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Search Results for: kids care

Dr. Tangela Harris with Six Figure Chicks

July 14, 2025 by angishields

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Beyond the Uniform
Dr. Tangela Harris with Six Figure Chicks
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Tangela-HarrisDr. Tangela Harris is a Gulf War U.S. Army Veteran, transformation coach, international speaker, and author committed to helping others live by design—not by default. As the visionary behind God & I, Do… My Vow, she inspires people to reconnect with their faith, purpose, and personal power through daily intentional living. Her movement encourages self-care and spiritual growth, with each empowering T-shirt accompanied by a daily VOW card—prompting recommitment to God, oneself, and others.

In her conversation with Trisha, Dr. Harris shared the life journey that took her from the battlefield to breakthrough. She discussed how her military service shaped her resilience and deepened her commitment to helping others heal, grow, and rediscover joy. six-figure-chicks-logo

Dr. Harris also spoke about her new initiatives, including retreats, inspirational products, and her chapter in 6 Figure Chicks Volume One. Known as “Your Professional Friend,” she coaches ministry and business leaders to break unhealthy patterns, find balance, and align their lives with purpose. Her message is rooted in faith, authenticity, and transformation.

Connect with Tangela on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

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

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio beyond the uniform series. You guys know what that means? I’ve got a special sister vet on with me and a sister from the book, as you guys have been hearing about. So I’m super excited about having Dr. Tangela Harris, founder and CEO and creator of God, and I do. We’re going to talk a lot about that. I also want you to know that she has over a decade of experience as a motivational speaker and life coach, coupled with a bachelor’s degree in entrepreneurship from the University of Houston. Tangela, welcome to the show.

Dr. Tangela Harris: Thank you, thank you, thank you.

Trisha Stetzel: I’m so excited to have you on today. And we have so many things to talk about in so little time. So here’s where I want to start. Okay. Tell us more about who you are. And then I’d like to dive into God and I do.

Dr. Tangela Harris: Okay. Um, I would definitely say I am a woman mother, a sister entrepreneur. Auntie, a grandma. I’m all those things as well as, you know, I’m good at cooking clean. That’s a lie. I’m not good at cooking. That is a lie. I’m not that bad.

Trisha Stetzel: It’s okay. We’ll just take it back.

Dr. Tangela Harris: I’m good at preparing. That’s okay.

Trisha Stetzel: I love.

Dr. Tangela Harris: It. Carry. And you know the fact that, you know, I’m a retired hairstylist, 30 to 35 years. I have seen how I have been involved all these years and all these different things that I’ve done and do and show up to that at the end of the day. I’m just a woman that God created to produce and help others to transform their lives. So that’s pretty much what I’ve been doing. I’ve been helping women pull out what God has instilled in them. I’ve been helping women to heal. I’ve been helping men to heal, too, I think, to lead them out. I’ve helped men to heal. And that’s that’s just who I am. I love to help. I love to show up. I love to support. I love to be your biggest cheerleader. And that’s just this. That has always naturally been me.

Trisha Stetzel: I can see that about you being everyone’s biggest fan, but also learning over the years to take care of yourself. You know, we were talking about that just before we started recording this show, and I appreciate the love that you were giving back to me today very much. Uh, we got to look out for each other, right? Yeah. So you’ve a pretty diverse background. You’ve done a lot of amazing things, but your most recent project is being the founder, CEO, creator of God, and I do. Tell me more about this. I’m going to call it a movement because I hear it coming from. Yes. Let’s talk about it.

Dr. Tangela Harris: Let me tell you, let me tell you. Let me tell you. Okay. It started with me being married three times. So that means that I switched my name three times. And after the last one being a, it ended in domestic violence. So I am an advocate for domestic violence. Um, God showed me that I was running from my name. I didn’t really like who I was. I didn’t like who I, I didn’t know, I didn’t like anything about me. And so what God showed me was I was changing my name, trying to discover this person. And it always came right back to Harris. So after that last, the last marriage, I had to sit back and say, okay, God, what? What am I doing wrong? Like what? What am I doing? He said one. You need to start with a relationship with me. And I’m like, well, God, I’ve been going to church. What do you mean? I’ve been going to church all my life. I mean, I don’t do the the worst things. I’m not perfect, but. And he was like, the relationship with me starts off with allowing me to love you, I chose you. And then in the midst of that, you’ll discover who you really are. You’re the apple of my eye. I love you, I chose you first. I created you in my image. And then whatever you and I have, it spills over into everybody else. But what you’ve been doing is serving everybody else. I think that’s what I want you to do.

Dr. Tangela Harris: And so now you’re drained and you’re tired and you’re depleted because those people are not giving back to you. Now you’re coming to me saying, father, fix this. Fix this now. So in the midst of that transition and him showing me that I was like, wow, I never thought about that. So then the second confirmation was I was listening to somebody speak and they said, most of you are creating a relationship with God based on your natural father. Wait, what? False flag on the play. Wait, what? He said you. If your father, not your father, disappointed you. You look at God as disappointing you. You look at your natural father not showing up. You don’t think God’s going to show up? He was telling the truth. That’s how I was treating God. I was treating God the way that I treated or received affection or attention from a natural father. So there was another journey. So I’m like, God, okay, let’s let’s wipe the slate clean. I’m good at that one. Let’s watch. Just like a teacher. Let’s wipe it clean. Let’s get that soapy water. Get all the residue. Now show me what love is. Show me how to receive love. Show me what that looks like. And that’s where we birth God and I. We do first, then it spills over into everybody else. So now I have a I have this relationship with God. I go to him first. I don’t care what it is, when it is how I go to him first, then he’s showing me how I’m looking at it, how I can look at it, what could be the outcome, what could be the consequences? He shows me all of that and I’m like, okay, okay, okay.

Dr. Tangela Harris: So God and I do. And that’s just my bile. Because I’ve had people to say, well, why are you why are you stopping to do that? Was he the man you had in your life? He’s the head of my life. I go to him first. Before we wrote the book. Six figure checks. I talked to Mel. It was amazing conversation. But when I got off that phone, I said, God, okay, I missed this. Who, me? Mhm. Should I? I went straight to him. So it’s him and I against the world, not the world depleting me. Then I want God to fix it and then I find it myself. Mhm. So God did I do is a movement of let’s put God first. Let’s put things in a proper order. God first. God. What does it mean to be in a relationship? What does it mean to be in a healthy relationship with myself? With others? What does that look like? Let’s start there. Then. Now I need to apply it in my life. I need self-care. I need to put me first. If God rested on the seventh day. Explain to me why I’m going on and on without rest.

Trisha Stetzel: Yes.

Dr. Tangela Harris: Don’t make sense. And then everybody reap the benefits of the love between him and I. And what we doing? Then they get the overflow. So I’ve learned to not put people ahead of God. I go to him first because he’s showing me people I shouldn’t connect with. He showed me with people that have ill feelings towards me. He showed me, hey, you can talk to that person. That’s a good person. I’m dealing with that person. And so the movement is I want people to pause and go back to the first. The Scripture Matthew six and 33 says, seek first the kingdom of God and His righteousness. Then all that other stuff will be added to you. Stop forcing or pushing to get the stuff. Start Thought here.

Trisha Stetzel: Yeah.

Dr. Tangela Harris: It’s more you than the overflow. Yeah.

Trisha Stetzel: Oh, I love that. That’s so amazing. And I. I can feel the overflow from you. So thank you for being there for me today because this feels really special. And I love the way that you’ve reframed, um, your priorities, um, so that you can take care of yourself and you can take care of other people with that overflow. So tell me more about this movement and how you’re bringing it to other people.

Dr. Tangela Harris: Oh I’m excited. Okay. So we’re starting with apparel. We’re starting with t shirts. We’re starting with t shirts. God, and I do. It’s my vow. That’s number one. And we hope that it’ll be a conversation piece, because, you know, we do have people who don’t know nothing about God. They don’t know nothing about themselves. And that’ll be a great introduction. That’s number one. And with every shirt comes a vow card. So I got an I do is saying, okay, God, I choose you daily. That’s the whole God. I choose you daily. You’re first. And so the vow cards, the wild cards that come with the shirt, you can tape it to your mirror so you’ll be able to read I am special, I’m his apple of his eye. I’m God’s masterpiece. I know it helps you set the stage for the day. Because we go through as we know, we go through so much. You know, after burying my father 60 days later, burying my grandmother who raised me, and then a year later, my fiance. That’s a lot. That’s a lot. And all I could do is sit on the on the on the on the sofa. And I didn’t want to think. I didn’t want to breathe. I didn’t want to cry. I just I was just sitting there. And so in this movement, when you look at the cars on your on your, you put it in your car, you’re going to put it on in your cubicle or. But I put all my affirmations on my mirror in the bathroom. So when I’m brushing my teeth, I’m reading. Okay, wait and worship. Okay, okay. So while I’m waiting, I can wait and worship God, I honor you, okay? God, it’s about you. Okay. What I got to do. Okay, I need to do those t shirts. I put everything on on my mirror. So the vow cards are cards that come with the come with the t shirt, and you can just tape it to your mirror so you ain’t got to do the work. I do the work for you.

Trisha Stetzel: And I love that. That’s so beautiful. And and I know as a, as a motivational speaker and as a life coach that this is going to be part of your work, right? As you move through this space. I’m so excited. So, um, tell people how they can best connect with you and find these shirts with the vow cards.

Dr. Tangela Harris: And can keep it simple. You can go to tangela. Com simple. Because everything I do is on there because the the work. Like you said, there’s a whole movement, but then the work comes, you know, there will be Bible studies, there will be, um, you know, times of retreats. He gave me this great retreat. I gotta figure it out. But Sacred Pulse, I was like, oh, God, that’s good. But what I what I know God has brought me to leaders. I’m I’m that person that that that work with leaders. And God wants the leaders to understand. I know I gave you great work, but I need you to pause for me. So just like you’re going on vacation tomorrow, that is God’s sacred pause. So you don’t have to think you could just kind of be how to kind of process what you’re dealing with. Just be in that space because a lot of leaders don’t. Because I was one of them. Always going, going, going every weekend, every weekend. Now I at least get myself two weekends out of the month that it’s just nothing. It’s a time that you can you can think better. That’s the time where you can create. That’s the time when you’re able to be refueled. You know, we don’t have to be drained. We don’t have to. If God if God pours on the seventh day Sabbath, why are we not causing art in the new beginning, the beginning of a new week or a new month or whatever? So we have to learn to pause. So I say, okay, God will show me what you want me to do with this retreat. I like that, I like.

Trisha Stetzel: That sounds amazing, and I’m sure that information will be up on your website as well when it’s available. That sounds. I love that it just came to you. I’ve never led a big retreat, but I’ve been called to be a participant in one, and it can be such a special time, not only for yourself in the connection, the spiritual connection that you have, but also the connection with the other people show up. Right. Yeah. I love that you’re doing that. That is amazing. You do such a beautiful work, Tangela, and I can’t wait to see more of what’s to come with God and I do.

Dr. Tangela Harris: I love it, I love it, I’m excited. I start to get scared for a minute. You know, I start to, I mean, for just a brief because I was on vacation last week. So for a brief moment I was like, oh, because I seen warehouses and, you know, manufacturers. And I was like, okay, God. Okay. All right. So I’m ready. I am ready. But for, for for a short moment I was like, oh Lord, okay, okay.

Trisha Stetzel: It’s okay. It’s what you’ve been called to do. And you’re going to impact so many other people through your actions and your words. Right. Because you have this relationship with him and you’ve been called to do this work. So excited. So can we. You mentioned it, uh, the book 66. I’m so excited about this. So my sister, Doctor Tangela, is one of the, um, coauthors or chapter writers in six. Figure six Houston, volume one, P. S international best selling author. Doctor Tangela. Congratulations. This is so exciting. Do you want to tell us.

Dr. Tangela Harris: You two.

Trisha Stetzel: No it’s not. Yes, yes, yes. Uh, do you want to give us a little sneak peek into the chapter that you’ve written so that we can get folks to buy even more of these?

Dr. Tangela Harris: I love it, I love it. My chapter is about bouncing back. Mm. You remember when we were growing up? It was that big ball on that. That that long rubber band that used to boom, boom.

Trisha Stetzel: Yes, yes.

Dr. Tangela Harris: That’s how we are in life. Mm. You know, we go through different things and guess what? We have the ability to bounce back. And if we keep that image in our head that you know what, it might have hit the wall. But guess what. It bounces right back. And in my chapter, I talk about being resilient. The military taught me about being resilient. I didn’t even know what the word really meant. And then when life started happening. Over here, over here, over here, I was like, oh, but then I stand straight back up. I’m standing up. I’m standing tall, you know, and you can’t tell nothing’s going on. Because really, a lot of people don’t think I have any issues. And I’m like, if you knew the fires that go on in my life. But that’s not who God created me to be. He created me to find the solution or understand the solution on how I can use what I’ve been through to help somebody else. So when I’m bouncing back, I’m not bouncing back for tangent. I’m bouncing back for that woman who needs my story. I’m bouncing back for that little girl who needs to hear my voice. I’m bouncing back from that man that just needed time to just tell me a little something. Tell me a little something. Cease, you know? But it’s that bounce back. And so that I. I love my chapter because it reveals something in me because I didn’t think I, I was that bounce back person. But as I was diving into and I’m researching and I was doing, you know, how you doing that little self-assessment. And I was like, girl, you you are a bad mama jamma girl. You you’ve got it going on. You’ve been through some stuff, but yeah. I, I motivated myself. I was like, girl, you did that.

Trisha Stetzel: Amazing. Well, and sometimes we have to sit down and reflect, right? And reflect on all of the things that we’ve done. Mhm.

Dr. Tangela Harris: Well welcome back.

Trisha Stetzel: Yes, ma’am. Well congratulations on um choosing to be a part of this. So can you tell me just a little bit about the actual engagement with Mel? I know you said oh, she came to you. How did you guys meet? And then I know the follow on to that. Right.

Dr. Tangela Harris: Oh, let me tell you. Oh, male. Well, my, um, president of noble, because I’m part of a Navajo national organization was the national, uh, National Association of Women Business Owners. Yes. And the president, she knew that. She said that she couldn’t do it right then because she had a lot on her plate. So she referred me, and I said, okay, I’ll check it out and see what you know, what it’s about. So when I met with Mel, She was so inviting. She was like. I mean, it was like we we knew each other already, and she just. She just made it very comfortable. And when she explained her her movement because it’s a movement, when she explained her movement, I want to be a part of. And so for me, it was the best thing in me. I’ve written books, I’ve read. I got seven books out there on Amazon, but this book was part of a movement because one I’m with others, everything else I’m doing alone, but I’m with others. And so now I feel like I got sisters. So I’m not the only one that got to be and be in this space. And I ask questions. And so she was just she, she, she showed us the, the steps. You’re welcome to call her and she’ll, you know, she break it down because you know that I feel a little special with that. I didn’t understand trail or Trello wasn’t my plan at first. And so when she said I was handling no problem. And I mean, we just talked and everything. But but most of all, I like the way that she’s creating our community. Mhm. Like we have uh, not just Houston. We got Phoenix. Okay. We got Arizona in the house. So she, she brings us all together. So we have all these sisters that are coming together for one book, but we all have something to contribute in each other’s lives. And that’s that’s why I’m on this show.

Speaker4: You know.

Trisha Stetzel: That’s how we met.

Speaker4: Oh.

Dr. Tangela Harris: No. Is is more is a movement. But of all of it, male creates this amazing community of powerhouses. That’s. That’s what we are. Hey, hey.

Speaker4: Yeah.

Dr. Tangela Harris: Powerhouses. And we’re able to ignite and help each other go beyond. Not that we’re not already there, but go beyond and be that support system as we go through.

Trisha Stetzel: Yeah, absolutely. And and even the, the follow on to all of this, the mentoring with young women and the sharing, as you mentioned, with other cities who are powerhouse women are writing a chapter in a book. It’s just been absolutely amazing. Well, I am so glad that Mel found you and me and that we got to meet each other. We have one other really big thing in common. Mhm. I happen to know that you’re a veteran as well. Right. So I would love as we get to the back end of our conversation today to understand how your time in service, your time in the military helped prepare you for who you are today and the work that you’re doing.

Dr. Tangela Harris: I am a Gulf War Army veteran, so that means I’m in the war. When I went to war. I never would have known. The strength that I carry. I never would have known. Just the. Not just strength, but the fact that I was facing physical danger. And I was able to stand. So going through the death of loved ones, I was able to stand going through three divorces. I was able to stand being a single mother of two. I was able to stand and not just stand. I wasn’t just surviving, literally. I was thriving in the midst of. And the reason why I say I was thriving, because I have people that come back and say, I watched you. I’m like, what? Why were you watching me? You know, that was like. Because I never understood. Where did you get the energy or the capacity to move like you move? And I had to tell him it was the military. So when I had this one person who told me that you need to get rid of that military part of you. And I was like, the military raised me. So basically, you’re telling me to get rid of me. So I had to. I mean, I kind of walked away kind of feeling pretty low because I’m like, that’s who I am. I’m an organized person. I am structured. I make sure that, hey, if you say you’re going to be at three, guess what? I need to see you at 245. You know, I have some things that the military has raised me to be that created me to this point.

Dr. Tangela Harris: And then you tell me that I need to get rid of it. And that didn’t sit well with me. But what I noticed was you’re going to have people that’s not going to celebrate you. And you gotta be okay. You gotta be able to stand in the midst of adversity. I was standing while they stood here trying to shoot at us. Okay? We we. My unit was responsible for the POW camp. So those people didn’t want to fight because the situation they were in, they didn’t want to fight. They had to fight because their family was captive. And, you know, so when you understand and you see all this going on, you start appreciating things. And so I started appreciating life. I started appreciating the freedom. I freedom, I start appreciating and then I say, well, you know what? Guess what? When I have these kids, I’m instill the same thing in them. So through my girls mentor, I have, you know, many layers through my girls mentoring program. Same thing building them, building the capacity to handle life challenges through my life coaching, through the the speaking engagements is all about building the capacity of how people move in the earth. That’s it. It’s about the capacity because some people are narrow tunnel vision. Tunnel vision. I’m like, but there’s still stuff on each side. So you have to learn to pull yourself out of it so you can see the big picture, and then you’ll know how to maneuver and how to move.

