, which weighs a whole lot more than 29 pounds. So there’s it’s just a team effort. There’s there’s other things with the machine gun that takes a team effort. If once you shoot a certain amount of rounds out of an M60 machine gun, The barrel is literally on fire, so it has to cool down. But you have your team member with an asbestos glove. They’ll take it off so they don’t get burned, and they’ll put another barrel on.
Joshua Kornitsky: While.
Kim Harrington: You’re rotating. You’re going, you’re not stopping because you know, my barrel is off. I got to take a break. You know, everything is related to combat. And so the one thing that I, I would say that’s super different in the military than the civilian world is called the civilian world, is that camaraderie and teamwork. There is it is unmatched in especially the Marine Corps. It is unmatched, unrivaled. And I don’t believe I’m not. You never say never. Never say always. I don’t believe it can be replicated in a civilian world.
Joshua Kornitsky: It, uh, rather than argue because no one can know for sure. To your to your point, um, I understand exactly what you mean by that because for for Literally comparison’s sake. The expression tends to be, you know, having gone through combat together. Right. That’s that’s the common nomenclature for explaining a bonding situation. Trial by fire. Well, that fire is probably not a fire pit. Right. So. So it’s become our standard. So. So you emerged from this life and what happened to you?
Kim Harrington: So, uh, so once you reach a certain reach a certain point in the Marine Corps, um, there’s once again, like, just much, much like any company out here, when people change companies or change roles, right? There are things that happen in the military that will either keep you in there or kind of say, hey, maybe it’s time to look somewhere else.
Joshua Kornitsky: Right.
Kim Harrington: And so my, my changing point was that, uh, I wanted to be a drill instructor.
Joshua Kornitsky: So you’re looking for the easy way out? Yeah.
Kim Harrington: But I, I right. I was the model marine.
Joshua Kornitsky: Well, it’s a desire to. To help. Really? I mean, all, all stereotype of that role aside, that role, as you yourself said, is a supporting role to make better Marines. Yes, yes. That’s a pretty, pretty good aspiration.
Kim Harrington: Oh my God. And your drill instructors are you’ll remember for the rest of your life, first of all. But they are the most squared away knowledgeable people on the planet to you when you’re going through that, they are your mother or your father. They’re looking out for your health, your well-being. They are guiding you through the process all the way from the very beginning until the very end. And you know, they have your best interests at heart. And it is super hard. They have an Fu file where they they mess with you for no reason whatsoever just to see how you respond. Do you elevate or do you crumble? Right. One of the one of the building soldiers.
Joshua Kornitsky: You kind of need to know that.
Kim Harrington: Absolutely. One of the the things that, uh, that bothered me the most was something as, as innocuous as them saying two sheets and a blanket get online. And all that meant was you’re going to strip down your rack, you’re going to hold two sheets and a blanket with your pillowcase in your mouth. Everybody’s online and they say, you’ve got two minutes to make your racks move. That’s not a lot of time. And you’re talking about making your rack with a six inch fold and all the other things. Box corners is always going to be someone slow, always. And they’re going to say, oh, I see we’re not finished. And they would do this for hours. Not I’m not talking about 20 minutes, but for a couple of hours you would have to get to. And you know, by the time you’re done, you’re looking at that slow person like, hey, man. And they want you to do that. They’re encouraging you to be a unit and you’re going to be only as good as the weakest link, and you have to lift them up. And that’s what it’s all about.
Joshua Kornitsky: So how did you. Well, so you. So when you made the decision, uh, did you become a drill sergeant?
Kim Harrington: I did not.
Joshua Kornitsky: You did not.
Kim Harrington: So, uh, they said that I had to spend more time in my primary mos. So my first couple of years, I was on barracks duty in Yokosuka, Japan. Okay. So if you talk to any marine, they’re going to say barracks duty is pretty cake. It’s. You’re an MP basically somewhere. And I was an MP on a Navy base. There were 60 Marines on a basically as the command of the seventh fleet. Okay. The Navy, 60 Marines on a base full of sailors. And so, uh, it is it is easy duty, but it is hard duty because you’re a military policeman and you’re dealing with the adverse conditions of everybody. Right. Uh, and so I did that for two years. Then I was a machine gunner for a year, and then I put in for the drill field, and they said I had only spent a one year as a machine gunner, Enter. So I need to spend more time there. So basically what happened was I just got a new MOS and I worked at a military prison for three years.
Joshua Kornitsky: Okay.
Kim Harrington: Now I can share with you this that the whole thing about not judging a book by its cover is 100% true. Because you really see people that have been fully adjudicated after they did their crime, and now they’re serving their sentence, their consequences. And if I were just to look at somebody, I couldn’t say what they did or what they didn’t do. Sure. And there were people in there with some horrific, horrific crimes that they committed. And I would have never guessed in a million years that they would have done that because of their demeanor, their disposition, the way they communicated. And you find out what they did and you’re like, oh my goodness.
Joshua Kornitsky: Right.
Kim Harrington: And so that that helped me a great deal.
Joshua Kornitsky: That’s a huge lesson.
Kim Harrington: Oh, my. Listen, Joshua, that helped me a great deal because once I got out the Marine Corps, I was a California Highway Patrol officer.
Joshua Kornitsky: That was that’s you’re jumping to the next phase of the story. But that’s where we’re headed. Yes. So now, you know, and it’s it’s funny, you mentioned, uh, I, I’m involved with a leadership committee in Bartow County, and I know, uh, Chief Jody Matthews, the chief of the Euharlee Police Department, and as part of the the, um, committee that I was on, we got to see the police simulation that they use. Yes. Uh, one of many. And one of the scenes that that the officers go through is just this helpless woman who just needs your help because somebody took her whatever. And it’s a very interesting thing as an outsider to observe, because as soon as you turn, she kills you.
