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Decision Vision Episode 143: Should I Learn Another Language? – An Interview with Lýdia Machová, Language Mentoring

November 18, 2021 by John Ray

Lydia Machova
Decision Vision
Decision Vision Episode 143: Should I Learn Another Language? - An Interview with Lýdia Machová, Language Mentoring
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Lydia Machova

Decision Vision Episode 143:  Should I Learn Another Language? – An Interview with Lýdia Machová, Language Mentoring

Lýdia Machová of Language Mentoring says that you don’t have to be a genius to learn multiple languages. You only need to be motivated and use the right tools. On this edition of Decision Vision, Lýdia and host Mike Blake discussed the ease of learning a language in the internet age, methods that work and don’t work, what it really takes to succeed at learning a language, and much more. Decision Vision is presented by Brady Ware & Company.

Language Mentoring

Language Mentoring is Lýdia’s way of guiding anyone on their language learning journey – whether starting from scratch as a beginner or trying to achieve fluency in a language that’s got rusty. The main pillars of Lýdia’s philosophy are having fun (enjoying the process), having intensive contact with the language, using effective methods, and building a sustainable system in one’s learning. The methods range from watching TV shows and listening to podcasts through learning vocabulary using the Goldlist method to learn vocabulary, to talking to oneself in order to practice speaking. Lýdia has already helped more than 10 thousand people learn more than 30 languages.

Company website | Instagram | Facebook

Lýdia Machová, Ph.D., Language Mentoring

Lýdia Machová
Lýdia Machová, Ph.D., Language Mentoring

Lýdia is a polyglot from Slovakia who has learned 9 languages on her own, without ever living abroad. In 2016, she turned her language passion into a business and founded Language Mentoring – her own way of helping people learn any language by themselves, using natural and fun methods known by polyglots. Formerly, Lýdia worked as a professional conference interpreter and interpreted several high Slovak politicians as well as international speakers such as Tony Robbins and Brian Tracy. She also organised the world’s largest event for polyglots and language lovers called Polyglot Gathering. Her TED talk has received more than 12 million views within the first 2.5 years of being online.

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Mike Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is the host of the Decision Vision podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms, and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

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Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth-minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

Decision Vision is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision-maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the Decision Vision podcast.

Past episodes of Decision Vision can be found at decisionvisionpodcast.com. Decision Vision is produced and broadcast by the North Fulton studio of Business RadioX®.

Connect with Brady Ware & Company:

Website | LinkedIn | Facebook | Twitter | Instagram

TRANSCRIPT

Intro: [00:00:02] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware and Company. Brady Ware is a regional full-service accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:22] Welcome to Decision Vision, a podcast giving you the listener clear vision to make great decisions. In each episode, we discuss the process of decision-making on a different topic from the business owner’s or executive’s perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:43] My name is Mike Blake, and I’m your host for today’s program. I’m a director at Brady Ware and Company, a full-service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. My practice specializes in providing fact-based strategic and risk management advice to clients that are buying, selling, or growing the value of companies and intellectual property. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta and also Slovakia for social distancing protocols, probably the ultimate in social distancing.

Mike Blake: [00:01:15] If you like to engage with me on social media with my Chart of the Day and other content, I’m on LinkedIn as myself and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. And, also check out my new LinkedIn group that is called a group that doesn’t suck because they wouldn’t let me use LinkedIn in the title, but most LinkedIn groups suck, so this one doesn’t. If you like this podcast, please subscribe on your favorite podcast aggregator, and please consider leaving a review of the podcast as well.

Mike Blake: [00:01:44] So, today’s topic is, Should I learn a second language? And, I’m just going to get out in front of this and I will freely admit that this is something of a self-indulgent topic.

Mike Blake: [00:01:55] Language learning has been a hobby of mine for a very long time. I grew up in an environment where I was very fortunate to have exposure and training in foreign languages that frankly most people did not in the United States and it’s been a passion of mine.

Mike Blake: [00:02:13] And so, one of the benefits of the internet, believe it or not, there still are benefits of social media was, there’s been no better time to be somebody who likes languages. There’s so much material out there now. You can learn so much about language learning. You can learn so much about a particular language and you can engage with languages to an extent that’s simply when I was growing up many centuries ago was simply not – was not available.

Mike Blake: [00:02:43] But I do think that that the discussion of learning a second language does have applicability in business. I can tell you that in my own dealings with others who weren’t perhaps as comfortable in English as I am and speaking in other languages that it delights somebody when you make an effort to make their life easier and communicate with them, especially if it’s a language they don’t expect somebody like me to speak. But that may be a podcast for a different time.

Mike Blake: [00:03:16] According to the data that I found, 20% to 30% of Americans can converse in more than one language. I imagine most of those are immigrants. I imagine if you’re actually born here, I bet that statistic is much lower, but it’s compared with 50% to 60% of Europeans and I think that has a lot to do with the fact that in most European countries, you take a two-hour car drive and you’ve crossed three borders.

Mike Blake: [00:03:38] Bilingual workers in the United States are 5% to 20% more than their single-language counterparts, and bilingualism is associated with brain and mental health benefits as well, including the delay of the progression of Alzheimer’s disease, as well as fighting anxiety and depression. The most popular second languages in the United States are Spanish, German, and French, the usual suspects.

Mike Blake: [00:04:03] And so, I am so delighted to have joining us today, you know, really one of the neatest, I would say, language thinkers. We’re going to talk about why I put it that way in a minute. I discovered her on a TED Talk that I think about a million people or two million people have probably watched. So, that’s pretty darn good marketing, but also other YouTube videos that she’s done and not just about languages themselves, but the process of learning a language. And I think that that’s so important because learning a language is a challenge, but I think it’s often assigned a greater challenge than it necessarily needs to be.

Mike Blake: [00:04:45] So, joining us today from Slovakia is Dr. Lydia Machova of Language Mentoring. Lydia is a polyglot from Slovakia who has learned nine languages on her own without ever having lived abroad, which is hard to believe. Her English is just outstanding, better than mine.

Mike Blake: [00:05:02] In 2016, she turned her language passion into a business and founded Language Mentoring, her own way of helping people learn any language by themselves using natural and fun methods known by polyglots. Formerly, Lydia worked as a professional conference interpreter and interpreted several high Slovak politicians as well as international speakers such as Tony Robbins and Brian Tracy.

Mike Blake: [00:05:26] She also organized the world’s largest event for polyglots and language-lovers called Polyglot Gathering. And that’s on my bucket list to get over to Europe and do at some point.

Mike Blake: [00:05:34] Her TED Talk has received more than 12 million views, excuse me, I underestimated it by a factor of 10, within the first two-and-a-half years of being online.

Mike Blake: [00:05:44] Language mentoring is Lydia’s way of guiding anyone on their language learning journey whether starting from scratch as a beginner or trying to achieve fluency in a language that’s got rusty. The main pillars of Lydia’s philosophy are having fun, having intensive contact with the language using effective methods, and building a sustainable system in one’s learning.

Mike Blake: [00:06:04] The methods range from watching TV shows and listening to podcasts through learning vocabulary using the gold list method to learn vocabulary to talking to oneself in order to practice speaking. Lydia has already helped more than 10,000 people learn more than 30 languages.

Mike Blake: [00:06:20] Dr. Lydia Machova, welcome to the program.

Lydia Machova: [00:06:23] Thank you, Mike. I’m very happy to be here.

Mike Blake: [00:06:28] You know, there are lots of people who teach languages out there, but quite frankly, I don’t know anybody that has branded themselves as a language mentor. So, tell our audience, tell me what is language mentoring and how is that different from a language teacher?

Lydia Machova: [00:06:45] Right. So, it’s a term that I introduced. When I started in 2016, I was looking for someone doing what I considered to be different from language teaching, helping people to learn languages, and no one was doing it at that time. So, I said, “Okay, I’m going to call myself a language mentor.”

Lydia Machova: [00:07:00] And basically, the biggest difference is that I don’t teach anyone a language. I am not a teacher, so I never cover any grammar points with anyone. I don’t test anyone vocabulary. That’s very different from what I do because I teach people languages, which I don’t even speak, so to say.

Lydia Machova: [00:07:20] I help people learn any language by themselves. I always put a lot of stress on this themselves. No one can ever teach you a language, give it to you on a platter. You need to spend some time with it. And, I help people find the best methods and the best system to do it in a way which is enjoyable.

Mike Blake: [00:07:37] So, and I’m going to approach this conversation from an American perspective because that’s who I am and that’s who most of our audience is, I think. And, you know, I can tell you that among Americans who are not people who study languages a lot, they view people like us who are multilingual, especially those of us who are self-taught as opposed to having lived in a place where you learn five or six languages because that’s the country you live in, like India or something, they think we’re geniuses. Are you a genius or people like us geniuses because we’ve learned a couple of extra languages?

Lydia Machova: [00:08:14] Definitely not. I do not believe in that. Not any special talent or anything like that. We have a special knack. We like something that most people don’t. I’ve always considered myself as someone who simply loves learning languages, and that’s why I’ve spent a lot of time with them. But just like that, I could fancy gardening or computers or anything like that, and I would spend more time with it and I would have results in that area, right?

Mike Blake: [00:08:42] Yeah. Doesn’t it come to at the end of the day? And, I know you emphasize fun in your approach to language learning. At the end of the day, doesn’t a lot of it have to simply do with if you like doing something, you’re more likely to devote more time with it, be more focused, as opposed to viewing it as a job or a chore, or you’re forcing yourself to have to do it, and you don’t like it, and therefore it’s just not going to be as effective.

Lydia Machova: [00:09:08] Yeah. Exactly. And I believe this is a really, really strong factor. And, actually, that also answers the question why most people fail in language learning. Because when you look at the process that they have tried to learn the language, it’s usually not much fun, is it?

Lydia Machova: [00:09:22] I mean, when we look at the school methods, I know I didn’t enjoy learning languages at school using the traditional methods. But I have seen people now, as in my job as a language mentor, where this can really change. Because if you show someone a different approach to language learning, which can be fun for that person, suddenly they say, “Oh, why, why hasn’t anyone told me this? For 15 years, I’ve been trying, struggling to learn a language. I never enjoyed it, so I never had any results with it. Now that it’s fun, it actually works.” So, yes, I think this actually applies generally to anything, not just language learning.

Mike Blake: [00:09:59] And, I think and I’m curious as to your opinion, but I think maybe that desire might be a little more important for foreign language learning or, yeah, learning, which you can use that term, than in many other fields of study because when learning a foreign language, failure is a constant companion. Right? Mistakes are a constant companion. And, many of the mistakes are public, right?

Mike Blake: [00:10:28] If I mess up, if I make a mistake in a math problem, nobody knows except for me and my teacher. If I make a mistake in a language and I’ve made plenty of them that I wish I could have back, it’s out there and it’s public and it’s socially embarrassing. And, the human mind is hardwired to avoid those things, right?

Mike Blake: [00:10:49] So, doesn’t that mean that there has to be kind of an extra incentive or an extra way to make it fun to make it worth that vulnerability, to make it worth that the failure that is a necessary part of the learning?

Lydia Machova: [00:11:05] That’s a very interesting take, and I agree. It is more embarrassing for people to make a mistake when learning French than learning this and learning math.

Lydia Machova: [00:11:16] But I’m thinking this – I think this really has to do with one’s approach to making mistakes in general, in learning anything. And, I believe this is a problem that the school system again has taught us. Making mistakes is bad because the teacher is there to test you. And if you fail the test, if you make a mistake, then you will get a lower grade, right? And, that means that you are, let’s say, in inverted commas, but they are worth less or something. That’s what the students get, right, the feeling from it.

Lydia Machova: [00:11:46] So, obviously, they want to not do that because they don’t want to get bad grades and feel inferior in a way. And, I believe this has to change in the mindset of anyone trying to learn a language. And, just as you said, you need to embrace the fact that making mistakes, that is really what you want to do. Make as many mistakes as you can because that’s how you improve, right? If you don’t practice, you will not make any mistakes, but you will not learn.

Lydia Machova: [00:12:12] So, language learning really is a skill. It’s a skill that needs to be trained. And, just like any other skill, whether it’s playing the piano or doing any sports or anything, when you start working with it, when you start doing it, you will definitely make many mistakes. But that’s how you learn and you get better at it.

Mike Blake: [00:12:31] So, let’s dive in to, I think, what may be the most important question from a business perspective, and that is why learn a foreign language and in particular recognizing that. I happen to be fortunate. I was born in a country where my native language is one that is effectively the global trade language, right? Someday it might be Mandarin, but for now, it’s English. And so, a question that will come up here is, well, isn’t everybody that matters going to speak English and they’re going to speak it well enough so why do I need to devote my time to this? What’s the answer to that?

Lydia Machova: [00:13:13] Well, yes, you are lucky. If you were born speaking English and that is currently the lingua franca, the international language let’s say, yes, you are lucky, and it’s probably you are not that motivated to learn other languages. And, I think that’s okay for someone who doesn’t come in contact with people from other cultures.

Lydia Machova: [00:13:32] If you’re living in your little town and you don’t interact with people online or live and you plan to stay all your life in that English-speaking country, then, yeah, it’s okay. I don’t think anyone, everyone needs to learn a language at all costs.

Lydia Machova: [00:13:46] But if you do interact with other cultures, then just like you said, it makes a huge difference if you show even a tiny bit of interest in the other person’s culture, which definitely has to do with the language itself. So, even if you learn some basics of the language, you can actually go to great lengths with that.

Lydia Machova: [00:14:07] But personally, I’m a promoter of learning a language to fluency. So, not just basics of many different languages to impress many people in a two-minute conversation but what I try to do is to learn a language to a comfortable fluency level where I can really use it. I can read any book, talk to anyone, watch any movie. And that gives me immense possibilities in my life. But I understand that if someone is stuck in a little town, in an English-speaking country, then that’s a different scenario.

Mike Blake: [00:14:36] So, an interesting trend that I have noticed is, during the pandemic, and I don’t know if this is a cause or they’re simply a coincidence, but more people seem to have an interest in learning foreign languages now, which I find ironic because the opportunity to travel was closed, making it less likely that you would encounter somebody where a foreign language would be useful. Yet, many people, I think, who never would have considered trying to take on the challenge of learning a second language have chosen to do so during the pandemic. And, I’m curious, A, have you noticed something similar? And if so, do you have any kind of ideas as to why that might be?

Lydia Machova: [00:15:27] Yes. I have noticed that. We have noticed a greater interest in our courses. And, I think it’s not because people would want to use the language right away when speaking to foreigners, but maybe because they realize they know on some level that in order to speak a new language, you need to give it more time, right? And it seems like a never-ending process, and you never have time for it because you are so busy doing your everyday life. And so, when COVID came, people started to think, “Well, how could I use this time? I’m at home. I could do something useful.” There were so many videos out there, right? People calling to others, “Okay, do something with your life, learn some new skills.” And, I think for many people, the language has been probably on the backburner for some time and they have wanted to learn it, but they never had the time, right?

Mike Blake: [00:16:07] Right.

Lydia Machova: [00:16:17] I think this is the natural way of looking at it. So, now that people have time, they wanted to spend it with language learning, which I think is cool.

Mike Blake: [00:16:27] An observation, excuse me, that’s often made is that children learn languages much more easily. And, there’s a perception that one can be too old to learn a foreign language that if you’re at my old age of 51 years old, I’m too old to learn a new language. Is that true? Is there something to that or there’s a significant benefit to being younger, even very young, and does it create a big obstacle if you’re older?

Lydia Machova: [00:16:58] It’s definitely not true that someone is too old to learn a language. But it’s a very convenient excuse, right, for people who have tried a little and they found, “Oh, this is quite difficult. Maybe I’m too old. Okay, I will keep telling everyone I’m too old to do that and I don’t have to explain myself why I don’t speak other languages.” Right?

Lydia Machova: [00:17:15] I know for sure that this is not right because this is not true because I have met people at the polyglot events that you’ve mentioned at the beginning, someone who has started to learn languages in their 60s and I had a conversation with them, with him, in at least six or seven languages and he was very good at it. He was fluent and he was, when I met him, he was 72 or 73, and he just got so excited about language learning. He couldn’t stop learning new languages, right?

Lydia Machova: [00:17:43] And then, I asked him, “Well, why start so late? Why in the 60s? Why didn’t you do it earlier?” And he said, “Well, I didn’t know about the amazing possibilities and they weren’t there when I was younger.” Just again, as you mentioned.

Lydia Machova: [00:17:43] So, this only proves to me that it is possible if the person is really interested in doing it and spending time with the language obviously. It doesn’t come within a week or a weekend. Language learning takes its time. But if you dedicate the time to it, then you can achieve the results at any age.

Lydia Machova: [00:18:11] At the same time, I have to say that obviously children are more able or they learn quicker. But it’s not just languages, it’s anything, right? This is a natural thing. This is how our brains work. They are like sponges when they are very, very young, and then it gets a little bit more difficult. But there is definitely not an age after which you wouldn’t be able to learn a language at all.

Mike Blake: [00:18:36] Now, you touched on something, and I want to move into this now because I think it’s really important. And, that is, one of the things the internet and, I believe, social media has done is that it’s made it possible to have an outlet for a language in a way that was not possible when I was learning, when I was studying languages at first in the 1980s. Right? You know, there might be five-year-old magazines in the library and some old tapes or even records, Pimsleur came out on records initially, and a foreign language bookstore or something. But nothing in the order of today, whereas one of the languages I’m learning now is Swedish and I can walk out and I can use it today. I can engage on social media. I can listen to podcasts. I can watch anything that I want. And, you know, talk about that, you know, does the fact that we have the opportunity to engage in foreign languages does that lead to a greater interest and even a greater benefit of learning a new language?

Lydia Machova: [00:19:46] I think so, yeah. I mean, I was born in ’89, so I cannot say how it was in the ’80s or ’70s learning a language, but I think it would be very difficult. I cannot imagine how I would do it, even how I would go about doing it and learning a new language. But I also think that if people didn’t have so many opportunities to travel and to interact with other people, then obviously the motivation was a lot lower.

Lydia Machova: [00:20:12] And, I’m speaking of someone coming from Slovakia. We were a communist country at that time. You could not travel anywhere. The borders were closed, right? You could go to Russia or Ukraine, and that was it. So, no one really was motivated to learn English or some other Western languages.

Lydia Machova: [00:20:29] So, yeah, I think this is very natural. But I also look at it from the point of view of the process of the methods, how to learn a language. I think if someone just had one book available at the library with some tapes that go with it, that must have been really boring. I personally hate this type of learning because you listen to a short recording. It’s usually very artificial. It’s nothing, nowhere close to real-life conversations.

Lydia Machova: [00:20:59] And if you compare it to today, we have, I mean, just YouTube is the immense source of materials for any language. I mean, I used YouTube to help me learn Swahili, right?

Lydia Machova: [00:21:10] Any language that all you can have any content you like. It can be about a topic you’re genuinely interested in, and you don’t only listen to it because you’re supposed to practice, you’re listening right now, but because you actually want to learn about this interesting topic and you can see how much you understand. And it’s such a fascinating process when you are interested in the topic, right, and you listen to a recording, you’re still just a beginner, you only get a few words. But then you keep on listening and working on your language, improving your vocabulary, getting to know the grammar, and in a few months, you can actually start understanding whole pieces of the video. It’s such an amazing, fascinating process that I think people who were learning in the ’80s, ’70s just couldn’t get.

Mike Blake: [00:21:57] So, you mentioned that you learn Swahili and, of course, you know, nine languages. Somebody listening to this podcast may now be intrigued about learning a second language. How would you go about deciding which one to pick? I mean, there’s so many of them. How do you decide which one to learn?

Lydia Machova: [00:22:23] I would definitely say you need to have a solid reason for learning that language. Because if you pick a language randomly, like, “I think it would be cool to speak whatever,” right? Then you will have to put a lot of effort into something which doesn’t really enrich you in any way, right? You need to know why you want to learn that language or where you will practice it, how you will interact. As you said, you can use Swedish on social media.

Lydia Machova: [00:22:49] It can be just a hobby of yours, so you don’t need to necessarily have something to do with Sweden or the language that you want to learn. But you need to find it interesting to actually use the language in practice because otherwise why bother? Why learn the language at all?

Lydia Machova: [00:23:06] So, I personally had a reason to learn all of my languages, and some of the reasons, most of the reasons, were traveling. For example, I really wanted to do the Trans-Siberian Express, from Moscow to Mongolia. And, I said if I do this, I only want to communicate in Russian the whole time. I want to have a full experience, not be a tourist, smiling politely and hoping someone speaks English, right? I wanted to have genuine conversations with the locals. So, I spend two years learning Russian. And then, I took the trip and it was the most amazing trip in my life.

Lydia Machova: [00:23:39] So, yeah, definitely have a reason to learn a language. So, if someone is listening to this and thinking, “Hmm, I might learn a language just because.” I would actually say think twice or think how would that language enrich you? And if you have a strong reason, I believe you can get it to fluency. If not, if it’s just like I can give it three minutes a day, well, that will not work. You will not learn a language with three minutes a day.

Mike Blake: [00:24:06] So, yeah, I’ve never done the Trans-Siberian railroad, but I lived over there for a number of years. That’s another bucket list thing. That has to be an amazing experience, but anyway.

Lydia Machova: [00:24:22] It is.

Mike Blake: [00:24:22] So, you talk about fluency – actually, there’s one other question I want to ask before I get into that, and that is, you know, in business there may be something of a conflict in terms of which language to study. There may be a language that you want to study because it will help you in business. But that may not necessarily be a language that you’re interested in because you have an interest in the culture or interested in other things that are connected with the language.

Mike Blake: [00:24:49] So, I’m curious, have you mentored people that maybe kind of felt like they had to learn a language for business, but their heart really wasn’t in it? Maybe, there’s another one that wasn’t as useful immediately, but that was really – you know, maybe they had to learn Spanish, but they wanted to learn Finnish or something, right. Have you encountered that? And if so, how does that work? Are there people that can sort of overcome the feeling like they have to learn a language for business or does it have to be more organic to really be successful?

Lydia Machova: [00:25:26] Yes. So, my answer in that question, I have obviously met a lot of people. This is actually quite a common problem. “I feel I should improve my German because I have learned it at school and it’s useful and, you know, I want to put it on my CV, but actually, you know, my heart calls me towards Italian or something.” In that case, I tell those people to go where their heart calls them because you cannot really trick your mind.

Lydia Machova: [00:25:54] If you are not genuinely interested in learning that language, you can do whatever you want. You can have the most effective methods, but your brain is just not interested, right? I believe learning is a very natural process, and our brain wants to learn stuff that it finds interesting and useful for life.

Lydia Machova: [00:26:12] So, if you feel you should and maybe, you know, like kids at school, my parents want me to learn the language and it will be useful to me one day but I have no idea how right now, then it just doesn’t work, and you will not really pick up any of that language.

Lydia Machova: [00:26:27] So, that’s one way to put it. I would say start with the language that you really want to learn because then you can see what an amazing progress you can make in a much shorter time, and I believe that you will get so interested in the process of learning the language that you can then easily apply it to learning other languages that you will need later on in life. Right?

Mike Blake: [00:26:47] Right.

Lydia Machova: [00:26:48] But also, so if someone has a situation where they really need to learn that language, it would really help them and they cannot quite get interested in that, I would say work on making it interesting for you. And, I can use my own example. Speaking of German, that was my second language. So, my first language was English when I was 11, and then we added another language when I was 15, German, at school. And I just hated it for the first two years. I thought it was the most boring language in the world. I didn’t like the sound of it. It was too complicated. I just didn’t like it. I got good grades, right? I could learn those words and learn some grammar, but my heart wasn’t in it.

Lydia Machova: [00:27:28] And then, I realized that I wanted to become an interpreter and I will need two languages for that. And, now I’ve already spent two years learning German, so German should be probably the other one. So, I was thinking, how can I make this more fun? How can I make it more interesting? And that’s when I actually started developing the methods that I now teach people. And, for example, with German, I started to watch German TV massively, half an hour every single day, and I didn’t understand almost anything at the beginning. But I got into it, and then I started watching some sitcoms that were repeated on TV and that got me interested. And, it was just fascinating for me to see how I fell in love with the language just simply by spending time with it, by using materials which I found interesting, by being hooked to the content, right?

Lydia Machova: [00:28:20] So, you can change your attitude to the language to sum this up. But I think that you cannot really force yourself to learn a language that you are not interested in and you do not find any joy learning the language.

Mike Blake: [00:28:36] I have my own sort of language abandonment story, and I’ll probably come back to it at some point as a matter of personal pride. But for a while, I was learning Dutch, and for whatever reason, Dutch and my mind just did not click. Everything was such a struggle. And I think it’s because Dutch is so close to English that I couldn’t get my mind off of applying English to Dutch. And, you know, I never got the word order right. And, I can explain to the grammar, I could never get the word order right. And, at the end of the day, I wasn’t so interested in Dutch culture. I didn’t have so much interest in doing the business in the Netherlands, especially because that’s one of those countries where everybody really does speak English quite well, so, and they’re happy to do so, that I just could not sustain the motivation.

Lydia Machova: [00:29:30] Yeah. I totally understand that. And, actually, again, you are not the only one. I have so many friends who told me that they found it extremely difficult to practice their Dutch in the Netherlands because everybody replies in English and the Dutch find it a nice gesture like, “Oh, I see you’re a foreigner, so I’m going to switch to a language which you are comfortable with.” But then my friends, polyglots, wanted to practice the language, right? They came to the country to practice and they felt really heartbroken. It’s like, “Oh, is my Dutch so bad that you switch to English?” But that’s because it’s so natural for them to switch to English, right?

Mike Blake: [00:30:05] Yeah. The Scandinavians are the same way. I probably learn Swedish more by not actually going to Sweden because if I’m engaging on social media, it’s just there’s no incentive for them to switch the language, right? But if I try to speak Swedish in Sweden, they’ll look at me and they’ll say, “Well, you’re kind of cute, but let’s not do this.” Right?

Lydia Machova: [00:30:26] Sorry. That just proves the point that you don’t need to travel to that country to learn it. And as you said in your case, maybe you even shouldn’t, because that can be counterproductive, right?

Lydia Machova: [00:30:40] With the internet and with the immense possibilities we have today, you can create that country in your mind, right? You can put on podcasts and YouTube videos, and you can have people speaking in that language to you in your ears all day long. So, yeah, you really don’t need to travel to another country to learn the language.

Mike Blake: [00:31:01] So, you mentioned a term that I want to explore with you because I think, to me, it’s a very sensitive term, almost an explosive term in learning a language, and that is the term fluent or fluency.

Mike Blake: [00:31:21] I learned years ago or I decided years ago I was never going to tell somebody I was fluent in a language because somebody will always come along that knows it better than I do. And, it served no useful purpose for me. And so, I tend to use the term I’m comfortable in a language or I can generally speak it without a translator unless it’s something that, you know – if I were representing the United States in a nuclear arms discussion with Russia, I would have a translator regardless. It’s too important to miss that, right? Even though there’s nothing I couldn’t do in that language if I wanted to.

Mike Blake: [00:32:03] But, but fluency, you know, the first question I receive if it comes up that I’ve learned a language – fluent – are you fluent? How fluent are you? I’m not even sure you can say how fluent are you where it’s sort of how pregnant are you.