Speaker4: Yeah.

Trisha Stetzel: All of these experiences have made you who you are. They’ve made us who we are.

Dr. Tangela Harris: Yes.

Trisha Stetzel: And then you found a way to prioritize the things that come to you that are the most important. Angela, thank you so much. This has been so much fun celebrating you, doctor Angela Harris, by the way, you guys can find her at Angela Harris. Com t a g e l a h a r r I s.com. You can find all of the amazing work that she’s doing out there. Thank you for bringing us this movement of God, and I do thank you for bringing us your chapter in six figure chicks, Houston volume one, and thank you for your service. What would you like to leave the audience with today to Angela?

Dr. Tangela Harris: Um, I would like to leave everybody with choose to live by design, not by default. Default is those things that have happened. Yes it happened. Yes, it was traumatic. It left a little wound inside. But you can choose to live by design and by design. Meaning seek God and understanding why he created you. And who? The reason why you even hear. And then it’s always to serve somebody else. So if you’re feeling bad, you’re feeling low, you’re going through depression. You, you know, need healing from grief and everything. Put that energy in helping somebody else, and then that’ll start helping you to grow and grow and grow beyond this box. So live by design, not by default.

Trisha Stetzel: Oh, I love that. Thank you so much for being with me today. It’s been such a pleasure having you on the show.

Dr. Tangela Harris: It was a pleasure being here.

Speaker4: Thank you.

Trisha Stetzel: You’re very welcome. Doctor Tangela Harris, my guest today. Thank you. And that’s all the time we have. If you found value in this conversation, share it with a fellow entrepreneur, a veteran or Houston leader ready to grow. Be sure to follow, rate, and review the show. It helps us reach more bold business minds just like yours. Your business, your leadership, and your legacy are all built one intentional step at a time. So stay inspired. Stay focused and keep building the business and the life you deserve.

 

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

July 10, 2025 by angishields

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

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

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

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

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

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

Episode Highlights

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

About Your Host

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

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

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

Connect with Joshua on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

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

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

Joshua Kornitsky: As far as is relevant?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Joshua Kornitsky: Right?

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

Joshua Kornitsky: Well, if I had a dollar.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Jon Bassford: Right? 100%.

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

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

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

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

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

 

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

Robert Danna with Global Curiosity Institute

July 8, 2025 by angishields

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Beyond the Uniform
Robert Danna with Global Curiosity Institute
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Robert-DannaRobert Danna brings over 50 years of diverse leadership experience across science, engineering, military service, technology, and human capital strategy.

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

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

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

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

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

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

Connect with Bob on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Trisha Stetzel: Yeah.

Bob Danna: Remind myself.

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

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

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

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

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

Bob Danna: I do appreciate that.

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

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

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

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

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

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

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

Trisha Stetzel: A little different than the song.

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

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

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

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

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

Bob Danna: Come back anytime, Trisha.

Trisha Stetzel: I love.

Bob Danna: That. I love chatting with you.

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

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

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

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

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

 

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

July 8, 2025 by angishields

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

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

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

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

Connect with Dr. Vasudevan on Facebook.

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Dr. Madhuri Vasudevan: Know.

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

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

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

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

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

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

Dr. Madhuri Vasudevan: Takes.

Speaker4: A lot of practice. Absolutely.

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

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

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

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

Dr. Madhuri Vasudevan: Mira.

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

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

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

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

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

Speaker4: It’s so.

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

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

Speaker4: I would just first.

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

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

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

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

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

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

 

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

No Wi-Fi, No Warning, No Excuses: How WBEs Survive Digital Disasters

July 7, 2025 by angishields

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Women in Motion
No Wi-Fi, No Warning, No Excuses: How WBEs Survive Digital Disasters
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In this episode, Lee Kantor and Renita Manley explore digital survival strategies for businesses facing cyber attacks and internet outages. Cybersecurity experts Paige Goss and Alaine Fulton discuss the unique vulnerabilities of small to mid-sized businesses, the evolving threat landscape, and the importance of proactive measures like employee training, regular security assessments, and robust backup solutions. Real-world examples highlight the costly consequences of neglecting cybersecurity. The episode emphasizes that no business is too small to be targeted and underscores the need for a strong culture of cybersecurity awareness and preparedness.

Paige-GossPaige Goss is a fixer of fixers, orchestrating a collection of highly adept tech and engineering all-stars.

She founded Point Solutions Group to address the dire need for diversity in information technology, engineering, and professional services in government and commercial organizations. And the looks she gets when she walks into some meetings exemplifies that.

She not only talks the talk, but her extensive background in the information security, healthcare IT, and Department of Defense industries gives her the cred to strut the strut. As well as to pirouette between highly classified government projects and the demands of an ever-changing commercial landscape.

Connect with Paige on LinkedIn.

Alaine-FultonAlaine Fulton founded Safe Haven Solutions in 2005 that continues to bring her clients the best of breed technology solutions to Provide Integrity in Cloud/Network/Security.

Safe Haven Solutions is an IT consulting company specializing in cloud computing, cybersecurity, and network solutions for mid-market and enterprise clients.

Our core focus is delivering effective business solutions to our clients that reduce costs, streamline operations, and increase profitability.

Connect with Alaine on LinkedIn.

Episode Highlights

  • Digital survival strategies for businesses facing cyber attacks and internet outages.
  • Vulnerabilities of small to mid-sized businesses in the digital landscape.
  • Misconceptions about the risk of cyber threats for smaller organizations.
  • The evolving nature of cyber threats and the organized nature of cybercrime.
  • Importance of identifying and protecting critical data and applications.
  • Proactive measures for enhancing cybersecurity, including employee training and regular assessments.
  • The significance of incident response planning and preparation for cyber incidents.
  • The role of human error in cyber incidents and the need for a culture of cybersecurity awareness.
  • Differences between cyber attacks and internet outages, including response strategies.
  • Real-world examples illustrating the consequences of inadequate cybersecurity measures.

Music Provided by M PATH MUSIC

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios, it’s time for Women in Motion. Brought to you by WBEC-West. Join forces. Succeed together. Now, here’s your host.

Lee Kantor: Lee Kantor here with Renita Manley, another episode of Women in Motion and this is a very important one. But before we get started, it’s important to recognize our sponsor, WBEC-West. Without them, we couldn’t be sharing these important stories.

Lee Kantor: Today’s episode is titled No Wi-Fi, No warning, No Excuses: How WBEs Survive Digital Disasters. This is an important topic and we have two great guests coming on board to discuss it. We have Paige Goss with Point Solutions Security and Alaine Fulton with Safe Haven Solutions. Renita, great job putting this together. This is such an important topic of interest for our WBEs.

Renita Manley: Thanks, Lee. It really is. I’ve been actually thinking about it so much lately, but we’re going to dig into it. So in today’s episode, it’s all about digital survival, what to do before, during, and after a cyber attack or internet outage. So, I guess I’m going to break down how to prepare ahead of time, how to respond in the moment without panicking, and how to bounce back fast. Lee?

Lee Kantor: All right. So, before we get too far into things, Paige and Alaine, do you mind sharing a little bit about your background? Why don’t we start with Paige, talk about Point Solutions Security a little bit and your work.

Paige Goss: Yeah, absolutely. And, Lee, Renita, thank you so much for having us on today. Excited for the conversation. I think I agree it’s an important one. So, Point Solutions Security, we are a cybersecurity professional services firm headquartered out of Denver, Colorado. I started the firm really to support the SMB, mid-market on offensive cyber efforts, so those are things like ethical hacking, red team, pen testing. We’ve got a governance risk and compliance division that supports companies that are looking to get audit ready. A lot of times now, companies are forcing down security requirements to smaller businesses, something I’m sure we’ll talk about today.

Paige Goss: And then, recently, we launched Cyber as a Service, which is a VC, so an opportunity for companies that want to basically outsource all of your sort of security strategy. And it’s been a lot of fun, so thanks again for having me.

Lee Kantor: And, Alaine?

Alaine Fulton: Yes. I’m Alaine Fulton, Founder and CEO of Safe Haven Solutions. We just hit a 20 year mark, which is amazing. We are an IT consultancy and managed service provider. We focus predominantly on cloud services, network architecture, and cyber security, more virtual CISO. So, our focus is really kind of securing from a network side your architecture, making recommendations of how to secure your applications in the cloud, and then also working with companies to really help define policies and procedures around what happens during an attack, what you do, what you do post, and how to really get ahead of that. So, happy to be here and looking forward to the discussion.

Lee Kantor: All right. So, let’s, I guess, start at at the top. In the case of the WBEs out there, anybody that has a business, how vulnerable are most organizations when it comes to having their entire system going down? I would imagine most businesses can’t survive very long if that happened. But is that kind of where you begin when you’re kind of assessing the dangers if you’re a business owner in today’s world? Do you want to start that, Paige?

Paige Goss: Yeah, I’m happy to. From our perspective, actually, we sort of look at things a little bit different, not a total outage. That’s rather rare today, unless there’s something extreme that happens. You know, internet outages happen. Lots of companies now have backup systems or redundant circuits that they’ve deployed that help with that type of company wide outage.

Paige Goss: But I would say from our perspective, we really look first at critical data within your environment. And so, what makes you unique as a company? What is critical to your organization sustaining long term success? And really, you know, your clients, a lot of them are pushing these requirements down because the data that you hold in your environment is connected to them. And so, for us, it’s really a matter of what could, one, be a reputational damage; two, could prevent you from making money; and three, I think long term prevent you from doing what you want to do for your client base.

Paige Goss: So, not a total outage on our side, Lee, is not how we start. We most of the time want companies to understand that everybody’s vulnerable. We say often it’s not a matter of if, it’s a matter of when, and how can you recover and how can you protect your most sensitive data.

Alaine Fulton: And I would jump in. I mean, I think from the WBE community, a lot of people think I’m too small, it’s never going to happen to me. And I think that’s kind of the number one myth. Bad actors, they don’t discriminate. If anything, I think women owners are, you know, having multiple roles, managing tighter budgets and resources, and so, it’s really, really important to kind of make sure that you understand what your critical applications are. What does downtime mean to you? How much damage could that do? How long can you be down? Just really kind of understand from a business perspective, you know, what are those critical applications. So, I think any company of any size should absolutely have awareness around it.

Lee Kantor: Now, can you talk a little bit about maybe the myth of these bad actors? One time, maybe the bad actor was in your head, you would picture some teenager in their basement, you know, drinking Red Bull and eating Cheetos. But now it’s way more organized, right? Aren’t there state actors now? This is like a big business where professionals are going into conference rooms with whiteboards and really strategizing to finding vulnerabilities.

Alaine Fulton: Yeah. I mean, from our perspective, I think the scariest thing out there is the AI component. I mean, if you think about your social media algorithms, like TikTok, if you say one thing, all of a sudden it pops up on your feed. They’re using those types of tools to kind of understand and target specifically certain demographics, and who’s going to click on what. And so, these emails are starting to look more real. They’re starting to be more personalized. And all of that can be bots and AI generated. So, the quantity and the smartness around these attacks is way more and it’s just going to continue to grow versus the guy in the basement going after one or two companies. I mean, it is mass, mass targeting, so it’s scary out there.

Paige Goss: Yeah, Lee, I agree. But there are still companies that have, you know, floors and floors of humans external to the United States that are pounding away.

Paige Goss: And I was going to reiterate that AI is changing everything, both from a defensive standpoint and an offensive standpoint. And I think too often companies – I think we mentioned it earlier – think that they’re too small. When reality, your companies might be significantly – your customers – excuse me – might be significantly larger than you. And so, these actors, these bad actors lead to your question, they’re using small businesses to get to bigger companies. So, you’re a risk not only for yourself, but also for your larger customers.

Paige Goss: And we have a bit of work in the Department of Defense, and I think that’s what we’re seeing there, as well as in all other areas, is that these smaller companies that think that their software, their app, their network, their machine shop, whatever it might be, was protected because they were kind of walled off from what the actual customer did. That’s just not true anymore. They’re using small business to get to big business. And I agree, AI makes that a whole lot easier to do and a whole lot harder to protect.

Renita Manley: Paige, do you have maybe like a quick story that you can share about a small business being attacked and how you all were able to help them?

Paige Goss: Yeah, we’ve had several situations. One, I’ll give you just an interesting example. We were working actively or trying to work actively with this company to kind of get them ready for a potential M&A transaction, and so we were trying to convince them to let us do an assessment on where are they, where are they weak, what external network vulnerabilities do they have, et cetera. And they kept pushing it off, saying nobody wants to work with us, we’re a small manufacturing shop and we manufacture – in this case, I’m not going to tell you what they actually manufacture, but let’s say they manufacture pins.

Paige Goss: And it was really interesting, they pushed me off for a-year-and-a half. And then, what ultimately happened is they called me in a sheer panic that they had a $5 million ransom on their head, and it was about to impact everything from their business. They ultimately did business both commercially and with the Department of Defense. It was going to impact their transaction potential. They had all of their sort of critical data and all of their documentation was in a black box.

Paige Goss: And so, I think the interesting part to that is, again, you’re not ever too small, what you do is not insignificant. And that manufacturing pins, in this case, you wouldn’t think that that would be a huge target. But they were going up scale, they were going Defense and they were certainly going to the M&A target.

Paige Goss: So, what we ended up doing, one, we’re not a forensics company, so we sort of wrote on the side with the forensics company trying to help them really, one, recover the data, and then, two, put way better business practices. And I know Alaine mentioned earlier policies, procedures, really just kind of back to the basics on how do you baseline protect making updates to your firewall, running patches. I mean, these are basic things that a lot of companies, I think, they get busy being busy and they sort of go over the top of it. And it’s a critical piece because that’s most of the time how things ultimately get escalated.

Paige Goss: So, yeah, we rebuilt their entire environment for them, putting in controls, putting in a bunch of the cyber practices that we deploy for clients. And about six months ago, they finally completed the transaction. So, it ended up being a success, but it was a lot of work and a whole lot of money. I think they ended up spending 6X on the repair and rebuild versus what they would have spent with us from the very beginning. So, it was a very expensive lesson for you’re not too small and you’re not too insignificant from what you do to, I guess, be vulnerable and be taken advantage of.

Lee Kantor: Now, you mentioned a couple of them, but are there any kind of low hanging fruit, proactive steps that every business can take to kind of prevent some of these things from happening?

Alaine Fulton: Yeah. I mean, from our standpoint, as she said – Paige said, for us, we think of it in three layers. The first layer is people. So, you want to train your people to recognize any type of phishing emails, you know, what to click, what not to click. We have tools where we can push those out to an organization and almost kind of test them, and that way, they can see exactly what they’re looking for.

Paige Goss: The second layer is going to be processes. You know, if you put together just a very simple checklist, is it my CRM? Is it our POS? Is it our email? What are those systems in place that are really going to be affected that we need to prioritize?

Alaine Fulton: And then third is technology. So, you can install an antivirus, but the antivirus is only going to really protect off those big viruses that are well-known. They’re not kind of like that shield, if you will. So, putting strong password policies in for all of your employees, putting in MFA, multi-factor authentication. That’s a free thing. That’s very easy. It can catch a lot of viruses and threat actors. So, yeah, there’s a couple basic tools that we recommend that are just basic security hygiene, I think, is a good step.

Paige Goss: Yeah. Alaine, I agree. I would also say that from a training perspective, train specific to the job because now a lot of these threat actors are getting – Alaine mentioned earlier – AI. I mean, salespeople are a great target. We want revenue. We want to click on everything. I’m a salesperson by background, so the second I see somebody reaching out for a quote, I’m excited. I would say help desk is a super vulnerable area now because most of the time it’s people that are earlier on in their career, they’ve not seen as many things. Same thing I would say with sort of frontline staff if you’re in a manufacturing or food service type.

Paige Goss: So, I think now it’s more important not to just train, but to train job specific on what’s coming up. ACH, that’s been sort of a topic that’s been flowing around for a while now. And I think a lot of this needs to be job specific versus just sort of an overall check the box we do cyber training. It’s really not helpful just as an overall. It becomes a lot more important job specific.

Renita Manley: So, if I’m a WBE listening to this today, what would you tell me – okay. I’m done listening to the podcast. What’s the very first thing that I need to go do right now to make sure, at the very minimum, my website is okay?

Alaine Fulton: So, for your website, I mean, you need to make sure that it has an SSL. So, if you go to any website, you’ll see it kind of looks like a lock box in the corner. That means that it is secure – I think it’s like a padlock. It means that it’s a secure site, so you’re making sure that your patching, your passwords are secure, you know, all of your plugins, your CMS platforms are all kind of up to date. But I would think the number one thing is just to make sure that it’s SSL secure.

Paige Goss: Yeah. I would say, too, if we’re not talking specific website, take away administrative access from as many people as you possibly can. Access control is a really interesting topic in the cyber world right now. I agree on making sure your website is secure and also your run patches. So, if it’s Microsoft upgrades or if you’re on a Mac, if it’s any upgrades or patches that can be run on any of your systems or inside of email, or anything like that, like keep that up to date. That’s the baseline for protection. And without that, it becomes really easy for people to get in.

Lee Kantor: Now, what should I do? Like you mentioned earlier, that client of yours had that ransomware attack, what do I do? What’s my first move if that comes across my screen?

Paige Goss: Do you want me to answer that, Alaine? So, one, I would always argue don’t pay it first. There’s a lot of other options outside of paying. I think depending on the company, depending on the situation, you’re going to kind of have a three-pronged response. One, if you’re sort of a more formal, sort of better cyber hygiene company, you’re likely to have an incident response plan. If you have an incident response plan, you want to launch that immediately. And most people within the org should.

Paige Goss: That’s one of the funny lessons learned, is like make sure anybody listed in your IR plan, knows they’re listed in your IR plan. Too often we go run exercises, and people are like I had no idea I was responsible for this. So, have an IR plan, so first would be to execute that.

Paige Goss: Second, I would shut down any external access. So, make sure that anything from the external facing internet is shut off until you can kind of get a handle on where things have gone awry. And then, I would say the next would be to start a conversation with your insurance broker if you have a cyber insurance policy.