Kim Harrington: Of course.
Joshua Kornitsky: Um, but to all normal, uh, eyes, this was a person in need and a person asking you for help. Right. So now I understand exactly why that would tie in, where you learn not to judge that book by its cover. So? So now you’re in California and you’re a highway patrolman?
Kim Harrington: Yes.
Joshua Kornitsky: Where do we go from here?
Kim Harrington: Well, so you, um, when you’re in a military, first of all, it’s almost a natural transition to go in some type of law enforcement. Law enforcement? Sure. It just is.
Joshua Kornitsky: Especially because you’re disciplined.
Kim Harrington: And plus, if you have, like, I was an MP for two years and I worked in a prison for three years. So it’s almost natural. And so I applied at three different departments, uh, Orange County Sheriff’s Department, LAPD and the California Highway Patrol. And I got accepted at all three.
Joshua Kornitsky: Oh, wow.
Kim Harrington: Uh, but then I had a conversation with someone, and they said, hey, man, do you want to be chasing someone down in an alley when you’re such and such age? I’m like, oh, I don’t know about that. So I felt that the California Highway Patrol would be best suited for me and my skill set.
Joshua Kornitsky: Well, and based on the timing, chips should have been very popular.
Kim Harrington: It was very popular. I was a chocolate chip. And so but the the training also those three departments have robust, fantastic training. Most departments if you, if you really, um, did a survey, um, uh, Woodstock PD or anybody else like that, they don’t have a robust academy that they may attend. A lot of times. They may go through community college and take some courses, and then they’ll have some type of, uh, academy training, but it’s not extensive. So the California Highway Patrol training is a live in, 21 week program.
Joshua Kornitsky: Wow. So you got to go to a different boot camp.
Kim Harrington: Got to go to a different boot camp, and the attrition rate 50%.
Joshua Kornitsky: Wow.
Kim Harrington: Which is super high there. There are very a lot of challenges there that a lot of people don’t know about. But the first thing is that, uh, the attrition rate was 50%. We started with 140 cadets and we graduated 70. You? You have an opportunity. There’s tests all the time. You’re basically cramming in. I would say two years worth of an education into those six months. Five and a half months. So there’s a lot of exams. After you get the education and so you have an opportunity to take a test. If you fail it and you do not pass it on the retake, you’re gone. The minimum score to pass it is 70.
Joshua Kornitsky: If you take it high standard.
Kim Harrington: High.
Joshua Kornitsky: Standard but high. The outcome is the best of the best.
Kim Harrington: Absolutely, absolutely. And the other part of that is you can fail two exams. Retake them, pass them. You’re still good. If you fail a third one, you’re gone.
Joshua Kornitsky: Okay.
Kim Harrington: And so there’s a very high standard. There’s a there’s daily PT physical.
Joshua Kornitsky: That must have did it appeal to you. Because it sounds like coming from where you were coming from, you were used to maintaining a standard.
Kim Harrington: Yes. However, there’s always wake up calls in life. Sure. And that very first exam I took, I got a 71. And I did see other people fail the exam. And I saw other people fail the exam and not pass the retake. And they were gone. And I’m thinking to myself, I can’t be gone. This is everything I have right now. I’ve put everything in here so I cannot fail at this. And so it was a wake up call, which was a great wake up call.
Joshua Kornitsky: Better early than late.
Kim Harrington: Better early than late.
Joshua Kornitsky: So obviously, you must have made it through the Academy.
Kim Harrington: I did.
Joshua Kornitsky: And how long did you stay with the California Highway Patrol?
Kim Harrington: 16 years.
Joshua Kornitsky: Oh, wow.
Kim Harrington: So. And I retired from an injury, so I was. I would have still stayed there. And so. So 16 years of the academies in West Sacramento, in California. Then you have your first duty station, and you have a choice. There’s a list and you put in for it. And then based on everything that’s involved there. You’ll then basically go where they send you, right? And so my first duty station was Santa Cruz, California. I don’t know if you’re familiar with Santa Cruz.
Joshua Kornitsky: I’m not.
Kim Harrington: That’s why I’m so Santa Cruz is a beautiful area of California. It is 90 miles south of San Francisco on the coast.
Joshua Kornitsky: Oh, okay.
Kim Harrington: It is about 35 miles north of Monterey, California. And it’s probably 35 miles over the hill from San Jose, California. So this is a very this is an affluent area. It’s a beautiful area. But I was young, so 23 years old as a California Highway Patrol officer, which was was a benefit. But it was also kind of a drawback because I didn’t know what I didn’t know. Still, you’re young, you don’t know that you’re 23 and you’re doing a job. You’re enforcing the laws of the state of California. You are you’re part of an allied community, which means that we are supporting the sheriff’s department, the police departments, other governmental agencies. They’re supporting us. This is a Santa Cruz County is the second smallest county in California.
Joshua Kornitsky: So you must have been bored.
Kim Harrington: Uh, no, I wasn’t bored. But the the this not the activity of a city like San Francisco or Los Angeles or San Diego, but there’s always activity. Everywhere you go. People say, well, there can’t be a possibly be a bad. There’s a bad area everywhere that you go, even here in Woodstock.
Joshua Kornitsky: There are bad people that make the area. Absolutely.
Kim Harrington: And there’s alcohol everywhere.
Joshua Kornitsky: That’ll.
Kim Harrington: Do it. You think about, you think about people being under the influence and making decisions that they would not normally make if they were sober, right?
Joshua Kornitsky: Well, Lord knows no one ever makes a bad decision. Certainly not when alcohol is in the picture.