Mike Blake: [00:32:20] So, I’d like you to comment on how you see the word fluency. What does it mean to you and do you sort of have the same – do you have a similar experience with the word that it can be almost a dangerous word in learning languages, the term fluency?

Lydia Machova: [00:32:38] That’s a very good question, and I really love this metaphor about how pregnant are you. Actually, I think we can explain this using this metaphor because with language fluency, just like you said, there is – we kind of tend to think about it that there is this highest level of speaking that language. And if you are not there yet, you shouldn’t call yourself fluent, right? You shouldn’t tell other people that you know this language already.

Mike Blake: [00:33:04] Right.

Lydia Machova: [00:33:05] But this is just like with a pregnant woman. Is a woman pregnant when she’s one hour before giving birth? Probably not, right? You see her with a belly, so you will say that she’s pregnant even earlier. But in the first three months or four, she doesn’t really show, so, right?

Lydia Machova: [00:33:22] This is really quite similar to learning a language. So, when the belly starts showing, coming back to this metaphor, that’s when you are gaining fluency. And, I believe there is a certain level when you are really comfortable using that language, although you are still making mistakes and this is perfectly fine. Fluency doesn’t mean that you don’t make any mistakes, that you know every word and you understand everything.

Lydia Machova: [00:33:52] For me personally, this is my definition of it. It means that you can easily have a conversation with a native speaker of that language, and it is not unpleasant or painful for the other person to have this conversation with you. Because a native speaker can have a conversation with a beginner and be very patient, right? But they need to be very careful about how to express themselves and what words to use, and then this learner will ask them, “Well, can you please repeat it? Can you say it in a simpler way?” This is not a very natural and nice conversation to have, right?

Lydia Machova: [00:34:24] So, I personally try to achieve the level where I can have a nice fluent conversation and I can read stuff in that language, which was meant for native speakers. So, not some simplified text, but normal textbooks, usually nonfiction, that is understandable to native speakers. If I can understand it, if I can read the book and it’s not painful for me, it’s actually enjoyable, that’s how I know that “Okay, I got to this. I got to this level and I can now use the language in practice.” Right?

Mike Blake: [00:34:57] Right. So, in Europe, of course, as you know, but our listeners may not, there’s a testing system to determine your level of facility with a language A1, A2, et cetera. I forgot what it’s called, but I know it goes all the way up to C2 as my understanding. In your mind, what is your experience with that system, and how valid is it as a measurement of your command of a particular language?

Lydia Machova: [00:35:27] All right. I believe it’s quite unfortunate, actually. It’s called the European Framework of Reference for Language Learning, and it’s very heavily used in here, in Europe. So if you ask someone in the street, they will tell you, “Oh, my French is B1 and I’ve got a certificate of B2.”

Lydia Machova: [00:35:47] But again, it’s unfortunate because it kind of gives you the idea that what you want to achieve is the highest level, the C2. That’s when you can say that you can stop learning the language and you don’t need to work on it anymore, right?

Lydia Machova: [00:36:01] So, just to clarify, there are six levels. A1, A2. This is beginners, just basics in the language. Then, we have B1 and B2. This is intermediate. And then, we have C1 and C2. But what most people don’t really know is that C1 and C2 levels are for people who want to use the language professionally. That’s for translators, interpreters, language teachers. You do not need to be a C-level speaker in order to use the language comfortably.

Mike Blake: [00:36:27] Okay.

Lydia Machova: [00:36:28] So, getting back to the metaphor, sorry, these [inaudible] fluency level, that’s what I would call a B2. And, I have a nicer metaphor, maybe to explain this. Have you seen the movie Cast Away with Tom Hanks?

Mike Blake: [00:36:44] I’m familiar with it. Yes.

Lydia Machova: [00:36:45] Okay. So, he gets stuck on an island, right? And, I hope I don’t make any spoilers here, but he tries to get away from the island and he fails several times. He builds a little raft and he cannot get across the last wave because the waves further away from the island are bigger and bigger and they always kind of drag him back, right? So, he stays there for a long time.

Lydia Machova: [00:37:08] I believe this is very similar to language learning because you are trying to overcome those waves and they are very small at the beginning. That’s when you are learning your first words and everything seems easy because, you know, you learn hi and thank you and everything else. But then the waves start to get bigger. So, the more advanced you are in the language, the more difficult problems arrive. And, for you to get to a comfortable fluency level, you need to overcome that last wave so that you get away from the island and you are not dragged back towards it with the waves.

Lydia Machova: [00:37:40] And for me, this level is the B2 level. It doesn’t mean that you cannot get any further. You can always go deeper and have a better, more professional understanding of the language. But if you get to B2, you are above that, beyond that last wave, and that means that you can stop rowing. You don’t need to work on the language. You don’t need to keep learning and go to language schools and pay teachers. You are already there. You will not get dragged back towards the island to zero knowledge, to complete beginner. And, the only thing you need to do is to brush it up when you need to activate it.

Lydia Machova: [00:38:15] So, you can afford not to use the language even for several years. And then, when the occasion comes, you will say, “Okay, give me a weekend or a week or maybe a month, you know, and I will get back into the language and I’m back on that fluent level.” This, I believe, is something that most people don’t know and that’s why they try to either get to C2 or they think that they don’t speak the language yet. But this is just like with the pregnant woman, right? You are pregnant even when you are not one hour before giving birth.

Mike Blake: [00:38:47] I like that. I like that way of analogy. It takes me back to my Russian experience. I had the very good fortune to start learning Russian in high school, believe it or not, and then through college. But then I got a job in, sorry, I studied in Moscow, and then I got a job in Minsk. And, the first three months that I was there, I realized that my school Russian was not going to be enough. And in a place like Minsk, nobody spoke English whatsoever. I either spoke or starved. And, I remember for the first three months I was in bed by 7 o’clock because I was so exhausted from learning the language and the flying because I was translating it. I didn’t have the brain pathways that I was speaking it as a language. I was translating in real-time all the time.

Mike Blake: [00:39:36] And then, there is one day where I crossed that wave and I don’t know exactly when the day was, but there did come a time when I realized I was now thinking in that language. That was now – that time was a third language, and it was no longer that kind of effort. But I never thought of it that in that metaphor. So, I may borrow that.

Lydia Machova: [00:40:01] Please do. Yeah. I think it explains it well because you don’t need to achieve the highest point of a mountain or something, right? But you get to that level. And, I’m sure that it was a great feeling for you when you woke up that day and you realized, “Wow, I can speak Russian.” It’s an amazing feeling, isn’t it?

Mike Blake: [00:40:19] It was actually a great day when I realized I got home from work and I didn’t want to go to bed right away. That was the big thing.

Mike Blake: [00:40:19] So, it’s interesting. So, your definition of fluency then I think is very important because I think there’s a belief that if you don’t achieve sort of your level of fluency where you’re a professional linguist, you’re a professional translator, that therefore that you fail. But in point of fact, and again, this gets into – again, you know what your definition of fluent comfort level, whatever, you can still get a lot done in a language without achieving that level, right?

Mike Blake: [00:41:10] I think the statistic I saw was that if you learn 2000 words in a target language, you can engage in 80% of what you need to engage with, and then if it’s ten thousand words or it’s about 95%, which isn’t that much if you pick the right words, right?

Mike Blake: [00:41:26] And, is that kind of what you teach your clients that it’s not about knowing every word because even native speakers make mistakes. You know, a lot of Russians don’t fully know all the grammar rules with all the connections and so forth. Is that what you teach them to sort of set their expectations at a realistic level?

Lydia Machova: [00:41:52] Yes, yes. And, I think that many people don’t even know that there is, as you say, an attainable level that will not take you ages. We are used to, at least in Europe, we are used to learning languages all our lives, and most of the people I meet here, they will say, “Lady, I’m just – I’ve been learning English for 15 years. I still cannot speak it. What does that tell me? It tells me I’m obviously not talented. It tells me I obviously cannot learn a language because I’ve been trying for 15 years.”

Lydia Machova: [00:42:24] But then when we dig a little deeper, we realize that, well, what were the methods? How did you enjoy that process? How much time did you really spend? Because if someone goes to a lesson once a week and there are 10 people in the classroom and then they spend one lesson reading and then on one learning grammar, and then they speak every fifth lesson and they say two sentences. Well, no wonder you don’t speak the language because you haven’t practiced the skill of speaking, right?

Lydia Machova: [00:42:47] So, this is one problem that people feel that they have been learning the language forever and they still don’t have the results, but also they don’t realize that the result is actually usually very near at their stage. If they’ve been – if they’ve spent some time with the language for 15 years, then they can actually achieve amazing progress within half a year or a year if they give it maybe half an hour, an hour tops, a day, they can actually get to that fluent level and stop learning. You don’t need to keep on learning forever, so it actually saves you time, right? Rather than, if you decide to give it a little bit of your time, one hour one lesson a week for 15 years, and you feel you will never ever get there. It’s a huge difference. So, yeah, people don’t usually know about this comfortable fluency.

Mike Blake: [00:43:36] I’m really glad you brought that up because I think that point is so smart. Because when you look at it, if we tried to learn any skill, it could be computers, it could be making shoes, if the only exposure we had to it was one hour of lecture a week and hands-on experience of five minutes a week, you’d never make very good shoes. You’d never be very good with computers either. So, there’s no reason that should be different with a language.

Mike Blake: [00:44:06] And, I want to kind of pause on this a little bit because, and you’ve mentioned this before that people say they’re too busy to learn languages. I suspect you and I agree. It’s not that you’re too busy. It’s, A, you don’t know how – you don’t really understand what time it takes. And, B, you’re just choosing to do something else with your time, which is fine, right? But unless you tell me you never watch television, you never surf social media, you have time to learn a language. You’re just deciding those other things are more important.

Lydia Machova: [00:44:35] Exactly.

Mike Blake: [00:44:36] But, you know, and there’s a common, I think, misconception and I think you agree, but please tell me if you don’t, that the only way that you can – sorry, I was going to say the bad word, that you can learn a language well is through immersion that you have to live in that country or you have to be in a U.S. Military Monterey school, which is really good, or a three-month – live in a farm for three months where they only speak Egyptian or something. But that’s not really true, is it?

Lydia Machova: [00:45:10] No, definitely not. And, I believe it’s so comfortable for people to think of language learning in this way because it is easy, right? It’s like, “Hey, here’s my money. Come and teach me or bring me to your course where you will give me exactly the right material I need to have every day and walk me through your process. And after three months, I speak the language.” Right?

Lydia Machova: [00:45:34] I think that people like to approach it in this way. You need to travel because they want to maybe get rid of the responsibility for learning, right? And, obviously, it helps. I mean, if you can immerse yourself in the language by going and living in the country or being around the native speakers of that language, that’s awesome. Use it, use those opportunities. But you don’t have to in order to learn the language.

Lydia Machova: [00:45:59] And, I know so many people and actually, I’m an example of that too, that you don’t have to do it because you, as I said, you can create that environment, that language environment in your headphones, on your computer. You can look out for those opportunities to talk to people with today’s international world. Even for me living in Slovakia, it’s very easy to find native speakers speaking French or Spanish or Polish here in Bratislava, right. So, however you decide to approach this, make sure you find the right opportunities to practice the language and you can absolutely do it if you take the responsibility for doing this by yourself, right?

Mike Blake: [00:46:42] What in your mind is the most common mistake people make when setting out to learn a language?

Lydia Machova: [00:46:50] Well, it boils down to this responsibility again. They look for external resources that will feed them the language, spoon-feed them, right. They want a ready-made solution, a shortcut, something that will not cost them any energy, any time. They are willing to pay money but just do it quick, right, preferably in my sleep. And people just –

Mike Blake: [00:47:16] I was going to ask you about that. I take it you’re not a big fan of these programs that say they’ll teach you a language while you sleep.

Lydia Machova: [00:47:25] Well, I won’t say that they don’t work, but I haven’t found one that works yet. If someone comes and convinces me that this work, I’m very happy. I believe that technology has still to bring us a lot of inventions, amazing inventions, which will probably change even language learning.

Lydia Machova: [00:47:42] But so far, nothing like that has ever worked. I haven’t met a single person who would say I learned a language effortlessly. It doesn’t work because it’s a skill. You need to learn so many new words and you need to have listened to so many recordings, right, and need to have had so many conversations that it just doesn’t work. It does take time.

Lydia Machova: [00:48:01] So, most people realize this and they want the shortcut. And, usually, they look for the easiest solutions. So, they download an app, right? There are many very popular apps and they just want to give it this five minutes a day and they expect that this is how to learn a language, but it’s just not enough. It cannot work like that.

Lydia Machova: [00:48:20] So, I believe this is the biggest problem, taking responsibility for the learning and approaching language learning as a skill that requires some time.

Mike Blake: [00:48:29] We’re talking with Dr. Lydia Machova of Language Mentoring, and the topic is, Should I learn a second language?

Mike Blake: [00:48:35] Just a few more questions because our time is nearly up. But I did want to – you just touched on something I want to ask you. What is your opinion of all these new apps that are out? The Duolingo, the Memrise, the beams of the world. Maybe, even Rosetta Stone gets lumped into that. How useful are they as a language learning tool?

Lydia Machova: [00:49:00] I believe they are useful, and I’m personally also a fan of them. But I take them as a nice, playful addition to my language learning because I believe it’s very difficult for an app like this to cover all of the language skills that you need to learn.

Lydia Machova: [00:49:19] So, if I only put words to pictures within the app or I only repeat some phrases, I’m not forced to really think about some words and say them to create content in the language. It cannot help me to learn to speak. There is no process in this app that can help me to speak because the only way to learn to speak a language is to practice speaking it, right.

Lydia Machova: [00:49:44] So, these people expect that just by being playful with the language and playing with the words, they will somehow magically learn to speak the language. I don’t get it how it should be even possible. I don’t expect this from the app because I know I’m not practicing that, right?

Lydia Machova: [00:50:01] So, I’m not opposed to the idea. I think they’re a great gateway to learning languages, and I like it when people get excited and they’re very addictive. Let’s face it. They are built to be addictive, right? And, I myself have been hooked on Duolingo and Memrise and all of these apps. But I’ve always realized that this is a very nice game, right, to be in contact with the language but I need to work on the language elsewhere, too, if I want to really speak it. If I just want to kind of dabble in it and learn a few phrases to use on my holiday, then they’re the perfect solution. Go for that. Use them and go on holiday and impress the native speakers, right?

Lydia Machova: [00:50:40] But if you want to actually use the language, learn it, know it. Be beyond that last wave. Be fluent in it. The apps will never be enough, at least not the ones that we have so far. I haven’t seen an app which would cover all that.

Mike Blake: [00:50:54] I think I agree with that. I’ve found Duoling – I tend to use Duolingo and Memrise, and to me, they’re a good start, but I quickly found that if I really – if I wanted to achieve the level of comfort that I wanted to achieve, I needed to have an actual textbook in front of me where I could see how the language is structured. And, I’ve also found a word frequency dictionary to be helpful, as well as flashcards. Of course, everything’s different for other people.

Mike Blake: [00:51:30] In your system, and I hope I’m not asking you to give away too much intellectual property, but when somebody sets out to learn a language and maybe they did start with Duolingo but they realize that Duolingo can only take them so far, what are other tools does a person need to have in order to be successful?

Lydia Machova: [00:51:50] Right. At the very beginning, I agree that a textbook is a must. I have known a lot of other courses. I tried learning some of my languages with them so that I can test different resources and different materials. But at some point, I agree that in order to really understand the language and start understanding the nuances and the differences and why does it work like this, you need to have certain textbook material, right?

Lydia Machova: [00:52:19] But afterwards, if you get over those first two stages, A1, A2, beginner stages, and you become a lower intermediate where you can already understand roughly what texts in the language are about or you watch a movie and you don’t understand everything but you get different phrases and you can kind of get by, that’s when it starts getting really interesting because that’s when you can use immense resources online and you can start using them according to the topics you enjoy.

Lydia Machova: [00:52:49] So, that’s when you can introduce podcasts and start reading books. You can start with simplified books or bilingual books. There are hundreds and thousands of them online available. And, you can pick materials that you are interested in and then spend time with them systematically so that you can acquire new vocabulary and understand more of the grammar and also gradually start speaking, practicing the output as well.

Mike Blake: [00:53:16] So, just a couple more questions before you go. I want – I’d like to talk about the word polyglot because, you know, at least in the English language, I can’t speak for other languages, but the term polyglot has almost a magical meaning, in a way probably too magical, if I’m honest about it. Is a polyglot somebody who, in your mind, is that somebody who speaks three languages or more? Is it five? Is it 12? Does the term really even matter?

Lydia Machova: [00:53:56] I wouldn’t say it does, and there is no official definition of the word. A polyglot is a person who speaks multiple languages. But in today’s world where there are so many people from different backgrounds and countries, it’s very natural for people to naturally go through life and pick up two or three languages, right? Your mom is Spanish and your father is American, and you spend a lot of time in France, so you end up speaking three languages.

Lydia Machova: [00:54:24] But I believe polyglot is really someone who enjoys the process of learning new languages and learns them also for pleasure. So, it’s not that you picked up the languages because you had an international life or your dad was a diplomat or something, but because you are truly interested in the language, right? So, I see polyglots more as people who take language learning as a hobby.

Mike Blake: [00:54:50] Okay. Yeah. I think that’s right. I like that definition, and maybe it’s no different than somebody who just learned as a musician, who learns different instruments. Right? Maybe, someone plays the guitar and the piano, and that’s just what they decided to do.

Mike Blake: [00:55:05] Lydia, this has been a fun conversation. I could talk to you for hours, but I know it’s Friday evening where you are. So, I want to be, of course, respectful of your time. There are probably questions we didn’t get to that a listener would like to know about, or maybe a question we didn’t go into as much detail on. If a listener wants to contact you to find out more about this topic or maybe take advantage of your expertise, can they do so? And, what’s the best way to do that?

Lydia Machova: [00:55:35] Yeah. I would be happy to. So, you can find me at languagementoring.com. And, we are on social media as well, Facebook, Instagram. You can watch some YouTube videos. I have some lectures and presentations in polyglot events, also findable on YouTube. So, yeah, language mentoring is the term.

Mike Blake: [00:55:59] That’s going to wrap it up for today’s program. I’d like to thank Dr. Lydia Machova so much for sharing her expertise with us.

Mike Blake: [00:56:05] We’ll be exploring a new topic each week, so please tune in so that when you’re faced with your next big business decision, you have clear vision when making it. If you enjoy these podcasts, please consider leaving a review with your favorite podcast aggregator. It helps people find us so that we can help them. If you’d like to engage with me on social media with my Chart of the Day and other content, I’m on LinkedIn as myself and @unblackeable on Facebook, Twitter, Clubhouse, and Instagram. Also, check out my new LinkedIn group, a group that doesn’t suck. Once again, this is Mike Blake. Our sponsor is Brady Ware and Company. And, this has been the Decision Vision podcast.

 

Tagged With: Brady Ware & Company, Decision Vision podcast, language learning, Language Mentoring, learning a language, Lydia Machova, Mike Blake, second language

Shannan Collier, PC. and Kelly Nagel from Nagel’s Bagels

November 12, 2021 by Kelly Payton

Women In Business
Women In Business
Shannan Collier, PC. and Kelly Nagel from Nagel's Bagels
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This Episode is brought to you byAlpha and Omega

ShannanShannan Collier, The Law Office of Shannan S. Collier, PC

We truly believe that once you are a client, you are a client for life. We concentrate on building and continually facilitating our relationships. We work closely with each client, whether a business or individual, and endeavor to exceed expectations and shatter myths. We are proud to state that we have had numerous clients for over fifteen years and that we have assisted clients in all types of matters, from business formation, restructuring and acquisition to business succession and ancillary personal estate matters to complex franchise establishment and development.

When clients have legal or other professional needs that are better satisfied outside of the firm, we offer and contribute unparalleled assistance in managing the professional team and assisting accountants, financial advisors and other attorneys in performing their tasks to accomplish a final goal. We constantly strive to fulfil our mission statement: To provide professional, competent service to each client to the extent required and desired and in a diligent manner, so as to encourage continued confidence in our abilities.

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KellyKelly Nagel, Chief Marketing Officer at Nagel’s Bagels

Experienced Marketing Consultant with a demonstrated history of working in the information technology and services industry. Skilled in Nonprofit Organizations, Event Management, Media Relations, Corporate Communications, and Fundraising. Strong marketing professional with a Bachelor of Arts (BA) focused in English / Creative Writing from Florida State University.

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This transcript is machine transcribed by Sonix

 

TRANSCRIPT

Speaker1: [00:00:08] Broadcasting live from the Business RadioX Studios in Woodstock, Georgia. Welcome to women in business where we celebrate influential women making a difference in our community. Now here’s your host.

Speaker2: [00:00:29] Hi, I’m Laurie Kennedy with Business RadioX, and I’m here in the studio with our producer Stone, as well as Kelly Nagel and Shannon Collier Salvi. Did I say that properly? You did. All right, I’m going to start with you, Shannon. How are you doing today? I’m doing well. Thank you and you. I’m doing fantastic. I wanted to ask you what originally? Now tell us what you do and then tell me how you originally chose to get into this line of work.

Speaker3: [00:00:58] So I am an attorney. My practice is primarily limited to business, estate and tax planning. How I got into this line is since I was three years old, I have wanted to be a lawyer, so I made it happen.

Speaker2: [00:01:13] That’s awesome. And so I’m guessing that times at your house when you were growing up were probably a lot of fun. Did you tell your parents, like, you know, how they were supposed to do things properly so that they would stay out of trouble? Or did you just create the trouble and then make them keep you out of it? I don’t know.

Speaker3: [00:01:33] I was the typical goody good girl, so there was never trouble on my side. I was definitely the one who was the straight and narrow. Maybe more out of fear than anything else. But my father was the one who taught me. Really, everything in law, he’s not was not a lawyer. However, he played well on TV as I tend the joke. His best friend was a lawyer and he always told me, Mean what you say? Say what you mean? He used real words with everything. So at probably five, I knew what oxymoronic meant. At eight, I knew what subterfuge was because my father would throw those words at me when he was fussing at me and I’d stop to wait. What does that mean? Because he’d be fussing at me and I didn’t know what that meant, he says. Go find out. I’d run upstairs, open the dictionary, see what it meant, run downstairs. I was not engaging in subterfuge. I was telling the truth from the beginning. So, so I would say that really, the household was was led by my father and he guided me to be able to accomplish what I wanted to accomplish.

Speaker2: [00:02:36] Ok, did you grow up in Georgia?

Speaker3: [00:02:38] I did not. I was born in Georgia. I am old Savannah. But when I was very young, my parents moved to Jacksonville, Florida, and that is where I spent my formative years.

Speaker2: [00:02:48] Ok, all right. All right. Well, Kelly, tell us about your business and how long you’ve been in business and how you got there.

Speaker4: [00:02:56] I guess it’s a funny story. Kelly Nagle with Nagel’s bagels and obviously our last name. It was clearly God intended us to make bagels. But I’m from the south and my husband is from Southern California. So, you know, how do we make bagels? Well, he would do a lot of traveling with his job as a consultant in New York, New Jersey, Boston, and he’d come home because as a, you know, a good boy, he brought his southern girl back to the south. And we come home here to Georgia and there’s no bagels here. And I kidded him and said, Well, then figure out how to make them Nago bagel. And it was in June of 2019. We were sitting on the couch, and I only remember because it was the week of Chrissy, the youngest daughter’s birthday. And he goes, I’m going to figure out how to make a bagel. And he started researching and watching YouTube videos, and he did some batches and they were awful. They could have been a boat anchor. They could not have been a bagel. And that was the really the best thing that could have happened because he was like, Oh, this isn’t going to beat me. And so he just started, you know, making batches, giving them to every Yankee Jewish person we knew and to really, you know, say, OK, this is this a bagel? It’s this right? And he tweaked some things, of course. And then we have the bagel that we have. Well, this was supposed to be his hobby, and it turned into my full time job because of COVID. I got laid off. I was doing marketing and business development and for a company and obviously couldn’t do that anymore with the pandemic, everybody being home. So I got laid off and one of our friends said, You know what, if anybody can make this work, you can so see if you can make it work. And we’ve been drinking from a fire hose ever since and it’s just been exploding so well.

Speaker2: [00:04:47] I find that interesting because I jumped into helping my husband with Alpha and Omega Automotive during COVID as well, and it was really challenging to try to figure out what things like he’d been in business 20 years. What things could I help do that he wasn’t already doing? Or how could I not step on his toes and bring something that helped alongside him? Did did you find that you were walking through any of that as well?

Speaker4: [00:05:13] Oh, absolutely. I tell people all the time that our marriage counseling has worked so much more within our business than it ever helped in our marriage. We have a great marriage, but that learning what lanes we’re supposed to be in and learning to be able to say, Oh no, no, that’s my lane and this is your lane. So he’s the baker. He does all the back of the house stuff and he is very, very organized. He writes everything in an SOP and I am the front of the house person. I love doing these kind of things, speaking to people, being in the community, marketing, business, development, that stuff. So that’s that’s what I do. I go out and get the accounts and, you know, I’m in the community and he bakes.

Speaker2: [00:05:58] Yeah. Shannon, with you. I know you’ve been growing your business and adding people like what it would is. How has that transformed what you were doing like before COVID and now?

Speaker3: [00:06:09] Honestly, COVID has not affected me. I’ve been very fortunate where I’m not seasonal and when the economy is good, my business is good. When the economy is bad, my business is good because there’s always people starting businesses, losing jobs, starting their own businesses are growing. People always need a state planning tax planning. So I’m very fortunate in that aspect. It’s been somewhat coincidental, however, that around the COVID time my business has exploded. You’re right, I have been attempting to expand. It’s very difficult, though, in this day and age to find competent professionals who upon whom I can rely. So that has been the hardest growing pain for me. I’ve been fortunate enough. I found a fabulous associate attorney who I have now. I have a great paralegal. I have a fabulous administrative legal assistant who is my right hand upon whom I rely entirely. But I would love a couple more people to maybe take the pressure off and let me spend more time, as Kelly says, doing more things like this. Being in the community. Meeting with people who might be able who might need my help, whom I might be able to provide assistance because that is my goal.

Speaker2: [00:07:15] So I want to hear from both of you. But since we’re speaking with you, Shannon, right this minute, go ahead and tell me like, what are the things that you are involved in in the community and that you like to do in ways that you like to to serve others in that way?