Paige Goss: Now, you could throw companies like Alaine’s and I in there. Yeah, you’re probably going to need us relatively quickly. But I think those three steps of sort of launching your IR plan effectively, shutting any external access off immediately, and then reaching out to your cyber broker.

Alaine Fulton: Yeah, I agree. Got to contain it right away. And also just make sure you’re preserving any type of evidence. You know, you don’t want to lose any type of data, especially if you have a cyber insurance policy, what have you. You want to make sure that you’re not deleting any backlogs or anything like that. But, yeah, contain it. Turn everything off. Get rid of the Wi-Fi. Close down access to any remote. Just shut the house down, basically.

Renita Manley: You mentioned IR plan, for anybody who heard that, what exactly is an IR plan?

Paige Goss: Incident response.

Alaine Fulton: Yeah. Incident response, right. So, it’s kind of what happens during a breach. Who do I call? Who do I communicate with? What are the steps that we need to to take? Who do we need to contact in what fashion? So, it can be a very simple checklist depending on the size of your organization, or it can get very, very in depth in regards to, okay, these are the systems, who’s responsible? Who’s responsible for communicating to our customers that something happened? So, it can get very detailed depending on the complexity of your environment or it could be just as simple as a checklist. So, yeah, incident response.

Paige Goss: The first one – sorry.

Renita Manley: You want to make sure you have a hard copy of that.

Alaine Fulton: Yeah.

Paige Goss: Yeah, absolutely. And I was going to say, too, the shut your house down is critical. So, shut your house down and kick your kids out, so that you can really look and see was it inside or was it outside. You got to sort of shut it all down and have as few people involved as possible from my experience.

Lee Kantor: Now, on these types of incidents or attacks, are they happening kind of in that AI automated way that people are just, you know, kind of poking around and they find a vulnerability and then they get access? Or is it kind of a human error thing that somebody on the team clicked on something inadvertently in order to let this thing in? Because to me, the training on that second one, you really have to be relentless with the humans in your organization, not just shore up the computers in your organization.

Alaine Fulton: Yeah. I mean, I think people is probably 99 percent of how these actually happen. If you’re clicking on a malicious email, that opens the door to get into your organization. But, for example, the MGM in Vegas, that was caused because somebody didn’t patch one of their infrastructures correctly, and so that was a hole that somebody was able to get into.

Alaine Fulton: So, to Paige’s point, you know, making sure that you’re constantly updating your software, your hardware, your patching, all of that, everything is encrypted. So, again, that was kind of human error based.

Alaine Fulton: And there’s a lot of tools out there, and sometimes companies don’t really know how to use the tools or they’re duplicate. So, I mean, there’s a lot of noise in this space. So, again, trying to really simplify and keep it as basic as possible, I think, is key in educating your people.

Lee Kantor: Now, how often should you kind of be testing your team to ensure that they’re not going to inadvertently click on something? Is that something that you recommend happening once a year, every three months? Like, is there a rhythm that you recommend? Because, to me, that’s the weakest link here. You guys want to fight for this?

Paige Goss: Yeah. No. So, every company is different. I think once a year is way too infrequent. Things are just changing in technology so quickly. So, we recommend, we do it monthly with our clients in some form or fashion, so if it’s the accounting department, or if it’s an all hands, or if it’s sales, et cetera. So, we try at least one touchpoint at least a month or recommend that, some being automated, some being more kind of in your face. So, once a month on our side.

Paige Goss: And then, sort of testing it is an interesting one, Lee. And I would say you want to test your humans, but you also want to test your systems. And so, Alaine and I both, I think, would agree that having at least an annual penetration assessment, at least an annual sort of web and mobile, or whatever your business is creating, I think having at least annually, if not twice a year. It’s critical because then you get to really see sort of your current state and you can make updates, you can see where you haven’t patched, you get access to sort of where your infrastructure might be weakest, and then you can call Alaine to have them help you get it all squared away.

Paige Goss: But I think doing the offensive work or having a third party do the offensive work to really give you a baseline is a critical piece to this testing, both humans and systems.

Renita Manley: So, I hear what you said about penetration session and I kind of gathered what that means, but can you explain what that might mean for a small business owner?

Paige Goss: Yeah. So, there’s several ways to do it. A lot of companies sell penetration testing, which really is more what we call vulnerability scanning. So, they’ll take your external facing assets or your external IPs, and they’ll run them through a system to see if there’s any known vulnerabilities out there, so missing patches, attacks on a specific piece of hardware, et cetera.

Paige Goss: What we do is we take that information. We also go to the dark web. We also gather what we call OSINT, which is intelligence data around just the entirety of your system and your infrastructure, your web, et cetera. And then, we actually do hands on keys and we try to attack. So, we’re attacking from the outside, from the web, trying to see how far we can get.

Paige Goss: And the benefit, in our opinion, to doing it manually is it’s a unique environment or a unique set of credentials for all companies. And so, we’re piecing things together and we’re really taking it from a state actor perspective. So, you just get a lot more information and you get a little bit more on how to protect yourself if you do that type of penetration testing. Now, you should absolutely do the vulnerability scanning. That’s a quick and easy win. But doing a deeper dive, I think, once a year at least is really important.

Lee Kantor: Now, do you do drills or do you recommend doing drills as if you were attacked so that people can kind of take the steps that they would take if they were attacked? Like, you do a fire drill. You know, a lot of buildings do fire drills every year. Should you be doing one of these kind of incident response drills?

Alaine Fulton: Absolutely. Absolutely. I mean, that’s critical, having everybody understand, kind of go through the process. And that way it takes out kind of the panic when things happen. They know the plan. They know how to execute it. And we have customers call us and we kind of know the playbook, so we understand that.

Renita Manley: And we’ve also done physical downtime. So, what happens if this server is unplugged? Where are the backups? And actually get those backups up and running. So, really physically testing your environment as well is critical because things – like Paige said – are constantly changing. So, absolutely, you want to run through that plan at least once a year.

Alaine Fulton: And I would even say on the physical side, testing your connections, testing your network and all of that even probably twice a year. But, yeah, that way everybody knows what they should be doing, it’s well practiced, and I think that’s super important.

Lee Kantor: And you want to be doing it when there’s no stakes now. Like everybody’s calm, this isn’t a crisis, so that when the crisis comes in, you already have some repetitions. You have some, you know, experience of having done it. You don’t want the first time to do it when it matters.

Alaine Fulton: Yes, absolutely. And I think having cloud backup or having backups kind of gives people peace of mind as well. You can take the state that you’re in today and you can have backups on a per minute basis, on a 24-hour, on a weekly basis, just really kind of depends on what that downtime looks to you. But then, you can just go ahead and circle back to that old data, so you’ve preserved that. So, having those type of backups.

Alaine Fulton: We don’t recommend on site. There’s best practices around that. But that’s also kind of being proactive. If something happens, you don’t have to pay the ransom. You have all of your data. It’s all solid. And that’s another definitely highly recommended.

Paige Goss: I’m so glad you mentioned this, because this is something we see over and over and over where companies don’t have backups on email, on files, on basic things that help operate your business successfully. And so, as a WBE, as a small business, it’s the first thing I would say to do outside of checking your updates and kind of everything we talked about, is, figure out a backup solution, because then it’s business continuity, it’s disaster recovery, it’s incident response, lack of follow up that you have to do.

Paige Goss: I mean, there’s just so many advantages if you have a good backup solution. And I completely agree, it’s a relatively inexpensive technology to deploy most of the time, which can be just a massive risk aversion technology. But also just sort of this relief of like, okay, it’s not a matter of if, it’s a matter of when, and I’m good.

Renita Manley: You mentioned recovery, so I was wondering, what’s the first step to even figuring that out? Like, as a small business owner, I just heard you talk about disaster recovery, so now I’m like, “Oh, my gosh. I don’t even have a disaster recovery plan.” What should be my first step to make that happen? Let me see. Alaine, you go.

Alaine Fulton: I think, first of all, looking at your network infrastructure. What are your connections? Where are your remote workers? On the physical side, do they have firewalls on their remote laptops? Do they have antivirus? So, really kind of looking at the network as a whole, but then also looking at, again, those critical applications.

Alaine Fulton: Are a lot of your businesses based on a POS? Do you store credit card information? Do you store any type of personal identifiable information? There’s going to be compliance rules around that. If you don’t store that, do you store that with Microsoft or Google? Because even though they’re Microsoft or Google, they’re protected on theirs. That doesn’t mean that you are protected per se. So, what is that information that needs to be protected?

Alaine Fulton: I know companies use Dropbox and all that. Those are great, but you’re still kind of reliant on – I mean, they’re good for SMB. But I would, again, just kind of look at your critical applications, what data. What do you need to function? You know, if you cut your leg off, what would you need? You need a crutch, right? So, really kind of understanding what drives your business and starting to kind of hone down on that. And that will help with your disaster recovery plan is kind of going down the line as priorities in regards to how you can kind of continue your business.

Lee Kantor: So, how do you manage kind of from a human standpoint, the person who clicked on the thing, they’re the ones who set this whole thing in motion. Is there some best practices you’ve learned on how to manage kind of how they’re feeling and their responsible, and how everybody as an organization, the culture of it, how it handles that type of kind of inadvertent mistake that’s really messed things up?

Paige Goss: Yeah. I mean, I think we’ve all clicked on something, right? I own and run a cybersecurity firm and I’ve clicked on things. So, I think it’s just human nature. We’re all moving fast. We get hundreds of emails. So, I think having a culture of we all support each other and this is a enterprise or company wide initiative, not just an IT issue or initiative, not just a risk management issue.

Paige Goss: I would probably argue now it’s becoming a huge sales initiative of where, you know, sales and cybersecurity are becoming revenue adjacent. Where without some of these cyber policies and practices and some of the standards that companies need to now adhere to, you’re not even getting to go to that from a sales perspective.

Paige Goss: And so, I think, Lee, having a culture of this is just who we are, we’re a cyber aware firm and things are going to happen, but our job is to not let it impact us from your reputation standpoint, not let it impact us from a financial standpoint. And I think the more you get people bought into that, the better it is because somebody already clicked on something. It’s just is a matter of if it went anywhere or not, and some did and some didn’t. And so, I think just having an open conversation about the importance of this tied to the long term success of the company is important.

Alaine Fulton: Yeah. The mistakes are going to happen, right? I mean, we’re all human. So, I think when you have a mistake, it’s a learning exercise for everybody. I mean, the biggest thing is don’t hide it. Tell somebody. The quicker you know about it, the quicker we can respond. And that does come down to culture, so I agree, Paige.

Lee Kantor: Now, you mentioned that no company is too small to kind of be vulnerable. Is there a size of an organization or an amount of revenue that they have to be at in order to put in place some of these protections? Because you’re mentioning a lot of things. You mentioned secure backups. You mentioned cyber insurance. You mentioned partners like both of your firms. Like all this sounds very expensive, so what size do they implement some of these more expensive solutions? And then, is there solutions for people who aren’t at that size yet? Paige, do you want to take a swing at this?

Paige Goss: Sure. Yeah. So, I mean, again, every business is different because you can be a ten person company but have extremely critical data. You can have credit card data. You could have CUI, which is for the Department of Defense, et cetera. So, I think everybody’s business, Lee, is a little bit different.

Paige Goss: But I would say just as a baseline, it doesn’t have to be over architected. It doesn’t have to be overengineered. You can do a lot of what we’re talking about with better Microsoft licensing, which doesn’t break the bank. We’re not a Google shop, but there’s a lot of things that are built into Google now that you can deploy.

Paige Goss: And I would say, you know, just have a conversation with other companies in your industry and that are similar size and ask what they’re doing. There’s a lot of best practices out there for businesses of all levels. But start with, again, the basics. Alaine mentioned, there’s some MFA that’s free. There’s some Microsoft licensing that you can get upgrades to. And you can deploy some of these sort of baseline cyber tool sets for relatively inexpensive – excuse me – that are relatively inexpensive.

Paige Goss: And then, I think as you grow, it’s, again, what’s the value for you. So, if it’s important, then the dollars aren’t as hard. If this is something that will either put you out of business or will be a critical piece that you can’t continue to operate like you were. So, I think most of our clients, yes, are a little bit larger, but not large. Like we have lots of companies that are in the 10 percent plus range that we do basic cyber hygiene for. And so, it doesn’t have to be a big company, I think, to have an impact.

Renita Manley: Alaine, I want to ask you this question, what’s like the basic difference? I mean, as we’re all talking, I’m just thinking like what’s the basic difference between a cyber attack and internet outage? And as a small business, do I need to prepare for each of those threats differently or about the same? And I’m talking about a prolonged internet outage, maybe like two days or something.

Alaine Fulton: Right. So, for us, I think the key difference is intent versus impact. So, an internet outage is like a storm, right? You can kind of wait it out. It’s not that critical. You can use like a mobile hotspot or you can use a backup internet connection. There’s ways kind of around that.

Alaine Fulton: With cybersecurity attack, it’s kind of like a break in, somebody’s breaking into your house. So, you have to be a lot more diligent with that. You have to act fast. You have to contain the damage. You have to recover some of your work. So, an internet outage may put you out, but you can go to the Starbucks and connect to any type of Wi-Fi.

Alaine Fulton: So, obviously, large companies that are running infrastructure and data centers, let’s say, they need that 100 percent uptime. So, making sure that you guys have UPSs, that you have some sort of backup, even if it’s like a 4G mobile hotspot, like I said.

Alaine Fulton: So, you know, there’s a lot of easy ways to kind of have some internet backup, but I would say the attack is really going to kind of put businesses to their needs, and that’s where you want to prioritize that.

Lee Kantor: Now, before we wrap, is there a story you can share – we’ll start with each of you – maybe where you helped a client, where they were going through something, and then you were able to help them get back on track, and then maybe protected them for the future. I know that you mentioned that one thing that was the startup that was able to get acquired eventually. But is there another story,maybe, Alaine, you can share that you were able to help a firm get through a rough time?

Paige Goss: We are predominantly more on the forefront, so we do have kind of SMBs all the way up to enterprise. So, we try to get ahead of a lot of this, so our focus is really documenting all of the policies, the procedures, kind of anticipate what can happen. We do have resources, and Paige’s company as well, where we can help after the attack.

Alaine Fulton: But we are really integrated in to, you know, when something has happened, we help them, we walk them through it. We call the providers, we work with that. So, we help kind of quarterback that, I would say, a little bit more than actually doing the remediation. We also rely on penetration testing, and that way we can kind of foresee where those holes are, where those gaps are.

Alaine Fulton: So, I would say we’re more on the the defense – or the offense side, I should say, to protecting environments and it’s been really helpful for organizations. Again, that does come with a cost. But again, it really depends on, you know, the size of the organization and how you’re running your business and what kind of data that you guys keep.

Lee Kantor: So, what is the pain they’re having right before they call you? Did they just have something or they got a scare? Like what occurred that spurred them to contact you?

Alaine Fulton: It was a third party company. So, we also do that as well. So, any organizations that are working with a third party company, we actually do assessments on that. Because, you know, company A, our client, they’re responsible to the end customer. Well, if they’re using Google Cloud or they’re using Dropbox, or what have you, they’re liable for those third party companies. So, it was a third party company that was breached. We had the assessment completed where that third party company said we checked all the boxes, we were compliant. Turns out that they weren’t.

Alaine Fulton: So, I protected my client because we did our due diligence to make sure that they said that they were compliant, when actually they weren’t, and that protected them from a lawsuit or having to pay out any of their customers. That third party is responsible for that. So, we saved them a lot of money in that sense.

Paige Goss: Alaine, that’s such an interesting example. We tend to go the other direction where our clients are getting security questionnaires from their clients. So, we have a lot of examples where they reach out to us, what has just happened is that their sales team gets a five-tab Excel spreadsheet on all of their security for the organization. And they basically say, crap, I have no idea how to fill this out. I have no idea if we have all of this or not. Or their clients are saying, you have X amount of time to go get a third party certification, ISO 27001, SOC 2, CMMC, et cetera.

Alaine Fulton: So, a lot of our business is driven from our customers, their customers pushing down hard core cyber requirements, and we get brought in to help them sustain that revenue and to help them grow, again, like I mentioned earlier, sort of turning cybersecurity into a revenue adjacent initiative, and it’s been extremely powerful. So, we also are on the front side. We don’t do the incident response as much, but more from a client requirement versus a third party risk, which is great that between the two orgs, we sort of covered the entire supply chain from what it sounds like.

Alaine Fulton: Yes, absolutely.

Lee Kantor: So, you’re kind of insurance for them before they need it.

Paige Goss: Yeah, that’s the goal, and really insurance plus. We hope that what they get out of working with us is that they become a lot more competitive in the market, they have these cyber requirements. So, Alaine and her company, as a third party reviewer, our clients don’t have to worry about that. They’re like, yes, we’re good, and here’s our third party attestation, or here’s our third party certificate. So, it becomes a competitive advantage.

Paige Goss: And a lot of our clients, including ourselves, we went in, leaned in even as a small firm, and that’s been extremely helpful. We’ve landed a ton of business because we had these cyber controls already in play and we didn’t have to spend the next 18 months trying to get there.

Lee Kantor: Well, Paige, if somebody wants to learn more about Point Solutions Security, what’s the best way to connect?

Paige Goss: Yeah. So, you can find me on LinkedIn, so Paige, and then it’s P-A-I-G-E, and last name Goss, G-O-S-S. The company website is pointsolutions-security.com. We also have a LinkedIn page that you can visit. And I think my WBE profile is somewhere where you can find me from our recent certification ourselves.

Lee Kantor: And, Alaine?

Alaine Fulton: Yes. I’m also on LinkedIn. It’s Alaine with an A, Fulton, F-U-L-T-O-N. The company is safehavensolutions – with an S -.com. And we are also in the WBE directory, I’m sure, somewhere.

Lee Kantor: Well, thank you both for participating in this. You shared really important information. Renita, anything else?

Renita Manley: Nothing. Just want to remind everybody listening to make sure you come to our Unconventional Women’s Conference on July 23rd. And we also have our WBEC-West conference that’s coming up in October. It’s going to be in Phoenix, Arizona. So, if you’re interested in that, make sure you go to our website, wbec-west.com, go to our events tab and learn more about it.