Kim Harrington: That’s right.
Joshua Kornitsky: Um, so 16 years. And were you injured in the line of duty, or is that something you will talk about?
Kim Harrington: Okay, I’m an open book. So, Um, I had been injured several times on the job, but the last incident that did me in was a collision.
Joshua Kornitsky: Okay.
Kim Harrington: And most people in the highway patrol, you’re exposed to extreme speeds with cars. Just. I mean, if you really think about it from a fundamental point of view, let’s say that someone is going 80 miles an hour and they just zoom by me. How fast do I have to go to catch up to them to initiate an enforcement stop?
Joshua Kornitsky: Right. There’s an acceleration curve where you’ve got to be going about 110 to get there.
Kim Harrington: That’s exactly right. The the roads that we travel on are not racetracks, which means they’re not designed like a racetrack. I mean, if there’s not going to be a pebble on a racetrack, they’re going to make sure everything’s removed from the racetrack because it’s so safe. There are roads in our country that the I call it the Superelevation is going the wrong way. If I’m trying to make a turn to the left and it’s leaning that way, That’s not good, right? But there are roads designed like that for whatever reason, or that’s the end result.
Joshua Kornitsky: Drainage or whatever.
Kim Harrington: Exactly. Right. And so it’s you have to be super familiar with your environment if you are in that role. And so there’s a California, they call it the land of the pursuits. Uh, and 16 years, I would say on average, I would be in ten pursuits a year, a year.
Joshua Kornitsky: That’s crazy.
Kim Harrington: It’s absolutely crazy. There’s some people that will go their whole career without being in one pursuit in different departments.
Joshua Kornitsky: And you had 150 of them, at least.
Kim Harrington: And there are times where you are the passenger in the car during a pursuit, or you’re the driver, and once again, you are relying on the other person to do everything possible to achieve the goals. I’m relying on the person driving the car that they’ve gone through, the same training that I’ve gone through, and they’re going to be diligent, following all the rules that we follow to make sure we stay safe, I stay safe. Right.
Joshua Kornitsky: That’s crazy. So obviously there was an accident of some sort.
Kim Harrington: There was an accident, and it was. It is just weird how people, um, the news, how they present information. So this was a we were back in another officer up. He was on a traffic stop. The vehicle came back as stolen. There were two people in the vehicle. They were making furtive movements. They were moving around. He called for some backup. So we’re flying there to back him up. The other officer said, hey, make sure you turn nighttime, so make sure you turn your lights off so you don’t silhouette me to the people in front.
Joshua Kornitsky: Right.
Kim Harrington: And so we turn the lights off. But once you turn your lights off, your depth perception is off. We ended up. Long story short, my partner ended up running into the back of the other patrol car. Uh, and it was a devastating collision. My knees broke up the dashboard. Everything was just. There was a helicopter overhead. It was smoke up in the air. Wow. And the only memory I had up to that point was the other officer running by, and I saw highway patrol in the back of the other car and then collision. And then you’re like, come back to your senses. Uh, so the press said that a drunk driver had run into the back of a highway patrol car on the freeway, and I was like, that’s interesting. I was there, and I don’t remember that, but. Right. But so that that was the the last one it did me and I was I think I was 40 years old at the time. And my wife said, hey, how much longer are you going to do this? Because it’s not just about me like this getting in a car. It’s me putting on 20 pounds of equipment, me wearing a duty belt that has handcuffs in the back, and now I’m not sitting in a seat the same way I would if I didn’t have anything on. Right. So there’s a lot of factors involved with your safety and how are you going? I mean, am I going to run after somebody at this point where, you know, I had knee surgery and then my back was messed up? How safe can I be?
Joshua Kornitsky: Right. And never mind protecting and serving the people of the community. It’s just your ability at that point to function as a normal human being.
Kim Harrington: Absolutely. Absolutely.
Joshua Kornitsky: So what did you decide to do? You’re now you’ve you’ve been a marine. You’ve been a highway patrolman. You decided it was time to put your feet up. No.
Kim Harrington: Um, so the cool thing about California, and specifically the state is if you get injured on the job, they have something called 4800 time. And so 4800 time basically is you have a year to obtain vocational training for the next, whatever the next is.
Joshua Kornitsky: That’s amazing.
Kim Harrington: It is amazing. Not only that, during that year you’re getting full pay tax free.
Joshua Kornitsky: That’s got to be life changing.
Kim Harrington: Life changing. And so the first thing I did was I took a couple months off. And then I had a friend that worked at a gym, and he was he was just working at the gym. He was doing his thing. Very nice guy. He was even a bodybuilder at one point in time. Then all of a sudden, one day things switched for him and he went from working at the gym to driving an $80,000 car and wearing $800 suits.
Joshua Kornitsky: Okay.
Kim Harrington: And I said, dude, what happened? He said, I got my real estate license. And so he was a real estate agent, and he started to become successful. And he had been doing it back then. I just didn’t know it. And I’m the first thought was, if that guy can do it, I can do it. Right. So I got my real estate license. I used that time to get into real estate. And there are certain, um, organizations, certain industries, that there are companies that are really good at onboarding, really good at training. And so back then it was Coldwell Banker this Keller Williams. Now there’s companies that really invest in their people with training, which everybody should do. By the way.
Joshua Kornitsky: I agree.
Kim Harrington: As.
Joshua Kornitsky: A The leadership team trainer. I agree.
Kim Harrington: Yes. Uh, so I did that for a year in California, and then, um, our family dynamics, we needed to move out of California because one of my my kids needed a change of environment.
Joshua Kornitsky: Okay.