Speaker3: [00:07:30] Closest to my heart is truly the veterans and first responders. My husband has a very, very soft spot for the same, so he has his own business as well. And through his business, we have focused on hiring former veterans and homelessness homeless individuals to get them real jobs. Unfortunately, my husband can only employ so many people, so what that led to is doing is forming our own 501c3 that we use to hopefully one raise funds to contribute back to being able to get veterans displaced, homeless and the like back into the workforce and then also to provide another opportunity for them to have a job. If we can give them training in something as basic as stalking and retail, as opposed to having to be trained to go into an office environment or have a skill that they are just not in a position to learn, this, we believe, is something at a level that is not being addressed sufficiently. And we’re hoping that we can possibly get more of these people in the workforce to work at local retail establishments. Unfortunately, these people don’t have addresses, don’t have showers, don’t have phones. So we work closely with most ministries and other types of veteran support organizations. They identify people. We are looking to give them that six months through our five one three and or through Brian’s, my husband’s company having them work, getting them a resume, getting a even if it’s a temporary like a housing or a long term stay facility, it gives them an address, lets them take a shower, let’s give clean clothes, lets them afford a phone. And then that way, when they have the opportunity to apply for a job, they can give an address, they can give a phone number, they can show up and clean clothes, they can show up showered and they have a letter of rec and a resume from me. So they have a lawyer and a Wednesday and maybe another business who are all giving them vouchers for saying This person wants to work. This person is reliable. We recommend you hire this person.

Speaker2: [00:09:39] Well, it gives me chills. I love that. I love that. Kelly, what about you? How are you? What are things that you’re passionate about in the community?

Speaker4: [00:09:47] I love being with people, as we said, and I one of my biggest things. One of the most important things to me is that people feel sane no matter where they are or what station they are in life, you know, whether they’re homeless or whether they are the CEO. So often we don’t see people as people. So that is truly my passion and the fact that we do make bagels. I also feel like we can’t make something as basic as bread and live in a community where any one person has food insecurities. And so we truly our goal is to ensure that no one is without food. There’s actually a really amazing tradition in bakeries in Eastern Europe, where they there they go and they buy bread every day. So you walk into the bakery and you buy your bread and you say, I want, I want a loaf of bread, and then I want one for the hook. And that they would pay for two loaves of bread and one goes on the hook and they take one home. And then if somebody comes into the bakery and can’t afford bread, they asked, Is there any bread on the hook? And the baker gives them whatever loaf of bread is on the hook. And so rich and I have have decided that that’s we haven’t gotten to the point to be able to form a 501c3 yet. But we use that tradition of on the hook, you know, being able to provide for others in the community. Law enforcement is really close to my heart. My father is a retired police chief here in Georgia, and so no one in uniform ever pays for anything. And any time I have leftovers, I’ll go to fire station or the police station and give them extra bagels, or just bake some for them just to to give back. Because gosh, especially in these last few years, they are so under appreciated and so underpaid. And so if I can just in a little way, let them see be seen and loved. And it’s true for anybody, but especially that those groups people.

Speaker2: [00:11:56] Yeah, I love that I love. And also the be seen part like that’s something that’s close to my heart as well. I spent a lot of my childhood feeling unseen, and so I want to make others feel same because it kind of stinks to not feel seen, you know?

Speaker4: [00:12:13] Absolutely.

Speaker2: [00:12:14] Do you think that off the hook, like the the saying off the hook came from something like that?

Speaker4: [00:12:20] You know, I’ve heard mixed reviews because I am one of those weird people that likes to go down the rabbit hole and figuring that out. I just, yeah, so I have I’ve. Heard that it’s that or there’s a few other theories, but yeah, that whole, you know, hey, are you on the hook for something or you know that that it is possibly related to that tradition?

Speaker2: [00:12:40] Yeah, because letting somebody off the hook means they don’t have responsibility for whatever it just was. And basically, if you’re getting free bread, then you’re getting something without the responsibility of paying for it, I guess. I don’t know. I think that’s pretty interesting.

Speaker4: [00:12:55] I think we can deem it so right here.

Speaker2: [00:12:57] Ok, let’s do it.

Speaker4: [00:12:58] Let’s see how done we’re so powerful.

Speaker2: [00:13:02] So, Kelly, what motivates or inspires you?

Speaker4: [00:13:07] Well, that’s such a good question. Ultimately, ultimately, that’s Jesus, ultimately, that’s my relationship with Christ is what motivates him as far as me, I believe that he put me on this Earth for specific reasons. In order to give a purpose and show love, I tell people that my motto is Love God, love people in that order, and nothing else really matters beyond that. But what gets me out of bed in what we do now is the fact that I do get to be out in the community, I get to meet people and I get to help meet people’s needs. Sometimes that involves Nagel’s bagels, sometimes it doesn’t. And I’m OK with that. I don’t care if I, you know, know somebody. Actually, I did it. What? A couple of weeks ago, a friend of mine was in desperate need of a lawyer. He didn’t even know it, and I was like, I’m hooking you up tonight with my friend, hooked him up with Shannon, and he literally texted me before while I was walking in here and said, You saved my life. And it’s just to be able to do that because I know different people in the community that makes me know that I’m doing what God put me on the Earth to do.

Speaker2: [00:14:12] Yeah, that’s awesome. Shannon, what about you? What motivates and inspires you?

Speaker3: [00:14:17] When you ask that the first thing that popped in my mind, of course, was family. But when I thought about, in reality further how it goes, it really is people. It’s so difficult to answer this the way I can’t verbalize what’s in my head, it’s so emotional to me. I always want to do the best for my family. But as I’m out there, what I find myself doing is interacting with people and. Finding that what I can give gives me so much more. So similarly, a lot of the guys who work for my husband, like I said, they were homeless. They’ve been off the streets for 18 to 24 months now. And everyone who comes to my house or everyone whom I see on a job site calls me Mama. I get hugs from every single one of them. They ask Brian to invite me to lunch if they know they’re near where I’m working that day. It’s it’s events like that at situations like that that motivate me to continue to go out every day and do what I do.

Speaker2: [00:15:27] That’s awesome. So. That really kind of goes into my next questions, which were, how does who you are as a person reflect in what you do and what makes your life significant. So I feel like we kind of addressed all of those at once, don’t you all? Pretty much. Yeah. So and also the next one was how do you use your influence in the community? And you guys have already talked about that as well. You are so far ahead of me.

Speaker4: [00:15:56] All right.

Speaker2: [00:15:57] So tell me about how do you handle mistakes in your business, Shannon? Like what? How do you? I’ve already heard you say something like, let me see if I can remember what this was like. There are no mistakes. There’s just another way around something that was it was kind of something like that. Tell me,

Speaker3: [00:16:15] Ok, first off, there’s no mistake. Only a learning opportunity, OK? However, as a lawyer, we can totally make mistakes. And when we do, the first thing would be me cursing for a stream. And then after I calmed down, it is addressing it. It’s owning up to it. It’s fixing it immediately. As a lawyer, if we file something wrong, we have to fix it. If we put something out there wrong, we have to retract it. If we, you know, if we are, we’re at a different level where it’s such a high fiduciary level of representation and honesty to the courts and to each other as lawyers that I cannot let something false stay out there if it’s a mistake. Of course, everyone understands that, and I have before reached out to an attorney to say, I’m sorry you misunderstood me, or I’m sorry I misunderstood you, or I’m sorry, I don’t believe I clearly stated what it was. Let me clarify. Let me fix. Let me retract if we flat out mess up, file something wrong. It is a matter of going back and fixing it immediately and owning up to those mistakes and then learning from them. This week, my associate made a huge mistake by copying opposing counsel in something he shouldn’t have. Oh, and there was a quick apology. And reaching out for that and warning that we don’t do things like that in the office, but that we all make mistakes, so let’s learn from it.

Speaker2: [00:17:38] Yeah, I think when we were talking at one point in time, it had to do with a, I don’t know, something that like we had closed on this house and it was about how we were filing these. Oh, how we filed it this way or that way. And you were like, We just need to figure out, like if he did it this way, we’ll figure out how to make it work the other way. So what are some things that you have found for your business people that you’ve been able to redirect the way that they’re? Doing something.

Speaker3: [00:18:11] Ok, so if a client comes to me and they’ve done something they shouldn’t have and I don’t mean criminally, I mean, it would have been more advantageous to do something a different way. It might be more tax benefit.

Speaker2: [00:18:21] Thank you for specifying that.

Speaker4: [00:18:23] I’m just saying I don’t do criminal. She’s not going to be our alibi. Is that what you’re saying?

Speaker3: [00:18:27] No, I did not say that. No. Two really different things here. It’s not just that I won’t be defending you in it, but I can totally be your book the. The possible means or ways in which that can happen is too expansive to say, how have I done that? But what I’ll do is I’ll say, OK, you did ABC. And really, that wasn’t the best way to do it. You really should have done this. We can’t go back and really do this. But let me find an alternate way to get us to a same or a similar end without taking that ABC or I guess ABC’s we should have done. Def-, we can’t do DPF now, but let’s go ahead and do guy because that will get us. So the end result that is more advantageous in the ABC. So I will definitely look now. Sometimes we can’t. Of course, sometimes things are done. An example I had someone call me yesterday and say, OK, it’s year end. I’m going to have horrific tax consequences. What can I do? So we can’t go back and undo anything. Unfortunately, there’s certain things we can fix before the end of the year. Luckily, if you call me on January 1st, I can’t fix the year prior. That’s too late. But so I gave him some ideas of what he can do now to go back. This calendar year can’t do last calendar year, but so I’ll do what I can to the extent legally and ethically proper in the client’s given situation.

Speaker2: [00:19:53] Yes, that just made me reminded me. I’ve got to call my financial advisor about my I.R.A..

Speaker3: [00:20:01] Whatever triggers up, either. Think of it. Remember? Look, now everybody, don’t wait until December 1st. Look at everything

Speaker2: [00:20:07] Now. Yes, absolutely. What about you, Kelly? How do you deal with mistakes that are made? And I and let me just before you answer this, I’m just going to say that from what Shannon says, at least an automotive. Yeah. I mean, you’re not going to do everything perfect all the time, but owning up to it and fixing it is like, I don’t think anybody expects you to be perfect. I mean, they want that. They really hoped for it.

Speaker3: [00:20:31] But they could be mad when you’re not.

Speaker4: [00:20:34] Yeah. But the truth is, is that no one’s perfect, right? We all know that and we all know that about everyone. But and so what our philosophy, what my philosophy has always been is authentically and honestly on what you did and extravagantly apologize. And what I mean by that is, for example, we had someone it was very, very early on. We were testing out different packaging for different bagels and we had someone purchase some bagels from a place and within 24 hours they had molded. Obviously, it was poor packaging on our part. He called us and said, Hey, well, first of all, thank you that he called, you know, they don’t always do, right. Most of the time they’re like, Oh, well, I’m never going to buy them again. But he called us. Well, he literally bought two bagels from this place for three weeks in a row. I does. I delivered a dozen bagels to his house every week for three weeks in a row, completely free. And you know, that cost me some money. But that was two years ago. He is still a client. Are you still a customer? I don’t even like to call them anything but friends. You know, he’s still one of our fans, and he still comes out of his way to find our bagels. And he almost always is telling other people about, Hey, this is the company you want to go with. This is who you want to talk to. This is who. And it’s because we extravagantly apologized and that it it doesn’t matter how much it costs, it costs the bad will that you create by not doing that cost so much more in the long run.

Speaker2: [00:22:11] And yeah, for sure, absolutely.

Speaker4: [00:22:13] But it does have to be honest and authentic to. I do believe that being honest and authentic, even back to when I was a waitress and I messed up someone’s food, I was like, You know what? I truly, totally screwed up. I know that you said this and I put in the wrong thing. Let me fix it. And I think when people see that and feel that honesty it, it goes a long way because everybody deep downs knows that they’re not perfect either.

Speaker2: [00:22:38] Right, right? Yes, for sure. So what are some misconceptions about your industry,

Speaker3: [00:22:44] Kelly,

Speaker4: [00:22:48] That what you see on the surface really is all there is to it, and I bet everyone could say that in this room, right? That what they just see, whether it’s that they see one of our bagels at a coffee shop or they see us at a farmer’s market or they see what we bring into their office when we’ve catered something that that’s all it took. They don’t see the 48 hour ahead of time, all of the work that it took, and they also don’t see the amount of money that bagel equipment cost. And that’s why if you go to a bakery, a lot of times a regular bakery won’t make bagels because bagel equipment’s very specific and ridiculously expensive. And so they they don’t see that kind of planning. I think they also don’t see the the care that my husband. And took in choosing everything that we do, everything down to this specific flower, to this specific oil, to the specific sugar to, I mean all of those things to make sure that it comes out the way that it should come out and that he truly we both truly that he is amazing how much he cares about that end product.

Speaker2: [00:24:04] So I am curious now that you talk about this equipment, what is different about Baikal equipment versus other baking equipment? And on my assumption is it has something to do with the thickness of the dough.

Speaker4: [00:24:15] Maybe well, most bread is you have a mixer and you mix up the ingredients and then you’ll let it proof and then you put it in an oven. Well, bagels, if they’re done correctly, are boiled and baked. So you, you do. Really? Yes, I had no idea. So we do have the same. We do use now. We are not New Yorkers, we are. So we do not say we have New York style bagels, although we do produce in the traditional New York style. However, we’ve tweaked those six ingredients just a little bit, not a ton, but to to to elevate it. A little, I guess, is the way to put it. And so we do mix those ingredients and we have a very specific proofing process that causes them to always be soft, which isn’t always true with bagels. And then you boil in water and rich can geek out with you on water and the chemistry and what all has to happen there. But it’s water and and you boil them and then you decorate them. You put, you know, whatever the seasoning is or whatever, and then you bake them and and the oven that you bake them in is you can either do like a pizza type oven. They have to be very, very hot or a very hot convection oven and steam has to be present as well in the baking process, too. So it’s not like you can just do it in any old regular oven as well. It’s better to have so like a kettle that is the boiling thing. Could, you know, is really specific to bagels or that type of bread? Most people aren’t using a kettle for anything but that

Speaker3: [00:26:01] Bagels one

Speaker2: [00:26:01] On one. I know it’s well, it’s really interesting. I know, like my husband’s from New Orleans. So French bread in New Orleans is different than French bread here. And a lot of it has to do with the altitude and the weather and that sort of thing. So when you said you tweaked some of the recipes, I was the first thought that came to my mind was maybe that’s specific to our climate or, you know, how much moisture we have in the air, humidity and that sort of thing?

Speaker4: [00:26:28] Oh, absolutely. And we have to treat we have to tweak things as seasons change. So the weather just got colder. And so our proofing time went from 20 minutes to. It could be as much as three hours simply because you can only control the environment in your bakery. So much so, yeah, right.

Speaker3: [00:26:50] And of course, there’s that high quality of ingredients that you offer without all of the extra garbage that we see. And maybe some commercial brands

Speaker4: [00:26:58] Know there isn’t a single preservative or artificial ingredient in ours

Speaker2: [00:27:03] At awesome. Where is your store located?

Speaker4: [00:27:06] We actually don’t have a storefront. We have a commercial kitchen in Cartersville and we sell wholesale as well as doing home delivery and we do at Farmer’s Market. So there are about 15 coffee shops and cafes that use that sell our bagels. And what I love about that is kind of goes back to my purpose, right? Is I love that I can also help other small businesses elevate their business. I can use that marketing and business development background that I have to go into a coffee shop or a brand new cafe and say, Hey, let me help you. Let me help you do some marketing. And you know, let’s wheel. Both of our ships will rise by doing that as well. So that’s been fun to do. And and then we do farmer’s markets, home delivery, business delivery. But we are actively looking for a bigger space. We’ve kind of outgrown our kitchen, our commercial kitchen. And so we wouldn’t mind a storefront to go with our new place if we can find one.

Speaker2: [00:28:01] Anyone listening? Yes, please just get in touch. Well, so Shannon, what are some misconceptions about your industry? I know as as a lawyer, there are lots of them, but why don’t you share some, some situations that you’ve personally seen?

Speaker3: [00:28:16] In my sight, at least because I am not the personal injury attorney, so I’m not the ambulance chaser. But a lot of people do believe and to some extent they might be right that the services are very expensive and relatively yes, legal fees are expensive. What people don’t realize, though, is if you don’t set the proper groundwork, it’s much more expensive on the other side. And that sounds like the sales pitch. But as we stated earlier, mistakes the clients make think about now how much they’re paying me to go back and find that alternative. Like I said, the deaf or the guy or whatever, that costs a lot more now that I’m working at a different level and trying to work around the mistake as opposed to if I put it in place in the first place, right? So that’s probably the biggest. Another is people think, Well, if I if I own almost nothing or if everything is jointly with right of survivorship, I don’t need a will. You always need a will. I find so often there is that one asset someone didn’t think about that has now made it so that we have to file intestate probate, which is more expensive just because there’s a couple extra steps.

Speaker3: [00:29:20] It’s a little more time consuming, which means more legal fees. So misconception that you don’t need a will. Also, don’t forget something to think about. I’m going to bump me off. Let’s say that that I die and before my estate is administered. But after I died, my mom dies. Well, if if things are passing, either before I die or after I die for my mother, to me, it can affect what assets are now in my state that weren’t previously so. Mom dies. I die a month after mom. I don’t have a will, because everything I own was jointly with right of survivorship with my husband. But guess what? The assets had just passed to me from my mom are not jointly with right of survivorship. And now there has to be an intestate filing to get my assets from mom to flow them through to my heirs who are actually my husband and my son.

Speaker2: [00:30:13] Ok, so how often should you update your will?

Speaker3: [00:30:17] That is really a relative question. I tell people the big things to look for are birth, death, marriage, divorce, inheritance or lottery. Things that primarily change your financial or social position in life because it’s been 20 years is not a reason to revise your will. It’s a great reason to review it. I had someone this morning say, Look, we have no kids. We have had no changes. Or will, as 20 years old, do we need to revise it? Let me just look at it. Let’s see. I’m willing to bet you you don’t as long as it’s a Georgia will and you executed it properly. If the people are still the people or if someone has died, but you’ve named the successors to that person, there’s no reason you’re going to need a new will.

Speaker2: [00:31:03] Yeah, I think many of the times that we’ve changed ours, it’s had to do with when our children were at different ages, you know, like when they needed somebody to keep them. If something happened to both of us, then that was a different. Document or whatever. Then now that they. Well, we think they’re grown up.

Speaker3: [00:31:21] It depends, really. Even that is not necessarily if you have one child, which is a birth. So that was a reason for new will. Yes. And you name a guardian and you have a second child if it’s drafted properly, that guardian should apply to both children or under the third and to the fourth. Now, if that person dies again, there should have been a successor named if it was drafted properly. I’m hoping it’s a good will. There should have been a successor named now if there wasn’t or if you decided to change the successor. That’s not even a reason for new will. You can do a codicil just saying, Hey, everything else in here is still good, but I do need to change my name as Guardian. That is much quicker and easier than having to do a full will, unless there’s other reasons that you need a new will as well. Now, when the kids become adults, what happens? The guardianship provision just won’t apply because they’re adults. But at that point, you may want to name the children as fiduciaries in your will, and that may be a cause for a further adjustment. Possibly a codicil, possibly a full new will depends on how smart you are.

Speaker4: [00:32:18] No, I will say a misconception that I have heard people have about lawyers that you have actually rectified. For me, Shannon, is that you won’t have a conversation without charging, and that is so not true. It’s so, not true.

Speaker2: [00:32:32] You just invite her to lunch. And by all means

Speaker4: [00:32:34] She’s fine, right? Absolutely. You can’t get

Speaker3: [00:32:37] Me to stop

Speaker4: [00:32:38] Talking at that point.

Speaker2: [00:32:40] Like, I couldn’t write fast enough

Speaker3: [00:32:42] Now I I can’t help helping. It’s it’s sort of in my nature. Of course, when it comes to the actual work part, yes, they’re going to get charged for that. No, I’m not going to say come into my office for free console, but you know what you call me or you have a friend call me or you call me with a friend, or I walk into a meeting with three other people and I hear someone say something and I give him advice because I overheard a conversation. Little things like that happen to come out of my mouth without me even thinking,

Speaker2: [00:33:10] Yeah, I hear you. Well, tell me what is. Tell me a situation. Obviously not people involved, but a situation where you change the course of direction for a company and how and why. Like, what are the details around something like that?

Speaker3: [00:33:26] I don’t know if I’ve ever changed the course of it, but I have facilitated in the direction of a company more than one. I have one client who was undergoing a merger and they had a plan, and for tax purposes, I saw taxes that can be triggered upon the sole owner. When the merger happened that we could avoid or minimize, we could reduce the tax consequences if we structured it slightly differently. So we did that. I facilitated in changes of of. The one company was an Inc and we change it to an LLC because the structure they were heading, it would be more advantageous for the way they wanted to own it moving forward to have it be an LLC as opposed to stay in Inc. So things like that are more where I’m integrated. They call and say, Shannon, we’re thinking about this. Can you help us get there or what do you think? And that’s when I came in. So I don’t really change the direction they know where they want to go. My job was not to change that. My job is to maximize the benefits and efficiency for them in getting to wherever it is, they decide they’re going to go.

Speaker2: [00:34:32] Ok. All right. I love that. And. I lost my train of thought because I was enveloping all that within my being. Let’s change the subject. Mentored, mentoring and mentored, so, Kelly. Are you being mentored and are you mentoring others and what does that look like?

Speaker4: [00:34:57] Oh, absolutely. It is a huge passion of mine. I feel like I’ve said to people before, if you were not growing, you’re dying. And so and the only way to grow, obviously, is you have to have two parts of that you do need to mentor. But you also need to be mentoring someone else, you know, to to learn is. I mean, part of learning is teaching in someone else. And so yes, I have both of those in various aspects of my life. You know, I have a spiritual mentor, a woman that is amazing, that helps me learn and grow in my biblical and spiritual life. I have several actually business mentors, women that help me stay grounded. And one of it which doesn’t even know she’s my mentor because I don’t know her personally. But if y’all have ever heard Sarah Blakely, who owns banks, I mean, just I just read and listen to everything that she does because she’s amazing and so grounded and has just taught me so many ways to think of things and perspectives on that. So I do love. I love that, and I love her and love listening to her. And most mostly, I mentor my children, my 15 and 16 year old daughters when they allow that. You know, they are 15 and 16 year old daughters, so they come back.

Speaker4: [00:36:23] They please from your mouth to God’s ears. No, they are amazing women. They are strong, strong willed women. And as my mother would say, you would never want to raise weak willed women. So they are wonderful and I cannot wait to see how they’ll change the world because I know they will. And they do. They’re starting to allow me to to mentor a little more. But I have some other little. They’re not little girls, they’re teenagers, but they’ll help in the bakery or they help it farmer’s markets and stuff. And we’re able I’m able to mentor and speak life into them. And I mostly, I mean, the biggest thing that I try and teach people is, do what you say you’re going to do when you say you’re going to do it, and that just changes so much. If you can do that and just, you know, own it on what you do and on what you can’t do, that’s OK, too. So yes, I feel like if you’re not teaching, you’re not showing the next generation. Well, then you’re kind of leaving this world in a bad place. And if you’re not learning, then you’re dying. So yeah, we have to be in that place in the middle.

Speaker2: [00:37:37] I definitely am all like on board with that. I feel like and there’s scriptures that say, you know, choose life like you’re either living or you’re dying, like you say. And I feel like if you don’t so into others, then that that attaches back to being seen like being seen as also being remembered by other generations and as you sow into the lives of others than part of your remains, you know?

Speaker4: [00:38:01] Absolutely. I think it was Maya Angelou that said people might people will probably forget what you say, but they’ll never forget how you made them feel and making, you know, really authentically hearing and listening and pouring into people. You make them feel good. You make them feel seen, make them feel loved and known. And in our society that says all about, it’s all about me, it’s all about what I want. If you can model giving to others, I mean, there’s no better thing to model, no better witness to give.

Speaker2: [00:38:35] Yeah, that’s great. What about you, Shannon? And mentoring and being mentored and also tell us who’s in your family?

Speaker3: [00:38:43] Oh gosh, I consider my family really everybody. I’m very southern in that aspect, so we’re very extended. My dad had two brothers. My mom has a sister, so there’s plenty of cousins and children of the cousins. So I consider them all family in my household. It’s my husband and my son. My husband and I have been married three and a half years, and my son is 22 and similar to Kelly. I’m fortunate enough that he’s not a teenage girl, and because it was the it was only two of us for 15 years. He he’s always asked me questions and asked for my advice and come home and told me about his day and to this day, still living with us. He will come home from work and he will come to me and say, This is what’s happened and this what’s going on and this is what’s happened. My last medical school application and what do you think about this? And would you review this for me? And I’m honored that, you know, since he was in sixth grade, he asked me to help him put his plan in order to get where he is today. And he listened to me and he worked with me. He continually followed up and touched down just to his goals with me. So that is probably my proudest Mendy.

Speaker2: [00:39:53] You know, for me, Kelly, did you hear her say medical school?

Speaker4: [00:39:56] I did. I guess we’d need a doctor in the family,

Speaker3: [00:39:59] My son, the doctor.

Speaker2: [00:40:01] I can’t wait to say that.

Speaker4: [00:40:02] You know

Speaker3: [00:40:04] What? More could a Jewish mother ask for?

Speaker4: [00:40:06] That’s so true.

Speaker3: [00:40:08] And then as far as mentor, my first mentor, as I referenced earlier with my father, my father guided me. He raised me as his son, which I don’t want to, you know, pooh pooh the women in business aspect here. But he raised me to to really have no preconceptions, misconceptions, directions regarding what I can do. And there were never limits, and he raised me to be outspoken and strong and never really think that there’s anything I can’t do. I’ve never particularly set a goal because I just in my head. I think I decide to do something and I do it or I don’t, and it is what it is, and it’s not what it’s not. So he’s probably my, my primary and strongest mentor I’ve ever had as far as professionally. I was fortunate enough to have a local attorney, Frank Bird, to be my first true mentor when I graduated law school. Unfortunately, that’s when the hiring freeze went on in the government, so I was going to be hired by the IRS and they could not hire me because of the hiring freeze. So I was a struggling little girl by myself and he met me and he saw my tax background and my business background, and he brought me on.

Speaker3: [00:41:18] And here he is, relying on me for my tax and estate planning, and he was truly my mentor and truly guided me and supported me and will ever forever be my heart as that as far as professional mentees. I have had several attorneys come through my door who found me because they graduated the same law school I did, and they moved to Atlanta and they would talk to me. And of course, I was not hiring at that time. But I always said, You know, if you need to call me, if you if you want to talk, I’m always here. Whenever I teach continuing ed classes, I always tell the lawyers I am there and I have gotten calls and I have gotten questions, and I will help anyone any way I can because I don’t see any reason not to. I’m fortunate enough now. I have an opposing counsel who’s one of my mentees that I had years ago, which was so cool when he called me as a Shannon. And I don’t know if you remember me, but you were kind enough to help me out when I graduated and I’m now representing this client. And you’re opposing counsel. That’s fabulous. I’m so happy for you.

Speaker2: [00:42:20] Yeah.

Speaker3: [00:42:21] So that’s kind of my my history of mentor mentorship.

Speaker2: [00:42:25] That’s awesome. All right. Well, this will be our last question. I’ll start with you, Shannon. Ok? What advice would you give to others who are trying to enter the field that you’re trying to enter?

Speaker3: [00:42:36] Oh. I know you caught me off guard.

Speaker2: [00:42:40] No, I didn’t write that one down because I just thought of it.