Lee Kantor: Well, Alaine and Paige, thank you so much for sharing your stories today. You’re both doing such important work and we appreciate you.

Alaine Fulton: Thanks for having us.

Paige Goss: Thank you so much.

Lee Kantor: All right. This is Lee Kantor for Renita Manley, we will see you all next time on Women in Motion.

 

Tagged With: Digital Disasters, Point Solutions Group, Safe Haven Solutions

Joy Ellen Levin With Gen X Exec Encore

July 7, 2025 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Joy Ellen Levin With Gen X Exec Encore
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Joy Levin is the Founder and President of Gen X Exec Encore.

In working with Gen X high-achieving professionals, she recognizes that for many, this next phase isn’t about traditional retirement—it’s about creating an encore that blends passion, purpose, and new opportunities.

As a market research consultant and entrepreneur for nearly three decades, Joy has guided executives and business owners across industries in making strategic, well-informed decisions. Like many Gen Xers, she wants a future in which she can remain productive, explore meaningful pursuits, and build new connections.

With an honest, warm, friendly and highly professional approach, she guides accomplished professionals to discover their next purpose-driven chapter, empowering them to create an encore life with confidence and clarity.

Connect with Joy on LinkedIn.

What You’ll Learn in This Episode

  • How Joy’s coaching approach helps clients redefine success beyond the corporate title and accomplishments they’ve held for years
  • What’s one powerful mindset shift that Gen X leaders can adopt to turn uncertainty about the future into excitement and purpose
  • Some surprising opportunities Gen X professionals have taken once they began exploring their next chapter
  • Advice for someone who feels stuck in limbo between the end of their corporate career and the start of something new

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Lee Kantor: Lee Kantor here. Another episode of High Velocity Radio in this is going to be a good one. Today on the show, we have Joy Levin, who is the President of Gen X Exec Encore. Welcome.

Speaker3: Thanks, Lee. It’s great to be here.

Lee Kantor: Well, I am so excited to be talking to you. Somebody who’s finally talking about Gen X. The boomers take up too much oxygen in the room, so I’m fired up about having somebody talk about Gen Xers. So tell me about your practice. How you serving folks?

Speaker3: Yeah, so I’m a certified professional retirement coach, and I specialize in working with Gen X leaders. So small business owners, executives, entrepreneurs to really empower them to navigate the transition to their post post-career chapter. So I focus on those who want to design like a fulfilling, purpose driven chapter in their retirement years, and they want to make the most of what is now commonly thought of as an encore, especially for Gen X leaders. So, you know, we coach them to clarify what’s next. Whether it’s launching a new business or shifting to a passion project, or just redefining work and lifestyle on their own terms. So we take them through a series of exercises that guide them to decide what they want to do. That’s in line with their values, because a lot of people who retire now, they have, you know, 10 or 15,000 more days ahead of them, lots of stuff left in the tank. And so we want to make sure that people are using that in an intentional way, to really make sure that they maintain a sense of identity and connection and relevance.

Lee Kantor: How did this kind of evolve for you? How did you get it? You go from whatever you were doing to this kind of work.

Speaker3: Right. So my background before this and I still continue to do this is market research and strategy consulting. So, you know, there were really three things that kind of came together that influenced me. So first of all, you know, as I’m a Gen Xer myself, I understand that we have a unique mindset and values. I mean, all generations have their uniqueness, but in our case, we’ve lived through so many societal and cultural experiences that really resulted in us developing this strong sense of like resilience and adaptability. And we were also raised to be independent and resourceful. But when it comes to what’s next, after a long career, many people in my generation just find there’s no clear roadmap, their expectations. But those expectations don’t always fit into what our aspirations are. So second, my background and market research and consulting also played a major role because for years I’ve worked with executives to uncover insights so they could make data driven decisions. And so in doing so, I’ve always been very inquisitive and analytical and strategic. And these are skills that I now use to guide Gen X leaders through one of the most important transitions of their lives. So just as I continue to work with businesses to find clarity in these complex market landscapes, I’m also working with individuals to gain clarity on their own next steps. And third, I was just inspired by my own journey, really. I went through transitions from being an employee to an entrepreneur to thinking about what will come next. And these were all defining moments for me. So each time I’ve experienced firsthand the mix of excitement and uncertainty and reinvention that comes with stepping into a new professional identity, and I’ve come to realize that many accomplished Gen X professionals face similar crossroads, and they need structured support to create a transition that aligns with their values and goals.

Lee Kantor: Can you talk about that transition when you went for from. You know, I’m working and now I’m coaching. And now, as a coach, I have to go and find a client. So I have to convince somebody that I can help them with this challenge that they’re having. Like those early clients. Can you talk about how that transition went?

Speaker3: Yeah. You know, so there are really a couple different ways. Um, I sort of have created this framework called from mixtapes to mindset to I’m sorry to meaning because, you know, um, mixtapes are like this huge, iconic thing for our generation. I mean, everybody’s created one. Um, and so they evoke a lot of nostalgia. They bring us back to some of the things we thought about when we were kind of starting off in our careers. And so I’ve kind of used that, and I do workshops and classes about it to reorient people to thinking about, you know, kind of rewinding that tape to the past, but then also reframing it and reinvigorating it to think about the future. So that’s one way. And I also partner with like financial planners and other people who touch retirees or soon to be retirees. Um, you know, and I do all kinds of things for them. And we partner together, um, to show that really, retirement planning is not just about the finance and the money. It really requires this holistic perspective. So, you know, a lot of people feel like, okay, I’m all set financially and yet they retire and they’re like, well, I don’t know what to do now. Like, I don’t know what to do with my time. I’ve lost my identity. You know, I’ve been an attorney my whole life or an entrepreneur. And those titles no longer fit. So they have to find something new to replace that with, to make sure that they will have this fulfilling next chapter. Because a lot of people, what they do is they say, you know, I’m retired and then they don’t have a fulfilling experience. So they go back to work and then they’re still unhappy and they don’t really understand why. Or it’s very frustrating. So those are a couple of the ways in which, you know, I engage with people and get them thinking about, you know, how can they create this very intentional, purposeful next chapter.

Lee Kantor: Do people of that generation think when they’re retiring that like it’s just going to be golf and fishing? Like, is that is there a picture in their head that maybe isn’t all that it’s cracked up to be?

Speaker3: Very much so. Yeah. And it’s so funny because that’s one of the analogies I use. People say, you know, I’ll play golf. And then, you know, after not too long, you’re like, I have, what, 25 more years of this? And to just think of doing that, it’s just not getting at the ambition they’ve had their whole lives. So there is definitely some misconceptions. They think, um, you know, they will just find their way. Um, and sometimes people are lucky enough to do that. Um, a lot of times it’s through a lot of false starts and delays, and so they waste a lot of time trying to figure that out. Um, whereas people like me who coach them can get to that much faster and help them to recognize, you know, what it is that’s going to carry them through to really have a next chapter that’s not just, you know, like you said, playing golf or fishing, but doing things that are really meaningful to them. And it could be volunteer work. It could be, like I said, starting a new business. It could, you know, just be so many different things. Um, but it really requires a lot of thinking and, you know, working through some exercises and assessments, I take them through to figure out what that’s going to be. And it’s, you know, it’s very unique for each person.

Lee Kantor: Now is it ideally you want to get to them before they’ve actually retired. Well, maybe they’re kind of have a year or two of working still. So you can maybe lay some groundwork and foundation.

Speaker3: Yeah, exactly. Usually a couple years is ideal. Um, because a lot of times they when they don’t do that and they just fall into retirement, then they kind of drift and they feel like I should have this figured out and I should not be feeling bad. Like, there’s this whole thing about, oh, you know, you’ve worked your whole life and you’re retired, and isn’t it wonderful? And there’s this psychological thing that goes on where people say it’s not wonderful. They’re thinking to themselves, this is just I mean, I just have nothing to do, and I just feel lost. And so ideally, it does help to start a year or two before you retire. So like you said, you lay the groundwork. You can start putting things in motion so that once you do make that big transition, you’re really ready to make the changes that you want to make in a way that will be fulfilling.

Lee Kantor: Now, I’ve met quite a few people recently that have maybe been laid off a little sooner than they thought they would be, and now they’re kind of a little untethered because like you mentioned earlier, when you work for, you know, big company, um, you’re used to people returning your calls or knowing you as that person. But when you’re just yourself, um, you know, without kind of that corporate identity around you. Life is a little trickier.

Speaker3: No doubt. Yeah. And, you know, it’s like they lose their relevance. And that is a terrible, terrible feeling. I mean, you know, they’ve gone, like you said, from these roles where they were thought of as a point person, as somebody with knowledge and wisdom, and all of a sudden they’re adrift. And so that’s a big thing that we work through, is making sure that they stay relevant in both their social lives and their identity in their relationships. Um, you know, it’s kind of this full view of what it takes to live this fulfilling life. So, yes, I agree with you. You know, there are people who you just feel very unmoored, and it’s a very uncomfortable feeling.

Lee Kantor: Yeah, I think that a lot of it stems like they thought that maybe they were the secret sauce, and then they realized that maybe their company was the secret sauce and that people, you know, aren’t as interested in themselves as they were when they was themselves and the company. Like I, I just think it’s a almost like an identity crisis. You know, at 50 or 60.

Speaker3: It’s definitely identity crisis for sure. And it’s either that or they just have thought of themselves as the one that people to go for, for answers or insights or whatever it is. You know, somebody who ran their own business, who knew so much, and it’s not like, you know, they retire and those things go away. They still have that knowledge. And so there’s a lot that’s also going on slowly but surely in the workforce about having these intergenerational workforces where these people who have gathered all this wisdom and knowledge and experience can really make a difference in, you know, helping people who are just entering or their mid-career to kind of shortcut some of the mistakes they made, um, and bring that different perspective that they bring from all those years of experience. And like I said, because they’re Gen X, they have these unique experiences that have helped shape their views. And those can help as well in kind of recharging a workplace and bringing different perspectives to the workforce than you would get from either, say, millennials or Gen Z or whoever else it is.

Lee Kantor: So can you walk us through what kind of those early engagements with you are like, is it a lot of kind of, like you said, assessments and asking a lot of questions just to kind of understand where they’re at mentally.

Speaker3: Yeah. So like I said, you know, this this framework I’ve developed is really inspired by the concept of a mix tape. So something very iconic. So in the context of what I do, it becomes this curated collection of these meaningful experiences and lessons and aspirations. So there are kind of these different phases that we go in and out of as we work through these exercises. You know, first, the rewinding right is looking back on your past experiences and really identifying patterns in what is either energize them or drain them over the years. And that way we can start to, you know, have some ideas of, wow, these are the things that are going to light me up going forward. And these are the things I want to kind of avoid. And then we get into this remix stage where we explore some new possibilities by blending, you know, existing skills that they still have. Like I said, it’s not like those get shut off, but we kind of blend them with fresh interests. So it’s about reimagining work and lifestyle and purpose in ways that feel, you know, exciting and aligned. And then we do a reset where we let go of some outdated definitions of success and limiting beliefs, because we want to work on shifting the mindset from what I used to be to what I want to become.

Speaker3: And some people say it’s like a shift from retiring from to two. But it’s more than that. It’s retiring with, because you do bring all of these experiences and skills into this next chapter. And then we do a reconnect where we work on strengthening relationships and building new networks. And many times, you know, I work with people that feel the need to redefine their social and professional circles to match these evolving aspirations. And then it’s about reviving, right? It’s about stepping into action with confidence and clarity, because this next phase is about making intentional choices that create what I call fulfilling encore life, whether that means entrepreneurship or impact driven work or new personal pursuits. So really, the framework ensures that they don’t just retire, they reinvent, and they get to really live out some of the values that they may have lost touch with, that they can re-identify and power them forward into things that have a lot of meaning for them.

Lee Kantor: Now, as most of your work, one on one coaching? Or do you kind of create your own mix tape with a bunch of your clients so they can, you know, create some mashups and maybe some unexpected community?

Speaker3: Yeah, yeah, I do both. Um, you know, I teach this framework through courses and workshops. So I do that and then I also do one on one. Typically, you know, people go into a workshop and they all of a sudden have more questions and they want to work on things in a more customized way. Um, and so then we’ll go into the one on one from there. But it really varies. People come in from a lot of different directions.

Lee Kantor: Is there a story you can share? Don’t name the person, but maybe explain where they were at and how you were able to help them get to a new place.

Speaker3: You know, there was an attorney I was working with for some time. Um, and she was really beginning to think of what would be next. Um, and started thinking about some of the things she enjoyed. She missed some connections. She missed some experiences she had, um, and she also realized that, you know, after a career of working in such a fact based field for so long that she kind of missed some of the creativity and things that she could kind of imagine. And so she decided to think about writing a book. So, you know, she kind of went from an attorney to be an author. And because she was going to be retiring, she was kind of able to take that in her at her own pace. You know, she didn’t have to worry about deadlines anymore or, you know, aside from those that are self-imposed, which I think are important because otherwise you just kind of drift. So, you know, she was able to figure out, okay, what are my goals for this book and when is it going to happen and all that kind of stuff. So, you know, it’s just so gratifying to see people who really rethink some of their old beliefs and ways they perceive themselves and really be able to kind of, you know, take this new direction in life.

Lee Kantor: So if you put your market research hat had on how does the Gen Xers kind of fare when it comes to the nimbleness to make these kind of transitions? Do you think that they are kind of uniquely qualified to be able to have a nice second act or third act?

Speaker3: Yeah, I think in a lot of ways they are, like I said, you know, it’s a very resilient and adaptive generation when you think of, you know, all the things from, you know, gas lines in the 70s and the energy crisis all the way up through, you know, the.com bust when we were in our careers, they’ve seen so many different changes. When you just think of technology. I mean, we were the generation that was still growing up with typewriters. And, you know, those changes without anything else is a lot. So, you know, because of that resilience and adaptability, they’re able to often make the shift a little bit quicker. But at the same time, they are the first generation to grow up without like pensions. Social security is at risk. And so they’ve had to rethink, you know, kind of the assumptions and expectations that other generations have had so that they can create something that’s still meaningful for them in a way that they can live it out, um, in their own way. So it requires both, you know, these, these adjustments, but they have that resilience that oftentimes the adjustments are a little bit easier to make, I think, than other generations.

Lee Kantor: Yeah. It’s going to be interesting how the digital native folks handle this.

Speaker3: Yes it will. Yeah. I mean, you know, it’s like you think about how a lot of older boomers, you know, really struggle with some of these digital enhancements. I mean, I think of, you know, people I know that it’s it’s really hard. Um, and so this is the first generation where they may not be as adept, you know, to or adept to doing these things as some of the younger people, but still they have enough that they’re able to navigate that pretty easily. And, you know, you just think about the changes that might be coming. You know, it wouldn’t surprise me if we ended up with in not a short period of time. Robots that are able to do a lot of the tasks that we require from people, you know, once they’re in their 90s, a lot of people need help. And so we may have robots being able to do that kind of stuff. And what that will mean for Gen X in terms of being able to live not just longer, but in a more fulfilling way, even into their, you know, later years.

Lee Kantor: Right. Especially you’re seeing a little bit of it now with a lot of this autonomous vehicles.

Speaker3: Definitely. Yes. Yeah, I mean absolutely. I don’t think it’ll be long before those types of vehicles are, are, you know, make a huge, huge difference in not just Gen X as they retire, but in people with disabilities and in all kinds of it will open the doors, I think, for a lot for a lot of people.

Lee Kantor: Right. I mean, just look at how a lot of the people in our generations had to have that hard conversation of taking the keys away from our parents, where it might be less painful for our children than us. Because there could be an autonomous. We can just summon a car and it’ll come and pick us up.

Speaker3: Exactly. Yeah, I I’ve lived through those conversations so I know what that’s like and yeah, very, very difficult. So yeah, maybe that will be one of the things that, you know, millennials and Gen Zers don’t have to worry about as much and similar with the care. You know, there might be advancements in care because we’ve you know, what we’ve done is expanded longevity, but we haven’t caught up with all the other things that go into making a life fulfilling as you live longer. So, you know, I’m optimistic that those things will come faster and more easily to this generation and make a better, you know, longer lasting life.

Lee Kantor: Yeah. And you make a good point about how this generation is the one that went from analog to, to digital. So having kind of a monumental change like that, Um, you know, we were able to kind of see what the before and after look like. But if you’re digitally native and you didn’t see a dramatic shift and it’s always been this way, it’s going to be interesting how they handle those kind of monumental shifts.

Speaker3: Oh, definitely. And you just imagine some of the shifts that will occur after them that their kids will be seeing. And, um, probably things we can’t even imagine right now.

Lee Kantor: So now, um, what kind of is the, I guess, the anxiety or the discomfort that a client is having before they become your client? Is it something that does something have to happen to trigger a call with you, or do you get, like you mentioned, referrals from my financial advisors and people like that, that they just probably say, hey, just go and and talk to Joy. But what like what’s happening were they’re like, you know what, maybe I do need help.

Speaker3: Yeah. I mean, I think it’s a lot of what we’ve talked about where it’s not necessarily one event. It’s, you know, realizing that the expectations they had, um, and just the way things are set up are not really serving what they need. You know, when you think of Social Security, it was set up for people who were going to live, you know, maybe 5 or 10 more years after retirement. And that’s just completely not the way it is anymore. It’s 30 or more years. And so it’s really sometimes it’s an extended period of time where they realize, okay, I’m doing like little chores around the house. That can be one trigger. A lot of times it’s a spouse that says, you know, I cannot see you on the couch anymore. You have got to get up and do something. And so sometimes that’s it. Um, you know, it’s a variety of different things. It is often not one event. It’s kind of this pervasive feeling of, I know there’s more out there. I, I just don’t know what it is or I, I’ve wanted to do this thing, whatever it is. But I don’t know how to get from point A to point B and what are the kind of minefields in between doing that? So, you know, and also it can be more than one thing. I mean, you can easily set up what I like to call a portfolio life of, you know, you have in your financial portfolio different assets and different combinations of things.