Kim Harrington: Uh, so we we got on a computer. There was nothing keeping us in California. So we looked at, uh, areas with great schools and parent friendly. So there were two locations, believe it or not, after all that intense searching, two places came up. One was a location just north of Orlando.
Joshua Kornitsky: Okay.
Kim Harrington: The other one was right here in Georgia in East Cobb. And so we said, well, Florida’s probably a little bit like California, so we’re going to pick Georgia. I didn’t know one person here. And I went from 100% commission job to 100% commission job.
Joshua Kornitsky: And roughly what year was this?
Kim Harrington: This was two months before September 11th.
Joshua Kornitsky: Oh, okay.
Kim Harrington: And so if you and I didn’t think much of it. Then we had sold our house. We had some proceeds. Not a lot. We had two vehicles, kids, a couple of dogs, and we caravan across the country to go to Georgia. And obviously, my wife and I already found a place here. But that’s a risk.
Joshua Kornitsky: Yes.
Kim Harrington: I didn’t I didn’t view it that way then. But years later, when I my best friend in the world, he talked to me about it, he said, man, I really admired you for that. And I’m like, what are you talking about? And then he really explained it to me that.
Joshua Kornitsky: It was just your next step in your.
Kim Harrington: It was just my next step.
Joshua Kornitsky: So you’re here now? You’re real estate agent? Yes. And I assume you have some measure of success.
Kim Harrington: Yes. However.
Joshua Kornitsky: Man, there always seems to be a however.
Kim Harrington: There’s always a however. So this is you think about 2001. Uh, and so this was the time of the.com era.
Joshua Kornitsky: I remember it well.
Kim Harrington: There you go. And then so now we have this thing called the.com bubble. And that bubble was bursting the entire time I was there during real estate and the it finally burst. If you were a real estate agent, life was not good for you. If you were a lender. Life was fantastic for some reason and it seems to be that way sometimes. But um, so the bubble finally burst. Uh, don’t spend your money before you have it.
Joshua Kornitsky: Yep.
Kim Harrington: Uh, however, my my wife made plans. We started putting things on credit cards, and I had two deals. Not close, so I was. I was in a bind because of that, um, extra debt that I wasn’t counting on. Uh, and at the same time, I was being recruited to work at a financial services firm, a company called home Bank here in the southeast, which was a phenomenal company. Uh, it is probably one of the top three companies I’ve ever worked for in my entire life.
Joshua Kornitsky: That’s great.
Kim Harrington: Fantastic culture, great people. We were on fortune magazine’s best 100 companies to work for all four years. I was there in 2007 when we closed our doors. We were ranked 14th on fortune magazine’s best 100 Companies to Work For.
Joshua Kornitsky: Wow.
Kim Harrington: The only reason why we weren’t higher was because we didn’t have on site daycare and the CEO of the company, which is an amazing man, Pat flood, he said. If we can definitely have on site childcare here, but we can’t have it in Tennessee, we can’t have it in Florida, and we can’t have it in North Carolina. So if they can’t have it, then we’re just not going to have it as a company.
Joshua Kornitsky: Right. Okay. So again, you’ve now reinvented yourself for the fourth time. Yes. Uh, and that doesn’t count the little ones in between. That’s right. Right. So now, uh, you said they closed doors. What did you do next?
Kim Harrington: Well, it was a wake up call, too. And the reason why it was a wake up call was, uh, I was I was drinking the Kool-Aid. I literally thought I was going to retire there. I did, absolutely. I was.
Joshua Kornitsky: Until the rug got pulled out and it was great.
Kim Harrington: I was 46 years old at that time and I said, well, this is it. I mean, everything’s fantastic. I can be myself, I can flourish, I can advance, I can do great things here and help people at the same time. Because if you’re a lender, it’s all about helping people. It’s all about helping people. And the other thing about that is that you’re not offering anything tangible. They can’t touch it. They can’t feel it. It’s not like you’re selling a house, right? And so there’s a trust factor, and they really have to believe in you that you’re going to deliver on everything that you’re promising. And so the wake up call was this, um, I had just taken over a territory in Tampa, Florida, relocated my family down there, and I had been down there maybe six months, and everything was going fantastic, I thought. And then on August 7th of 2007, they said, hey, we’re closing our doors on August 10th.
Joshua Kornitsky: Wow.
Kim Harrington: So, three days notice. No one asked me, and I’m being dramatic. But no one asked me what I thought about it, right? And obviously it’s business, right? I get it, I understand. But I felt like I got slighted. I felt like they were, um. I felt like I was that kid again in New York City, that I was being marginalized.
Joshua Kornitsky: Well, and obviously they were seeing the writing on the wall because come 2008, the bottom dropped out.
Kim Harrington: Absolutely.
Joshua Kornitsky: So what are you doing at that point?
Kim Harrington: Yes. And this is where.
Joshua Kornitsky: So you’re still in Tampa?
Kim Harrington: Still in Tampa. And this is where life really changed for me. And I would say in a positive way, too. And I’ve had a lot of things happen along the years that that have been great. I’ve had some obviously challenges like everybody else.
Joshua Kornitsky: Sure.
Kim Harrington: But this one thing said, hey, well, I got a family, I got to do what I got to do, and I wasn’t going to get a job with another mortgage company because everybody was suffering.
Joshua Kornitsky: Right?
Kim Harrington: And so I ended up doing basically freelance contract work for training and development companies.
Joshua Kornitsky: Okay.
Kim Harrington: And so this is where H10 enterprises was founded in 2008. But I would work for training and development companies. And I would um, I would call on large companies, midsize companies, small companies, get them excited about having me come in and do an assessment on their sales or service teams to see if we can increase costs. Uh, I mean, excuse me, increase profit or decrease costs.