Speaker3: [00:42:42] Oh, really, it’s stay within your wheelhouse because in law, it’s so easy to get lured into an area in which you’re not competent because you need the money just flat out. You need to survive, you need to make the bills. And I get that. But what you can do is find somebody and they will either mentor you through it or they will help it, or they will do it for you, or they will do it with you. So be very careful. Don’t stretch yourself too thin and don’t take on the client that your gut tells you you shouldn’t. That’s sort of

Speaker2: [00:43:20] That sounds like a story for later. Lots of stories

Speaker3: [00:43:23] On that one, but yes.

Speaker2: [00:43:26] Wow, OK. What about you, Kelly? What advice would you give to a woman in business trying to get into her, trying to get into a business or into food industry or

Speaker3: [00:43:37] Anything of that nature? Yeah.

Speaker4: [00:43:39] I mean, food is cutthroat, I will tell you. A lot of people make a good something and then say, Oh, well, then I’m going to open this. And I would say, whether it’s food or anything, I kind of have three things. One is be humble, be very, very humble, be used to being uncomfortable and be lean into uncomfortable and well, I guess it’s for things now. Think about it, ask for help, ask questions. And I guess that goes along with being humble. Ask, ask, ask, ask everybody that, you know, don’t ever let anybody think, Oh, well, I have it all together because they all know you don’t. So it’s OK. And the last one is have about three times as much money as you think you need. Oh, heck yes, right? If you’re going to play the lottery, I mean, you save, say, save, save, save, save, save.

Speaker2: [00:44:37] Awesome. All right. Well, thank you, ladies, for being here. And remember, if you if you think you know everything, then you’re sure to learn nothing like, that’s one of my go to saying. So that’s my advice for today and thanks Stone for helping us out and we’re son and off.

Tagged With: Nagel's Bagels, Shannan Collier

Seth Morgan from MLA Companies

November 11, 2021 by Kelly Payton

Seth Morgan
Austin Business Radio
Seth Morgan from MLA Companies
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Seth MorganSeth Morgan, President and CEO of MLA Companies

Seth Morgan is the President and CEO of MLA Companies, which he founded in 2006, As a strategic advisor, he brings insight and accountability to business leaders. He also represents sell and buy sides in M&A transactions. Seth’s experience includes mergers and acquisitions, operations, internal consulting, controller operations and general management, bank negotiations, compliance audits and negotiation, business valuation experience, risk management, budgeting, and forecasting, and dealing with the pressures and dynamics of small business ownership.

MLA CompaniesConnect with Seth on LinkedIn

 

 

This transcript is machine transcribed by Sonix

 

TRANSCRIPT

Speaker1: [00:00:08] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for workplace wisdom sharing, insight, perspective and best practices for creating the planet’s best workplaces. Now here’s your host.

Speaker2: [00:00:30] Welcome to another exciting and informative edition of Workplace Wisdom Stone Payton here with you. You guys are in for a real treat this afternoon. Please join me in welcoming to the broadcast CEO with MLA companies Mr. Seth Morgan. Good afternoon, sir.

Speaker3: [00:00:49] Hey, thanks for having me, stone. Good afternoon to you and all your listeners. Thank you.

Speaker2: [00:00:53] Well, it’s a pleasure to have you on the show. Man, I know we got a lot of stuff to talk through. Before we go there, though, could you give us a little bit of a primer, overview, mission and purpose of MLA companies? What are you guys out there trying to do for folks?

Speaker3: [00:01:08] Well, that’s a great question. And don’t we spend a lot of time trying to answer? We started in two thousand six, so with really fractional CFO work is the center of our of our business that quickly expanded into. We do some merger and acquisition now, some back office bookkeeping support. We still are very involved in fractional CFO support, which really looks like a mix of consulting and on the ground execution with our clients. Recently, we started to expand in different disciplines outside of finance, so some organizational development and process improvement, et cetera. We believe business is a force for good in the world, and we believe it’s best led by people who view it through a stewardship lens. We spend a lot of time on that and we just really want to help those stewards be the best stewards they possibly can be. I know that sounds a little cliché, but we think because of that, it’s it’s it’s really an effort and creativity and innovation and ingenuity that these stewards are bringing to the table on a daily basis, whether they’re leads of departments or owners of companies. We have real passion for that. And MLA, that’s the that’s the succinct answer.

Speaker2: [00:02:16] Well, I’ll tell you, it seems like an interesting dynamic to me because not only are you courting and striving to serve the end user client, but you also find yourself, I suspect, working to recruit, develop, retain the practitioners themselves, at least with this fractional CFO. Where can you speak to that sort of finding yourself in two different environments and having to serve both?

Speaker3: [00:02:44] Yeah, that’s a great question and one that we spend time on. So as the CEO, you can imagine, you know, early on and in my in my career running MLA, it looked like making sure that diapers got changed and food got put on the table. And as the company has grown, I’ve had to do what everybody does in business and and really look myself in the mirror and say, Am I trying to build an enterprise here or am I just practicing a craft? And I suspect some of your listeners are facing the same question, and I made the decision to try to build an enterprise. So a board has been put in place for working very hard at getting MLR ready to go beyond me, and that means thinking very carefully about our clients who are the best clients, how do we recruit them? And then exactly what you said, Stone, are people who are the best people and how do we recruit them? So. So much of my time today is devoted to working to promote our brand, working obviously in business development. I still serve some clients from time to time, but absolutely then it’s thinking about who are the folks that we have at the leadership level, who are the folks that we have in the trenches? And how do we continue to keep that fresh and exciting, not only for our current team, but for our recruiting activities and then ultimately to serve our why to serve our purpose, right? How do we have the right people that will give the best advice to those stewards leading these organizations for good that we call businesses?

Speaker2: [00:04:05] Now, have you found that this labor pool, if that’s the right word, has changed or been impacted to any great degree with the advent of the pandemic coming on?

Speaker3: [00:04:18] Oh, I think it has grown, and there’s all kinds of theories on why that is. And so mine are no better than anybody else’s. Or maybe the better way to say is they’re just as good as everybody else is. You know, we probably see it more dramatically playing out inside of our client base where, you know, almost every client, regardless of what industry they’re in or complaining about labor shortages. It’s not to say that we don’t see our own challenge, but frankly, in our space, good people, we’re challenged to find pre-pandemic. It’s not new because of the pandemic that there’s a shortage. And I really think so. This is I was doing an interview over the weekend. This is playing also off of the generational shift that we’ve we’ve been talking about for years as business leaders. And that is the move from boomer to X to millennial. And we’re seeing that in many ways. I think stress and uncertainty really just drives to the surface the deep seated issues or changes or or shifts that we sense. And I think the pandemic maybe just sped those up made them more evident to us. So I think as businesses are grappling with this labor shortage, they’re also grappling with what’s really. A cultural shift underneath the surface of how employees and talent are thinking about what they need from their employer and vice versa. So I really think all the pandemic did is put a put a spotlight on it. We could talk about public policy, we could talk about macroeconomic conditions. I think all of those things are playing a part in making this labor shortage feel more acute. But I really think it’s simply it’s isolated and highlighted issues that were already there under the surface. It’s really what the pandemic did to us and maybe even for us.

Speaker2: [00:06:03] So the work itself that these practitioners are engaged in and the environment in which they find themselves, I got to believe that’s changed, too. Yeah.

Speaker3: [00:06:13] Well, absolutely, if you’re referring specifically to our team. Yeah, I mean, the one is not changed and what won’t change is, you know, it’s a pretty noble thing to lead a business, right? And I’m not talking about my role that wasn’t a self gratifying or promoting statement. But I think if you think about the risk takers of America that that that are evident in our history and their evident in the living rooms that we’re talking to right now and in the offices, it’s a pretty noble thing. At least it can be. And those nobles, if you will, that are taking that challenge on and putting capital to risk and putting reputation to risk because it’s so much more than capital putting, putting their their own energy into and trying to build something that’s so often goes well beyond the generation that thinking about that they’re living in today, those stewards are still asking the same questions, which is the same basic questions we’ve seen thousands of books written on and the timeless questions How do I serve my community? What’s my value proposition? If I serve my community, I don’t necessarily mean, what’s the social impact or social good, although that’s obviously part of it. But so much of that social impact and social good is in the products or services we produce. It’s not necessarily the check that we write to the YMCA, although that might be a very wonderful thing. But it’s it’s the fabric that’s being built by these these stewards in business through their communities, through making for great team members and employees who are responsible citizens who are able to provide for their families and and do good in in the in the passion in areas that they have access to.

Speaker3: [00:07:50] This is a the beauty of business is we all know is is it can be a tree that continues to reproduce, not just not just inside that business itself, but then in the families of living rooms that that it’s affecting. So there’s a way long winded answer, probably not what you’re looking for, but those stewards. The questions are the same as the environment change. But of course, uncertainty is high right now. I really don’t care if the economy is doing well. I think if you talk to the average CEO, they are concerned and rightfully so. The macro conditions are just unsettling. And while there might be great short term stories of economic success and even maybe some of our clients are feeling that some are not as much, but some are feeling it. They’re seeing it. Their balance sheets are flush with cash. There’s still a level of uncertainty, certainly that the labor shortage is hurting us. The supply chain concern is out there that there’s a lot that the stewards of businesses today are struggling with. It absolutely has changed how our practitioners have to think about their flexibility, their empathy and even practicality. Like some obviously things like social distancing and distancing and businesses closing that obviously affected us as well. So all of those things, we’ve just looked at those just speed bumps along the road that frankly are not much different, not much more difficult than what our average business owner or client is facing. Anyway, that just required us to be flexible and quick on our feet as we continue to try to serve them as they serve their customers and vendors and importance.

Speaker2: [00:09:22] I got to ask me and I got to ask about the Seth journey, the back story and maybe even some insight into when and how it shaped this wide of yours. And I love the Stewart frame. But yeah, tell us a little bit about your back story. And if you, if you might, how that has come to influence, where you’ve landed on your why?

Speaker3: [00:09:46] Yeah, that’s thanks for asking. And I’m just going to be really direct. You can hit the mute button if you want to do so. You know, it’s not a very sexy story. You know, I joke with people that MLA started because I was about to be fired. I have a background professionally and public accounting and started to feel that entrepreneur itch as I started to work inside mergers and acquisitions for that public accounting firm, realizing that the world was so much bigger than the debits and credits and tax returns. And that really just fed my dissatisfaction, if you will. With that, there is nothing wrong with the public accounting industry. I’m not picking on it. I own a little public accounting firm that kind of serves as a system that is not picking on that. But for me, it wasn’t quite enough. And so I had the opportunity to work for a turnaround from a very experienced, well-capitalized entrepreneur that was taking a company off the Nasdaq, taking them through a three sixty three restructuring bankruptcy. It was looking for new talent. Two years into that, we weren’t turning around and I was probably going to be fired if I didn’t raise my hand and say, this is my turn to go. So at the age of whatever, I was twenty six or twenty seven, I don’t exactly recall, partly because I don’t remember the timeline I can. I can think that through what it was, twenty six MLA launched, I was backed by that CEO, my boss.

Speaker3: [00:11:01] We put a little business plan together. He was a basically a passive investor and we exited him in two thousand nine. It really probably wasn’t until twenty eleven or twelve MLA was a nice company. That had a small team, and we just did our thing. But that I really had that, if you want to call it, come to Jesus moment where I looked in the mirror and said, What am I doing like? I’m giving these clients this advice about building companies, and I was obviously growing in my career and my my confidence. And but I had to make that my own decision, which was, you know, I could probably make more money if I just went and found another job someplace. Or do I want to take take a shot at building a company that can actually scale and live beyond me? And that was the choice I made. There’s been an awful lot of hard knocks along that way professionally, personally and every way along the way. I reconnected with a pastor of a church that I had attended, and we really spent a lot of time building in some theological background. Even to that why question for us, which we now call our business consulting model about trying to get all weird and cliche, but we call it the business redeem process. We don’t think there’s anything really new there. We think it’s an orderly way to observe created order is what we would call it and how people and organizations address challenges.

Speaker3: [00:12:21] And we get a real kick out of getting in the mess with our clients, rolling up our sleeves and not just giving good advice, but actually putting pressure against those questions, doing some calculated risk taking with them. And that doesn’t necessarily mean that writing a check or even just writing a check, what it means more is, is those those calculated risk in business that we’re all facing every day where we put pressure on a team member and we put pressure on a department, we put pressure on the market in some way and we watch the feedback and we help our clients process that iterative learning that we’re all doing. Whether we recognize it or not, we happen to believe finance is the tool that got us here. We’re going to stay. We’re going to stick with that. We’re excited about it. But there’s plenty of tools that use that same iterative learning process to really steward well. And that’s why we eventually just recently started to move into some other disciplines as well opportunistically. But that’s again, I hope I’m getting back to the why, but for me, it’s really a merge of personal challenge, personal opportunity and even and even a pretty strong, not pretty, a very strong faith element in that and kind of how we think about the world that that has led us to the place for that today.

Speaker2: [00:13:36] So so I fall into this trap here in business. I’m the number two guy in our Business RadioX network and I and I run a studio. I fall into this trap at home and that is, I’m a little quick, a little too quick, I think, to start implementing a strategy before I have some of the foundation pieces in place. What counsel, if any, might you have to offer in general and with specific respect to your domain? Some ducks we should get in a row before we start even trying to form a strategy.

Speaker3: [00:14:10] So, so you’re probably, you know, if there’s any great MBA, I have one, by the way, that’s neither here nor there. If there’s any great MBA out there, consultant, they’re probably going to call you up in a little bit and say, don’t ever invite that idiot Steph back on. I think if you’re I think if you’re a three billion dollar business and you can go out and hire Deloitte and McKinsey and spend time doing market research and building up this case for what your, you know, every possible outcome you might be able to perfectly form. And I still don’t actually believe that. But let’s just for the benefit of the doubt to bless my brothers and sisters at Deloitte, McKinsey, you know, you might be able to get to the point where you’re like, You know what? Within a margin of error, we know exactly what the risk is to this, to this question that we’re that we’re struggling with, where we have to decide, when do we start to actually execute? I think the more realistic version for all of us, but I’ll just lop off those that are able to hire the Deloitte’s and McKinsey and say the rest of the peons in the world like us are are more likely going to need to spend some time thinking and planning and being thoughtful, maybe praying about that decision and then seeking counsel from your board of advisors or your management team or just the people that you rely on. And then what we’re going to do, and this is very much what our model is built around, is we’re going to execute on some portion of that and we’re going to watch the response.

Speaker3: [00:15:37] And I know that sounds again, maybe a little counterintuitive. It might sound a little clunky. It doesn’t normally happen. And like their step one, their step two, it normally happens in a very kind of organic way. But the reality is we’re doing that all the time. What it is? Take an example. We have a question with our kids. We are iterative learners. That’s what we do. It’s part of our creativity as people, at our ingenuity, as people, we are constantly processing the data of what just happened and how do we respond to that. And I think that’s a very useful tool in business as well. So I’m. Not going to argue, going back to your question with, no, you’re y know your vision and mission, of course, know your values. Those are all extremely nice and important things to understand. It’s not like we had MLA for ourselves. Don’t spend significant time on those questions, but we believe they are best contextualized with actual data. If you and I started a business tomorrow, we could absolutely theorize that we were blue in the face about awesome grand plans and ideas, missions, values, visions. But the reality is it would be stone and sus starting a business with certain skills, certain weaknesses, certain fears, certain courage, courageous moments. We would be in essence at that moment the sum, if you will, of of our own weaknesses, failures and opportunities that existed. And so we believe very much an MLA of we’ve got to get those things understood.

Speaker3: [00:17:04] And sometimes the really only way to understand that is to actually put it into action and watch it. And I don’t mean for three years, I’m talking about sometimes even the course of a meeting. I can’t even tell you the number of times we have purposely walked into a meeting and kind of a control setting with with the steward of that client that we’re serving, knowing this is about to happen. And we purposely instigate an argument with the intent of drawing to the surface the things that we suspect might be there so that we have better data to then actually go back and solve the problem that’s been presented to us. We find so often that’s where our clients are stuck is. They go off and talk to some consulting and they get told will clarify your vision or someone else has a in the cam process. We very much believe in the fact no, those of you sit around the table that have to make this decision, you’re going to be responsible for it. You’re the stewards of it. We’re not. We’re going to help you see what’s actually underneath that surface to help clarify the question that’s actually in front of you. So you can then get to the solution that probably you already know what it is. You just don’t have the context to get to it. So I don’t know if I’m answering your question, stone, but that that would be that would be how we have learned process those types of questions.

Speaker2: [00:18:14] Well, you absolutely have asked the question. I’m so glad that I asked it. My interpretation of it in stone speak is throw your hat over the fence, get the data in, make adjustments accordingly. That’s that’s what I took away from that.

Speaker3: [00:18:28] That’s pretty accurate. I think I think it can always be made a little more complicated, but but that’s pretty accurate.

Speaker2: [00:18:36] Well, and

Speaker3: [00:18:36] They’re staring at the fence whole the whole time, wondering how you’re going to jump over it. You’re never going to get there. No.

Speaker2: [00:18:41] So, yeah. Amen. Well, my listeners already already know this, and you’ll quickly learn here that one of the great benefits and one of the things I thoroughly enjoy about doing all the shows and particularly this one, is I get so much great counsel, you know, as a product of a 15 20 minute conversation. So thank you for that. I really am glad I asked. You’ve mentioned a couple of times board or board of advisors. Can you speak to that? The value of it and maybe even some insight for, you know, small, medium size outfit like ours to go about creating such a thing?

Speaker3: [00:19:19] Yeah, I think it’s a real opportunity that carefully used can be of great service. I’ve seen clients of ours implement a board of advisors and frankly not use them. And I can tell you that. So I’ll start with the negative. Is a good finance person, right? The downside to a board if you don’t spend the time trying to set it up correctly and I’m going to get to what I mean by that in a moment is it can simply become a nuisance. There’s a level of embarrassment if you’re not ready for that board meeting. If you’re constantly educating those board members on what it looks like to operate inside your industry, you’re not going to get much value out of that. And what you’re going to end up doing is just kind of wasting your time, probably wasting your money if you put some money behind it, frustrating the board members, frustrating yourself. And it’s just going to be another one of those things that kind of sucks life out of you as an entrepreneur. Again, not going to say, we’ve got it right, but if you haven’t already figured out, I’m a little bit of a contrarian, maybe even a rebel. And so when we thought about our board of advisors, we tried to take a different approach. Now part of that stone is because and again, we’re we’re living by our own advice.

Speaker3: [00:20:23] We threw the hat to use your phrase over the fence and got started. We have changes to make, but we did spend a little bit of time saying, what are we trying to accomplish here? And one of the original goals, those goals have changed now a little bit, but one of the original goals that still is true was to was to set in motion almost a a organizational comfort with the idea that we had a board, an organizational comfort with the idea that the CEO was going to be accountable to a group of people. That was very intentional and it was intentional for the purpose of thinking about my future, thinking about MLR future and saying if our goal is to get to the point where we can transfer value and I don’t mean just financial value, but beyond Seth Morgan, the founder, then we have to get to a point where there’s a group of men and women who can. Take that governing responsibility and oversee it, because the intent is not likely for me to magically overnight go from majority owner to zero owner and somebody else is majority owner. No, it’s probably because of the model we’re in. Just start to share that wealth and ownership inside of a bunch of minority owners with a CEO being selected, perhaps among them, perhaps from the outside, and then some board required to oversee and give give oversight and governance to that.

Speaker3: [00:21:41] And not every business model works like that. So some of the things that I would say are probably that might be good counsel and thoughts for your listeners. For those that are the professional service world where you’re thinking about maybe distributing equity over time to your team, but then some of the things that I would say that just have been practically useful to us. We purposely this is another one of those rebel moments for me. We have purposely selected a board that is now has team input. I’ll be honest with you, Stone. We don’t get near as much participation from the team as I’d like for us to probably an opportunity for us to go back and rethink. Pick the hat up off the ground and think about a different way to throw it back over the fence again. But it’s an opportunity for us to allow the team to have some input into the board, so there’s a nominating process for them. That’s very unusual from what I can see in the private market. We have purposely allowed certain internal individuals to be on that board so that they bring to the table that specific experience set now that there’s a lack of perspective in that in some degree, right? Because they’re not outsiders. But we purposely have designed something where we have some outsiders, we have some insiders and then bluntly stone when I, especially when I was setting up the first board and working through that alongside of someone that I trust deeply, that works inside our business regularly.

Speaker3: [00:22:58] I spent some time making sure that there were people on that board that could hold me personally accountable. I’m not just talking about, did you hit your your business marks? I’m talking about people, for instance, someone that knew me intimately, knew my marriage, intimately, knew, knew and frankly, he was my pastor at the time, someone that was already walking alongside of me because I wanted the opportunity in those board meetings for us to go wherever we needed to go. And for me to be able to look at other people in the room and say, Is that true about me and not get some bull crap answer that they thought I wanted to hear or worse, because this is so hard for business leaders who are already kind of lonely, right? Worse, they get some negative answer that isn’t really contextually correct. Or is it correct that can be just as damaging? We often think of it as yes, men and yes, women, but we don’t want those around us. But the reality is you get somebody that’s just a contrarian, it’s just blown up the room because it makes them look good. That’s almost that’s worse, right? So people that I trusted that I could look at and say, Is that really true? Like, help me work through that problem now is our organization grows.

Speaker3: [00:24:01] I’m sure our board will continue to mature. Our intent is to move that advisory board into a governing board. Eventually, that would not probably be wise for many of the listeners that you have. But because of those early steps when we meet as a is a group and I have a board meeting actually this week, I’m just going to say I get one to one value out of the time put in on specific advice that they give me. But I do get a lot of value out of that board. And truthfully, stone, we’ve even started to use it inside. The organization is a little bit of a buffer for me. So it does bring an extra set of power when my number two announces to the team. These are changes we’ve made. We have vetted them with the board. This is what the board has asked us to do and this is what Seth is doing. There’s some value in that as well. So those would be my I don’t know if that was three or 10 pieces of advice, but it takes work. It does take work. It don’t do it just for the sake of, say, I have a board that is a complete waste of time.

Speaker2: [00:24:58] So tell us a little bit about the MLA methodology or process. I guess maybe walk us through the high points of what an engagement might look like, especially maybe the early pieces.

Speaker3: [00:25:09] Yeah. So I guess I’ll give you kind of the nirvana here for us, but I’ll briefly answer reality first. And that is just, you know, I was just editing a proposal from one of our team on an M&A process that’s going to look very much like a typical M&A process. We pride ourselves in stepping in with our client wherever they’re not to sound touchy feely, but there felt need is we’ve got clients that start with us on succession process improvement on the floor, some organizational problem. More often than not, it’s obviously a financial issue. It’s they need fractional CFO or accounting back office support. I think if you were to say Seth, but talk to me about purely applying your model, we have seven steps to what we call the business redeem process. And we believe again, institutionally organizations are doing this, whether they realize they’re doing it or not. We just think there’s value in identifying them and having for our team at least. I mean, in many ways that that model is more about our team understanding where we are in this process than it is telling our client, you need to think about it this way because fundamentally, we want the client to be transforming and changing and. In a good way, regardless of exactly how that they understand how they got there, so so many of our clients, just like most small business people, are so focused on the daily matters of running a business they may or may not want to read another book about it.

Speaker3: [00:26:26] And we don’t think we’re necessarily smarter than any of the other, any of the other books. But and kind of in a vacuum, if you will, if you could like pause time, if none of us can do and say, this is how we think about it, we would say there’s there’s these seven steps. And for us, it would be reality. What is the current situation that it’s kind of that’s kind of a historical look, right? So obviously, it’s finance people that there’s all kinds of history, right? Most accounts are accused of running a car from the rearview mirror, right? Right. So it’s that it’s that historical lesson. What do we have today? It’s perspective around that. So what perspective does MLA bring to that conversation? Sometimes that’s not just MLA, but once you start to get that data perspective starts to flow, right? Sometimes they’re just simple, easy, low hanging fruit things that we can immediately move on, that it’s coming out of a historical look. Once we start to transfer into the future, we think about it in terms of what we call runway. So what can we define? How big of a plane can you get off the runway? You have that runway may be confined. It’s really a constraint question by cash could also be people talent. It could be just plant capacity, et cetera. Yeah. Yeah. And kind of only then are we going to say, OK, what dream got us here? And how does that dream need to be affected and changed? We believe most consultants make the mistake of starting with dream.

Speaker3: [00:27:40] You know, Stone, what do you want to do? I want to solve world hunger, who is not going to get behind that? But the reality is we have a reality question, a prospective question and a runway question for Stone to answer before he can really contextualize that dream. So what is it about that? What do we know about the dream now in the context of reality, perspective and runway? Then we think about what we call the map. That’s really strategic planning. We also think then there’s a point, and this is where we believe the past meets the future because we would say runway dream and strategic planning are obviously all future exercises where the past meets the future is when you stone decide as that business leader to execute. That’s where we come full circle and we come back to, Okay, now we have something to do. So the question is now now you’ve got those done. And again, we’re talking robotic because this is happening in a much more organic, natural, quick way. Sometimes it’s a long process. Sometimes it happens over the course of a two hour meeting. Now we’re hitting the button and we’re pulling the trigger on some decisions in a great world. We then pause, we move back into past tense and we see how that what’s the reflection of that? What’s the reward? What’s the like? What do we learn through that process? And guess what? We start the process entirely all over again.

Speaker3: [00:28:55] What did that do to our reality? What’s our new perspective? What’s our new runway? If there is one week recalculate that inside of the dream, we’re trying to accomplish what’s next decision we’re making? We think it’s not like MLA has said, Look, this is the way we think every organization is doing this in some capacity already. We’re doing it with our families, we’re doing it with our spouses, we’re doing it to our kids, we’re doing it with our businesses. We think there’s just value in saying, frankly, again, more for our team than anything for us to teach our team, this is what your client is going through. Sometimes there’s great value in us giving that to the client and saying, this is how you’re experiencing this pretty much every case. They said, Oh my goodness, that’s relieving. We can see it, but we try very carefully not to, like, lay that on them and say, you must now go through this step because that’s not the speed of business. So again, I hope I answered your question. I feel like I’m going to be taking the longer path with all these. I hope that’s OK, but that that would be our nirvana. Engagement is where we have a client systematically working through that and seeing it, and we try to do that as best we can, whether they’re fighting a huge fire or have the time to work through a more organized process as they go.

Speaker2: [00:30:04] Well, it’s more than OK. I personally, and so many of our listeners love to go back and listen again and of course, review the transcript. So no, I sincerely appreciate the the depth and the breadth of response. How does the whole sales and marketing thing work for a firm like yours? Are you at a point where the phone rings or do you still have to have some sort of structured approach to going out there and developing new client relationships?

Speaker3: [00:30:30] That’s a great question. Stone and I should just stop and let you give me advice. You’ve got a great sales background. You know, we don’t have that solved quite yet. The phone is ringing more and more, and obviously we’re excited about that. That’s good news for us. You know, I think that’s a credit to our team. It’s a credit to the reputation we’ve built in the markets for most active in. But it’s not good enough for me. You know, most of our client buys do opportunities come through referral sources. That’s not going to change. We’re in a very highly personally relational business, meaning stone, if you came to. Me today and said, I want to hire MLA, you would not only question MLA as a brand, but you would probably even more so question who’s the team assigned to me? Right? Because you would want and I want that as the owner of MLA, I would want Stone personally connected with the individuals that we’re working on your account. And so that that’s tough, right? So we struggle with that for years. We’ve gotten to a point where we’re confident enough in our brand and our why and our mission and how we do life, that we’re now more proactively spending money on brand development with the intent of giving our people on the ground more ammunition to talk about in the market. But the reality stone is most most of our team are finance.