Speaker3: And it’s the same with a lifestyle where you can say, okay, I’m going to do this volunteer, I’m going to do this passion project, you know, I’m going to spend this kind of time doing this other thing. And so you bring into your life variety and often that’s what’s missing, is people feel like I’m doing the same thing every day, and I don’t need to be doing that. Like I used to have a job where I did the same thing every day. But there’s so much else out there, but they just don’t know how to figure out what that is that aligns with what they want. Or like I said, they’ve identified something and just have no idea how to get there. So that’s some of the instances where a coach can really help them, not to tell them what to do. But you know, that’s not what a coach does, but to kind of be a sounding board. Offer suggestions, work through some sort of scenarios, and like I said, do some exercises and assessments that help them to identify, you know, this is maybe something I thought of, but I’d forgotten or something I never even thought I wanted to do. But now it makes sense.

Lee Kantor: And you mentioned spouses. Do you do also work with the client and their spouses that unusual or is that the norm?

Speaker3: No, it’s not unusual. It’s I’ve worked with couples, um, you know, and it’s it’s interesting because, um, sometimes you’ll see patterns where, you know, one person in the couple feels one way, and sometimes there’s a lack of communication, you know, where, for example, you know, one person and a couple will say, I just want to travel a lot. And the other person saying, I don’t think I want to do that kind of hassle or whatever. And then once they get talking and realize, you know, really drill down into what they want, it often can be okay. We want to take 1 or 2 trips a year, and that way the person who wants to travel get gets what they want. And so does the person who really isn’t that into it, who’s just like, okay, a year or a week or two a year, I can manage. I cannot think of, you know, going from place to place months on end. And that wasn’t even what the travel person was thinking of. So a lot of times it’s just having these conversations and, you know, seeing where there’s room for compromise and, you know, understanding what the expectations are because these are conversations, you know, that people just don’t have.

Speaker3: A lot of the conversations are taken up with finances, um, whether it’s a couple or whether it’s just somebody thinking about what they want. They have been so conditioned to making sure they will have a good enough financial life that they have not thought of all the other stuff, so it’s a matter of having these conversations to really bring things to light that can be really very unifying or kind of serve up the ability to work on a compromise to find something they both like. And I think, you know, one of the things that when I work with couples is also very, very important is that they each have their own social lives. They can certainly have a social life together, but it’s so important for them to have their own hobbies and their own kind of tribe that they can explore things with, because there’s just a lot of differences. And, you know, it’s not like when they married, for better or for worse, they weren’t marrying to have lunch together every day. They were, you know, doing other things. So it’s it’s very important for them to approach it, not just as a couple, but for two individuals as well.

Lee Kantor: Good stuff. Well, thank you so much for sharing your story today. If somebody wants to learn more, have a more substantive conversation with you, or learn about all the different programs you offer. Is there a website? Is there a best way to connect?

Speaker3: Yep. They can go to my website, which is, um, Gen-X encore.com. Um, they can email me. Jay Levin at Encore Life. Com. Um, I’m on LinkedIn. Um, they can just look up my name, Joy Levin, and they’ll find me. So I encourage them to reach out and we’ll have a conversation. But I really enjoyed this, you know, talking about this. I so love it that it makes me realize that this is something that, to me, is very fulfilling.

Lee Kantor: Well, Joy, thank you again for sharing your story, doing such important work. And we appreciate you.

Speaker3: Oh you’re welcome. Thank you for the opportunity, Lee.

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

Tagged With: Gen X Exec Encore, Joy Ellen Levin

Ellen Goldman With EllenG Coaching, LLC

July 7, 2025 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Ellen Goldman With EllenG Coaching, LLC
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EllenG Coaching was created by Ellen Goldman to provide coaching and training to professionals and entrepreneurs who are worried about their health and happiness due to exhaustion, burnout, weight issues and other health challenges.

Her mission is to help business professionals get self-care back on their daily “to-do” list. Through her motivational talks, coaching programs, and online courses, she shows clients how to integrate health into their busy lifestyles with simple, small steps that lead to massive change, resulting in higher energy, improved focus, increased productivity and overall happiness.

With over 30 years of experience in and fitness industries working as a personal trainer and certified wellness coach, and as a business owner, wife, and mom, she knows first-hand that you do not need to sacrifice your health and happiness to have a successful career.

She is a National Board Certified Health & Wellbeing Coach, ICF PCC, and author of Mastering the Inner Game of Weight Loss: An Easy-to-Follow Guide to Permanent Weight Loss Without Going on a Diet.

Connect with Ellen on LinkedIn and Facebook.

What You’ll Learn in This Episode

  • Why it’s so difficult for business professionals and entrepreneurs to keep self-care on their daily to-do list
  • Some simple daily habits to incorporate into the busy days that will lead to greater energy and productivity
  • The key to creating life-work harmony
  • Why it’s so hard to stay motivated and consistent with healthy habits, and what can be done to increase motivation

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Lee Kantor: Lee Kantor here. Another episode of High Velocity Radio, and this is going to be a good one. Today on the show we have Ellen Goldman. She is with EllenG Coaching and we are here to talk about personal health leading to business wealth. Welcome, Ellen.

Ellen Goldman: Hi. How are you?

Lee Kantor: I am doing well. I am so excited to be talking to you about this topic. But before we get too far into things, tell us a little bit about your practice. How are you serving folks at LNG coaching?

Ellen Goldman: Oh, absolutely. Well, first, thank you so much for inviting me to be on today and chat about what I feel incredibly passionate about. So by training, I’m a national Board certified health coach. And of course, health is a wide term that includes holistically, you know, both mental and our wellbeing and our physical health. And how I found my niche or my road that brought me to this very strong belief that personal health can lead to business. Wealth is actually when I first started networking my own company, and I came into this field at a very early stage where coaching was not a very well known industry, you know, executive business coaching, a little bit, a little bit of life coaching was being thrown out there, but nobody really understood what it was. And suddenly here were these health coaches and nobody really knew what it was. And I needed to go out and educate people about a service that can really help them lead a better life, both the ability to thrive, not just professionally, but personally and find the balance between the two. And so I started going to lots of networking meetings, meeting wonderful, smart, creative entrepreneurs and business professionals, people that were growing their businesses. And as they began to know me and feel comfortable with me, they would start to chat and I would start to hear things like, I’ve gained 25 pounds since I started my business.

Ellen Goldman: I exist on 4 to 5 hours of sleep a night. I’m never home. My kids don’t recognize me anymore. And there was just this lightbulb that went off for me that it was like, that’s kind of not the way we’re supposed to be living. Work is incredibly important. We all need to be working not just for financial reasons, but also to fulfill, you know, a sense of purpose. But that should not be our only purpose, and it shouldn’t define our Are days so completely that we neglect ourselves. And one of the first things that gets neglected is self-care. And as a business professional, especially if you’re an entrepreneurial business where you are the what I call the CEO, the you’re the everything person, you know, you do everything. It all depends on you. If you fall apart, that business will fall apart. And so it doesn’t matter how many great systems you have, if you do not have the energy to manage them and do what needs to be done to keep the business growing and thriving, you’re going to fall apart. And that means the business is going to fall apart. And so it was just really important for me to get the message out there that taking care of yourself actually is one of the most important things that you can do to thrive professionally.

Lee Kantor: Now, how does this message really sink in with that? Um, you know, this hustle culture and grind culture that it’s supposed to be 24 over seven and people brag about how they haven’t slept and they brag about how they sleep at the office. And and it seems like it’s almost a cult of sacrifice that they’re, they, they’re thinking that this is what it takes to be successful nowadays. And then you’re telling them, hey, maybe you ought to pump the brakes a little and pause and think about your health when in their minds they might think that they’re slacking if they, you know, go work out or sleep an extra couple hours. Like, how does how do you kind of communicate that message to people? It seems obvious when you say it, but when you’re in the midst of that kind of mindset, and especially if you’re surrounded with other kind of startup founders and they’re all competing with each other. Who can sleep at their office the longest? You know. How do you. How do you get that message through to them?

Ellen Goldman: It’s such a great question. It really begins with a mind set shift. Um, you’re absolutely right. You know, intellectually, it sounds good. But emotionally, making that change is so difficult. I mean, I do think that that is what, you know, coaching in general, no matter what phase of coaching you’re in. Coaching is the psychology of behavioral change. There’s no lacking in education around what we need to do to take good care of ourselves. People know my family is important, and yeah, I should be spending more time with them. And yeah, I know my health is important, but I’ll take care of it once the business is on its way and growing. And you know, but that waiting until is really a problem. So it begins with getting people in touch with what they really want for their future selves and what their values are. So we do a lot of visioning. You know, one of my favorite exercises that I love to do with people and, you know, I’ll do this just for fun when I meet people who ask me exactly the question that you just asked me, I’ll say, you know, take a moment and just sort of, kind of have some fun and play with me and visualize yourself, you know, 40 years from now, you know, and you’re retired and you’re sitting out there on the rocking chair, you know, and maybe your grandkids are sitting out there and looking at you and say, you know, tell me about your life. Was it good? Was it happy? What’s the answer you want to be able to give them? Do you want to be well enough to be out there playing with them? So sometimes it’s it’s like getting them towards this.

Ellen Goldman: If growing the business is towards making my life a better in the future. Being financially stable. Giving to my family. You know, how do I want to look back? It’s almost reverse engineering, which is a huge part of coaching as well because it’s again, it’s not that we don’t know what we’re supposed to be doing, but we don’t know how to change and we are competing with others. Sometimes it means sort of going the other road. I remember many years ago, um, I used to do a talk called Taming the Daily Frenzy, and it’s really based on brain research that sometimes is what connects with, um, business professionals who tend to be pretty, uh, you know, intellectual is to actually show them the research around how the brain was not designed to exist on 4 or 5 hours of sleep. The brain was not Is designed to multitask and how it becomes more efficient when it’s well rested, when it’s working with the proper habits, when nutrition and hydration are backing up brain function. And so when you can show people science evidence based research that shows that when you are feeling well, when you are healthy, when you are well rested, when you are eating well and taking breaks to get oxygen flowing through the body and the brain, that efficiency goes up, errors come down. You actually begin to be able to do more in a shorter period of time. It starts to make sense. Sense enough to say, well, let’s start experimenting. Let’s see what happens now.

Lee Kantor: Is it health and wellness in general it is kind of a long. You got to have a long timeline. This isn’t something that. Oh, I slept good last night. Now? Yeah. Everything is great. Like. Or, you know, I ate well yesterday. Oh, I lost 10 pounds. Like, it doesn’t work that simple, right? Like it’s something you got to kind of be invested in the long run. And it makes perfect sense to lead with all that kind of data and scientific research that says it is so. Because I think a lot of the folks that you’re trying to reach really believe in that stuff. So if, if that, that would resonate. Uh, to me, that’s a great starting place. Is there things that you do once they kind of intellectually go, okay, I’m going to buy in what you’re saying. And I love the way that you framed it in terms of let’s do an experiment. Are there some kind of simple, low hanging fruit things you lead with in order to kind of slowly ease them into this more, uh, mindful and healthy lifestyle?

Ellen Goldman: Absolutely. So I really believe that I am in the business of helping people change their lifestyle habits and be able to easily fit them into the lifestyle that they’re currently leading in the lifestyle they want. So there’s there’s kind of two sides of the coin. One of these is this future vision, you know, really getting in touch with what it is that we’re working towards. What is it that you want in the future? You know, what is it you know, that you want ten years from now? What is it you want 40 years from now? That visioning is a big part of it. But you also, we are a quick fix society. Everybody’s looking for that quick fix. So we’ve got to kind of show people that little changes can actually lead to really big, big changes in the future. So things like getting in the habit of keeping a water bottle on your desk. People don’t realize that fatigue dehydration masks itself as fatigue. Sometimes you’re feeling so tired and you’re dehydrated. You need to be sipping water all day. That’s such an easy thing for somebody to grasp and just do. And they’re like, huh? I do feel different. You know, our bodies were not designed to stay in one place for hours on end. So little things like setting a timer for 50 minutes and when that timer goes up, actually getting up, walking around a little, doing a few minutes of it doesn’t take long. 2 or 3 minutes of movement increases. Brain flow to the brain, increases brain flow to the body. You shut that down. You feel better doing this consistently. Suddenly you notice, gosh, I’m not aching so much at the end of the day anymore.

Ellen Goldman: But that doesn’t hurt. Well, that’s because you didn’t spend eight straight hours in a chair. And, you know, it’s little things versus I can’t tell somebody who’s existing on four hours of sleep at night. Okay, I want you to start sleeping eight hours. Like, I, I don’t think that’s happening. But can we begin to experiment? Let’s squeeze out 4.5 hours. Let’s kind of stick with that for a little while. How are you feeling? Is it changing your day a little bit? No, I don’t even really notice it. Okay, let’s let’s start inching to five hours and you take it over time. One of the. I think sleep is so essential. And again, this goes back to showing people and sharing the research with them. No matter what you want, no matter what your goals are, whether it’s stress relief, whether it’s weight loss, whether it’s getting fit, or whether it’s just being more engaged and present for your family. Just kind of what your ultimate goal is when you are not sleeping. Your emotional limbic brain is lit up all the time. It’s almost like in crisis and you can’t think straightly, so you don’t react appropriately and you won’t have the stamina to work on other goals if you can’t think straight. Sleep is a foundation to start with. But again, those little habits, you know, getting up, moving, drinking water, taking a ten minute lunch break. I speak to so many people who go, you know, hours and hours and hours without fuel in their body messes with the brain. You know, the brain is what we’re using to work.

Lee Kantor: Now, what is kind of the trigger that gets people to even, um, open their eyes to, hey, I better make a change, because a lot of folks, um, you know, it sounds like a good idea, and I’ll get to it when I get to it, but is there something that usually is a trigger? When it comes to working with you? Is it is it lead with maybe weight or does it lead with a health crisis? Is there something that happen in their life where they’re like, I better contact Ellen?

Ellen Goldman: Yeah. Yeah. Often? Yes. Unfortunately, some of it is the scary wake up call. You know, the yearly checkup at the doctor where the doctor says that your blood pressure is high and your cholesterol is high, and gives you a prescription for a whole bunch of pills. And, you know, early middle age individuals. I was like, oh, my God, I don’t want to be living on pills. You know, maybe you get the pre-diabetic, um, diagnosis. You know, those things are unfortunately the fear based. But it sometimes is a start. Others quite often it is weight that that is a big draw. I early on started because I come out of the fitness industry, and weight loss was a huge part of my practice. You know, they find me because of that, because they’re just uncomfortable, you know, carrying around 20, 25 pounds. And whether it’s the spouse or the doctor or even their kids saying you got to take some weight off, you know, that is the driver, but they don’t even recognize that weight loss is, again, holistic. It’s not just about what you put in your mouth and how you feed your, you know, how you move and exercise. Stress is a huge calling point where people begin to feel like the stress is unmanageable. And it’s scary that, you know, they’re they’re just worried that they can’t focus anymore because they feel so much stress. The hamstring call, what I mean by I mean the, um, the hamster. Sorry. Suddenly waking up that feeling like I’m a hamster on a wheel that will not stop. And this is not fun. I don’t like the way I’m living. I can’t, I can’t do this anymore. But I don’t even know how to get off. Those are the types of calls that will draw somebody to say, I got to try something different. And so coaching is a really unique option to help people make behavioral change that they may feel very highly motivated to do. But despite that motivation, they’re still struggling to make a significant enough change that it actually changes the way they feel when they open their eyes in the morning.

Lee Kantor: Now, when you’re working with your clients, is there you mentioned earlier about coaching and how coaching, you know, might have started more in a business or professional athletes space. And now it’s kind of evolving and it’s changing. And there’s a variety of different coaches for a variety of different things. Is there, um, are people like, proud? Hey, I got a coach, and I’m working on these things. Or is it something that, like, you’re, like, a best kept secret? Like they don’t want other people to know that. Hey, I got a coach, and that’s why I have more energy.

Ellen Goldman: Yeah, that’s actually, to some degree, very true. There still is. It’s not as bad as it used to be. Um, but sort of that same feeling of, you know, most people don’t go around and advertise that, hey, I’m working with a therapist. That must mean there’s something wrong with you. It kind of became this when it’s coaching suddenly became an understandable career. Uh, people were a little when it came to private coaching, not the coaches that are now in corporations who literally recognize the importance of the health aspect, companies bringing in not just executive coaches to help people, um, deal with the many aspects of business relationships with their coworkers being leaders, things like that, that they have to actually hold hands with the health coach because it is the foundation of how we show up every single day. So yeah, there’s definitely a little bit of like, I don’t really want people to know about this because they think that it’s shameful to ask for help. Shameful to say, I don’t, I don’t, I don’t have it all together. However, it starts to shift a little bit in the same way that personal training did. You know where it’s like, hey, I’m taking great care of myself. So I’ve invested in myself by hiring a coach to help me be my best me to to show up in my full potential. So I think it depends on, um, for the individual where they sit with their own kind of self-confidence and self-esteem Around how they’re going to, whether they will share or they won’t share.

Lee Kantor: Now, I would think that this is a place where. Organizations and companies can really help. If they make it a benefit or a perk, then it becomes a status. You know that I have a coach. You know that I’m worthy of a coach, that they can really, you know, help with the shift of of eliminating some of the shame when it comes to working on yourself and improving, uh, kind of some of these issues that you’re talking about.

Ellen Goldman: Yeah. Yeah. So early on, um, I had several clients who were able to use their, you know, EAP to actually get some coverage for coaching. Um, we are definitely seeing so, so without going too much into the history of health coaching in particular and how it has grown, um, in 2017, I believe, uh, I’m pretty sure that was the first year The National Board certification for health coaches became available. I have seen a huge shift since there is this board certification to companies being interested in bringing on coaches because they recognize it as a, um, a, you know, industry standard. Coaching started out with people thinking it’s this like, you know, woo woo thing you do that isn’t based on science, but the best coaches who’ve had the best education, it is based on science, you know, it is based on physical science. It is based on positive psychology. And so the corporations themselves are feeling more comfortable. You know, I’m I’m in private practice. I’m at the end of my career. So I’m not that involved in what’s available out there. But when I first became a coach, there were no jobs. There was only the entrepreneurial route. But now it’s shifted because companies are out there looking to bring coaches on to help their employees thrive. Companies are recognizing that a happy, healthy employee is actually a better employee, you know? Um, so but they’re all when you look at those ads, they want National Board certified coaches. They want people that have the education behind them.