Joshua Kornitsky: Right.
Kim Harrington: And get people on the same sheet of music to make sure that everybody’s productive and successful in the company. And the sweet spot were call centers. I would say 90% of these were call centers. And so if I was able to to get on site, I had secured the business 75% of the time.
Joshua Kornitsky: Wow.
Kim Harrington: 75% of the time.
Joshua Kornitsky: It’s a hell of a closing.
Kim Harrington: It is a hell of a closing rate. But the fact of the matter is, and I’m not trying to be crass or anything, but most people do not know how to sell as a professional.
Joshua Kornitsky: I would absolutely agree with that statement. Yes, it’s true. And people have uh, and I see this quite often. People are embarrassed to ask for money for their goods or services. Yes. And I grew up in the car business. I don’t have that affliction. There you go. Uh, but I completely agree with you. Now, I have to ask at this point, because now you’re interacting with various organizations and different teams. Does your military experience come into play here? Is there?
Kim Harrington: Absolutely.
Joshua Kornitsky: Is there anything in your background that helps you make an impact in this space?
Kim Harrington: Yes. So in the Marine Corps, first of all, the Marine Corps is a breeding ground for leaders.
Joshua Kornitsky: I believe that.
Kim Harrington: There are 14 leadership traits inherent to every single United States Marine, whether you are a buck private or a four star general. 1414 everyone knows him. And so there’s a judgment justice, decisiveness, integrity, dependability, tact, initiative, enthusiasm, bearing the way you carry yourself, unselfishness, courage, knowledge, loyalty and endurance.
Joshua Kornitsky: There’s got to be an acronym in there.
Kim Harrington: Jj did tie buckle.
Joshua Kornitsky: Is that how you remember it?
Kim Harrington: That’s how you remember it.
Joshua Kornitsky: Okay. And so I mean, those are all incredibly admirable traits.
Kim Harrington: And they’re portable. Obviously they’re useful in the military, but they’re also useful not only in your professional civilian life, but in your personal life. 100% in your personal life. And so the reason why the the leadership traits are there in the Marine Corps is because it’s next man up. If you really think about, um, combat situations, part of combat is that someone is probably not going to go home with you. Right. And if it’s a let’s say it’s a lieutenant, uh, the next person up, if the lieutenant’s gone, is probably going to be a sergeant.
Joshua Kornitsky: And they have to know what the standard is to step into.
Kim Harrington: Absolutely. There’s no on the job training to be a leader in a marine.
Joshua Kornitsky: A combat.
Kim Harrington: A combat situation is next man up. You’re going to get on the radio. You’re going to do whatever it is because you’re next man up. And so the the portable skills of the 14 leadership traits are, uh, just it’s who I am as a human being, first of all. And so the way I communicate on the phone, the way I secure business, the way I travel, the way I pack my bag, the way I show up at a job site, I’m going to be super squared away. I’m going to be very, very, uh, mindful of the way I communicate with the receptionist, the person keeping the place clean. Uh, all these people are super important to me in an authentic way, not in a hey, I better say hi to this person. No, I mean it honestly that this person is an integral part of that company. If I walked in that company and there was trash everywhere, what would be my impression of the company? Trash. Trash. If I walk in there and I can’t understand what the receptionist is saying.
Joshua Kornitsky: At the very least, frustration.
Kim Harrington: It’s going to frustration. And so there’s there’s a there’s a reason for, um, everyone’s role. And if everyone in a company appreciates everyone’s participation as being part of the company, they flourish. It’s when it’s when people have a superiority complex that there are challenges. And it could be leadership. It could be the, um, the top salespeople. It could literally be anybody. It could be the person if they have a cafeteria serving the food and they think it’s their kitchen and their food and you’re going to do it and but they’re impacting other people. Uh, so I would want everybody to be mindful of that. But so when I show up to a job site, I’m there to learn. So of course you conduct effective discovery leading up to it. But even when you’re there, I want to be a fly on the wall. I’m going to ask questions. I’m going to meet with leadership and say, I’m here. Where do you want me to go?
Joshua Kornitsky: Right.
Kim Harrington: I’m going to introduce myself to the person. I’m saying I’m invisible. I’m not going to ask you any questions. I’m just going to sit here if that’s okay. And that’s really the the gist of it is that I’m obtaining information. I’m getting data so I can put it in a proposal and I might say, hey, listen, you guys are doing everything great. And and that’s it. More likely than not, I’m going to say, hey, there’s areas where there’s an opportunity for improvement.
Joshua Kornitsky: And that’s it. And I think that’s an important distinction. Right. It’s not that they’re doing something wrong, it’s that there’s always an area where there’s opportunity for improvement. Always. Yes. No matter how well run an organization is, there’s always a spot. In fact, you know, we we tell our clients that that our goal is Lose 100% achievement in in all of the strengths and all the categories. But we accept that 80% is reality because 100%, even if you achieve it, is not sustainable over the long haul for anybody or anything. And I think that’s a really important distinction. So in the work you’re doing now, obviously you’re still helping companies 100%. What. Well where does I’ll get the acronym wrong? I’m just going to.
Kim Harrington: Jj did tie buckle.
Joshua Kornitsky: Where where where does this fit today.
Kim Harrington: Well I would say that there are two that that jump out at me. And the one that really jumps out at me is dependability. Because, you know, you think about being credible. You have to be being credible means that I understand you. I understand you as a CEO. I understand you as an EVP of sales. I understand you, uh, your operational, uh, view of everyone in the company. And I understand your competition. I understand these things may have factors outside factors on your business, whether it’s current events or something else. Sure. So I understand. So I have to be credible with the information that I have that I’m going to share with them. Sales is sales by the way. And whether I’m selling a pen or I’m selling a mortgage, sales is sales. However, um, there are different, um, strategies, there are different processes in place, and the goal is to make them as effective as possible. Uh, part of being dependable is being on time. Uh, you know, we have this right here. I want to be at least ten minutes early. Right? I don’t want to show up at the time because that’s not on time.