Speaker3: [00:31:54] Most finance people don’t like to sell. So generally speaking, their phone is ringing too. And so we’re trying to empower them with confidence that they’ve got something to talk about. We’ve we spent a lot of time on collaboration so that a CFO that’s really good at what we might call a financial planning and analysis doesn’t have to be an expert in M&A. So we spent that time on collaboration so that they’re more and more comfortable to pick up the phone and call the M&A expert in our firm and say, Can we have a joint launch? Whatever. So I realize is again, long answer, but there was no one short answer to this. We we are working, but have not quite cracked it to our ability to say we’re going to roll into a new market. We’re going to turn on a machine and we’re going to expect to see X number of results from that. We’re just not there yet. I’m not entirely certain if we’ll ever get there because we we have again, we have a model that is just so personally involved with our clients that I think we can tell a story that is attractive that’s been proven enough. So again, that we’re spending money on it that the market will respond to. But we can’t accurately predict when that business owner is going to get to a point where they’re kind of at their end of the rope and they need a helping hand and they pick up the phone and call.

Speaker3: [00:33:09] And not every client for us looks like that. They’re not all problem sets, but but sometimes it’s that sometimes it’s they’re ready to make a decision on a CFO. They’ve grown to the size they needed or they don’t like who they have or their bank is telling them they need some extra help, whatever. But in so many ways, that’s a market education question for us. Not because, you know, frankly, we’re not we’re not a CPA firm. I own one on the side, but that’s not what we’re talking about right here. So it’s not like every business has to have our services. So it’s about market education, how the value we bring to the market. There’s not many firms like us out there, so we’re fighting all those battles. But I’m going to say, and I’m not saying this to sound good is on the CEO, the guy. It’s a blast doing it like it’s fun to be a kind of a market that we get to define. But there’s a downside of that too, which is we’re in this constant market education mode and personal development relationship development. So we think we’ve identified the tools to get us to that point, but it’s still not a perfect science for us by any stretch of the imagination.

Speaker2: [00:34:10] Well, it certainly sounds to me like you’ve got a pretty good handle on it and in terms of not completely cracking the code. Welcome to the club. I will tell you, if you want to build relationships and get to know some really smart people, get yourself a radio show. Yeah, exactly.

Speaker3: [00:34:25] Yeah. The funny thing is, I used to do one of these in politics back in the day, you know, having a long time. But I enjoyed sitting there with the headsets and hitting buttons. I don’t I don’t know if that’s still how it works. I’m probably dating myself. But yeah, good for you stuff. Congratulations. I’m sure you’re right about that.

Speaker2: [00:34:44] So this is kind of tactical, but you know, hey, it’s my show. Oh, right. What? What insight might you have, if any, on working with finding and I guess, retaining just managing top talent? You know, maybe contrasted to, you know, the also rans and the and the folks that are, you know, doing good work. But maybe you wouldn’t characterize as as top down anything we ought to be doing differently or make sure we do or don’t do in that regard.

Speaker3: [00:35:17] Oh, you know, we have a model stone that allows us a lot of flexibility, it’s one of our kind of core attributes as a firm that we don’t want to change. Partly that’s because it’s reflects its own right. I pride my flexibility, perhaps more than anything. So one of the keys for us has been to apply that than to our recruiting to that top talent. You know, I don’t know if that’s a perfect application for your listeners, but what seems to always come back. So even if you’d ask the question, so what are what are some of your clients doing? What did you do through the pandemic? You know what? What advice would you have on retention? I think it’s kind of similar to the answer on top talent, and that is really understanding what what do they desire and need? So we spend a lot of time as a company thinking about our value, our core competencies, our value sets, what what are the traits that are going to set us apart or just we’re going to hold ourselves accountable to and we have to recognize that individuals have that same, that same question and answer. Most of the time, individuals have not thought through it well enough to actually answer it. But they do have an answer. And your job is someone who is supposed to be caring, especially about probably about anybody, but certainly about that top talent candidate you’re after is to try to extract from them. What are those core values that they care about as well? And then can you craft something to accomplish that? Partially, probably because we’re a financial firm and we think like this, you know, I tend to think I try to break things down, so, you know, frankly, we’re not big enough to to to hire or to have on full time W-2 staff all the top talent that we have have.

Speaker3: [00:36:59] Yeah. So instead, we find the top talent that is I’m thinking of one gentleman right now who is very active in overseas missions, who is active in his own discipline of sports competition. He’s a triathlete. So those things take up a lot of time. He has aging parents. He’s made a lot of money in his life. I don’t know the specifics of that, but it’s pretty clear. But he wants a place to market his talent through, right? So we’re not going to him and saying, here’s the box fit in it where instead saying, how do we how do we take that, that inventory, if you will, and the things you clearly value because of how you’re using to steward your life and put them side by side with us? And now what value can be created between us? So some of the best talent we have in house is or under our umbrella is where we’ve taken that very direct approach. You know, some of the younger talent that comes to us that we’re trying to develop, it looks very much more traditional. It’s salaried hours being tracked because we’re obviously trying to mold and craft them into something because they don’t have those questions to find or even answer for themselves.

Speaker3: [00:38:09] But some of our very top talent hats, and so I view it as our job to learn to be flexible with them as well. The other thing quickly, I would say, is we’re always recruiting and you’re your listeners should be to like people come to me and say, Well, I don’t know if you’re looking for and I’m like, Well, you know, obviously there’s there’s the clear capacity question for me. Do I have enough capacity to meet the demand I either perceive or know about in the market, whether that’s whether it’s coming or already in house demand. But the reality is, I’m always on the prowl for somebody good. And if I find that person, I’m probably going to do what all good entrepreneurs do, and I’m going to figure out a way if they’re interested to take risk and get them on the team. Now, partly if you think about it, our product and I hate to talk about our team this way, but that is our product. It’s our team, right? So that may not be exactly the same for all your listeners. But if you want to think about top talent, you should never stop recruiting. The most effective thing you can do is bring in that rock star who’s truly a rock star. While we’re all scared of that is how many guys have gotten burned by not being appropriately flexible, not thinking it through carefully enough not skips some cliché checking the references. And I don’t just mean picking up the phone and calling you, I mean, like working through a if that if that top talent is in too big of a hurry, you’re probably not the right talent for you, right? But where that time is taken, relationships are built.

Speaker3: [00:39:29] You understand their why and you match it up with your why. My guess is you’re going to figure out how to get them in and when you get them in, that’s going to be a good match and that relationship is simply going to grow. The gentleman who’s had the most effect internally on us, this former pastor I talked about who helped us flush out with some of the theology behind it. It started over a cup of coffee where he wanted to test some theories on me that he had about macro cultural effects and something triggered in me. And I looked at him and said, I think there’s an opportunity to do this inside businesses. Let’s keep talking about this. Well, what we ended up doing was matching our wives. And he’s been with us now for, I don’t know, five, six years. He chairs a board of advisors. He’s instrumental in our clients. He’s instrumental on my management team. He is a wonderful asset to our organization. And yet there’s still a piece of him that he holds outside of L.A. because it doesn’t directly relate to business that goes back to some of those theological roots. And we are more than happy to give him the freedom to do that because of the effect he’s not only having on our clients, but on Ebola itself.

Speaker2: [00:40:32] That counsel alone is more than worth the time and energy for me invested in this conversation. We’re probably going to cut that clip out and just and share it stand alone. I’m so glad that I asked, like so many entrepreneurs, people who have built something like you have from the ground up, I’m sure that occasionally you might run out of steam and need to recharge. And I suspect because you’ve mentioned it more than a couple of times your faith, I’m sure that’s part of the answer. But where do you go for for inspiration, refreshment, recharging? Is it reading? Is it, you know, where do you go for that?

Speaker3: [00:41:13] Yeah, it’s a great question. And, you know, kind of like the story of the start of the business. I wish I had something like, you know, mountaintop experience and a vision from on high and MLA was birth that I don’t have a good answer on that one, either. It’s like exciting. Like, you know, I’ve tried a bunch of different models, you know, not models, but things. And truthfully, you know, I always fall back to the same spot. People don’t believe me, but I’m an introvert by nature, and I don’t get energy out of constant people interaction. So. It’s time for me is a quiet date with my wife or just some quiet time at the house with the kids, or even just a long nap on a day where I should otherwise be working. So I hate I hate Stone, and it’s not something more dramatic than that. That’s the truth when when I’m really up against the wall, those that know me best would say I’m a pretty determined guy, and I think that’s true. But so the question I might rephrase it a little, although it’s your question in your show and that is what what keeps you going when you don’t want to keep going, right? So some of that is, yes, how do I rest and reflect? But it really does come back to that stewardship question.

Speaker3: [00:42:21] When I hit the wall, most often I have to remind myself that I’m not the only questioner in that frustration story in that moment, right when I’m feeling that urge that there’s a team of roughly thirty five people that that call themselves part of the melee that deserve a CEO to get off his lazy, you know what? And I’m not calling myself lazy and get back in the game that there’s frankly to make it personal. There’s a wife and children that that that need that same thing and I shouldn’t have. It’s not just I don’t have like, woe is me. I shouldn’t have the luxury. I don’t even think it really be a luxury. Don’t have the right to take myself out of the game like that because I’m just so worn down and beat up. So now all that said, sometimes I find the most rewarding thing I can do is take a break, right? And so but for me, that really does simply look like reconnecting with the people I deeply love. I would people sometimes think I’m a reader.

Speaker3: [00:43:21] I’m not. I’m not on a hit song, but I have found, yes, reconnecting with my faith. And I don’t mean, like some again, mountain top experience. I’ll give Gary credit again, sometimes simply reminding myself of what I believe about God reminding myself, and that sometimes I comes as reading the Bible or reflecting or listening to a worship, music or a song, or even a sermon, a speech or but where I’m reconnecting. I learned this from Gary, too, with what are the what are the foundational things that you really believe? What that often does is it reopens energy and creativity for me to reengage in that stewardship mandate I have for my team, for my clients, for my family. And so it energizes that determination that for all of us gets sucked dry sometimes. But if you really say, well, what do you do for fun, for me to be ahead to the mountains for a couple of days with people, I love to be able to shut the phone off and do stupid stuff while I’m able to lay by the fire or the pool, kind of all at the same time, if that makes sense. So that’s the best answer I can give.

Speaker2: [00:44:27] Well, I think it’s well said. All right. If our listeners would like to reach out and have a conversation or learn more with you or someone on your team, let’s leave them with some coordinates whatever you think is appropriate, whether it’s a LinkedIn or a website or an email. But let’s give them a way to connect with you guys.

Speaker3: [00:44:47] Of course. Yeah, so the best and easiest way is just simply to go to our website MLA companies. That’s MLA, just like it sounds, companies is plural. You know, it’s a typical marketing brochure online, of course. But if you’re just looking to get in touch, click on the about the let’s see it’s MLA team. I’m looking at it now. You click on the MLA team tag and my name comes up right at the top. There are other principals and staff members on the team that are listed. It’s not the entirety of our team, but they’re there. I’d be honored to get a note and I’ll either direct it correctly or respond directly myself, so we would be happy to. Our phone number is LinkedIn. Emails are all there, so so that would be the best way and most efficient way for your listeners to connect, and we hope they do.

Speaker2: [00:45:32] Well, Seth, it has been an absolute delight having you on the show. Thank you so much for sharing your insight and your perspective, man.

Speaker3: [00:45:41] Yeah, it’s great to be with you, Stone and I got to just tell you, you know, I my folks are from Kentucky, even though I live in Ohio and I love I love the Georgia voice that you have. And being an FCC fan because my cats aren’t going to make it, I’ll just say, go dogs. So you keep it up.

Speaker2: [00:45:58] All right. This is Stone Payton for our guest today, Seth Morgan, CEO of MLA Companies and everyone here at the Business RadioX family, saying We’ll see you next time on workplace wisdom.

Tagged With: MLA Companies

Decision Vision Episode 142: What Should I Do After Graduating High School? – An Interview with Joseph Lambert, Joseph’s Junk Removal

November 11, 2021 by John Ray

Joseph Lambert
Decision Vision
Decision Vision Episode 142: What Should I Do After Graduating High School? - An Interview with Joseph Lambert, Joseph's Junk Removal
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Joseph Lambert

Decision Vision Episode 142:  What Should I Do After Graduating High School? – An Interview with Joseph Lambert, Joseph’s Junk Removal

As a senior in high school, Joseph Lambert started his junk removal business with a rented truck and hasn’t looked back. Now 20 years old, Joseph is in a unique position for this conversation with host Mike Blake on options for young people after high school. They discussed why college may not be a given anymore, Joseph’s path in his business and the lessons he’s learned, why Joseph believes undergraduate business degrees are a “waste of time,” how young people should figure out their own direction, and much more. Decision Vision is presented by Brady Ware & Company.

Joseph’s Junk Removal

Joseph’s Junk Removal is a customer service company specializing in junk removal.

Serving the Atlanta area, the Joseph’s Junk Removal Team is on a mission to help people “Clear clutter, relieve stress, and live cleaner lives.”

Company website | LinkedIn | Facebook

Joseph Lambert, Owner, Joseph’s Junk Removal

Joseph Lambert, Owner, Joseph’s Junk Removal

Joseph’s Junk Removal’s story really starts when Joseph was 12 years old. As his parents were finalizing their divorce, Joseph realized the challenge ahead for his mom as she would try to provide for him and his four younger siblings. In an effort to help, Joseph started mowing lawns and working in construction to cover his own expenses. As a result, Joseph was able to release some of the burden off his family and discovered a hunger for growing a business in the meantime.

As mowing lawns grew, Joseph partnered with a friend who was older and could drive. The business model was simple: Joseph handled customer service, marketing, and scheduling. Sam handled the transportation.

At age 17, Joseph made $1600 in 4 hours by removing a bunch of junk for a landscaping client. He couldn’t believe it! After completing the job, Joseph researched the junk removal industry and was blown away by the margins, simple process, and scalability potential. From this point on, he focused on junk removal.

By senior year of high school, Joseph’s junk hauling business “Highschoolers Hauling Junk” was growing rapidly. As he juggled work, football, and baseball, Joseph put classes on the back burner. Consequently, he ended up failing a crucial class necessary to earn a diploma. As a result, he stayed in high school an extra semester (while all his friends went off to college) to finish the class.

While Joseph finished the class, the junk removal business (now called “Joseph’s Junk Removal”) was booming! By now, he was convinced of the immense potential in junk removal. After a full power-point presentation, Joseph got the greenlight from his family to pursue it full-time after graduation.
Less than 2 years after Joseph “officially” graduated high school, Joseph’s Junk Removal has grown to 25+ employees and 5 trucks. In that time span, Joseph and his team have fallen on their faces a lot. Lessons have been learned (some the hard way). But ultimately, every challenge the team has faced has made them stronger and more equipped to conquer the future.

LinkedIn

Mike Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is the host of the Decision Vision podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms, and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

LinkedIn | Facebook | Twitter | Instagram

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth-minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

Decision Vision is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision-maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the Decision Vision podcast.

Past episodes of Decision Vision can be found at decisionvisionpodcast.com. Decision Vision is produced and broadcast by the North Fulton studio of Business RadioX®.

Connect with Brady Ware & Company:

Website | LinkedIn | Facebook | Twitter | Instagram

TRANSCRIPT

Intro: [00:00:02] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional full-service accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:21] Welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owners’ or executives’ perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:43] My name is Mike Blake, and I’m your host for today’s program. I’m a director at Brady Ware and Company, a full- service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. My practice specializes in providing fact-based strategic and risk management advice to clients that are buying, selling, or growing the value of companies and intellectual property. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols.

Mike Blake: [00:01:13] If you would like to engage with me on social media with my Chart of the Day and other content, I am on LinkedIn as myself and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. If you like this podcast, please subscribe on your favorite podcast aggregator and please consider leaving a review of the podcast as well.

Mike Blake: [00:01:32] So, today’s topic is different from what we normally cover, but I think it’s applicable. And I think the story that leads to the topic is so compelling. I think you, in our audience, are going to enjoy and, frankly, be inspired by hearing it.

Mike Blake: [00:01:53] But the topic is, What should I do after graduating high school? And you might be thinking, “Well, this is a show about executive business decision making. Why are we talking about the decision process for what an 18 year old kid should be doing with their life?”

Mike Blake: [00:02:14] And here’s my answer to it. The first answer is, it turns out that some number of listeners out there are actually in high school or high school age or younger, believe it or not. And I know this because they contact me. In fact, I will tell you that as a father of a 19 year old son, I have about as little street cred as you could possibly imagine. I can’t even do the white man’s overbite well.

Mike Blake: [00:02:43] But when he heard that I had a podcast that’s up at 30 million downloads and counting, all of a sudden for a brief moment, there is a glimmer of admiration and respect in his eyes, and I’m not sure I’ll ever see it again. But he is telling me that his friends are listening to the program as well. And they say that they look forward to it, and they enjoy it, and they feel like it speaks to them because, in many cases, this is the first time a lot of them are being privy to business kind of conversations as adults rather than as teenagers.

Mike Blake: [00:03:23] So, you know, to those of you who are in that demographic, you’re, of course, welcome. We love the fact that you’re listening. We love the fact that you’re taking an interest in business and becoming a better decision maker. And if you’re of that age, you are going to face one of the most important decisions of your life, almost unfairly so in terms of what you do with your life going forward.

Mike Blake: [00:03:48] You may choose to go to college, and I’m becoming increasingly convinced that asking 18 year olds to make decisions as to whether or not they should be taking on a quarter of a million dollars of debt, I’m not sure that’s a position we should be putting kids in. I think there needs to be a different model.

Mike Blake: [00:04:10] And we’re not going to talk about this explicitly today, but you may choose to risk your life serving our country. You know, the military has obviously been a route for upward mobility for many people. I have two cousins of whom I’m just tremendously proud that have had distinguished military careers where they’ve really just accomplished things that I’m not sure they would have necessarily accomplished had the military not given them those opportunities. And maybe we’ll cover the military separately in a different episode. We did do one with Jason Jones on the hiring side, should I hire people with a military background?

Mike Blake: [00:04:46] But the fact of the matter is, whether you’re not at age 18, life is going to force some pretty heavy decisions upon you. And I hope that the conversation we have today will at least add a different perspective than you may be getting from whatever advisors that you have. I think, also, that the show is going to be useful because parents are making an executive decision, if you will, or helping their children make an executive decision. Should I go to college? Should I undertake the enormous financial obligation that college entails? Or should I do something else?

Mike Blake: [00:05:31] And it’s tough. I can tell you as a parent, again, of a 19 year old who has chosen not to go to college at least for the time being, it is a very heavy decision. And as parents where many of us are for executives, not all of us, of course, but many of us grew up in a generation – I’m Gen X – where college was something you just didn’t even think about. If you had the opportunity to go, you just went. That’s all there was to it.

Mike Blake: [00:06:01] But the world has changed. The economics of college have changed. The psychology of the American teen has changed. The environment, of course, has changed in every way imaginable. The nature of the labor forces – we’ve gone into a lot of detail over several episodes – has changed. So, even though this is a little bit off the wall from what we normally talk about, I do believe that many of you will find that it holds relevance, if not today, then at some point down the line when you reach a later life stage.

Mike Blake: [00:06:40] So, with that as a preamble, I hope I’ve convinced you to hang in there and continue listening because I do think we have an excellent program lined up. And joining us today to talk about this might be our youngest guest ever, if not the youngest, probably in the top three – and that’s a good thing, by the way – is Joseph Lambert of Joseph’s Junk Removal.

Mike Blake: [00:07:04] And as I said, he has a story that I think just sets the table so nicely. I cannot possibly do justice to it, so I’m going to break from tradition here. And I’m going to just welcome Joseph to the program, and ask Joseph to talk about his background and how did he get from his first job as a kid, as a young teenager or adolescent, into being the founder and CEO of Joseph’s Junk Removal. Joseph, welcome to the program.

Joseph Lambert: [00:07:35] Hey, man. Thanks so much for having me on. I just can’t echo enough about how important this topic is, which you already laid out. Because, you know, for kids coming out of high school at 18 years old, 17 years old, they’re oftentimes forced to make the decision on what the next four or five years of their life looks like. And that’s a lot of time. And I’m a firm believer in time is the most valuable currency we have. So, there’s just a lot that goes into that decision.

Joseph Lambert: [00:08:04] So, whether you’re actually in the midst of making that decision for yourself right now, whether you’re a parent, or whether you’re somebody who is involved in somebody’s life who is going through that decision, this is a topic that can really apply to everybody because everybody either has to make that decision or can help somebody else make that decision.

Joseph Lambert: [00:08:23] But as far as my story goes, so I grew up in Atlanta, Georgia. Oldest of five kids. Really was very blessed growing up with two loving parents. But at 12 years old, my parents got a divorce, and it just shook our family, created a lot of challenges. Probably one of the most immediate challenges was my mom had to go from a stay at home mom to being in the workforce to put food on the table.

Joseph Lambert: [00:08:51] So, for me at 12 years old, I just was trying to figure out ways to help. And one of the clear pathways that I saw was just go out and earn money and cover your own expenses. So, I started mowing lawns for neighbors. I also started working in construction with a friend. So, I was doing everything I could just to earn as much money as possible just to lighten the burden on my mom.

Joseph Lambert: [00:09:18] So, that was kind of what got me kick started into working, you know, kind of the idea of entrepreneurship. And, really, it caught my attention. Like even at a young age, I loved it. I was, you know, seeking every opportunity to grow and get more clients. I remember it was such a big deal for me just to order business cards. And I spent so long even designing it. We didn’t have any lawn equipment, so I had to go out and actually buy all my own lawn equipment. So, there was like these lessons that I learned really early on that I think we’re super helpful.

Joseph Lambert: [00:09:48] And then, as I grew a little bit older, you know, I saved up. I bought a truck when I was 16 years old and I went from just kind of doing things that were within reach in the neighborhood and sometimes going around with some friends to be able to drive and get to a lot bigger client base.

Joseph Lambert: [00:10:09] And then, when I was a little bit older in high school, I ended up having a landscaping client who asked me to haul away some items out of her home. And I, really, at that point had not been exposed to the junk removal industry, but ended up doing that job for her and really hit a grand slam with it. I made about 1,600 bucks in four hours. So, at that moment, the junk removal industry just really caught my attention. I was like, “Wow. I need to look into this a little bit more.” Because landscaping had frustrated me up to that point because there was just so many moving parts and it was hard to replicate the process over and over and scale it.

Joseph Lambert: [00:10:49] But with junk removal, I saw a perfect pathway to just replicating that process and scaling it rather quickly. So, like even at the time I saw, you know, how this could go from one truck to four trucks to ten trucks. So, anyways, I started moving into the junk removal side of things kind of around senior year high school. So, in the meantime, I’m working a lot in senior year of high school. I’m playing football and baseball. And those are my two loves working and playing sports. And really put school on the backburner.

Joseph Lambert: [00:11:23] So, what ended up happening was, I ended up actually failing a class in my senior high school that I needed to graduate. And it ended up being a huge blessing in disguise because I had to stay home what would have been my first semester, my freshman year of college. And I had to finish that class so I could get my diploma. But in the meantime, I was working full time, 50 plus hours a week doing junk removal. And the beauty of it was, I was really able to give all my effort into the junk business at the time. And in the course of a couple of months, made around $50,000. And I was like, “Whoa. Okay. This is even better than I thought.”

Joseph Lambert: [00:12:03] So, you know, I was never really opposed to going to college. I just really wanted to run super hard after whatever my best opportunity was. And after doing junk removal for a semester full time, I realized, “Wow. This is a great opportunity. I don’t want to pass this up.” So, I discussed it with my family. I even made a PowerPoint presentation. It was like, “This is why this is the best option and I will happily go to college. I’m not trying to go against the grain. But I need to run hard after this because this is an awesome opportunity.” So, they saw the numbers, they saw the track record, and were totally supportive of it. So, anyways, that was January of 2020 that I’m doing this with them.

Joseph Lambert: [00:12:43] So, I go all in on the junk business after getting my diploma that spring, and then COVID hits. And, unfortunately, a ton of businesses suffered during COVID, but we were super blessed to actually really thrive because everybody was now at home staring at all the junk in their basement and in their closet that they didn’t want. So, my phone was ringing off the hook. And I went from just me driving around in a truck and trailer.

Joseph Lambert: [00:13:12] At one point we had four big U-Haul, 26 foot moving trucks that we parked in a Walmart parking lot, and I was stuffing them with every college and high school buddy I could find. And we were going all over Atlanta just hauling junk for people. It wasn’t perfect. And quite honestly, we really weren’t profitable for all of 2020. But, you know, there was a lot of lessons learned.

Joseph Lambert: [00:13:36] And, ultimately, we grew at such a fast rate that I realized, you know, we have a lot of potential here. This is legit. And I also proved myself that the revenue was there. And I just had to figure out how to make the revenue profitable. So, basically, we went from doing about $15,000 me by myself in January, to that July, we were doing about over 60,000 in revenue. And I’m doing this all at 18 years old. Like, I didn’t even know it was possible to make $60,000 in a month at that age.

Joseph Lambert: [00:14:09] So, anyways, I recognized at the time that what we were doing was not profitable, so I basically tore the business back down. We returned all the rental trucks, and we started buying our own trucks. And doing a bunch of other things to basically run our business in a way that would actually make money and make money long term. So, that kind of brings us to where we are now about a year later, so we don’t have any rental trucks now. We buy all brand new trucks. You know, we’ve transformed our team, transformed all of our processes, our web presence, and everything. But, man, it has been a tremendous learning experience. There’s nothing like the school of hard knocks. So, super thankful to be where I am today.

Mike Blake: [00:14:49] I think about what I would have done if I’d had $60,000 a month at your age. And I probably would have landed in jail somehow. So, whatever I would have done, it would not have been constructive. So, good for you. I mean, I think that’s a differentiator. Clearly, you have the maturity to kind of handle that and realize the responsibility that comes with that kind of money. And presumably now you have employees that are depending on you for their livelihood and so forth. And really just a remarkable responsibility to take on.

Mike Blake: [00:15:32] Gosh, there’s so many questions that’s coming out of this, so I got to sort of take a deep breath here and go back into my own script here. You started the business. You chose to do it. You’re sticking with it. Do you agree with me or not agree with me – either one is fine. I’m not going to, like, stop the program or anything – it seems to me that college isn’t the obvious path that it once was, right? I think times have changed. And do you find, like among your peers, it’s not just sort of college or bust anymore. It’s still like graduation and then maybe college, maybe later, or just something else?

Joseph Lambert: [00:16:11] Yeah. That’s an interesting question, and I’d love to dive into that one. So, I went to a small Christian school and I had a super close knit group of guys in high school. And what I thought was so cool is, you know, everybody before us, everybody went to college before our grade. And our grade was the first one where we really broke that mold. I think the majority of everybody still went to college. But there was probably at least five or six guys who did not go to college. So, I was one of them. There was another guy who actually started a landscaping company, and still doing so right now and running it rather successfully. And there was a couple of other guys who did the same thing.