Lee Kantor: Now, if you were.

Ellen Goldman: Giving, that’s a great.

Lee Kantor: Thing. Yeah, I do too. I think that um, and like you said, that it’s it’s trickling down to, uh, everybody in the organization. It’s not just for the top, uh, C-suite. It’s not just. It’s not kind of remedial to fix, Bob. You’re you’re trying to you’re showing that coaching is a benefit for every employee, and everybody should have access to it, if you can afford that. But what advice would you give an organization if they want to change the culture into a coaching culture and, and incorporate, you know, a coach as part of the benefit package or, or the services they’re providing their people. Is there some do’s and don’ts you’ve learned on how to kind of integrate coaching into a workplace?

Ellen Goldman: Yeah. So I think it begins with that C-suite. It has to begin with the people at the top embracing this idea that we can accept a culture in our company where we do value health, where we do value personal life. You know, years ago, it would be like, you know, you were supposed to show up to the door and leave your personal life outside. You know, you didn’t talk about any problems. You didn’t talk about your family, maybe at lunch with your colleagues, but no. You know, don’t be emotional on the job. But people are starting to recognize that’s unrealistic. You know, we are a whole person all day long. We can’t just do that. And trying to do that impacts the way that we work. So it’s got to begin with the culture that that C-suite has to adopt, that culture that it’s okay that we believe this is a benefit. It doesn’t mean there’s something wrong with you. It’s not going to impact me. But the other part of it is it is imperative that that company recognizes, and I and I had personal experience in a wonderful opportunity that I had with just a very early on, smart CEO who recognized this and found me and had me come in and create a program for his employees.

Ellen Goldman: And I had to sit with him and explain to him that I’m going to hear a whole bunch of stuff. Some of it might be things that they don’t want you to know. They’ve got to be able to trust in me that behind that door, that coaching door, you know, the work door closes, the coaching door opens. Everything they say is totally within confidence there. You know, I can’t share that information with the C-suite. I remember when I was working with this company, I was the first one to know when women found out they were pregnant. I knew who was thinking about leaving. I knew who was struggling with depression, even though they were supposed to be their top salespeople. I found out this stuff, but they had to feel secure enough in me that the that the work they did was confidential, but I wasn’t sharing that. And I think that both sides of the coin have to understand that both the C-suite managers, etc., and the employee. So I think that’s a very important part. But it’s also one of the most beautiful things about coaching, whether it’s Coaching, you know, in this arena, whether it’s when I’m working with a weight loss client, you know, I’m beginning because I’ve been around for a while.

Ellen Goldman: Some of my followers, they’re getting towards retirement now, rethinking their life and getting a little concerned about what’s the next chapter. I didn’t plan it, but I’m finding occasionally I’m doing a little of transition work, you know, life changing, retirement planning type of work with some of my clients. But the underlying thread, no matter why somebody goes to a coach that I think is the gift of coaching, is finding yourself in this incredibly safe space where you can get all those crazy thoughts out of your head that, you know, you think if anybody heard you say that, they would think you’re nuts. You can actually get them out in a place where there is absolutely no judgment. There is that safety net support. And last but not least, the accountability that comes when you make a decision that I’m going to work towards this, that somebody’s going to keep you accountable, but they’re also not going to judge you if you’re struggling. I think that is the gift of coaching. We, not many of us, have that space in our lives where we can talk about some of the things and our struggles or our fears in that safety place where somebody who’s not emotionally attached to you and will never judge you.

Lee Kantor: Right. It’s a safe place for support and accountability. So you’re getting kind of the best of both worlds. You’re getting that sounding board, but you’re also getting kind of a person that’s going to say, well, you said you want to do this. Did you do this? And, you know, holding them accountable for that. And if they didn’t do that, then you go, well, why didn’t you do that? You know, like.

Ellen Goldman: Yeah, but but the way the. Why didn’t you do that? It’s funny that you phrased it that way. And I’m not picking on you at all because people don’t realize that Y is a very defensive word. People, why didn’t you do that? And they’re like, oh, like a versus. Okay, let’s explore the challenges that showed up this week that stood in the way of you following through with your intentions. It’s a really different way to say, oh, I didn’t do this because I chose to, you know, stay late after work and work on this project rather than head to the gym. You know, and talking about what was going on in your mind and what’s your, again, the long term goals that you’re working towards. Are they still important to you? How can you work around this? You know, if this shows up again, you know, going to the gym feels really important. But also finishing the project feels really. Maybe I should be going to the gym before I go to work. This after work plan is just falling apart. Okay, let’s experiment with that. So it is this trial and error without ever feeling like you. There’s no. You’re a good boy today. You were a bad boy today. Never. Like, what did you learn? Training people to be reflective around their behaviors. Understand what the drivers were. Because when you understand and you become reflective around your behavior, you become way more proactive than reactive.

Lee Kantor: Now, at this stage in your career, do you have kind of an ideal client? Is it an individual or do you work with organizations more? What is kind of the ideal client for you?

Ellen Goldman: So mostly, most of the work that I am doing right now is 1 to 1 in personal. You know, coaching clients that come to me. I also it’s I do work for the company that I trained with, mentoring new coaches who are going through the certification process. They need to work with mentor coaches before they can sit for their oral exams. Um, so interestingly, from that work, I have found a lot of health care professionals that are exploring the entrepreneurial journey and we do a lot of work around. Is that really the best nest path for you? And if it is, how are you going to go out and get your first clients? So that’s kind of on the professional end. The other side of it is when when I somebody reaches out to me, the first thing that I offer them is a what I call a strategy session, where we get on the zoom or phone or FaceTime, whatever they want, and we really explore. And this is a no strings attached meeting. We explore. Why are they reaching out for coach? What is it that they are looking to accomplish? And it is just as important for me to determine is this a good fit for me as it is for them to determine? Am I a good fit for them? And my clients range in gender.

Ellen Goldman: They range in age. They range in where they are in their professional life. But typically most of them are pretty driven professionals working. Or again, I’m starting to see this getting ready to think about retirement and what’s my next chapter going to be. But it’s diverse. It’s more important that we connect and vital to the people that I work with. I believe that physical health and wellbeing and mental health and wellbeing is the baseline that we have to begin with for any change that you want in life, and so they have to be grasping that. Yeah, I kind of think that’s right feeling I’m not a business coach, You know, if somebody was to call me and say, you know, I need to figure out, you know, how to grow in my career. Probably not me being the best coach for them. And I’m going to be honest and tell them that because, you know, what do I want? At the end of the day, it’s not just to keep bringing in clients, it’s the clients to go out and rave about the work that we do together. It has to be a good match.

Lee Kantor: So if somebody wants to learn more, connect with you. What is the website? What is the best way to connect?

Ellen Goldman: So the website is WW. Coaching.com. They can reach me via email at ellen@lng.com. Um, and um yeah. Like let’s have a conversation. I love my strategy sessions because it helps me learn more and more about what it is that people need out there where they’re struggling. And I love meeting people. Social connection is a huge part of who we are as individuals, and so there is nothing to be lost from a conversation and maybe a lot to be gained if you recognize that. You know, my passion getting people to thrive both professionally and personally. Wake up in the morning and be excited about the day ahead.

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

Ellen Goldman: Oh, thank you so much for inviting me on. I love chatting and talking and, uh, I hope that this resonates with your audience.

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

Tagged With: Ellen Goldman, EllenG Coaching, LLC

Michelle Gale With Michelle Gale, Ph.D., LLC

July 4, 2025 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Michelle Gale With Michelle Gale, Ph.D., LLC
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Michelle Gale, Ph.D., Managing Director of Michelle Gale PH.D. LLC.

PCC is a life, career, and leadership coach for women with decades of experience in coaching, clinical psychology, and career counseling. She empowers her clients to make tough choices, navigate personal and professional transitions, cultivate a healthy sense of their own authority, manage relationships effectively, and achieve audacious goals.

Dr. Gale is certified by the International Coaching Federation (ICF) and has a doctorate in clinical psychology from Georgia State University in Atlanta, Georgia.

Connect with Michelle on LinkedIn and Facebook.

What You’ll Learn in This Episode

  • Her transition from practicing clinical psychology to coaching
  • How are psychotherapy and coaching different

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Lee Kantor: Lee Kantor here. Another episode of High Velocity Radio in this is going to be a good one. Today on the show, we have Michelle Gale, who is the Managing Director of Michelle Gale PH D. Welcome.

Michelle Gale: Thank you Lee.

Lee Kantor: Well, I’m excited to learn about your practice. Tell us a little bit about the work you do.

Michelle Gale: Okay. I think I’m going to tell you the evolution of so that it makes some sense.

Lee Kantor: Okay.

Michelle Gale: Well, I became a clinical psychologist because. Because I grew up in a family with a father who was violent And an alcoholic. And, um, he gave my mother and I a very hard time. And, you know, as a kid, I mean, you don’t have language for this. You don’t. I mean, you can’t even really think about it. You just know something is not right here. And, um, so I grew up, and I learned, you know, that’s called domestic violence. And it’s a huge problem. And it happens around the world. And so, you know, out of the desire to keep other women and children from having to experience the kind of stuff my mother and I experienced, I became a psychologist. So I’m practicing along and I’m doing fine. I like it a lot. It’s a fit and, um, my body goes, goes haywire. I become unable to tolerate the simplest things, the food I’m eating, the, you know, the personal care products I put on my face, the clothes I’m wearing. I mean, you name it, my body went haywire. And it took a little figuring out. I mean, it was some some scary months there. And finally I got a diagnosis. This is called chemical sensitivity. And I’m reacting to chemicals that most of us just, um, will you go through your day and you neutralize these things. But I was reacting to them, which actually goes back to my father and his smoking. That’s that’s another story. So, you know, back then, um, psychology was done only in person. I mean, in order to be able to succeed as a clinical psychologist, you’ve got to be able to invite Strangers into your office and have conversations with them.

Michelle Gale: And all of a sudden. I’m like, um, you know. Do you smoke? Do you wear perfume, Cologne, aftershave? And it becomes impossible, you know? It just becomes impossible. So, um. Well, I mean, I had to spend some time getting a handle on what was going on with me. Physically. I had to calm myself down, um, my body down. And then a friend of mine suggested, what about coaching? And, you know, back then, coaching was often done remotely, whereas psychotherapy, you had to show up in person, you know. So, um, I transitioned to coaching and I have been coaching for, um, years now, like 13 years, 12 or 13 years. And. So at first I didn’t know, okay, what do I do with the skills and the perspective and all that I have as a coach? How does that translate? And um, and really I’m doing I’m working with a very much the same sorts of things as a coach as I did as a psychologist, except instead of working with often with diagnosable mental illness, you’re working with people who are more, you know, um, like, I don’t want to use the word normal. That’s a whole conversation, whether there is a normal. But but people who are functional, you know, highly functional, um, and, um, you know, have have issues to work out in order to be able to achieve their personal and professional goals.

Lee Kantor: So is your approach in helping them similar? Like do you go about the work that you do in a similar way, whether it’s psychology or coaching, or are they totally two different modalities?

Michelle Gale: You know, if you look from the outside, you would say you are doing the same thing, but they are actually very different modalities. One. One is a medical modality. It’s a form of medical treatment, but it uses talking. The other one is a learning modality. Coaching is a learning modality. You’re not treating anything. You don’t have diagnoses, you know. Um, and people sometimes like show up for coaching and they really need therapy or, or vice versa. And so I end up having to explain with some frequency. So in, in psychotherapy, um, you’re going back to the root of the problem, which is invariably in your childhood. And so you’re kind of, you know, your gaze is turned toward the past and you’re sorting out the experiences that you’ve had, who’ve made you you know, who you are today. Um, in coaching, you’re you’re dealing with the present and the future so you can deal with issues from your past as they show up in the present, you know, but but you’re not going back to the roots and of those issues and straightening them out, you know, kind of from the beginning. So, um, it really is two very different methodologies. One another difference is that, um, coaching is very targeted. I mean, people come in and you say, okay, what do you what do you want to accomplish here? You know, and you work toward those goals which sometimes evolve. But you have the the client has goals and you target those goals kind of relentlessly. Um, whereas psychotherapy is much more open ended, you know, and, um, something comes up and, and it seems like there might be something fruitful there. Okay. You go work on that for a while. So, um, the thing about coaching is that it tends to be faster. In other words, the coaching engagement is generally shorter because it’s very targeted. You know, you’re working on one or 2 or 3 very specific things. And when you achieve those things, then you’re done.

Lee Kantor: So are the outcomes kind of similar or are they like like if you spent um six months with a therapist. Would you get a similar outcome of spending six months with a coaching client, or is that probably not?

Michelle Gale: No. Probably not. I mean, six months of psychotherapy. So you’re probably deep in sorting out. Um, the, the, the early issues that you kind of bring with you through your life, um, and that color your perceptions and your responses and reactions wherever you go. Um, you’re probably in that somewhere in six months, you know? Um, six months of coaching. Um, you you’ve set some very specific goals. Like, you know, I want to get a new job. I want to get a promotion. I want to figure out whether I want to stay married to this, to this man or not. Because generally I work with women. Um, but not always. Um, just, you know, targeted goals. And you’ve worked in a focused way on those goals in six months. You know, depending on what the goals are. You you could very well be complete.

Lee Kantor: Now as a practitioner or both. Do you? Or do you still do the psychology or.

Michelle Gale: No. You know, I, I, um I let go of the psychotherapy and of course, now in this post-Covid world, psychotherapy is done remotely, just like coaching. But I’m kind of in a different, you know, I’m in a different world now. And, um, I, I, I just coach now.

Lee Kantor: So.

Michelle Gale: Yeah.

Lee Kantor: Well, I’m just trying to understand now that you’ve, you’ve experienced both and you’ve had success doing both. Is there one that like, are you liking coaching more? Like, is it more fulfilling? Do you like having that? Oh, I help the person solve a problem and then they feel good, I feel good, and I move on to the next person. Or was it more rewarding to spend a lot of time over a long period of time with somebody to get to the heart of the matter?

Michelle Gale: That’s a hard question to answer, and I’m going to say that. Um, each has its pluses and its minuses. Um, I really liked them both. I mean, they’re very similar sorts of things to do. And the way I understand it, I mean, the way I experience it. Michelle Gayle coaching is, is looking through the eyes of a psychologist. I’m a coach who looks through the eyes of a psychologist, which is which is different, you know, than what most than what most coaches do. Um, so I bring. You know, I bring, um, I bring some things with me that that, um, other coaches probably wouldn’t have available to them and gives my work, um, a uniqueness, you know, um, I’m very happy coaching. I was very happy doing psychotherapy. You know, it’s kind of like. Do you do you prefer chocolate ice cream or do you prefer pistachio ice cream? Well, maybe it depends on the day. You know, I like them both.

Lee Kantor: Now, is your work in, um, coaching? Is that one on one? Like, I assume that your work with the clinical psychology with one on one? Or is there also kind of group and, um, cohorts and things like that in coaching?

Michelle Gale: Yeah. Um, well, in both coaching and psychotherapy, you know, um, you can have individual, you can have couples, you can have a group, um, as a coach. Most of my work is individual, but, um, I’m actually, um, working on designing a a small group experience. Now that I’m looking forward to launching in the not too distant future that that I’m excited about. Um, so, um, I do individual and I will soon be doing group and, you know, as, as a psychologist, I did individual couples, I did family, I did group. I mean, um, it’s that’s a fun thing, you know, that that you can do different sorts of things. You don’t have to do the same thing day in and day out.

Lee Kantor: Now, any advice for other coaches that are listening now if they are never done group before? There are some do’s and don’ts of, uh, managing the needs of a group.

Michelle Gale: Absolutely. Solutely. I mean, because you can coach individually. That in and of itself is not necessarily is is is not going to make you a terrific group coach. Um, group. You know, the commonality in both of them, um, is that first and foremost, you have to be able to create a safe space for your client or clients. And this is true in individual and in group. Nobody will open their mouth, you know, if you can’t do that. Um, but group involves, you know, uh, a whole other set of skills about how do you, how do you balance among the people in the group, you know, how do you make sure No one fades into the woodwork and no one dominates that, you know? Um, it’s, um, it’s a whole other skill set, and there’s training and group coaching, just like there is an individual coaching. But before I think out of, you know, out of respect, um, for the work, you would want to get group training before you actually did it.

Lee Kantor: Now when you’re working a group or the is the group typically around a topic or a subject matter rather than just, uh, a general kind of type of coaching, like, are they there because they are all, um, you know, want to work on leadership skills or they’re all trying to get a job or something like that?

Michelle Gale: Um, there’s all different kinds of groups, just like there is all different kinds of Individual engagements. Um, I’m going to be focusing the group that I’m working on, planning, um, around a set of, um, like many lessons at the beginning of each group. And then we do we do individual exercises, and then we come together as a group and talk. Um, that’s the way I’m going to be doing that. But but there’s a lot of room for creativity there.

Lee Kantor: Now, any advice for the individual that maybe has never had a coach before? What are some do’s and don’ts when it comes to starting a new coaching uh, relationship with somebody.

Michelle Gale: Mhm. Mhm. Okay. Well you know item number one with coaching I mean if you go to a psychologist and they really are a licensed Psychologist. You got a whole licensed psychologist there. But if you go to a coach, coaching is a little more of a Wild West at this point. Um, there are coaching credentials, but there are people who coach who don’t have any credentials. So it’s a real good idea to start by making sure the person has a coaching credential. Often, especially in the United States, that would be ICF, the International Coaching Federation. But there are other, um, you know, worthwhile credentials that coaches have. And if you have a coach who’s put up a shingle and they don’t have any credentials, I mean, no, they don’t know what they’re doing. Don’t go to them. Um, that would be the first thing. Uh, the second thing is, you know, these things are very personal. Um, there. Someone could be a very competent coach and just. There’s no chemistry there. You know, like, the two of you don’t like talking to each other very much. Or, uh, the coach really doesn’t have the expertise you seek. So it’s a personal thing. You know, you go, you have a conversation, and you see what you think. I mean, is this a person in whom you think you can place your trust over time? Of course, you don’t start out with trust. You start out with, um, okay, I don’t know. But over time, does this feel like a person that you could come to trust? And if the answer is yes, then that’s a real good place to start.