Joshua Kornitsky: Right? Early is on time.
Kim Harrington: Early is on time.
Joshua Kornitsky: Vince Lombardi.
Kim Harrington: Vince Lombardi and just, uh, you know, having manners, uh, understanding that, um, my goal right now, my company, my goal is to help everyone reach their full potential.
Joshua Kornitsky: What are the types of organizations that you primarily work with?
Kim Harrington: So it doesn’t matter. I’ve worked with Hewlett Packard. I’ve worked with companies like Carlton Bates, which is out of little Rock, Arkansas, which they sell little widgets that I don’t know how they make money off of. I’ve worked with a company called Corbis. Corbis is a comparable to Getty Images. Okay, so they sell obviously sell images and things like that. So it really doesn’t matter the type of company, it matters the function of what I’m going to be there for. So I do I do keynote speeches, I do motivational speeches, but I also do the back end stuff where there’s a I have a two day workshop on communication skills, you know, so it’s really about, um, being becoming an effective communicator, right? Learning how to have a process of even structuring what you’re going to say If, for example, even me coming in here today, I have a general idea of what we’re going to talk about. So of course I’m going to prepare before I come in here. I’m not just going to come in here, and then you start it and wing it, and you start talking to me, asking me questions about NASA. And I’m like, I got nothing on that, right? So there’s always preparation if I sales is a beautiful, um, industry to be in a beautiful role to have, you can take care of your family if you’re doing it the right way. And what I mean by the right way is, uh, being in other centered person rather than a self-centered person. It’s not about what I’m going to get out of it. It’s is I’m going to ask you discovery questions. I’m going to identify an area where you have a need, and then I’m going to offer something if I have it that aligns with that need to help you. If if I don’t have something, my goal isn’t to say, well, we can’t work together. My goal is to say, well, listen, let me make a couple of phone calls. I have some somebody else that may be able to help you. Would you like an introduction?
Joshua Kornitsky: And and ultimately, you’re still leading with helping first. Right. And and do you, um, work with individuals one on one or are you primarily team based with the organizations?
Kim Harrington: Well, so I do work with people one on one. And typically it’s for a limited time only. I usually work with companies and it doesn’t matter if they’re small, mid-size or large. But I like the companies because I can put a roadmap out for. And I don’t want to, you know, you do it individually. You’re going to charge people a lot more money than.
Joshua Kornitsky: Well, but you’ve got such a unique background and unique experiences that I imagine the type of guidance that you probably provide one on one. And it’s funny because I had this conversation earlier today. Um, confidence is a funny thing. Yes. And the. The best speaker in front of a crowd of a thousand is likely sweating through their clothes underneath their jacket. Right. Right. Whereas some other people can step onto that stage and talk to 10,000 people and and not shed a drop of sweat.
Kim Harrington: That’s right.
Joshua Kornitsky: But they neither one of them can share that outside of the group of advisers that they have. And I see that as a place where you probably, without asking names, can provide that type of confidential guidance because nobody wants to be known as the CEO or the VP without confidence.
Kim Harrington: That’s right.
Joshua Kornitsky: And it’s unfortunately going back to the book and its cover. That’s an example where we judge entirely harshly. If we think that a great leader lacks a core skill, we will immediately the company’s value will drop, people will lose confidence in it, and it’s nothing more than somebody stumbling through a bad speech.
Kim Harrington: Right. No, no. Yeah. So I have worked with people one on one. It’s I guess let me put it to you this way. My bulk of my business comes from organizations, and I do a one off, one on ones. But what I found, found doing that is that my target audience isn’t as robust as it is because you’re you’re still marketing. You’re doing all the things to generate business. So it’s I guess it’s a little bit easier to get business from larger organizations than it is one on one.
Joshua Kornitsky: 100%. But but what I have found is often in that group there’s someone that your story resonates with. And we we took a long trip. Thank you for sharing so much of your life to get here. But ultimately, this is what I wanted to talk about with you, was to better understand who you help and how you help. But I think the journey we took to get here. Tells everybody why you help. Yeah. And and why talking to you and getting guidance and, um, assistance from H10 enterprises is a worthwhile investment of time and resources because you have an incredible story backing you up. That’s all you. Yeah. Um, what is your favorite type of organization or organizational role to work within? Is it sales? Is it? You seem to have an affinity for it.
Kim Harrington: I do. So, um, so first of all, my my favorite audience are leaders. Okay. Um, and it doesn’t matter what industry. It doesn’t. They don’t even have to be in sales. Sure. But what I found with leaders is, and I’m sure you’ll agree, is that typically when they have a one on one or a power meeting with someone, it’s not structured. It’s especially if it’s sales. They say, hey, you know, your numbers are low. I’ve noticed this for the last couple of meetings we had. You’re going to need to bring your numbers up. So let’s work on that. And we’re going to meet again in next week or two weeks. And then that person will leave the room scratching their head saying, hey man, you’re my manager, help me. So, um, what I love doing with with leaders to say, hey, listen, let’s just peel the onion back. We need to get to know our people. We need to know whether there are independent thinkers. We need to know if their detractors. We need to know if they’re they’re strivers or achievers. And I’m going to allocate my time accordingly. The challenge with most leaders is they spend the bulk of their time with detractors. They spend the bulk of their time with people that are a rub.
Joshua Kornitsky: Right.