Joseph Lambert: [00:16:52] So, I don’t by any means think college is a bad option when it’s used properly. I think what’s hard for me nowadays is, you know, I think for so many kids, college is the only option. I grew up around Kennesaw State University. So, even when I wasn’t in college, I knew a lot of guys that were students there, and there was a lot of guys who had tremendous potential who really didn’t need to go to college, but they just weren’t presented with anything else. So, my goal is to really speak into a lot of young high school guys and say, “Hey, there is other options. You just need to do what’s best for you once you’ve seen all there is to offer.”

Mike Blake: [00:17:33] So, if you could, what are your peers doing that chose not to go to college? What other paths have they taken? Are any entrepreneurs like you? Are they going to trade school or they’re doing something else?

Joseph Lambert: [00:17:47] Yeah. So, there’s a couple of them and they’re not all successful, by the way. So, there’s me. I’ve got my buddy who runs a landscaping business who’s doing great. I’ve got another buddy who went to trade school to be a welder. So, I don’t think he’s finished school yet. But, you know, as soon as he gets out of school, he’s going to have his choice of jobs and be employed for the rest of his life. There’s some other guys who just kind of aren’t going anywhere in life, who I think kind of tried and followed suit. They didn’t really want to go to school, so they thought they can make it without it, but really don’t have any direction. And it’s not for a lack of skill, it’s for lack of effort. There’s one or two other guys who were working for other people, but still knocking out of the park.

Joseph Lambert: [00:18:36] So, you don’t have to necessarily go out and be an entrepreneur to start doing business to be successful outside of college. And this kind of is getting into another topic. But I think the key is just having a plan and a goal regardless of what you’re going to do. So, if you’re going to college to be a doctor, let’s make a plan. What kind of doctor are you going to be? Let’s go for it and let’s work at it with all of our might. If you’re going to get a job, well, go work for somebody where there’s a runway, where you can really move up and learn things and get better. If you’re going to start a business, let’s make a plan. Let’s do it. But don’t hover in that ground like I don’t know what I want to do. That should never be the path.

Mike Blake: [00:19:17] So, let me ask this, how much do the economics of college do you think play into the decision now of people of your age, your generation? And I want to contrast that with my generation where, you know, you just went to college and it was just assumed that it would be a good investment, even if you didn’t necessarily get a practical major, even if you’re a literature major or basket weaving or whatever, right? If you have a degree, that was going to set you up. And I kind of look at the landscape today, and I think that conversation has changed. But you’re kind of in it at that age group. What do you see?

Joseph Lambert: [00:19:58] Yeah. So, I think we need to look more long term. Let’s look at this as a ten year decision, not as a four year and five year decision. Or not even like a now decision, that’s a really bad idea. So, let’s look at the ten year college decision. If you’re going to college to be a doctor, a lawyer, an engineer, first of all, you’re not going to get into any of those fields without going to college first. And due to the compensation for those type of jobs, it makes sense to go to college and possibly take on some debt to get to that end goal of having that position.

Joseph Lambert: [00:20:33] However, if you’re going for a business management degree, I would say you’re wasting your time and your money royally, because you can go and work for somebody and learn how they manage or learn how they don’t manage well. And then, you can move up and do it yourself. So, it just really depends on what you’re going for, I think.

Mike Blake: [00:20:53] So, I want to pause on that because I think you bring up a very interesting point about undergraduate business administration degrees. And while I don’t totally agree with your statement, I’m certainly very sympathetic to it. And I think there’s a lot to agree with there. But have you ever taken online courses, the Udemys of the world, for example, or others to find the education if you needed any or training that it didn’t make sense to go get a degree for?

Joseph Lambert: [00:21:28] I have. I have.

Mike Blake: [00:21:29] How was it? How is your experience with that?

Joseph Lambert: [00:21:33] So, my general experience with learning is, it depends on what kind of class you’re taking. So, I’m not a big fan of big overview courses that are just going to inform like large – I don’t know, I just feel like they’re not giving you a whole lot of content to actually use practically. Nevertheless, I have to learn a tremendous amount for my job today. So, the approach I take is, I think, just a lot more efficient in the sense that, when I learn something, I go learn everything there is to know about what I need to use it for. Versus, going and learning a bunch of information that I may never use.

Joseph Lambert: [00:22:13] So, take for example, if you’re starting a business, “Okay. In order to start a business, I’m going to need you to know how QuickBooks work. I’m going to need to know how accounting works.” So, go take three accounting classes, I think that’s a brilliant use of your time. But do you need to go to college for four years to figure that out? I don’t think so.

Mike Blake: [00:22:34] So, you bring up what I think is an interesting distinction, and I’m curious if you agree. And I see this in my son and his peer group too. They are much less interested in being – what we would call – educated, and are much more interested in being trained. And the difference being, education implies a well-rounded renaissance person kind of education. You have a lot of kind of required core courses because the institution wants you to be a well-rounded education individual.

Mike Blake: [00:23:06] But he tells, “Look. This is great, but I don’t want to learn French. I don’t plan on doing business in France or Quebec. And by the time I’m rich, I’ll just hire a translator.” But they are interested in, “Hey, here’s something that I can learn how to do.” It could be graphic design. It could be using a software package or accounting, for example. I can learn about and then walk right out of the video and then start to apply in something that actually matters to me materially. Does that sort of sync up with your thought process as well? Or am I way off base?

Joseph Lambert: [00:23:43] Totally. And I think there’s older guys who would, I think, agree with my standpoint. And I fall back on what Warren Buffett talks about. I mean, we all know Warren Buffett is brilliant, but he’s said multiple times like, “I’m really not that well-rounded of a person. I just picked one thing and became the best at it and learned everything there was to know about it. And that’s why I’m super successful.” So, I apply the same thing with junk removal. Like, I’m not trying to learn every business there is out there. I’m just trying to be the best junk removal business owner out there. And if I’m the best at it, then my business will be the most successful.

Joseph Lambert: [00:24:25] So, I take that general approach to learning in general. I’m not just out there to learn as much, I guess, content as possible. But what can I just zero in on and be the best at it? And I think there’s a lot of, you know, kids today who were, I think, trending towards that direction.

Mike Blake: [00:24:45] Well, yeah. And, frankly, I’m very sympathetic to it. You just cannot look at education anymore, unless you’re just independently wealthy already. Most people cannot, and I think should not, look at education as something that you do for its own sake, but has to be analyzed as a business investment. Otherwise, it kind of gets you into trouble. And we’re seeing millions of people that, I think, didn’t take that approach and, now, they’re experiencing real financial difficulty. And that’s prompting a very fundamental question right now about how education should be financed. But that’s a separate issue.

Mike Blake: [00:25:25] There’s a question I want to make sure to ask you, and that is, putting aside how it impacted your business, because you said that the pandemic was probably a net positive, I wonder if the pandemic and the way the job market now has shaped up after the pandemic, does that provide more opportunities to high school graduates than the world looked like before the pandemic? Because we have a general labor shortage. There’s shortage of everything. And there’s disruption. And my own personal belief is, wherever there’s disruption, there’s opportunity. Is this providing an opportunity because employers and customers are having to think about or having to rethink what they think qualifies other people to work with them or be their providers?

Joseph Lambert: [00:26:28] Absolutely. I mean, you hit the nail on the head because there is tremendous desperation right now. I mean, even in my own business, we’re having trouble with staffing, like everybody else is. So, there are opportunities for young individuals that previously just weren’t available to them simply because of their age. So, I truly think it is a golden opportunity right now to really go get some awesome experience that probably wasn’t available before and probably won’t be available in years to come.

Mike Blake: [00:26:57] So, did you have any kind of opportunity to dip your toe in the business? I mean, you had your business, obviously. But what I mean is, some schools will have business classes, some schools will have an entrepreneurial club, something like that. Did your school have anything like that? And if so, how did that help you or not help you?

Joseph Lambert: [00:27:20] Yeah. So, there’s kind of a two part answer to that question. First of all, we did have a business law class, which I think was helpful in that class. Actually, we had an entrepreneurship project where we had to start a business on paper. I was sitting next to my buddy, Sam, who now runs the landscaping business I told you about earlier, and he was about a-year-and-a-half older than me. So, after, like, making this landscaping business on paper, we looked at each other and was like, “Why don’t we actually do this?” So, sure enough, we started it. I was 15, he was 16. He had a car, I didn’t. So, we ran a business together at 15 and 16. You know, I was great at marketing and talking to people, and he had the car and could work circles around anybody. So, we were a great team for about a year. So, that was helpful.

Joseph Lambert: [00:28:14] But I think the biggest benefit I’ve had in my life kind of in that realm would just be some awesome mentors. So, I had a mentor in high school who was a Georgia Tech grad entrepreneur at the time, who was incredibly influential in my life. I mean, we pick up any call. We talk through every business idea. I had talked through his own business ideas. So, he taught me a lot about how to think as an entrepreneur and as a business owner.

Joseph Lambert: [00:28:39] And then, more recently started meeting with a new mentor of mine a little over a year ago, who’s the president of Thrive: Senior Living, a large senior living company, I guess, on the whole East Coast.

Joseph Lambert: [00:28:55] So, anyways, learning from those two guys has been tremendous. Probably the best way to describe it is just they’ve turned years into months just by sharing all their experience. So, that’s been incredibly helpful.

Mike Blake: [00:29:10] You know, I’m glad you brought that up because I wanted to have this discussion about mentors. Even though mentors have been getting a lot of attention, I think, and well deserved, I still think they’re a little underrated. I haven’t had many mentors in my career just the way things turned out. But early in my career, I did. And you know, they laid the groundwork for some things that still impact me and impact the way that I work, you know, almost 30 years later.

Mike Blake: [00:29:41] Tell me a little bit more about your mentors. How did you find them? How did they find you? And what do you think was it about you or what you’re doing that made them want to invest their time and energy in your success?

Joseph Lambert: [00:29:54] Oh, okay. Yeah, great question. So, first of all, my whole philosophy was, number one, I can learn something from anybody. And number two, I’m going to go and ask every successful person I know out to breakfast, coffee, or lunch. So, really, all throughout high school, I was constantly asking guys, “Hey, would you go grab lunch with me? Would you go grab breakfast with me? I don’t care what time it is. Just, can I get an hour of your time?” And very few of those – really, only two of those ended up actually being mentors. A lot of them we met for breakfast or lunch once or twice, and that was it.

Joseph Lambert: [00:30:31] But I think I learned a tremendous amount from each of them. And, also, I learned how to ask questions, how to ask about their story. And I think just to garner little bits and pieces from each one of them that kind of built who I am today. And these guys, like when you get the good ones, their time is incredibly valuable. So, like, they really have to be sought out and pursued. They’re not going to come knock on your door, especially a young guy.

Joseph Lambert: [00:30:57] But I think the reason why the two main guys ended up really being willing to invest in me is, they saw I was hungry, number one, because I continue to pursue them. And then, number two, direct application. So, the latest one, something he said he appreciated later on was he was like, “You know, a lot of times you apply stuff that we talk about in, like, three hours or less.” And I was like, “Yeah. That’s one of my goals, actually.”

Joseph Lambert: [00:31:26] So, one thing for these guys is because their time is so valuable, they want to know that they’re using it effectively. So, if they’re sharing things with you and then you go right away and apply it and they know they’re impacting things, man, they just want to keep feeding that. So, yeah, I think just really seeking these guys out, asking their story, asking for their advice on things. And then, when they tell you something, not just letting go in one ear and out the other, but going and doing it.

Mike Blake: [00:31:54] And, you know, I speculate that this is actually a benefit of youth. I think that there’s more enthusiasm to mentor people as young as you are versus people that are somewhat older. You know, I’m 51, nobody is going to mentor me. They’re like, “You should be the mentoring person.” But I do think that if I’m approached, somebody like you that is focused, is very young, is clearly focused on being a high achiever, that’s an easy person to say yes to because you can just imagine kind of what the trajectory looks like over a 30 year or 50 year period with that mentoring.

Mike Blake: [00:32:43] And I would just point out to the audience that while it may seem daunting to get mentors, on the same token, I do think that people like me in terms of age and seniority, we are actually more inclined to mentor people that are younger because we see a bigger impact, and the youth in itself is inspiring.

Joseph Lambert: [00:33:04] Yeah. If I could add one more thing too, one of my rules that I hope to live out the rest of my life is, always be learning from people 30 years or older than you. And, for me, I didn’t start out just trying to go find mentors. I just wanted to learn from guys, even if it was one breakfast or lunch. So, I started really small just trying to learn from those small bits. And then, a couple of them ended up turning into these long term relationships.

Joseph Lambert: [00:33:31] So, you know, to any of our listeners who say, “Hey, I would love a mentor.” I wouldn’t start out with that being your goal. Just start asking successful people in whatever area of life, whether it be as a business person, a husband, a father, whatever it looks like, ask them out, ask them how they do it. And then, maybe that will turn into a long term relationship.

Mike Blake: [00:33:53] So, another question I want to ask – and this may reveal my curmudgeonly-ness, but that’s okay. If it is, you can smack me down. That’s okay. I won’t take offense. But it’s been commented on quite a bit, and I think I see this, that it’s harder for young people to be focused and really concentrated on a goal today simply because, I think, there are more opportunities for distraction. And assuming you agree with that, you seem to have managed to avoid that. You’re clearly a very focused person. You have specific goals in mind. You sound like no nonsense. If this is not contributing to my goal, I’m not interested – which I think is fantastic.

Mike Blake: [00:34:49] Is that true? And how did you come by that? And is there any lesson from that that you can impart on our audience, either as parents to help our children with, or, again, people maybe slightly younger than you in terms of how to gain that focus that seems to be serving you so well?

Joseph Lambert: [00:35:07] Yeah. So, I think what it really starts with is defining your priorities or your roles in life. So, for me, I have three real roles. Number one is my family, so spending time with them. Number two is just being a part of my church. And number three is running my business. So, really, I look throughout the course of my life if my task throughout the day don’t fall into one of those three buckets, then it’s really not important. So, I’m going to make sure I do those three things really, really, really well. And then, everything else is secondary. So, nothing that’s contributing to that I’m not going to worry about it.

Joseph Lambert: [00:35:49] So, I think that’s where you’ve got to start because there’s so many things that are competing for our time and attention that sometimes it’s hard to decide what’s actually important. So, once you figure out what’s actually important, I think that’ll help people filter through what that actually looks like. Then, you can get to the point of actually setting goals for those specific roles that you have.

Joseph Lambert: [00:36:11] So, a goal for me with my family is, I’ve got four younger siblings who all play sports. And my goal was to not miss any of their games. So, like for this fall semester, I think I only missed one game for each sibling. And one time it was because I was at another cousin’s game and the other time I was doing a church serving opportunity. So, I think setting those specific goals for those roles is really helpful.

Joseph Lambert: [00:36:41] And then, I don’t think expecting perfection either. You know, as humans were all fallen and we’re all going to fail at some point. So, just the important part is learning from those failures and putting the things in place to not let it happen again. So, knowing what those roles are, setting the goals for those roles, and then not expecting perfection, necessarily.

Mike Blake: [00:37:07] I’m curious about something, and that is that, you’re now in a position of authority and you’re in a position now where there are people that want to sell stuff to you as a B2B business. You’re a business owner, the executive decision maker. Now, I’m not going to ask your specific age, but you’re in your late teens or early 20s. You’re not that far removed from socially having to refer to everybody as Mr. and Miss and Mrs. and so forth. And now you’re not only a peer relationship, but in some cases you’re in a position of authority over people who might be significantly older than you.

Joseph Lambert: [00:37:49] And I’m curious, is that a hard transition to make? And do you ever feel like you have to struggle with commanding the respect that you deserve because people look at your age and then assume certain things?

Joseph Lambert: [00:38:06] Yeah. I would say it’s always a challenge, but I’m going to start with the assumption on my end that I don’t think anybody owes me anything. So, I don’t necessarily expect respect from anybody if I haven’t already earned it. So, I think this depends on what setting. And there’s certainly still people in my life that I call Mr. and Mrs. just because that’s what I’ve called them for the last decade.

Joseph Lambert: [00:38:30] But in regards to people that I have authority over from a professional standpoint, I’ll go ahead and tell you, “I’m 20. I’ve got somebody on my staff who’s 40 and somebody who’s 60.” So, that right there is two times and three times my age. And I think that standpoint, we respect each other for the different roles we’re at in the company.

Joseph Lambert: [00:38:53] But then, again, something I emphasize to my team all the time is, we’re all in this together. We just have different roles. So, your role may be truck team member. Your role may be customer care representative. And my role may be chief decision maker. But we’re all here to make this company successful and earn a paycheck. And the question is, how do we do this best together? You know, I’m not trying to let my ego or their ego get in the way of what we actually need to do to get things done.

Mike Blake: [00:39:26] So, when you chose the entrepreneurial path, were you looking at all at other entrepreneurs who’ve been very successful despite not going to college either, they didn’t go right away, or they dropped out early? You know, one of my favorites is Dave Thomas, who founded Wendy’s. You know, he had a high school education and, obviously, built a very successful restaurant business. There’s, of course, a Bill Gates’, the Mark Zuckerbergs that that dropped out of college and so forth. Were people like that at all a role model to you? Or were they just in such a different world that it didn’t really connect?

Joseph Lambert: [00:40:09] I mean, I would say, yes. You know, we’ve all heard about the guy who started Microsoft. I can’t –

Mike Blake: [00:40:16] Bill Gates.

Joseph Lambert: [00:40:18] Bill Gates’ of the world and so many other guys who didn’t go to college or dropped out of college. So, I think them setting a precedent helped me realize this is possible. But, you know, I also really relied on people around me. I was asking them like, “Hey, do you think this is a good idea? Let’s talk through this.” I wasn’t trying to trust my very young and undeveloped brain to make all the decisions or at least inform all the decisions.

Mike Blake: [00:40:46] So, we hear frequently – and I’m not sure how good this advice is, but it’s certainly out there – that whatever you do in business, you should have a passion for it. Not everybody necessarily agrees with that, but that’s certainly a widely held view. And my question is really two part, one, in getting into your business, did you have a passion for junk removal? Do you feel like like God put you on this planet to do that in service to your fellowmen? Or is it more of a means to an end? But if you did that, how does somebody at your age figure out what they’re even passionate about? That’s so rare when you have so little life experience to, I think, even begin to answer that question intelligently.

Joseph Lambert: [00:41:39] Yeah. Well, first of all, let me start by saying this is still something I’m learning, and I don’t think I’ll ever fully figure it out. But I think the key to what you just said is, what is it that you’re passionate about? And it, I think is very rarely going to be the industry you’re in. It could be a variety of different things. So, what I start by asking people – because we’ve discussed this question a bit – what gets you excited? That’s a good start to figure out what you’re passionate about.

Joseph Lambert: [00:42:09] So, for me, personally, I’m passionate about people. I love conversation. I love teaching. I love just caring for people. So, one of my favorite things to do with my team is, you know, I do one on ones with a couple leaders on my team. So, what that means is, we meet at 6:00 a.m. at Starbucks. We have a little agenda we go through. We’re going through books together and we’re just learning and we’re talking about life. That is what I’m truly passionate about. So, my business is a vehicle for me to do that as well as many other things.

Joseph Lambert: [00:42:46] But I think the flip side of this question is, a lot of people can bar themselves off from some great opportunities because on the outset they don’t feel like they’re passionate about it. But what they’re probably really not telling themselves is it’s just not comfortable what they’re doing. There’s a big difference in being comfortable and being passionate. Because you may be passionate about something or you may not be passionate, but it may be really uncomfortable. And if we’re going to really be successful or high achieving in any way, shape, or form, you have to be really okay doing really uncomfortable stuff.

Joseph Lambert: [00:43:22] So, for me, like when I was just me and a truck with one other guy, like, I didn’t fully articulate that “Oh. I’m passionate about people.” I just thought, you know, junk removal is a great opportunity and it’ll lead to my next opportunity. So, that’s kind of really the thought train that it looked like for me. But I think definitely thinking about what you’re passionate about is good, but it definitely should not be the governing factor in your decision.

Mike Blake: [00:43:54] We’re talking with Joseph Lambert of Joseph’s Junk Removal. And the topic is, What should I do after graduating high school? And so, I want to flip the conversation a little bit because I do suspect that there are parents who are listening to this conversation. And, frankly, they’re probably blown away by you, Joseph. I know I am. I feel like I need to retire right now and sort of get the heck out of your way.

Joseph Lambert: [00:44:23] But as a parent – actually, I’m going to phrase this a little bit differently. So, you originally went to work because you had to supplement your income for your mom, who’s now became a single working mom. How, if at all, was she supportive of you in preparing you for this path? I know you said she was supportive of your decision. And I don’t know what your relationship with your father was after. But I’m just going to ask this very generically, you know, as a parent, were your parents able to kind of help encourage you, prepare you for this path? And whether that’s the case or not, if another parent would ask you for advice, how could a parent be constructive in helping their child who might be considering taking this path?

Joseph Lambert: [00:45:14] Yeah. So, first of all, they were very supportive. And I think what they were telling me the whole time was, you need to have a plan, we need to think this through, but it’s not like there’s a path that you have to take. So, what they didn’t want to see was they didn’t want to see Joseph just going kind of, you know, scatterbrain into life with no idea what he’s doing. But as long as I had a plan and it was realistic, they were going to come behind me completely.

Joseph Lambert: [00:45:43] And I think that is what a lot of parents, I would encourage them to do for their kids today. Encourage the process, not the results. So, the results may be get a job, go to college, start a business. Really, the results don’t matter. Because every kid is different. Every kid has different hopes and dreams and passions. But if you can encourage certain processes in them, like time management, like goal setting, like social skills, communication skills, writing skills, self-discipline, all those together. Encourage those processes, that’s what’s going to create the kind of person who can be successful in whatever they’re doing.

Joseph Lambert: [00:46:25] And, by the way, success is so much broader than anything financially. It could be, you know, they’re just super successful as a stay at home mom. Like, there are some awesome stay at home moms I know who are amazing at it. So, it can take a variety of different forms but I think setting those processes and encouraging those versus the results would probably be my biggest two cents.

Mike Blake: [00:46:53] Now, in the time we have left, we haven’t really talked about one potential decision path here, and that is trade school. And I know that’s not a path that you’ve taken, but I’m curious if you have a view as to the value of trade school as an alternative to starting a business, getting a job, or going to college. Are you a fan of that? Not a fan? How do you see your peers kind of looking at trade school? What’s your general impression of that path?

Joseph Lambert: [00:47:30] I think it’s an absolutely phenomenal option. So, quick stat for you here, the majority of HVAC technicians right now are in their 50s. So, over the next ten years, if we follow current trends for every ten HVAC technicians that retire, you’re going to have one technician coming into the workspace. So, right there, there is just tremendous opportunity because salaries are going to go up and there’s going to be a ton of demand for just things to get fixed.

Joseph Lambert: [00:48:03] So, whether it be HVAC, welding, plumbing, or a variety of other industries, I think there is tremendous potential to do it and really just provide a great living for your family and just a great foundation. Because there are certain things that are always going to have to be done, welding, fixing your air conditioner, I don’t think robots are taking over those roles anytime soon.

Joseph Lambert: [00:48:25] So, honestly, if we even look at these three options, going to college, getting a job, or starting a business, and we look at, ideally, which category would consume the most people, I would love to see more people going into the trades than any others, because there’s just so much opportunity there and it’s stuff that’s always going to be needed. So, I would definitely encourage anybody that’s considering it to go for it.

Mike Blake: [00:48:54] Yeah. I would agree with you. I don’t see those roles being roboticized anytime soon. And when you look at or analyze the expense of a trade education or trade training versus the tuition, the ROI is much more obvious, isn’t it?

Joseph Lambert: [00:49:14] Oh, totally.

Mike Blake: [00:49:18] So, I’ll follow this up a little bit before we let you go, because I do want to give this at least a little bit of its fair due, thinking about kids who are – I shouldn’t say kids – thinking about young adults that are graduating and they’re going to go directly into the labor force, how important is it in your mind that they take the kind of job where they can learn something, observe something that they’ll take with them through the rest of their lives, as opposed to just getting a job for the sake of having a job?

Joseph Lambert: [00:49:57] I think it’s incredibly important. So, let’s put it this way, whatever job you get from 18 to 22, 23 years old, from a financial standpoint, it’s more or less available. Because you’re really not going to make that much money anyways. So, you’re just figuring out a way to put food on the table and gas in your car. So, whatever else you’re getting from that role is really going to be what’s important, whether it be you’re learning something, whether it be you’re developing a reputation with a company, or just in the work field in general, that’s what’s going to have the lasting effect, not the actual money you earn in that time.

Joseph Lambert: [00:50:36] So, you know, I would even go as far as to say, if you’ve got two opportunities and you’ve got one that you know is a great opportunity from the perspective of a learning opportunity but maybe less pay versus a little bit higher pay for not as much as learning opportunity, I take the one with the learning opportunity and less pay, because that’s going to set you up much better for the next 10 to 20 years than with the other option.

Mike Blake: [00:51:00] Now, you are in a position – I don’t want to say fortunate – but I think you are in something of a minority position where you had a really clear idea of what you wanted to do when you graduated. Not everybody your age, I think, has that or even thinks that they have it. And so, if somebody is in that situation, where do you think they’re better off kind of waiting until they do figure out or – that’s the wrong question.

Mike Blake: [00:51:30] What in your mind is a good environment for people to help them figure that out? Is it school of some kind? Is it getting a job until you figure it out, see how the work world works? Is it traveling the globe in a backpack and meeting Sherpas in Nepal? Is it something else? In your mind, if you’re not there yet, what’s the best way to use that time constructively until you do figure out what direction you want to pursue?

Joseph Lambert: [00:51:58] Yeah. Great question. Using the time constructively, like you just said, is the key to that. Because everybody has something sitting in front of them that they can either choose to go about in a very mediocre way or they can absolutely crush it and do it with everything they got. So, I think the key is just whatever’s in front of you, do it to the best of your ability and try to be the best at it, regardless of what that is. And then, on top of that, always be thinking ten years down the road.

Joseph Lambert: [00:52:25] So, even when I graduated high school, I was thinking far enough down the road to see this could be something big. But I didn’t know it was going to be something big. I didn’t know that I wasn’t going to find a better idea three months down the road and go with that. So, it wasn’t like I knew from the get-go I’m going to do junk removal for the next five years. I mean, I still don’t know that. I’m two years into it. But I think the key is just really crushing what’s in front of you and then having the end goal in mind. And, usually, you’re going to figure stuff out in between there that you had no idea about before that’s going to, I think, inform your path as you go.

Mike Blake: [00:53:05] Joseph, this has been a really a fantastic conversation. You’ve got so much wisdom to share here, really candidly, beyond your years. I’m not sucking up to you. I just think it’s really a fascinating, really profound conversation that I’m really glad we decided to do this podcast and I’m grateful that you decided to come on. There are definitely topics that we could have explored but didn’t or maybe questions we could have gotten into more depth but didn’t, if somebody wants to follow up and maybe ask you, either as a parent or as a graduating young adult, to follow up on something regarding this conversation, can they do so? And if so, what’s the best way to contact you?