Lee Kantor: Now, how do you manage the within the coach? Coach, I guess. Relationship. Um, how do you how does the person who’s being coached. Kind of. Decide, okay, this person’s asking me hard questions or is asking me to do things I don’t want to do, and I’m uncomfortable. But maybe that’s in their best interest, and maybe that’s the role of the coach to be pushing them and to, you know, not just being their friend and supporting you, you just but by, you know, if you came here to accomplish this, you’re going to have to do some hard things. And you’re a person who can do hard things. So I’ll, you know, help you get through it. But ultimately you have to do the work in order to get the result you desire. And how do you kind of know that? Oh, I, I don’t like them asking me to do hard things because it makes me I’m nervous about doing this and I’m scared. So how do I know that that coach is the right coach for me, or should I just pull the plug if I’m, you know, not feeling it?

Michelle Gale: Yeah, that’s an interesting question. Um, so, you know, the coach doesn’t really, um, a good coach doesn’t set goals for the client. You know, you don’t ask the client to do stuff. You facilitate the client and deciding what is their next step, and you support them and being able to do it. I mean, you don’t like a good coach does not push clients. And if you did push clients, you would just lose them very quickly. I mean, you know, we it’s a collaboration. You you as a coach, you like walk alongside the client. You enable the client to do things that the client wouldn’t be able to do on his or her own. But it’s the client. It’s the client who decides. Okay, you know, I’m up to this. I’m ready to do this now. This is my next initiative. Not the coach who says, go out there and do that thing.

Lee Kantor: But isn’t there some point? There has to be some accountability. Isn’t some of the coach’s role to be the accountability partner, to say, hey, you said you were going to make these five calls. How many did you make? I made one. It’s like, well, you’re not going to get to where you want to go. If if the goal, you know, you say you’re gonna do five and you did one.

Michelle Gale: Okay. Yeah. I mean, there is certainly accountability and you’re in service of the client. So let’s say you said you were going to do five calls, but you did one. My response to that is not where are the other four calls. You’re never going to succeed like this. My response to that is And how come you didn’t make the other four? You know what all happened there? Unpacking it and looking with the client at what happened. How was it that you got through? One. I mean, was it that bad that you didn’t get to the other four? What? What’s going on? You know, and and you work with the client, you discover, you know, if there’s a block there. What? What’s the block? And how should we deal with it? But you don’t like, um, you know, give the client a scolding because they they didn’t keep all of their agreements. I mean, we do the best we can, you know, and if and people who show up for coaching, well, they need a little help. We all need help, you know, at times.

Lee Kantor: So when you’re working with a client, did you have early on, um, a sign that, hey, I think I’m good at this. I’m going to be able to pull this off. Like, were you getting kind of the positive responses that you were looking for or your clients were getting success quickly? Like, were there certain signals to you that was like, okay, I’m going to be able to make this transition from practicing clinical psychology to coaching. You know, I’m getting a lot of signs that I’m on the right track here.

Michelle Gale: Well, yeah, I mean, I would say the first sign was I knew how to do things they hadn’t taught me how to do yet, you know, and, um, that was acknowledged like by people who were training me. Oh, wow. You know. Um, so that was the first sign. Okay, this you’re going to be able to make this transition, you know? Um, and, and as far as my relationships with clients went, um, you know, I had to learn some things, um, really to transition. Um. So. So you take your cues from your clients, like, what are they needing? Um, but. Yeah, people. It’s an individual thing. I’m not. I’m not the coach for every person on earth. You know, just like you’re not everyone’s cup of tea. Some people really like you, and some people will go work with someone else. But, um. But I, as a psychologist, you know, I learned how to create a rapport with people with whom I had nothing in common. Really? I mean nothing. And because you have to be able to do that in order to help them, you know. And with coaching, um. That’s it’s it’s a little easier in coaching. Um, you know, it’s not that great a range, Perhaps of clients, but, um. Yeah. I mean, that’s an ability that I took from psychology that I, that I transferred over to coaching is knowing how to be with a person, you know, to help them articulate what they’re needing and. To help them, you know, go through a learning and growth process that will enable them to get there. And when people feel like you can do that and it’s something they genuinely want, well, they’re very happy. You know.

Lee Kantor: Now when you have a coaching engagement, how do you know when it’s done? Like do they just like you said, an objective early on and say, okay, I, you know, I’m doing coaching because I want to be promoted. So then you work on that and then they’re promoting you and they just say thank you, bye. Or is it something that, um, is a moving kind or the goalposts, constantly moving as people’s life, you know. Once you achieve something, you’re usually looking for the next mountain to conquer.

Michelle Gale: Mhm. Yeah. You know. Um. So let’s say you come to coaching because you want a promotion and, and you know, however many months were maybe a year later you get that promotion, you feel complete. Um, in you haven’t just gotten a promotion. You’ve also addressed all the issues that you needed to address that were in the way of your getting a promotion. You know, so you’ve you’ve experienced some personal growth alongside, um, achieving this objective that, that you would set for yourself. And at that point, you know, people make a decision mostly if you have achieved your goal in coaching, you feel like you’re done. You know that’s what you came for. And you know, you may circle around a year or 2 or 3 later and say, I’ve got myself another real challenge here. I could use some help or not. Um, uh, usually that’s the case. And on occasion, yeah, other things evolve and you decide, you know, now I’d like to work on this, but generally speaking, when a coaching client achieves his or her or her goal, um, they feel complete, and and they leave.

Lee Kantor: So. And then you’re both kind of good with it, and then you just move on to the next client. Is that it sounds it sounds coaching sounds more transactional than maybe therapy does.

Michelle Gale: Well it isn’t. I mean, it’s shorter lived, you know, and it’s more circumscribed. Um, I but the the the part of your question I really want to address, um, is this business about, you know, are you both good with that? And you go on to the next client. Um, I got some training, um, as a coach early on as a coach that said, basically, you know, don’t relinquish those clients easily. You know, keep them around as long as you can. And and I was confused because that’s not what you do as a, as a psychologist. You know, when when they want to move on, they move on whether they’re finished or not. Your job is to let go. Um, and, um, and I got some training early on as a coach that said, no, you know, that’s not what you do. And so I tried that, you know, a few times and actually it backfired horribly. You when somebody is ready to move on, you support them and moving on. You know, you don’t admonish them. You don’t try to manipulate them into staying. People have to do what they feel is right and what they feel is right in the moment. You know, and if you get in their way, it’s not going to go well.

Lee Kantor: So is there a story you can share? Maybe a success story that don’t name the name of the person, but maybe share an example of what the challenge they had when they started with you, and how you were able to help them get to a new level.

Michelle Gale: Yeah. Um. One of the things I see a lot of I see people who are in mid-career. Who are still behaving as though they’re kind of baby professionals, not full professionals, um, in that, um, they’re low on self-confidence and they look outside them for approval. In other words, they are still trying to prove themselves when actually they already have. You know, they have whatever credentials they need to do the thing they do. Um, they’ve been doing it for a while, you know, they have they have work. They have a boss. Boss isn’t like, oh my gosh, you don’t know what you’re doing. You should leave. Everybody’s happy with them. And they are still there, like exhausting themselves, trying to prove themselves. This this habit that they learned long ago. You know, as kids, as students, um, of kind of, um, putting the authority outside of themselves, um, as opposed to owning it, you know, taking ownership of, um, their own process, um, who they are as a professional and being able to evaluate themselves. And so I see a fair amount of this and I have to say, um, it’s pretty common among women, but I, I see it in men, too. And, um, and it’s not, you know, these are not people who just started doing what they’re doing a few months ago, in which case you probably are still trust yourself, and that’s the best module that makes sense. You know, these are people who’ve been doing something for years and they’re still trying to prove themselves. So, um, so when I work with someone who’s got that kind of, you know, dynamic going on, and I helped them get to a place where they feel like they know who they are as, as professionals, as as adults and as professionals, and they become more capable of evaluating how they’re doing for themselves.

Michelle Gale: And. Some are much less hung up about what other people see in them. You know, how how other people feel like they’re doing. I mean, not that you become cold and callous and uncaring, but that you’re capable of making your own choices. You know that, you know, you’re a competent professional, you know, and you kind of. You get yourself situated in that so that what happens is, um, instead of your attention being divided and part of you is working on whatever issue you’re working on, you know, for the company, for the client, whatever, um, part of you is working on that. And, and the other part of you is working on, oh my goodness, am I doing okay. What does he think of me? What does she think of me? You know, um, and when you let go of and you can be 100% fully present with the work, whatever it consists of. This is, um, you know, this is a real leap in, in what’s professional development, but it’s also personal development. Those things really aren’t divisible. Um, and, and that’s the sort of thing I often do with my clients. It’s one of the issues I work on. There are others, but that’s an example of, you know, when it works, um, that’s what it can look like.

Lee Kantor: And then once you can get through that, then that’s forever. That’s a, you know, once you can have that belief in yourself and then who you are and what you’ve accomplished, that’s a lasting impact, I’m sure.

Michelle Gale: Exactly. And that’s the thing I think, that people don’t always take into account when they enter coaching, but it’s so important, Written, which is I mean, you not only got whatever the specific goal was that you came to, to achieve. You developed yourself to a point where you know you’re playing a different ballgame now. And and as you said, that stays with you wherever you go. That’s going to go with you. And that’s, you know, that’s the thing that’s so compelling about coaching. I mean, that you’re not yes. You’re helping people meet their goals. And in the moment that’s super important to them, you know, but you’re also helping them develop as individuals. And that’s really why I do what I do.

Lee Kantor: So if somebody wants to learn more, have a more substantive conversation with you. Is there a website? Is there a best way to connect?

Michelle Gale: There sure is. Um. It’s Michelle Gale. Um, there’s a contact form on there, and I’m very happy to talk to people who aren’t sure if this is right for them, but are interested.

Lee Kantor: And Gayle is about Gayle.

Michelle Gale: Good point. So Michelle has two L’s. Am I h e l l e and Gayle is g l e shel Gayle p h d.

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

Michelle Gale: Thank you so much, Lee.

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

Tagged With: Michelle Gale, Ph.D.

Janice Brathwaite With Workplace Transformations™

July 4, 2025 by Jacob Lapera

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High Velocity Radio
Janice Brathwaite With Workplace Transformations™
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Janice Brathwaite is an award-winning healthcare workforce leader, Organizational Culture Strategist, and Certified Executive and Life Coach with over 17 years of experience helping mission-driven organizations build people-first workplace cultures.

As the Founder and CEO of Workplace Transformations™, she developed the signature Workplace Transformations Method™, a proven five-part framework that helps leaders identify and address cultural misalignment to improve retention, engagement, and organizational performance.

Named Employer Partner of the Year by Operation Able, Janice has worked with health centers and Fortune 500 companies, including Xerox, Motorola, and Procter & Gamble. She holds a Master’s in Management from Cambridge College and is certified in Lean methodologies and organizational culture assessments. Her thought leadership has been featured on podcasts like Reach Radio, JD Hyman, and Notes on Resilience.

She also publishes The Culture Catalyst, a monthly newsletter on LinkedIn. Based in Salem, Massachusetts, Janice brings both strategic insight and lived experience to her work—grounded in her belief that everyone deserves to be seen, heard, and supported in the workplace.

Connect with Janice on LinkedIn and Facebook.

What You’ll Learn in This Episode

  • The Problem with PIPs (Performance Improvement Plans)
  • Culture Debt and how it can impact your organization
  • Toxic Leadership

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Lee Kantor: Lee Kantor here. Another episode of High Velocity Radio, and this is going to be a good one. Today on the show, we have Janice Brathwaite and she is the CEO and founder of Workplace Transformations. Welcome.

Janice Brathwaite: Thank you. Good to be here.

Lee Kantor: Well, I’m excited to learn what you’re up to. Tell us a little bit about workplace transformations. How are you serving folks?

Janice Brathwaite: Well, a while back, probably in 2019, I had come up with this idea and I was thinking about why hasn’t things gotten better for employees? I mean, I’ve been in the workforce quite a long time, and it just doesn’t seem like we’re making any headway. So the question I asked myself is, what’s causing. What kinds of things are causing that. And as I continue to dig deeper and deeper, I realized that it was the foundation on which the culture is the foundation of an organization. And if there’s cracks in that foundation, those are going to be the things that are going to cause your problems. And a lot of people just try to ignore them and say they’ll go away. So I was working in health care at the time. And when Covid came along, I had to kind of put this on the back burner because there was no time when you were in health care to actually be doing anything else but health care. But once things kind of, you know, slowed down a little bit, I made a decision that I was going to leave health care, the place I was working, and, and go do this full time because I really feel there’s a value in what I have to offer.

Lee Kantor: So when you say do this full time, what exactly does that mean? How are you going? Are people coming to you and saying, I would like to transform my workplace. I feel like we have a culture problem. Or are you proactively going up to people and saying you might have a culture problem? Like how did how does your business work?

Janice Brathwaite: I, I actually reach out to to customers, to people in the organization, in organizations. And because I know a lot about health care, a lot of my focus has been, you know, talking to people in the health care area because I was in health care for 17 years. So I pretty much know what’s going on, especially today. There’s a lot of upheaval. So so it’s really a good time to try to take a look at what’s going on. So what I do is I reach out to people I, you know, I write articles, I do marketing, I have a marketing person, and I work with a PR person and just trying to get the name out there because the company and it’s, it’s really it’s fairly new. So building your brand, as you probably know, is one of the toughest things to do. You have to do it in many different ways because you want to get to many different audiences. So that’s what I’ve been doing. And reaching out, reaching out to my contacts in healthcare. I think I’m going to broaden my scope a little bit. I was in community health, but I think right now I need to broaden that out to make it more around medical services, not just community health.

Lee Kantor: So what are kind of some of the symptoms that an organization would be having, where culture might be at the heart of it? Are there some symptoms or maybe some clues that these organizations are feeling a pain, but they aren’t kind of, you know, putting their finger on what the cause is?

Janice Brathwaite: Right. One of the first places I worked with, they called me in because they said they were having problems on one particular floor of this facility, which I thought was kind of interesting in itself. And they wanted me to dig in and find out why that was. Why was that for a particular floor? Having all of these problems. So I met with the nurses first. And of course, nurses are very outspoken. And they’ll tell you exactly like it is. So they were telling me a story about how they were going to outsource some of the triage stuff that the organization, the health care organization was doing. And they told the nurses on a Friday that they were outsourcing it on Monday. So the nurses felt like, well, they didn’t ask us anything about, how do you do this? What kind of questions should you be asking our patients? You know, if you if you get this kind of situation, this is how you could handle it. So they just felt like there was no communication. They were kind of blindsided by all of this. And this is pretty pretty. It’s pretty much across a lot of organizations. Communication. When I do assessments, communication comes back as the most important thing. But the thing that’s not being done very well.

Janice Brathwaite: So the next group I went to was the doctors and I got in. I got in the meeting and the CEO was there and the doctors all filed in and I so I, you know, I turned it over to the CEO to kind of explain what was going on. And they’re like, what, what what I don’t I don’t know anything about this. Why were we told that this was going to be the topic of conversation? So I knew right then because they had no basis for a conversation at all. As we started to kind of, you know, pull the layers away, one of the persons, one of the doctors said to me, well said to the group, I’m doing the best I can, but nobody seems to recognize it. And then they started to cry. I’m like, oh my God, this is really bad. So, um, and then I went to the CEO and said, you know, the doctors are. They’re not in a good place there. You know, they feel like they’re not getting the, you know, the support of the communication that they need to get their jobs done. The next group was the front line, and the front line was the most candid about everything, and really brought up the similar types of situations in that area.

Janice Brathwaite: The things like around communication, you know, engagement around recognition. Recognition is another big thing that always comes up. People don’t feel like they’re being recognized for the work that they’re doing. And it’s not just getting a paycheck. It’s your boss coming to you and saying, hey, you know, you did a good job on that today. You know, good job. It doesn’t have to be some big, convoluted process. It has to be mindfulness. I mean, leadership has to be mindful that we’re dealing with human beings, and human beings need to know where they stand at certain times. So when I went back to the CEO and to kind of debrief, she said, I told you, I told you what they were going to do. They were going to blame us for it. And I started I almost started laughing because I was like, well, it is you. I’m saying to myself, it is you. Everything they’re saying is pointing right back at you. So I gave them a whole plan, which they implemented, which was very surprising and very, very encouraging. And they just they went from a really bad place to getting just recently I saw it on LinkedIn. They received a $30 million grant from a foundation. So they have completely turned that organization around.

Lee Kantor: And then what were some of your recommendations to like, how were you going to attack the improving of the communication and the, um, you know, stop taking people from granted.

Janice Brathwaite: Right? I think a lot of times that leaders, things like have a town hall and then we’ll talk to everybody together. And that sometimes works. It depends on what the conversation is. But it really is about, you know, meeting with your staff. You know, like managers, senior leaders and leaders need to meet more with their staff and be candid and clear about what they’re what they’re planning to do or what their what the problems are. A lot of times they kind of skirt around the problems. I was telling a funny story the other day that I actually wrote in my newsletter that when I was in working in one organization, I used to joke about this. You know, I’d be walking out of the conference room, and I turned to one of my colleagues and say, did you notice that big hump underneath the rug in the conference room? And they’d say, well, what? What are you talking about? There’s a big hump there. And they’re like, well, what is it? I said, it’s everything that we sucked under the rug all these years, but it’s not going to go away. I think sometimes people think it’s just magically going to, you know, things will magically get better. Um, and it doesn’t. You have to really, you know, be intentional about what you’re doing. So communication in recognition of the top two. And if and I know communication is a difficult thing and I’m not saying it’s easy to do. But as a leader hopefully you know you’ve learned some techniques to do that, which I’m not seeing a lot of that right now.