Kim Harrington: And, you know, you know, we try to fix people. And if we have that fixing mode in our head like, hey, you know, I’m going to fix this guy, I’m going to make sure, well, I’m.
Joshua Kornitsky: 80% of your time is fixing the the moderate performer. That’s right. While the top performers are floundering because they get no support.
Kim Harrington: Not only that, they’re not feeling the love. And so there’s an opportunity for them to leave and go somewhere else. And so if you if you think about someone that has a high will level, but their skill is low. To me that’s where you spend the bulk of your time. Because I can teach you what you don’t know. I can’t teach you to care.
Joshua Kornitsky: No, and that’s actually a point that I find myself making more and more. Um, we cannot, in a business context, make someone give a crap. Either they’re wired for it or they’re not. To your point, capacity can be taught to some degree, but if you don’t get it and you don’t want it, there’s not really a magic pill that’s going to fix that.
Kim Harrington: No.
Joshua Kornitsky: And it’s time for everybody’s benefit for for you to find another place to be.
Kim Harrington: That’s that fork in the road conversation. Yeah. You know, and so I love working with leaders to get them to understand that their, their entire existence is to remove barriers to the success of their people, to lift them. Basically, look at yourself as an inverted organizational chart. You’re on the bottom, and you’re holding the weight of the organization on your shoulders. And your job is to help everybody get to where they need to get. And if they can do that, they’re going to really think about it as opposed to, well, I need to increase revenue, I need to decrease costs, I need to do this and doggone it, you better do it or that’s the challenge, right? And you think about EOS and putting those operating systems in place, helping organization function and a like a Swiss watch. Yeah.
Joshua Kornitsky: Well it goes back to, to a joke that’s so old. The first time I saw it was on a fax machine that the beatings will continue until morale improves. There you go. Right. If all you have to do is yell at him to get him to be productive, you might be thinking about it the wrong way. That’s right. If that’s your only solution, um. And it seems to me, Kim, that you have found a way to harness all of the raw material that went into forging you.
Kim Harrington: Yes.
Joshua Kornitsky: And, and and have really beat that into a pretty sharp sword.
Kim Harrington: Oh, yeah.
Joshua Kornitsky: And it sounds like you love what you do.
Kim Harrington: I love what I do, and it’s really it really boils down to a process. It part of the process is. And it’s not brain surgery. Right. This is everything that we do is always going to be about people. Ai is fantastic. I use AI, it’s fantastic.
Joshua Kornitsky: Collaborative tool.
Kim Harrington: There you go. Uh, however, it’s always going to be about the people. And so I need to know how to communicate with people. Part of me knowing how to communicate with people is identifying their personality type. Are you super task oriented or your relational? I’m going to adapt and adjust my communication style to best suit you. If I’m trying to help you, I’m not going to treat everybody the same and be neutral. That’s just not how the world works. And it doesn’t mean that I’m going to become the other person, but.
Joshua Kornitsky: No, but you learn from them.
Kim Harrington: Of.
Joshua Kornitsky: Course, right?
Kim Harrington: If you. If I’m talking to someone that’s super task oriented, I’m not going to talk about little Jimmy at the soccer tournament, right? I’m not going to talk about the weather. It’s I’m really going to talk about the data, the details, because they care about results over relationships. Yeah. If I’m talking to Jim Carrey and all I’m talking about is data.
Joshua Kornitsky: He doesn’t care.
Kim Harrington: No. He’s like, man, don’t I get a kiss first? Yeah. And so I want to make sure I know who I’m talking to. And as long as I know that, then I can adapt my communication style to to benefit them. I can ask amazing discovery questions. Open ended, clarifying, checking questions to make sure I’m getting all the information I need in order to present my information. The very best light, because a company can have a special and they can do all this other stuff and say, if you sign up with us now, we’re going to. Well, I don’t need that. Why are you trying to sell me something I don’t need? And and think about it this way from a customer’s point of view. If I just say the word salesperson to people, just that word alone, right? Typically they’re going to lean towards a negative.
Joshua Kornitsky: Yep.
Kim Harrington: And they’re leaning towards a negative because of personal experiences. They’re leaning to. Have you ever seen a salesperson in a television show or a movie depicted in a positive light?
Joshua Kornitsky: Not without some considerable thought. Can I give you anything other than a no.
Kim Harrington: That’s right. And so then you have the the news media, you know, live at five. We have this pill, doctor, live at five. We’ve got this mechanic shop and they’re always talking about what someone’s doing wrong as opposed to what they’re doing right. And the gift of sales is that your your your your job, your role is to identify a need and fill the need with what you have. If you don’t have it, then you find somebody that that can fill it and that’s it.
Joshua Kornitsky: Right. So I want to ask one more question that occurred to me from what you just shared. Yes. And I don’t I want to ask it in an open way so that I’m not leading you to an answer.
Kim Harrington: Okay.
Joshua Kornitsky: Is it okay for a leader not to know what to do?
Kim Harrington: Yes.
Joshua Kornitsky: Why?
Kim Harrington: Because you have other resources. I’m not going to as a leader. I’m not going to know everything. But let me put it to you this way. Just everyone, whoever’s listening to this, think about when you started a new role at a company and you went to your first meeting and they were using acronyms, uh, they were saying.
Joshua Kornitsky: The bane of modern existence.
Kim Harrington: That’s right. And they were using acronyms. They were talking about all this other stuff and everything literally sounded French to you other than, hey, Kim, how you doing? Right. And so that is the beginning. However, over time, you’re going to get all that knowledge. And people are hired into leadership roles in companies that they have no clue about how the company runs or operates, but they’re hired because they’re a great sales leader. They’re hired because they’re a decent human being that can make a difference in an organization. The rest of the stuff, the X’s and O’s, they can learn. And so the other part of that is you have to rely on other people. If if I’m on an operations side, I’m going to make sure I have the tools for the other people to be successful. I don’t need to know how to sell anything. I just need to know how you sell it.