Joseph Lambert: [00:53:49] Yeah. Absolutely. So, you can just email me joseph@josephsjunkremoval.com. But, actually, I started using the Marco Polo app recently, and I absolutely love it. So, if you are interested in – I guess, videoing me through there is the new thing now – just search, put my email in there, joseph@josephsjunkremoval.com, I’d love to chat with you. You know, let’s talk.

Mike Blake: [00:54:18] That’s going to wrap it up for today’s program. I’d like to thank Joseph Lambert so much for sharing his expertise with us.

Mike Blake: [00:54:25] We’ll be exploring a new topic each week, so please tune in so that when you’re faced with your next business decision, you have clear vision when making it. If you enjoy these podcasts, please consider leaving a review with your favorite podcast aggregator. It helps people find us that we can help them. If you would like to engage with me on social media with my Chart of the Day and other content, I’m on LinkedIn as myself and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. Once again, this is Mike Blake. Our sponsor is Brady Ware and Company. And this has been the Decision Vision podcast.

 

 

Tagged With: Brady Ware & Company, Decision Vision podcast, high school, Joseph Lambert, Joseph's Junk Removal, Mike Blake, starting a business, young entrepreneur

Gary Decker With Win Moves Coaching

November 4, 2021 by Jacob Lapera

WinMovesCoaching
Coach The Coach
Gary Decker With Win Moves Coaching
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GaryDeckerGary K. Decker is a Certified Professional Leadership Coach and the President of Win Moves Coaching. He has empowered business teams and leaders throughout his accomplished career across Finance, IT, HR, Legal, Communications, R&D, Supply Chain, Sales, and Marketing.

Gary helps business owners, leaders, teams, and team members navigate opportunities that allow them to thrive. He helps good leaders be great! Win Moves Coaching offers one-on-one, team, and peer group coaching programs in four primary focus areas: leadership, success, agility, and purpose.

Connect with Gary on LinkedIn and follow Win Moves Coaching on Facebook.

What You’ll Learn In This Episode

  • Leaders dealing with the great resignation
  • Job changers finding they need to do
  • Help people with change
  • Three most important attributes of a leader in 2021

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:02] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for Coach the Coach radio brought to you by the Business RadioX Ambassador Program, the no cost business development strategy for coaches who want to spend more time serving local business clients and less time selling them. Go to brxambassador.com to learn more. Now, here’s your host.

Lee Kantor: [00:00:32] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a good one today on the show, we have Gary Decker and he is with win moves coaching. Welcome, Gary.

Gary Decker: [00:00:43] Thanks, Lee. So glad to be here.

Lee Kantor: [00:00:44] Well, I’m excited to learn what you’re up to. Tell us a little bit about when moves coaching. How are you serving, folks?

Gary Decker: [00:00:50] So my focus as a leadership coach is helping good leaders be great. We all have challenges, we all have opportunities, and I just help people sort through that and find their vision and their mission and their purpose.

Lee Kantor: [00:01:08] Now what’s your back story? How how did you get involved in leadership coaching?

Gary Decker: [00:01:12] So I have a I have a long corporate career. I have more than thirty five years in leading and developing teams all around the world in a variety of functions in. I started my career in finance. I was a CPA at one point in my career. I then moved on to leadership roles in I.T. and in HR. And I’ve really worked to, as I said, develop teams and leaders all across a whole variety of functions and locations and geographies. So I’ve been coaching, it’s been part of my life and my DNA for that entire time from my first days in public accounting. Over time, I got involved with some organizations that do certifications and do training, and I ultimately got my professional certification in coaching and then went into it full time. I dabbled part time and had had side hustle going on in coaching for a long time, but I went full time into my business in early 2020.

Lee Kantor: [00:02:18] Now, can we talk a little bit about how when you were a CPA? Yeah. So obviously you were as a young person saying, I’m going to be a CPA at some point and you were going to choose that path. What attracted you to that? And then at what point did you say, You know what? I think there’s more to me than this, and I’m going to kind of branch out a little bit.

Gary Decker: [00:02:40] Yeah, it’s a great question. I went into a public accounting because I knew that it would expose me to a wide variety of clients and give me exposure to business and and and professionals that I didn’t have as a young person. And it’s exactly what happened. I had I had major clients each quarter of the year. I had a different major client and a variety of industries. All kinds of things. I’m a continuous learner have been since day one and I and I just loved that exposure. And when I realized that coaching was for me, was literally the first week of public accounting, when they sat down and said, OK, well, this is our this is our counseling process. We evaluate you after each job that you do, you have a discussion with your supervisor and then it goes up up the chain, so to speak, and we give you feedback. And then I got to do that with people that were assigned to me as a leader on different engagements. And it just really resonated to me the ability to get feedback, to act on feedback, to give feedback and help people develop and grow. And I’ve just taken that in every role that I’ve had ever since.

Lee Kantor: [00:03:58] And then you’ve been able to kind of expand the breadth of your knowledge so you can serve people in a variety of roles, not just finance and accounting.

Gary Decker: [00:04:06] Absolutely. When I went into leadership in the IT organization, we were in the midst of rolling out major system projects all over the world. So we were putting together teams, a very intensive effort of evaluating talent, internal talent, consultative talent and assessing them. And we had to build a very flexible environment to do that. So that’s where I created a career coach and counsel in my organization at the time. And that’s when the coaching that I got exposed to the coaching certification programs and it really it really took off and I got some. I replaced some of my letters, if you will, with with new coaching certification letters.

Lee Kantor: [00:04:47] And I would think just from a foundational standpoint, having that finance background really helps you in no matter what area you’re helping a client with, because you, it always goes back to the numbers at some point.

Gary Decker: [00:05:01] Absolutely. It’s the foundation of everything and and to be able to talk with a leader now and have that basic understanding of really all components of their business, it’s really, really helpful.

Lee Kantor: [00:05:14] Now what are you seeing in the marketplace? You’re hearing a lot about this period of time. We’re in this transition out of the pandemic, hopefully as soon as possible. And there’s this great I think they’re calling it the great resignation happening. A lot of people are reevaluating their priorities, changing careers or just pulling the ripcord and just saying, Look, I’m going to hit pause and I’m going to just regroup here a little bit. Are you seeing that? Is that accurate in the in the markets you’re dealing with? And how are the leaders kind of handling this kind of if it’s true, this kind of great resignation?

Gary Decker: [00:05:48] Yeah. Or. Great reshuffle, there’s a few buzzwords out there about it. It’s definitely happening, I see it a lot. And I guess what I’d say is good leaders that I see or leaders that are effective, I shouldn’t say good or bad, but leaders that are effective are listening to their people and really, really trying to get input and feedback and adapt and find new models of working, find ways to give feedback to people in a more effective way, I think. I think employees, from my experience, what I’m seeing is that most people that are leaving a job or a company are doing so because they’re not feeling connected, they’re not feeling heard. So the leaders that are less effective are unfortunately kind of holding on to the old way and waiting kind of waiting for it to come back. I’ve actually even heard leaders say things like, well, once once the the assistance money runs out and people really need a job, they’ll come running back. And I find that an interesting approach for a leader to be hiring desperate.

Lee Kantor: [00:07:00] Right? That speaks to their culture, I would think.

Gary Decker: [00:07:04] I think so, too, I think. I think it speaks to a lot. Leaders are really being challenged in this time to think about how they can influence and and give feedback to employees in a way that’s not, you know, foundation on face time and control and things like that. So it’s definitely a time of everybody’s learning this new dance, so to speak.

Lee Kantor: [00:07:29] And you know, there’s a saying that people don’t quit jobs, they quit. Bosses, are you seeing this kind of at the heart of that as well?

Gary Decker: [00:07:38] Absolutely. Absolutely. And I’m seeing the opposite. I’m seeing I talked to leaders and ask them about this kind of thing and the impact. I’ve gone to different organizations and and you look around and there’s there’s like no impact there. People are running around doing their jobs, happy to do their jobs. Those were the people that were like that before anything changed. Those were people that were sensitive and empathetic to their employees before anyone heard the word pandemic. So it’s without a doubt it’s it’s that type of leader that is continuing to be successful.

Lee Kantor: [00:08:18] It’s one of those moments, I guess, in time where you know, where they say the when the tide goes down, then you can see who’s wearing their bathing suit or not. This is a time where you’re seeing whose company culture and their people are really kind of practicing what they preach when they say their people are the most important asset. I mean, the the numbers or the numbers. If a bunch of people in your firm are quitting or have had enough, that might speak to what’s going on kind of as part of the culture of your organization?

Gary Decker: [00:08:48] Absolutely, absolutely. Yeah, that great Warren Buffett quote. You don’t know who’s skinny dipping until the tide goes out, and without a doubt that’s that’s happening. And you see it. And some leaders are having a real hard time identifying that and valuing that. So I love working with those kinds of leaders and helping them broaden their, you know, their vision and and think through some more flexible approaches.

Lee Kantor: [00:09:15] So now let’s talk about the leader. Like, say, something has occurred all of a sudden there. The turnover is extremely high. All of a sudden they’re seeing a lot of turnover where maybe historically, for whatever reason, they hadn’t been seeing this degree. Maybe there were symptoms, but maybe not to the degree that it is today. What is some advice you can give that leader to say, Hey, you know, we’re going to have to triage this right now, but here you’re going to have to kind of lay some foundational groundwork in order to really get through this.

Gary Decker: [00:09:43] Yeah. Well, one of the key things as a coach, I don’t typically give advice, so to speak, unless you know, the door is open and we do coaching where I will try to pull out from that person, what it is that they see and what they see as opportunities. And and sometimes I see many leaders will kind of knee jerk to, oh, I guess I have to pay more money. And yeah, that’s part of it. There’s a competitive component in compensation, but I’ll try and ask them and get them to think through. Are there other things that may be? Would be valuable to people, things I’ve seen creativity around the hours that they’re asking people to work, sharing roles in some cases where that might work. Thinking about other ways to provide development opportunities for employees. But I really try to get the leaders to to kind of think that through themselves, if they’re stuck in, there’s nothing I can do. And I’ve seen this as well. There are organizations that just can’t hack it.

Lee Kantor: [00:10:57] And then but so I mean, obviously, they’re going to kind of self all self author their destiny, but you’re going to be kind of hopefully opening their mind and maybe asking questions that open their mind to have them go down some productive path.

Gary Decker: [00:11:13] Absolutely. Absolutely. Try. And you know, I work a lot with people’s mindset and why are they stuck with that feeling? And you know, sometimes there’s a bad past experience that there’s no guarantee that that’s going to happen again. Or there’s a judgment that they’re kind of putting on top of their employees. And again, with empathy is a big part of this. And we learned a lot in in the depths of like when people in many companies had the opportunity to work remote and we all literally saw into each other’s living rooms and saw what was going on in people’s lives. We could. We had the chance to be more empathetic and and when when leaders can adapt to that and take that on and really see the really seek the ways that their employees want to be and have flexibility, that’s where that’s where it pays off.

Lee Kantor: [00:12:14] Now are you seeing this remote work? You know, obviously there was a need for it to be, OK, this is how it is now. This is the new reality that we’re living in. And now, as the pandemic is kind of waning a little bit and people are getting more comfortable of being face to face again. All of that, I trust my employees to be remote. Everything’s great as a remote is now kind of morphing into some hybrid version of remote. Because the workers obviously love remote, the leaders may not love the remote as much or feel like ultimately that’s the way to go. So now they’re kind of trying to have it both ways. How are you seeing that kind of evolve as we get through this pandemic?

Gary Decker: [00:12:57] Yeah, I think I think for the most part, and there’s always exceptions, but for the most part, employers that are not allowing some kind of flexibility are struggling to find people or will be continue to struggle to keep people. Most of the people that I interact with want some version of flexibility and and they’re frustrated by the fact that we prove that it could work. We prove that most organizations were more profitable, more more efficient in their operations. People were unshackled from having to commute and to, you know, do their hair, fancy or whatever you want to. You want to say people felt a lot of freedom and flexibility from that, and they’re demanding that in in the large part and leaders again, to my view, in my experience, effective leaders are are adjusting to that. Now do you see others? There are, I think there are some pride issues and some other non organizational matters that come into play.

Lee Kantor: [00:14:07] Now, one of the benefits of a remote workforce was that your workforce can be anywhere, right? Once you switch to some sort of a hybrid where you have to come into the office some of the time, you can’t be anywhere anymore, like you can’t have an employee, you know, a thousand miles away and then popping in on a Friday meeting on a weekly. I guess you could, but I mean, I don’t know how sustainable that is over time. But are you seeing that by saying that it’s hybrid? You’re basically saying that you’re you’re not, you know, then the world’s not your oyster when it comes to talent anymore, it’s still localized.

Gary Decker: [00:14:40] Yeah, absolutely. It’s exactly right. And I know some employees and some organizations struggle because of folks that moved away and or came up with some alternative arrangement, and now they’re stuck with the decision. Do I let them stay that way or do I force them back? And again, that’s not a that’s not a one size fits all answer, either. And and the leaders that I speak with, I asked them outright, well, what would be the downside of letting them stay where they are? And sometimes there’s an answer that makes sense. Oftentimes there’s not.

Lee Kantor: [00:15:23] And then so this is kind of a case by case basis for every organization, right? They’re going to just have to figure this out in the best way that they can. I mean, and it’s going to be interesting from the employee standpoint. I mean, in this probably contributes to this great reshuffling or resignation is the fact that, hey, I like living in my hometown with my immediate family and just being remote and getting my job done rather than living in this high priced city that I’m struggling and barely making it. And so my quality of life is not as great. So why can’t I have it both ways and each organization is going to have to answer that question?

Gary Decker: [00:16:02] Yeah. And it’s not just like, by the way, it’s not just like, Oh, this is cool. It’s usually because they’re getting help with child care, right? Or or they’re helping take care of an elderly parent or sibling. Or, you know, there’s people found. You know, that’s I don’t know. Maybe, dare I say, one of the upsides of pandemic is we all found out what’s important for us to care for. Right?

Lee Kantor: [00:16:27] And so now are you seeing any trends of how this is going to play out or is this literally a case by case basis in every organization is going to just kind of navigate it the way that works for that organization for good or for bad?

Gary Decker: [00:16:41] Well, I think the trend is, yeah, it’s a big case by case. From what I’m seeing is there’s without a doubt more of a general push to get back to in-person as much as possible. There is, you know, there’s still questions out there. There’s still, you know, the vaccine for young people is just starting. So I think there’s a lot of of still some hesitancy to push real hard on it. And a couple of organizations, I don’t I don’t personally work with any, but a couple I’ve read about forced everybody back and then said, you know, they pulled back from that. So I think we’re still very much in a transition and maybe through this winter, that’s going to continue, but it’s going to be interesting. You know, I talk about what’s new in twenty twenty two. It’s going to be interesting to see how that plays out. I really do think from what I’m seeing is the war for the best talent is going to require people to allow some version of flexibility.

Lee Kantor: [00:17:42] Yeah, I mean, just the fact that so many people were willing to quit with nothing as a backup plan just shows you how important this is. They’re not they’re not compromising when it comes to this quality of life that they were enjoying for so long.

Gary Decker: [00:17:57] Absolutely, absolutely. And they and again, as I said earlier, they need to. The child care question is huge the the pressures on the child care industry to staff and be ready for this or are there’s a lot of challenges there as well. So there’s there’s not a foundation for folks that they can rely on like they’re there was previously.

Lee Kantor: [00:18:17] Now when you’re working with a firm, is there a typical point of entry? Like, are they asking you to come in to solve some kind of urgent thing right away and then that expands? Or is it kind of it can come from anywhere? The way that an organization engages with you?

Gary Decker: [00:18:34] Yeah. So typically so as I as I describe, my ideal client is someone or an organization, either a person or an organization that knows they have a particular challenge. And they come to me and we talk about it and we we develop a plan of action around that challenge. It’s communication or leadership or something like that talent. But my my favorite is working with folks that don’t kind of sense they have any challenge, and we discover together that there are things there that that they don’t necessarily have addressed, or we start in one direction and uncover very common uncover that there’s something else that we need to we need to talk about.

Lee Kantor: [00:19:19] And then the way you deliver your services is a primarily one on one or is a group coaching you do workshops.

Gary Decker: [00:19:25] It’s all of the above. It’s primarily one on one, but I also do workshops and group work as well.

Lee Kantor: [00:19:31] And then it’s industry agnostic because of your background.

Gary Decker: [00:19:35] Yeah, absolutely. You know, and and I I market myself as a leadership coach, to be quite honest. And you know, it’s a little secret. Don’t tell anybody, but really anyone’s a leader, someone who has a direction that they want to go in and wants to get there. So I work with folks in all kinds of backgrounds and all kinds of situations.

Lee Kantor: [00:19:57] Now is it primarily senior leadership or are you seeing some organizations kind of have this coaching trickle down to middle management or below?

Gary Decker: [00:20:06] Good ones do. I mean, it’s the good. Organizations are seeing that, you know, in all honesty, we all could use a coach, I have a coach, we all could benefit. You know, the best, the best athletes in sports all have multiple coaches, right? We all can benefit from somebody outside of our day to day that can help us see something we don’t see and improve upon it. So good organizations are offering. I’ve I’ve worked with some organizations that offer this as a perk to their employees. One of the challenges there is that sometimes the leaders have a kind of a vested interest or a thought how they want to apply that that’s not how it works. If it’s really a benefit or a perk, the employee is going to get the benefit that the employee wants to get, not at the direction of the leader.

Lee Kantor: [00:20:55] And sometimes that coaching is going to reveal maybe this isn’t a good fit for the employee. Absolutely. So that’s part of the the unintended consequence of that.

Gary Decker: [00:21:05] Yeah. No, that gets a little tricky sometimes. Yes.

Lee Kantor: [00:21:10] Well, and ultimately, that is good for the organization because you want best fit, you know, just like you want best fit clients, you want best fit employees.

Gary Decker: [00:21:18] Absolutely. It’s funny. I I always practice that as a leader in in my corporate work. When, you know, other managers would be like, Oh no, I think, you know, I think Susie’s out looking for another job. I would approach that differently. I would I would say, Well, I think that’s probably good because at the end of the day and I had this at various points of my career where I had opportunities, I had to look side by side at what I’m doing now versus what I could be doing. And I want people that are sitting in in my organization that want to be there, right? And so to your point, if they if they don’t want you for whatever reason, I’m going to help them get to where they want to go.

Lee Kantor: [00:22:00] Right, that’s your job. I mean,

Gary Decker: [00:22:03] And it’s healthy, you know, right? It’s not good for the organization if they’re in the wrong place, right?

Lee Kantor: [00:22:08] And yeah, it’s an interesting time. Well, congratulations on all the success. If there’s an organization out there that wants to learn more about your practice or get on your calendar, is there a website?

Gary Decker: [00:22:19] Absolutely. Win moves, coaching, win moves, coaching and just contact me there and I’d be more than happy. I always do free consultation, and it doesn’t make sense to go anywhere unless we agree we’re a good fit for each other.

Lee Kantor: [00:22:36] Well, Gary, thank you so much for sharing your story. You’re doing important work and we appreciate you.

Gary Decker: [00:22:41] Ali, thank you so much. I really appreciate your time and and and I hope you have a great day.

Lee Kantor: [00:22:47] All right, this is Lee Kantor. We’ll see you all next time on Coach the Coach radio.

Tagged With: Gary Decker, Win Moves Coaching

Decision Vision Episode 140: How Do I Select an Attorney? – An Interview with Juliana Neelbauer, Drew Eckl & Farnham, and Jackie Hutter, The Hutter Group

October 28, 2021 by John Ray

Attorney
Decision Vision
Decision Vision Episode 140: How Do I Select an Attorney? - An Interview with Juliana Neelbauer, Drew Eckl & Farnham, and Jackie Hutter, The Hutter Group
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Decision Vision Episode 140:  How do I Select an Attorney? – An Interview with Juliana Neelbauer, Drew Eckl & Farnham, and Jackie Hutter, The Hutter Group

Two seasoned business attorneys joined host Mike Blake to discuss factors one should consider when choosing an attorney. Juliana Neelbauer and Jackie Hutter addressed how to find the right fit, setting expectations for the engagement, why the heavily promoted website ratings you see are misleading, why an Ivy League law degree doesn’t guarantee you’ll receive the counsel you’re looking for, and much more. Decision Vision is presented by Brady Ware & Company.

Juliana Neelbauer, Senior Attorney, Drew Eckl & Farnham

attorney
Juliana Neelbauer, Senior Attorney, Drew Eckl & Farnham

Juliana Neelbauer is a senior attorney who is the outside general counsel for companies that are product- or SaaS-centered, or IP-driven and that work with data and sensitive information in highly regulated industries. Her practice leverages her insights in cybersecurity, data management and analytics, government contracting, fintech, consumer-web, enterprise-software, health care delivery, medical products, supply chain, film, and political action sectors. She handles the full lifecycle of her clients’ needs including venture capital or private equity rounds, subsidiary formation, contract or governmental compliance, licensing, international transactions, and mergers and acquisitions. She is known as an attorney who brings an operator’s mindset, a technologist’s know-how, and an executive’s strategy to her client’s legal concerns.

Prior to joining Drew Eckl & Farnham’s Atlanta office, Juliana was the chief operating officer of Ad Hoc LLC. Ad Hoc is a Maryland-based mid-market federal contracting company that builds custom web portals that deliver government services to millions of Americans. Juliana oversaw the scaling of Ad Hoc from a 2-person small business to a 90-employee mid-market prime contractor with a 10x increase in revenues within a 14-month period.

Juliana started her career in software and business operations, founded two high-growth companies, and has overseen the scaling of many startups and mid-market companies in the tech industry before building a technology-focused law firm in the DC-metro area. She was born in Decatur and after more than 18 years away from the State, she was happy to return with her husband and daughter in 2017 to build the Drew Eckl & Farnham technology law practice in Georgia.

LinkedIn | Twitter

Drew Eckl & Farnham

Drew Eckl & Farnham is a full-service law firm that offers deep litigation experience, strategic corporate and transactional counsel, and practical legal advice to companies, individuals and families. Their approach to practicing law is to resolve each new legal matter as expeditiously and efficiently as possible. They strive to propose a legal strategy that directly correlates with the risks involved.

Powered by their diversity, innovation, and commitment to the communities in which they work, Drew Eckl & Farnham has grown to more than 100 attorneys in Atlanta, Albany and Brunswick, Georgia and serves local and national clients throughout the Southeast.

Company website

Jackie Hutter, Principal, The Hutter Group, LLC

Attorney
Jackie Hutter, Principal, The Hutter Group

Jackie Hutter has been recognized for each of the last 8 years for her innovative insights in creating value from IP Strategy with the peer-awarded Top Global IP Strategist by Intellectual Asset Magazine. Ms. Hutter’s IP Strategy clients have been varied, and include a Fortune 500 consumer hardware company, a large alternative energy company, several funded medical device ventures and dozens of startup companies with diverse technology offerings.

From 2011-2015, Ms. Hutter also served as the CEO of a startup battery-related company, which has provided her with a unique vantage point among her experienced colleagues about what it means to work with counsel to generate the critical IP necessary to prevent competitors from “knocking off” the innovator’s technology. Her experience extends beyond the IP realm: she frequently handles contracts and related matters for her clients, especially those relevant to clients’ IP rights.

LinkedIn

The Hutter Group, LLC

The Hutter Group, LLC is an IP and legal strategy consultancy. As Principal, Ms. Hutter advises C-Level executives on how to create and enhance return on innovation investment.

They apply decades of experience in IP and business to identify the right IP strategy for your company. They don’t just dive into the technical aspects of your innovative product or technology to generate a patent application for you. Instead, they start with understanding your customers and how your competitors will react to your success. Their goal is to make it cheaper for someone who desires access to your innovation and customers to go through you than around you.

As IP Strategy consultants, they make their living helping you attain your business goals by providing IP solutions that allow you to achieve your desired revenue or exit. Only then do they start down the patent path.

In short, they won’t tell you to spend money on IP just because you can, but because you should.

Company website

Mike Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is the host of the Decision Vision podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms, and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

LinkedIn | Facebook | Twitter | Instagram

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth-minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

Decision Vision is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision-maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the Decision Vision podcast.

Past episodes of Decision Vision can be found at decisionvisionpodcast.com. Decision Vision is produced and broadcast by the North Fulton studio of Business RadioX®.

Connect with Brady Ware & Company:

Website | LinkedIn | Facebook | Twitter | Instagram

TRANSCRIPT

Intro: [00:00:03] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware and Company. Brady Ware is a regional, full-service, accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:22] Welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owners’ or executives’ perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand where you might need help along the way.

Mike Blake: [00:00:43] My name is Mike Blake, and I’m your host for today’s program. I’m a director at Brady Ware & Company, a full- service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. My practice specializes in providing fact-based strategic and risk management advice to clients that are buying, selling, or growing the value of companies and their intellectual property. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols.

Mike Blake: [00:01:13] If you would like to engage with me on social media with my Chart of the Day and other content, I’m on LinkedIn as myself and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. If you like this podcast, please subscribe on your favorite podcast aggregator, and please consider leaving a review of the podcast as well.

Mike Blake: [00:01:33] So, with this podcast, we’re taking a little bit of a different take on Decision Vision. The overwhelming majority of the Decision Vision podcast topics are framed as a binary, should I do X or should I not do X? Or should I do X versus should I do Y? And some time ago, in an idle moment, it occurred to me that that’s not the only kind of decision that you, the audience, are faced with.

Mike Blake: [00:02:03] You may make a decision to proceed, but then there’s another kind of decision where you then must select. You make a decision that, yes, I’m going to eat out. You arrive at the restaurant and then you are generally presented with the menu. Although, now I guess a lot of them give you a QR code and you have to squint on your phone, which I hate, and I hope that goes away.

Mike Blake: [00:02:24] But I’m going to kind of test out a series of these topics because I do think there’s some value to them for, what I call, sort of a second order decision. You know, we’ve decided to do X, how do we proceed? Because that how do we proceed, typically, involves, again, a choice among various alternatives of how to proceed.

Mike Blake: [00:02:46] And so, today’s podcast topic is actually sort of going Back to the Future, if you will, and you’ll understand why in a second as I introduce our guests. But today’s topic is, How do I select an attorney? And most of us, at some point in our lives, are going to have interactions with and rely upon the advice provided by legal counsel. And that advice may be in a transaction, maybe in contract law, employment law, intellectual property law, you name it. There’s a law out there and there’s an attorney out there who wants to be your advisor and provide that advice.

Mike Blake: [00:03:27] And it occurs to me that it’s not all that easy to select an attorney, not for lack of them. There’s certainly an ample supply of attorneys in the United States who are, again, happy to become your advisor and counselor. But you can be overwhelmed with those choices. And unless you kind of have a legal background or you hang out in the legal community, how do you make an informed decision as to the right person, or the right firm, or some combination of the two to represent you?

Mike Blake: [00:04:05] And, you know, because attorneys provide such critical advice, it’s important that that’s a decision that you make correctly because bad advice or a bad relationship with an attorney that causes you, maybe, to not listen to their advice and not act on their advice can undermine what might have been a good decision to retain legal counsel in the first place.