Lee Kantor: Now, do you find that culture is one of those things that if you’re not mindful about it and you’re not intentional about it, it’s going to form Without any input from you. Uh, a culture is going to exist whether you’re kind of, um, proactively, um, trying to nudge it or encourage it to be a certain way because it just it’s like branding, even if you’re not putting any effort into it, it’s happening. So how do you recommend the people be, you know, put more intentionality around kind of the the things that are important, like you’re saying how um, recognition and um, communication are important. You have to put things in place that encourage that type of behavior if you want it to continue to be important. Otherwise it’ll just be a mess and it’ll just kind of, uh, you’re not going to have any kind of say over the matter. It’s just going to happen in its own haphazard way.

Janice Brathwaite: Right? Um, when I think about that, I think about, you know, what they say about how to how would you eat an elephant? One bite at a time. In order to find out what’s going on, you really have to do an assessment, and you’re not going to be able to solve everything at the same time. I mean, if it depends, I mean, if there’s maybe five things you might be able to do, but it’s going to be over time. And that’s why it’s so important to have a plan, to have a plan on how to do this. And that’s where I come in. I do all of the, you know, I review all of the assessments and, and do all of the crunching of numbers. And then I come back with what I call a playbook that I can use, they can use to actually implement change in the organization.

Lee Kantor: So but in order for that to occur, they have to, number one, be self-aware. There’s a problem. And number two, give you permission to go out and kind of do the research you need to do in order to come up with the plan. And, and then hopefully they’ll, you know, act on it.

Janice Brathwaite: Right. Well, that’s why I start at the top. That’s where I know if this organization is really serious about this. You know, a lot of times people think you can push change from the bottom up. You can’t. It has to be top down. If the leader or the CEO or whoever the leading is leading that organization doesn’t believe that is important, then it’s not going to be important. They have to. And it really takes me talking to them and kind of guiding them and giving them examples of things and asking them questions. You know, so, you know, what are some of the what are what are two of the things that you find you’re struggling with the most in the organization? So I can get an idea, and then I can kind of use those as levers to kind of get the door open a little bit. And then slowly, you know, I start to bring them on board more and more and more. Then I move to senior leadership, and I work with them and get their Input, and then so on down the line within an organization so that everybody knows what’s going on. You know, you can’t do this without bringing your staff into it, because they’re the ones that are going to make going to do the assessment. So they have to be on the CEO has to be on board. There’s no doubt about it now.

Lee Kantor: Or is the problem kind of are they seeing a problem of in terms of employee retention or turnover. Are those kind of the clues for the leaders that something’s amiss. Like is that kind of the the big flashing light when you’re having a hard time hiring or you’re having a lot of turnover in an area, or those are the things that are like, okay, this has to be triage at some point.

Janice Brathwaite: Well, yeah, I mean, recruitment and retention is and especially in the health care field was really a, you know, high priority. And it’s, you know, they’re having very a lot of difficulty getting people to work in that particular field. Not not the only ones, but there are others out there as well. But that is a definite sign that something’s wrong. Because if you can’t recruit people, you ask yourself the question, well, what is it about this organization that’s making people not want to work here? Because people talk, you know, and they tell each other what’s going on. You know, like, I don’t know if you really want to work there. Yeah, I don’t know. I’ve heard some bad things. And, um, the retention is really, you know, the recruitment is the external, but the retention is internal, and that’s where you really have. Now you want to keep the people that you’ve got. And I have this thing that I’m not saying it’s a it’s a process called value driven hiring. So my theory is if someone doesn’t believe what you believe, then they’re probably not going to stay with you there. And this becomes especially important, I think is important in all industries. But how do you find out if they believe what you believe and they’re, you know, is clued into, oh, yeah. You know, like I really feel like, you know, like I could catch on to this, this process. I could catch on to this desire, this whole, this mission that this, this organization has. You’ve got to interview differently. And that’s what a lot of people don’t do.

Lee Kantor: So they’re not they’re not they’re not kind of making sure that the values are aligned that that they’re all kind of trying to get to the same place ultimately.

Janice Brathwaite: Right. And it’s not just in the interview, it’s in the job posting. I mean, you got to call out what you’re looking for because you want to attract the people who believe it, and you want to attract the people that don’t believe it. So you’re not wasting your time. I mean, I’ve seen this multiple times. Somebody gets in a the job. And then, you know, the front desk and they’re talking to patients and and a lot of times they think they’re thinking, well, I don’t understand why are they getting health care? And I you know, I have to pay for mine. Why are they getting this for? For nothing. You know, that is not the person you want when you when you’re working with patients, you know, you don’t want somebody just to say that, to think that. So you’ve got to figure out what are the what are their real thoughts are. And this became clear to me, I used to run an AmeriCorps program in the organization in which I worked. And the first year I got there, and I just did like the regular interviewing and, um, and these people were going to be sent out to various organizations. Um, so they weren’t in the same building as me. They were going to be somewhere else.

Janice Brathwaite: So I went through it, and I realized that I wasn’t getting the quality of the quality of person that I really needed to be able to send them out to someplace else and know they were going to work. So then I started, you know, working on and thinking about it, reading. And I came up with a value based hiring is is the key. So I changed my whole process of interviewing. I didn’t I mean, I looked at their I looked at their resume. I looked at, you know, a lot of these people right out of college. So they didn’t have, like, you know, extensive resumes. But I look at their resume and then I’d ask them questions like, so tell me how you deal with conflict. And I wouldn’t get I wouldn’t say anything after that. Just let them talk because you don’t want to lead them. You want them to say exactly what they mean. And the more I did that, the better the quality of the person and the happier the places that I was sending them to were because they didn’t have to babysit them. You know, they came in, they were ready to work. They wanted to do it, and they were there for all the right reasons.

Lee Kantor: Right? So it was a better fit. You were able to get better fits faster?

Janice Brathwaite: Yes, absolutely.

Lee Kantor: That reminds me of somebody I interviewed. Um, they work, uh, in leadership of a large, uh, fast food company. And they were in charge of hiring the the people, the front line people that were dealing with the customer. And they said they only hired people who were natural smiles. They wanted people that had the kind of that cheery disposition, naturally. Um, because you can’t really train that, and you can’t make a non smiler a smiler. So, you know, when they’re looking to hire, that’s, that’s a quality they look for because they’re, they’re already close, you know, in terms of customer service, if the person is smiling just naturally.

Janice Brathwaite: Right I mean you can it become clear to me you can teach someone a skill if they’re somewhat intelligent, you can teach them a skill, but you can’t teach them about it, you know. And I was I was saying I was talking to someone a while back and I said, no, my belief is that by the time you’re five years old, you have all your base values. You know, don’t hurt other people, don’t take what doesn’t belong to you. And then over time, as you get older, you start to say, well, maybe I need to vet that value. I don’t think I’m doing really good there with that particular thing. So you start to take on value. So if someone wants to take on a value, they will, but you can’t force them to.

Lee Kantor: Yeah it’s going to be voluntary.

Janice Brathwaite: So you know you just waste your time if you if you keep, you know, pushing and pushing and pushing. But they’re not going to, they’re not going to be able to get to where you want them to be. And I like that. I like that thing about smiling because it does tell something about the person. You know, you don’t want somebody grumpy coming in. Um, you know, when you’re dealing with the public. So that makes that makes good sense.

Lee Kantor: Now, how has the transition been for you? Working as an employee at different organizations and doing the type of mentoring and coaching you were doing there, to the type of work you’re doing now where you’re the entrepreneur that are that’s coming in. Um, but I would guess you’re doing kind of similar work in, in the actual activities you’re doing. But from an entrepreneurial standpoint versus an employee standpoint, was that a difficult transformation for you?

Janice Brathwaite: Not really, because I always said I was working. I felt like I was working for myself. And um, and luckily I had some managers and leaders that would allow me to do that. So I was kind of setting my own course, even internally. Um, and I think a lot of times I’d say, well, you know, if you don’t, if you don’t fall off the rails, it’ll be good. I’ll tell you. A program I developed is called Grow Your Own. And while I was there, and it was at this organization, and it was about, you know, instead of, you know, always looking outside for people. Let’s develop the people that are in the organization to become medical center assistants or dental assistants. And I just thought about that. And I, you know, I sat down and thought about it and I said, you know, I think this might work. And if people don’t think I’m crazy, I think they’ll go along with it. And they did. So I always felt like an independent. I really did. I’m a very independent anyhow, but I, I’ve always felt in myself that way and, and as long and I always knew what I needed to go and ask questions on like it was financial or, you know, something was involved.

Janice Brathwaite: It was confidential. I would go to a leader and say, hey, you know, I want to do this, but I’m not sure, you know, that’s the right thing to do just to get feedback. So I knew my I knew my my boundaries. You know, I say empowerment is like a highway. When you’re on the highway. I don’t know how many lanes you have down where you are, but say there’s three lanes and you can move your car from lane to lane. There’s nothing to stop you from doing that. But if you go too far to one side, you’ll hit the median. If you go too far the other side, you probably go down in a ditch. So that was the empowerment is not just like everybody does anything they want to do. It’s there are there are boundaries around it. And but people need to know what those boundaries are. You can’t think it’s intuitive that they’re going to know. But if you’re in this, you know, if you’ve got room to move, you’re going to I think you’ll be you’ll be pretty happy. And I think that’s what I had. I had room to move.

Lee Kantor: Right. They were giving you autonomy. And you obviously have the expertise and the trust of the organization that they were letting you, you know, play out your ideas. Um, you know, within the parameters that were within the organization. So that kudos to you.

Janice Brathwaite: So it was it wasn’t am I saying it’s an easy transition. But I, I felt like, you know, you know, just take what you’ve learned and, you know, transfer it over into something bigger. And and this is what I really love about this is the creativity. I mean, I really love about being an entrepreneur. I love the fact that I can be creative and develop things. And, you know, um, you know, and I did I spoke at a conference in Vermont and, uh, it’s an intergenerational understanding in the workplace, which seems to be a very big topic these days. And I developed this tool for them and, um, that they could take to start the conversation around, what are our what are the things that we share in common as generations? And one of the things that might be different, and how do we work together with the differences. The things that are different. And and it came. It went off really, really well. I’m going to do another I’m going to do it again in Illinois in October. The conference at a conference. So, um, you know, so that is something that now people wouldn’t that. Well, let me just back up. Culture is a big thing. When people you say culture, people go they, they, they glaze over because they don’t know what you’re talking about.

Janice Brathwaite: But intergenerational understanding in the workforce is part of your culture. So all these things that are causing the problems that these organizations are saying, we we have difficulty with Gen Z, Gen Y. So the you know, that that’s part of your culture. It’s not it’s it’s not something you can’t work with. And the one thing I don’t like about the way people have been handling it is I don’t like people stereotyping other people. And I think once you send, you give those little letters to people. People start thinking of whoever’s in that group in a certain way, whether that way, that way or not. So I’m trying to make them stop thinking in a different way. Let’s get rid of that. You know, these are individuals. I’m sure when I came into the workforce, they said some of the same things about me. Oh my God, those boomers, they want everything. You know. They don’t want anybody to tell. Tell them what to do. They want to. Oh, they know loyalty to the company. I mean, sure, they said all those things. Nothing different than what they’re saying today. So why are we doing this? Why are we why are we assigning labels to people?

Lee Kantor: Yeah. It seems, um, counterproductive. I don’t think that’s helping. Um, it. I guess in some ways it’s a shortcut for people, so they don’t have to make the effort to get to know the individual. They just kind of make a blanket assessment.

Janice Brathwaite: Right. And so, you know, you see, you know what you think you see sometimes that’s what you’re going to see, right.

Lee Kantor: Exactly. You’re going to have a bias and then everything’s going to fit into it. You’re not going to give the person the benefit of the doubt. You’re going to just assume it just opens up a can of worms. And none of them are good.

Janice Brathwaite: Right? No, it’s it’s. So that’s the that’s how I’ve been approaching it and using like, um, employee resource groups to actually deal with this, this, this issue to get to people, get people to know each other on it, not just by their letter by whom, but by who they are.

Lee Kantor: Right. And going back to your values, like if we just put do things around values, there’s going to be a lot more commonality if you’ve chosen the right folks that have similar values.

Janice Brathwaite: Absolutely. That’s absolutely that’s absolutely right. Spot on.

Lee Kantor: Now, what is the what’s the typical point of entry for you in these organizations? The speaking. Do you come in to do speaking or you do a workshop and then, uh, that gives you kind of the credibility and then you can build on some successes to get, uh, more and more work from the organization.

Janice Brathwaite: Yeah. I think the right I’m seeing what I’m seeing now is that the speaking has become a way to really touch a lot of people all at the same time. You know, and rather than reaching out to the individual units, sometimes they bring all these people together. Just so happens is of a health care conference and in community health. And so they’re going to bring all of their community health centers together. So I’m talking to a whole group of people in different areas, and we’re dealing with probably different things and some of the same things.

Lee Kantor: Right. So. So, uh, organizations and associations are, um, having you come and speak on these, um, kind of topics to help educate their folks on different strategies on how to manage them.

Janice Brathwaite: Correct. That’s right. Now, as the hot one is and I started this with a college who wanted me to speak on this, which I thought was really interesting, but they had a workforce group, um, of employers that they wanted. They wanted me to speak to that was part of a program they were running. And, um, so I, I went out, I, you know, I put together a presentation and I realized when I was sitting in the room that as I was presenting, that people really are struggling with this. You’ve hit on something here, you know, and I said, you know, I mean, I can do a I mean, I could do things on value driven hiring. And, I mean, I’ve got a lot of different topics I can talk about, but right now, I think this is one of the pain points that organizations are really struggling.

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

Janice Brathwaite: Well, I’d like to get more opportunities to speak in front of organizations. And it’s not just healthcare. Um, I was in the for profit world for many years with Xerox, Motorola, you know, various various top mine companies. So I understand that environment as well, which I think is a plus. Um, speaking, you know, just reaching and reaching out to me, uh, if they’re on LinkedIn, I have a newsletter that I put out. Um, this month it was on, um, in the midst of a storm, and it was talking about the things that health care organizations are going through right now. And what do they do in the future if something comes up that they’re not expecting? Well, how do you how do you do like an emergency preparedness for organizational turmoil?

Lee Kantor: Yeah. So you’re available to speak when it comes to any type of this. Uh, culture, leadership, uh, the management side of things, the, um, you know, building resilience. It sounds like that there’s a lot of, um, topics to cover based on your expertise. And it doesn’t have to be healthcare because, um, you know, that you might have worked in healthcare for a minute, but these are kind of universal challenges for organizations.

Janice Brathwaite: Everybody’s dealing with them. You know, I, I have, uh, family members that are in the industry. And, you know, I hear them talking about things and they’re no different than what I heard people talk about in healthcare. So it’s it’s it’s universal. This is a universal problem. And, you know, unless people start using some tools to address this. This is going to continue. And you know the other thing. Now we have this thing around bringing people back to the office. Um, which is causing, you know, some just, you know, concern from employees. Um, and but, you know, I’m, I, I was a real advocate of, you know, working from home. I’ve kind of changed a little bit. I’ve taken a little bit of a turn because I do think it affects collaboration. And people say, well, we’re only on teams anyhow. Well, no, but you you do. I mean, I have the ability to have zoom when I was in the office, but we always had meetings, face to face meetings. You know, we didn’t go just on, on a zoom. And, you know, the late somebody down the hallway was sitting in their office. And I could have walked down there and had a conversation with them. So I’m, I’m I’m a little bit on the fence around that one. I don’t think it’s as good as people think it is.

Lee Kantor: Yeah, I think you miss out on some of these accidental, um, conversations and being a fly on the wall. And there’s other types of ways to learn and interact and bond, uh, that it’s difficult to, um, to do over zoom or some of these virtual platforms. I think there’s a lot of value to just running into somebody and just chatting for two seconds and getting an answer, um, or getting some help or asking a question where it’s that’s a little trickier in kind of a virtual setting.

Janice Brathwaite: And if you can’t get the feel for how the person’s really reacting to this, right, a little box, but, you know, you you I’m sure you’ve been in many meetings yourself and you you can tell by body language, right going.

Lee Kantor: And then the a lot of young people are not learning how to read that, like they’re missing out on some of that kind of, um, not, you know, like you’re saying the body language and things like that, the more subtle nuances of communication that maybe are difficult to, uh, translate through a zoom call.

Janice Brathwaite: Exactly. So, um, yeah. And it can be a lot of, you know, misunderstandings. Um, I’ve seen it happen myself in zoom meetings, misunderstandings amongst individuals. And, you know, it’s just it to me, it’s it’s not as as productive as people think it is. And it’s. And I understand the reason why people want to do this. But I say to myself, before Covid, didn’t I go into work five days a week? And now, and I’m not the only one that went in. So what? What’s the problem? This was because we had an epidemic. People don’t seem to remember that. It wasn’t because, oh, the companies all decided you all can work from home now. You can work from home. I used to be able to work from home one day a week, maybe on a Friday, but I always had to ask if I could do it. And, um, so it’s it’s not, it’s not necessary. And, and people say, well, well, you know, when I’m, when I’m working from home, I can do other things, I can go places, I can take my kids. Well, what did you do when you work five days a week, right? Kids not go.

Lee Kantor: Anywhere. Somehow that got done somehow.

Janice Brathwaite: Yeah. Um, so, um, so I’m not really buying that. But my friends, my, I get a lot of pushback from my friends about this because they think that, you know, it’s it’s great. And, um, okay, FaceTime is good, but, you know, zoom, zoom, zoom won’t get you there, right?

Lee Kantor: Well, if somebody wants to connect with you, is there a website? Is there a best way to connect with you and your team?

Janice Brathwaite: Yes. Um, my email is Janice at WP transformation. Not with no s.com. I’m also on LinkedIn. Um, and you can reach me there where I post a newsletter every month. And um, and you know, I have a website that’s my, my, my website is, is WP transformations, uh, transformation um, dot com. And um, so they can get me at any of those places.

Lee Kantor: Good stuff. Well, Janice, thank you so much for sharing your story today. You’re doing such important work, and we appreciate you.

Janice Brathwaite: All right. Thank you so much for having me on.

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

Tagged With: Janice Brathwaite, Workplace Transformations™

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