Joshua Kornitsky: Provide the keys to the success. Easier than trying to be all things to all people.
Kim Harrington: That’s right. I mean, think about how many leaders or people that own companies that, um, that they don’t have any social skills, but their company is super successful?
Joshua Kornitsky: Sure.
Kim Harrington: Well, because they have people in place that can do those things that they have a deficiency at.
Joshua Kornitsky: I think it was Bill gates who said that he always hires lazy people because they find the fastest way to get things done. And and mind you, his version of lazy people and other version of lazy people. Probably a pretty big gap. Big gap. Uh, but the concepts the same is you hire the right person, they’ll find the right way to get it done. That’s right. Kim, what’s the best way for people to get Ahold of you?
Kim Harrington: So, uh, best way to get in touch with me. Go to my website, Kim Harrington.
Joshua Kornitsky: Com, and we will share those links, please.
Kim Harrington: Kim Harrington. Com or you can, um, email me at info at H10 enterprises. Com.
Joshua Kornitsky: Fantastic.
Kim Harrington: My telephone number. My telephone number is (813) 830-3545. I know a lot of spam calls from that come from that area code, but it is my number, so I will make sure someone answers that phone.
Joshua Kornitsky: Fantastic. I can’t thank you enough. The time flew by and it was a great conversation and you’re fantastic teller of your story, but just stories in general. Uh, and I think that’s what resonates most with people.
Kim Harrington: Yeah, well thank you.
Joshua Kornitsky: Thank you so much for your time.
Kim Harrington: I appreciate you, Joshua.
Joshua Kornitsky: Oh, it’s my pleasure. So my guest today again has been Kim Harrington. He’s a leadership professional and he’s the CEO and founder of H10 enterprises. And I think as everybody heard, his perspective on leadership really is about accountability and that real consequences come from the decisions that are made. Um, we will share all of his links. I appreciate your time. I appreciate your insight. Um, my name is Joshua Kornitsky. I am a professional EOS implementer, and this has been a really amazing, uh, version and and episode of High Velocity Radio. Thank you so much, Kim. We’ll see you guys next time.
BRX Pro Tip: How to be a Better Teacher
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BRX Pro Tip: How to be a Better Teacher
Stone Payton: Welcome back to Business RadioX Pro Tips, Lee Kantor and Stone Payton here with you. Lee, I know in our work we find ourselves attempting to teach quite a bit, our studio partners, our clients, our community partners. What are some strategies and tactics to become a better teacher?
Lee Kantor: Well, here are some things that the better teachers do. Number one, they meet people where they are. They keep checking for understanding. They use examples and analogies. They let people practice and mess up in safe environments. So to do all those things, ask more questions than you answer. Instead of explaining everything, ask what do you think happens next? Why do you think we do it this way?
Lee Kantor: Make the person you’re teaching think through things. Make them have a deeper understanding of the why behind things. And then, give them the opportunity to teach it back. Let them teach somebody else, because a great way to learn something and to teach something is to allow that student to become the teacher. When they’re teaching it to somebody else, then you’ll see how much they understand. The better they can explain something to someone, that means that they have that depth of knowledge that you’re trying to transfer. So have them first explain it back to you in their own words, and then you’ll know if they got it or not. And then have them teach somebody else and watch them, and then you’ll see if they really understand what you’re explaining.
Lee Kantor: Always try to break, you know, big concepts into smaller chunks. Don’t try to teach everything at once. Do it incrementally. Pick one concept, make sure they got it, then move on to the next one. And the better you are at teaching, the stronger your team is going to become, and the less time you’re going to spend fixing their problems. And you’re going to have a stronger team, you’re going to have a better run organization when you have more people that kind of have that depth of knowledge that you have and that can explain it to others.
Lee Kantor: So, this is something that’s worth getting good at. So, invest some time in learning how to become a better teacher yourself.
BRX Pro Tip: Productive Mornings
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BRX Pro Tip: Productive Mornings
Stone Payton: Welcome back to Business RadioX Pro Tips, Lee Kantor and Stone Payton here with you. Lee, what do you do to try to ensure that you’re going to have a productive morning?
Lee Kantor: I think the secret to productive mornings begin the night before. If you want to have a productive morning, you just can’t start thinking about it when the alarm goes off. You have to set yourself up for success the night before.
Lee Kantor: So, three things to do tonight before you go to bed. Number one, pick your top three priorities for tomorrow. Write them down so you know exactly what you’re attacking first thing in the morning.
Lee Kantor: Two, set out everything you need in order to execute those priorities. If you’re going to say I’m going to work out, then put your workout clothes. If you’re going to say you’re going to eat a healthy breakfast, then make sure that you got everything you need for the healthy breakfast. If it’s something about your work, make sure your workspace is ready to go. You want to remove all the friction or as much of the friction as possible from your morning routine, so you can just start. You don’t have to begin by setting yourself up. You want to just begin by beginning.
Lee Kantor: And number three, set a hard stop time for your distractions on your phone or on your screens, your iPad, or your laptop. Give yourself at least 30 minutes of wind down time so that you actually sleep well. Because the key to having a good night’s sleep is by setting yourself up for success in that regard, and that means turn off the screens and get yourself solid sleep. I think sleep is an underrated thing that people think they can just skimp on and get away with less and less. You have to have good quality sleep if you want to have a productive morning.
Lee Kantor: So, get organized. Protect your best energy for your best work. The night before is going to determine the morning, so set yourself up to win.