Mike Blake: [00:04:30] So, we’re having sort of a panel discussion today or a tag team, if you will. And we have two guests today, both of whom are alumni of the Decision Vision podcast. In no particular order other than looking at them on the screen, first is Juliana Neelbauer, who is Senior Associate at Drew Eckl & Farnham, which is a law firm here in Atlanta. They’re a full-service law firm that offers deep litigation expertise, strategic corporate and transactional counsel, practical legal advice to companies, individuals, and families.

Mike Blake: [00:05:03] Juliana focuses her practice on virtual general counsel for for-profit, nonprofit, charitable trade organizations, and high net worth individuals and families, which hail from consumer technology, commercial technology, healthcare, industrial supply chain – boy, that’s a mess – finance, government contracting, and political action industries.

Mike Blake: [00:05:23] Also joining me today – talking about Back to the Future – is the host/victim from the Inaugural Podcast. I think back to, like, Star Trek when they had Christopher Pike as the captain, Jackie Hutter was the first guest ever on the podcast to talk about should I get a patent. And incredibly enough, she’s agreed to come back on.

Mike Blake: [00:05:48] And Jackie has been helping innovators capture the value of their ventures at the Hutter Group since 2008. During this time, and probably not coincidentally, Jackie has been named by her peers as a Top Global IP Strategist for I don’t know how many years now. I don’t know, it’s got to be at least a decade. Every time I open up LinkedIn, she’s named like another top IP something or other.

Mike Blake: [00:06:09] For several years, Jackie took a break from the law as CEO of a startup technology company where she experienced entrepreneurship from the inside, which gives her a unique perspective among patent experts. Prior to striking out on her own, Jackie was a senior intellectual property lawyer at Georgia Pacific and a shareholder at an Atlanta intellectual property law firm.

Mike Blake: [00:06:31] She started her non-legal career as a research scientist in the innovation group of a hair and skin product company. She lives in the Decatur area in a groovy mid-century house with her husband. Far too many pets, and we may hear one of the dogs barking in the background today for no extra charge. And she has two daughters in college. Juliana and Jackie, welcome back to the program.

Jackie Hutter: [00:06:52] Thank you.

Juliana Neelbauer: [00:06:54] So glad to be here.

Mike Blake: [00:06:59] So, here’s a question I want to jump in, and we could almost talk an hour on this one topic, but we’ll just sort of see how this goes. My question is, how do people end up with bad lawyers or at least lawyers that are a bad fit for them? As I said, there’s no shortage of lawyers out there. There’s no shortage of information. You can find out about them, whether they wanted to be found out or not. But, nevertheless, we all encounter scenarios in which we have clients, contacts, friends that are frankly unhappy with their legal counsel, and sometimes they feel trapped in that relationship. In your mind seeing it from the semi-inside, how does that happen?

Jackie Hutter: [00:07:42] Well, I thought about this on the way to drop my daughter’s really awful car at the car mechanic this morning. And the reason why people end up with bad lawyers is the same reason why so many people end up with bad mechanics. They just don’t know what they’re looking for. And, usually, you know, the good news is, it doesn’t really matter because it’s a pretty simple thing. It doesn’t take a whole lot of skill. It takes some skills. It take some expertise. But it doesn’t take a whole lot of expertise.

Jackie Hutter: [00:08:16] But in the case of my auto mechanic – who I adore, by the way – I learned about him from a very dear friend who was himself a car mechanic. And he doesn’t fix his own cars anymore and he happened upon this gentleman’s business. But, importantly, my good friend who introduced me to this car mechanic collects vintage cars. He has a Jensen, and he doesn’t take his Jensen to our car mechanic because he knows that our car mechanic is not qualified to fix a Jensen.

Jackie Hutter: [00:08:52] And my point there is that, sometimes you need a skillset that is really, really hard to find. And not only do you not know what the general skillset is for something but, again, it won’t matter. But if you need something very, very specialized and you don’t know, and you’re likely not going to know, you’re not going to know whether the guy on the other side of the counter knows how to fix that or not, because it’s probably pretty likely that they’re going to say, “Oh, yeah. I can fix this.”

Jackie Hutter: [00:09:24] And when you end up with a with a Jensen, if you will, that’s currently worth $100,000 and then they screw up the wiring on that, it is not worth $100,000 anymore. You’re going to be pretty upset but the damage done and did.

Jackie Hutter: [00:09:41] Now, I think it’s just the nature of the specialty. You could talk about that with any number of other specialties. Doctors, sometimes you just have a broken bone and it’s pretty easy. But sometimes it’s something more serious. And you hope and you should expect that the doctor, he or she, is going to recognize that they are really qualified to do what needs to be done. But a lot of times they don’t.

Mike Blake: [00:10:14] So, in your case, you benefited in your mechanic story. You benefited from the adage that if you want to catch a jewel thief, hire a jewel thief.

Jackie Hutter: [00:10:23] Yes.

Mike Blake: [00:10:24] And, actually, I’m going to come back to that because I do think there are resources that at least purport to sort of be that higher jewel thief to catch a jewel thief. We’ll get there. Juliana, anything that you want to add to that discussion?

Juliana Neelbauer: [00:10:37] Of course, I have something I want to add to that. I’m a lawyer, I love to talk. But, also, because, quite frankly, the reason why I am sitting in this seat and in this role in life, the reason why I went back to law school, was because I personally felt this pain of how do you find the right lawyer and then having a lawyer that you’re not really happy with. And after having that experience in my own businesses, I regretfully shared it with some other technology company owners and discovered, “Oh, I shouldn’t be embarrassed about this. We’re all suffering this fate or a large number of us are.”

Juliana Neelbauer: [00:11:16] And I thought at the time, “Well, this is just a market inefficiency or a gap that needs to be filled.” And so, perhaps foolishly, I left the tech industry, and went back to law school, and put up a shingle, and started serving my management consulting clients with legal services as an attorney in my own firm. And I’m still doing it, so I guess it’s a good sign. And I was trying to solve some of that problem.

Juliana Neelbauer: [00:11:45] But to Jackie’s point, being an industry specialist and who could also provide legal specialty for that industry so that I had deep understanding of your transactions, of your business models, but also of the law that you needed to then overlay on top of that.

Juliana Neelbauer: [00:12:02] But, in addition to all of that, I think it comes down to, now that I’ve been in the seat for a while and I see it from the other side, I think that the client has just given very limited education about the different types of lawyers that are out there, what they can actually do for you. And so, the expectations that they bring versus the expectations, quite frankly, that the lawyer has when you are starting an engagement, the time is rarely spent to truly vet that those are aligned because, yeah, you need a specialist.

Juliana Neelbauer: [00:12:42] But sometimes I find in my practice, half of my clients I would guess, come to me because of my IP/specifically technology industry or product driven experience. And so, they initially come to me with an IP related question, a licensing question, a commercialization question, and that’s all they really want. But then, very quickly, we discover that all of the other aspects of their business that an outside general counsel can provide maybe are even more of what I end up doing for them over time than what they initially came for me as a specialist for.

Juliana Neelbauer: [00:13:17] And so, I think we have to put it on the lawyers that we don’t do a great job of making sure that our clients understand what we really can do. And that’s also outcomes, to Jackie’s point, like, I think people expect that by hiring a lawyer and making that investment, there should be almost like a guarantee and an outcome that’s better than what they could have had on their own. And in many cases, that is the case. But, you know, what is that spectrum of possibility and then also what is the style of communication and working styles like every other human being.

Juliana Neelbauer: [00:13:55] Your lawyer is a part of your team. It’s like hiring a co-founder. And if you don’t think of it that way, if you think of your lawyer as just sort of another vendor that you’re plugging in and out, you’re probably not getting the most value out of them. But you could be. It’s an inefficient relationship. But, also, you’re much more likely to have that feeling of dissatisfaction because you’re not giving them as much information, they’re not giving you as much. And if your communication styles aren’t aligned, what you want delivered to you is not expressed clearly. And then, if they don’t express to you how they’re going to deliver the work so that it’s most useful to you, I think you’re going to be pretty unhappy or, at least, not thrilled.

Jackie Hutter: [00:14:37] And I just have a quick follow up to what Juliana said. The question is, is your lawyer solving a problem or is this lawyer solving your problems? And a lot of lawyers like to solve problems and get their joy, get their pay for solving problems. But they may have very little to do with what your real problems are as a business.

Juliana Neelbauer: [00:15:02] That’s an excellent point. I think Jackie, by the way, I mean, giving her a shoutout, I love sharing this time with her because I refer a lot of clients to her, because I know that she’s not just going to solve a patent problem, but the client specific one. And that is a huge distinction, and so I’m a better lawyer to my client and they’re happier with me when I refer them to someone like Jackie. And I had the gumption to do that as well.

Jackie Hutter: [00:15:29] Right back at you. Right back at you.

Mike Blake: [00:15:31] So, Juliana, you mentioned something in passing, I actually think it warrants a little bit of expansion. So, if you don’t mind, I’d like to pause a bit on that. And I’d love Jackie to comment as well. You talked about a scenario under which maybe an attorney is brought into the team for an initial task. And then, that task develops into a relationship. And, therefore, the spectrum of problems that the attorney is going to address will become broader and the relationship will become deeper.

Mike Blake: [00:16:06] And it strikes me that maybe that is perhaps an example of best practices of how to hire an attorney, to try to figure out a model of, instead of just sort of like a mail order bride kind of thing where you’re getting married sight unseen, can you have a date or two to see if you actually like each other before you really kind of dive in and commit to a massive relationship? Does that make any sense?

Juliana Neelbauer: [00:16:35] It does. And that is almost always the way it starts. Maybe two clients, three, who come to me and said, “You’re going to be our outside general counsel immediately and you’re going to handle everything.” It’s usually a discrete project. Now, the reason why I think that is, is partly fee fear. And that’s a whole another reason, which is the 800 pound gorilla in the room for why people are unhappy with their lawyers. And we definitely need to talk about that some more.

Juliana Neelbauer: [00:17:04] And I think in those cases where it was the case, it was because also critically, I was referred. Or in effect, they knew my work quality, and my work product was going to be good, and they had their expectations set as far as how that would be delivered from another attorney or another professional who could speak to that. Or they actually observed my work product because they saw me in action in a different context, either through mentoring at university or teaching at a university, collaborating with someone else’s project where I wasn’t their counsel and then they wanted me as their counsel.

Juliana Neelbauer: [00:17:38] And so, again, when we live in this world where it’s very difficult to evaluate lawyers or even just assemble the collection of those who are available in a specialty so that you can begin to search them properly, I think it’s really important that you look for folks who you can observe their skill, their expectation of how they want to work, how you want to work with them, and their working style. You know, how they deliver work and how they communicate ahead of time, if possible.

Juliana Neelbauer: [00:18:10] And I know most of the time you have an urgent fire and now we’ve actually got to hire a lawyer. And so, there’s a rush and you don’t have that. And so, in that case, even more, I would say if it’s an attorney who is referred by another attorney, that’s a very good sign, in my opinion.

Jackie Hutter: [00:18:26] What I’d like to say is, it’s just as important for me to love my clients. And I had spent a lot of time, and I’ve actually worked very hard at making sure that the folks who are going to work with me, it’s going to be a good fit. Because if it’s not a good fit, they’re not going to be happy and I’m not going to be happy.

Jackie Hutter: [00:18:46] So, I’ve created an intake system where I get to know people. I make sure that they’re the right people for my practice because I have a very bespoke, different type of practice. But the reason I learn that is through, you know, real, not very comfortable experiences. I woke up as an equity partner in a law firm where I was being paid hundreds of dollars an hour and more money than I’ve ever made in more than 15 years ago when I left that position.

Jackie Hutter: [00:19:18] And I woke up one day and I said, “I have nothing in common with my clients. We don’t really click. And yet they were paying me ridiculous amounts of money, and neither of us liked each other.” And that’s no shade on them, that’s no shade on me, but it was not a good fit from that standpoint. And, yet, because I was working at a law firm with massive overhead, associates reporting to me, all the stuff that goes along with that, my business model did not allow me to say, “You know what? You need to go somewhere else because this is not a good fit.” And that creates unhappy clients, unhappy lawyers, and it becomes a cycle that’s really, really difficult to extricate yourself from.

Mike Blake: [00:20:08] So, I want to stick on that point, too, because I think that’s really important. I don’t know if it’s right or wrong, but I can say as a matter of my practice, I do make clients in a way sell themselves to me. I make them jump through hoops to make sure that I think it’s a good fit. It’s sort of a life’s too short thing. And I also don’t want to have a bad outcome because there’s just a bad fit. I don’t want that on my record basically, right? And I suspect that both of you do the same thing in some fashion or another.

Mike Blake: [00:20:41] And to somebody listening now, going back to the topic how do you choose a lawyer, is it a red flag if I’m a client and I call an attorney up and I say, “Hey, I need this done. They say, “Ok, I’ll send over an engagement letter.” No conversation. No hoops to jump through. No prequalification. Not even any hint of a client acceptance process if you’re a larger firm. Is that in itself a red flag? Like, “Geez, really?”

Juliana Neelbauer: [00:21:10] Yeah, 100 percent. Like, I’m going to go back and say it again because I think it’s worth repeating, you know, it’s like hiring a co-founder. It’s like hiring another C-suite operator of your company. And so, to Jackie’s point, yeah, you got to get along. And in her case, love her clients, which is why I love referring mine to her. But, also, you’re going to be in the trenches.

Juliana Neelbauer: [00:21:33] By the way, my clients and I joke that when they hire me, they expect me not only to live a long time, but to outlive them, because they don’t want to have to go find another lawyer if I die before them. So, I’ve got to be a lawyer forever and I’ve got to do it longer than they’re going to be alive. And so, you know, as a result, like this is a long term relationship.

Juliana Neelbauer: [00:21:53] I have many clients now that has exits from companies. Some had companies that didn’t work out. And I will stick with those founders in different contexts for years and years and years. And so, is that worth an extra hour, an extra 30 minutes of discussion upfront? I think so. I don’t know about you. I wouldn’t want to get married to somebody – going back to your analogy, Mike – that I hadn’t had at least a 30 minute worthy conversation. When you don’t do that, both sides are treating this like a purely transactional relationship. And that is the fiction. This is a deep relationship over time.

Jackie Hutter: [00:22:32] So, to Juliana’s point, I tell clients and any potential new client, that contacts me, I make sure that in our initial call, I say, “You know what? You’re not going to hear this from any other lawyer I know.” Maybe Julianna, because I have done an intake with her. I say, “I will always tell you the truth, even though you don’t want to hear the truth. And I will always treat your money like it’s my money. And if that’s not, if that’s not something you want, if you want somebody to say yes to you all the time, somebody who makes you comfortable -” which is, effectively, what I was required to do when I was an equity partner at a law firm, I couldn’t make my clients uncomfortable because – oh, my gosh – if they’re uncomfortable, if I cause them any kind of like, “I think maybe we should try something different,” they might go down the street to another expensive law firm.

Jackie Hutter: [00:23:23] Because in actuality, there was really no competitive differentiation between what I was doing and any number of expensive law firms that also existed in the city – I have a federal practice. I’m a patent lawyer – but throughout the country.

Mike Blake: [00:23:39] So, let me change gears here. If you look at most law firm websites and the bios, this is changing a little bit, I think, to be fair. But it hasn’t changed enough, in my view. An attorney’s academic credentials are very much front and center. And I’d like to get both of your viewpoints, how important should the brand name of the school – you never know if that person graduated top or bottom of their class – how much should the name of the school matter in terms of selecting who an attorney is going to be?

Jackie Hutter: [00:24:17] You’re asking somebody who went to a fourth tier law school in another city that had the same name of a law school here in Atlanta that wasn’t accredited. My resume went into the circular file of every law firm that I applied to. And I was at the top of my class. I had all kinds of rewards or whatever. And bottom line is, I went to a really good school for where I lived in Chicago, but nobody knew it outside.

Jackie Hutter: [00:24:46] And I was fortunate enough to get brought in to a very prestigious law firm, working with a very prestigious lawyer/litigator at the time. And everything is history in that regard. But I can say that some of the least talented lawyers I have ever worked with and worked directly with went to some of the best law schools, unquestionably.

Jackie Hutter: [00:25:09] But how do you know that from the outside? At the end of the day, where you went school, often, is an infinity game. At least there’s some perspective. There’s some assumption that somebody else has done the filtering. And you have to worry about fewer things. But that requires you to have absolute confidence that the filtering was done correctly. And that’s irrational, if you ask me.

Juliana Neelbauer: [00:25:38] Thank you for saying that, Jackie. A hundred percent. Well, it’s a filter. But is that filter relevant to why you’re hiring the attorney? So, I went to, I’ll say, an upper mid-tier law school, University of Maryland School of Law. And I went to an Ivy League undergrad. And neither of those degrees are framed on my wall in my office because that’s how much I think they matter to my practice of law, by the way.

Juliana Neelbauer: [00:26:05] But I do agree that they do create an efficiency and a filter for those who need to quickly sort through a thousand lawyers. And it matters too. And why would that matter? If you are in the middle of a high stakes, a federal appeal, and the people who are going to determine the outcome of your issue, your problem, are people who care about that, it could be a useful tool to consider putting in the quiver or a useful arrow to put in the quiver to have an attorney who’s got a storied degree or background.

Juliana Neelbauer: [00:26:43] If you need someone to write your IP commercialization agreement for a specific type of software, I think a much better filter is whether that person understands that software or software in general, or commercialization of software in the world or commercialization at all in the jurisdictions where you’re looking at, or if they’ve ever had to think about the commercialization of a patent, in Jackie’s case, and how that actually plays into your business plan.

Juliana Neelbauer: [00:27:11] And so, I think it is perfectly relevant and reasonable if you’re looking to use the appellate system to change the law for your industry to try to get somebody who’s got the credentials that a federal judge would appreciate, who’s going to help adjudicate and determine the outcome of your appeal. But in most other cases, I think industry experience, I think the ability to mesh with you and your perspective as far as how legal services are going to be prioritized and delivered communicates well with you, has good rapport, and has just the raw skill to do the work is much more important.

Jackie Hutter: [00:27:49] And I would say from the standpoint of the business, you know, an entrepreneur that needs real world guidance in a way that somebody who’s a large corporation may not need that kind of guidance, you’re much more likely to find somebody with real world experience that went to a “lower tier law school” than went to one of the Ivies that may have had a job before, may have gone to school at night.

Jackie Hutter: [00:28:16] Because you’re not going to get somebody who went to GSU versus here in Atlanta if somebody went to Georgia State at night versus somebody who went to Emory. And you want them to to give you practical advice. And the reason why they went to GSU, Georgia State, at night was because they were working in a laboratory during the day to feed their family. In the patent world, that’s a big deal. Somebody who has actually got practical science experience so their law degree isn’t as “premier” as going to Emory. But the reasons they went to the lower tier school or indicative of their expertise as you need in context.

Mike Blake: [00:28:54] So, Juliana alluded to an image which I want to touch upon – so it’s great you’re basically doing my job for me – and that is starting off with a list of a thousand lawyers. And one way one might get a list of a thousand lawyers might be to look at the Martindale-Hubbell website ratings, that sort of thing. And I assume that’s still a thing. I actually didn’t look for this podcast, but I suspect it’s still out there. So, from people or industry insiders, definitionally industry insiders, how useful are those?

Juliana Neelbauer: [00:29:34] How many referrals have you gotten from those kind of sources, Jackie?

Jackie Hutter: [00:29:37] I don’t. A lot of them are business models of the folks that do the books. I was a Super Lawyer one year. I had no clue why I was named a Super Lawyer. But they sent me a solicitation, “Send us X number of dollars so you can have your pretty picture in the magazine that comes out every year.”

Mike Blake: [00:30:03] So, I want to come back to that.

Jackie Hutter: [00:30:06] There’s some criteria for reaching that point. But I actually don’t know what it is. Now, on my top IP global IP strategies or whatever, they do solicit an advertisement for me every year for several thousand dollars. I have never advertised and that has not affected my ability to be named every year. So, you know, it’s kind of a black box as far as I understand.

Juliana Neelbauer: [00:30:35] I would say I have the same experience. I mean, maybe I get like a spam email here, and I’m not sure if it’s a spam email with a referral from some of these places. But, honestly, that is not any part of my marketing or my business development pipeline at all. And so, if I was out in the world trying to find a lawyer – that’s either the Jackie or the Julianna or someone similar who I felt like would be a good fit – and I could bet they were quality, I think it’s kind of logical to go to your industry events. You could go to the legal committee or related industry events, but those are kind of adjacent. Those tend to be both people who care a lot about effecting legal protocol for your industry or are marketing themselves to other lawyers.

Juliana Neelbauer: [00:31:26] But if you go to the actual industry events or blogs and see which lawyers are actually engaged with your industry, and are present in it, and interacting with it, and accepted and embraced by it, I think you can get your hundred person list or even a five person list, and that five person list is going to probably be a lot more representative of who is doing the real work related to what you need done than the opposite.

Juliana Neelbauer: [00:31:52] I mean, if you just go to a podcast digest and put in patent law Georgia, Jackie Hutter’s podcast is going to come up and you’ll be able to listen to her work product, in effect, by listening to her talk about the specific issues that you care about. I think it’s a much better way to create a list.

Jackie Hutter: [00:32:12] And the neighborhood list serve, like so many of us have these days. And people ask, “I need an estate lawyer. Who would you hire?” I’m pretty sure that when I, as somebody who the neighbors know, is a senior lawyer says, “Yeah. I have used this person. And even though I’m not an estate lawyer, I like what they do.” I know nothing about estates and trust law, but I know somebody who’s handling my stuff, my things that are important to me, and I feel they’re doing a good job. The likelihood that they’re going to also do a good job for you is probably better. Not always the case, but I at least know who I would and wouldn’t recommend.

Jackie Hutter: [00:32:54] Because when I recommend somebody, my reputation is on the line. I consider my reputation to be on the line. Even though I don’t make any money from that but, still, people rely on me for my expertise, and it’s meaningful to me. So, I would ask people who are in the business who have gone farther along than you, and maybe had an exit or maybe had a situation, and they were happy with the result.

Jackie Hutter: [00:33:21] And, you know, Mike, you always like to say, what business result are you seeking to obtain from whatever decision you’re making? And so, look around for other people who have been through the entire process and see what their result was and whether or not they were happy with that.

Juliana Neelbauer: [00:33:40] Can we highlight that, what Jackie just said in particular. The part about it’s her reputation on the line, Mike, you said the same thing about taking in a client and that you want it to be a good relationship because, quite frankly, it’s going to hurt your reputation if it goes sideways. This is so important.

Juliana Neelbauer: [00:33:58] It’s not just, you know, reinforcing existing networks or cronyism to talk to other lawyers, or your accountants, or your wealth managers, or your community entity, or industry group leaders about who they like because they have that real world experience. And it’s their reputation on the line if they refer you to somebody who you’re going have a bad experience with.

Juliana Neelbauer: [00:34:21] And oh, by the way, for Jackie and I under certain jurisdiction interpretations of our ethical rules under the bar, when we refer someone to another service provider, particularly another lawyer, in some cases we can be liable for malpractice performed by that secondary attorney. Now, not in all cases, but in some cases you can. So, there’s that thin risk added on top of our reputational concern that all lawyers feel every time we make a referral to any other third party service provider for our clients. And I don’t know about you, I take that very seriously because you can’t control that other person’s actions. So, you’ve got to know from experience they’re going to do a good job.

Jackie Hutter: [00:35:03] I’m always very careful also telling somebody how I know somebody. I have worked with this person or they have actual knowledge of the work they’ve done or I met them and they seem like they know how to do it. But I’m not going to necessarily push into any real degree of knowledge about whether I know that they’re trustworthy or not.

Jackie Hutter: [00:35:27] And maybe that comes from the fact where I grew up. I’m from Miami, back in the bad old days, and everybody wanted to steal your money. So, what it was or do something else that was not good because, you know, it’s Miami watch Miami Vice, it’s actually worse in Miami Vice. It wasn’t as pretty. But in any event, you created your own networks and those weren’t who you went to church with or who you went to school with or anything, because you couldn’t trust anybody in an environment like that unless you really knew them.

Jackie Hutter: [00:36:01] And so, we created these very diverse networks of people, and the focal point of creating those networks was the canoe that they were trustworthy. And the reason they were part of your network is because they had been vetted by somebody else you trusted. And I treat every referral I have today like that. And I cannot attest to that. I’m absolutely honest and straightforward about that.

Mike Blake: [00:36:30] So, you touched on something that I need to make sure that I cover today. A big negligence for me as a podcaster if I don’t. And I’m probably going to put you ladies in the hot seat, but I know you can handle it. What is a Georgia Super Lawyer? What does that mean? If I’m a client and I see that somebody is a Georgia Super Lawyer or Super Lawyer someplace in their bio, and they shout it out on LinkedIn, I mean, does that say, “Man, I got to hire that person.” Do I have a cape?

Jackie Hutter: [00:37:03] This is a much funnier question than it was a year ago, because there’s now a guy who’s got a set of billboards – have you seen these, Juliana? At least they’re up on 85 on my way. Next time you’re going to go down the highway from your house, look at this. I’m sorry, we’re going sideways.

Jackie Hutter: [00:37:21] There’s a bunch of billboards by a lawyer who says he is the superlawyer.com, which is not a Super Lawyer, TM. Because a Super Lawyer is a trademark of the company. So, this guy, it’s like, how could he be the superlawyer.com but he’s not a Super Lawyer, TM. So, that’s indicative of the fact, it’s like, “You don’t know. I don’t know. Who knows?” It sounds like a trademark infringement suit to me.

Jackie Hutter: [00:37:56] But bottom line is, like I had alluded to before, I was a Super Lawyer. I have lots of friends who are Super Lawyers. You know, there’s some filtering mechanism that they get you. Juliana, you have more information on that.

Juliana Neelbauer: [00:38:12] Yeah. So, our firm looked into it, because there was, actually, a women’s law group said, “We should make sure that the women and the folks who are represented through the diversity committee are also participating in whatever it needs to be done to ensure that they can be nominated, if their own networks are not deep enough to nominate them.” And so, we looked into it.

Juliana Neelbauer: [00:38:34] And for Super Lawyers, unlike some others, you do have to create an account to nominate somebody so that you can get into their marketing pipeline as a lawyer. And it is only other lawyers nominate lawyers. You have to have multiple other lawyers nominate you and they can’t be from your firm. Maybe one or two, but you can’t. And as a nominator, you can’t just nominate everyone in your firm. For every person that you want to nominate in your firm, you have to nominate either one or two or two or three other lawyers.

Juliana Neelbauer: [00:39:04] And so, what is your motivation? I mean, there isn’t a lot of disincentive, again, to not just nominate a bunch of other people. Except for the fact that, again, if you do so, you’re on the record in some level and potentially there’s some liability there. But since this is through a pipeline and it’s not directly referring to a client, that’s less of a risk. I would say, there are some where it definitely feels much more pay to play.

Juliana Neelbauer: [00:39:28] Super Lawyers does, in fact, have a process where a certain number of other lawyers, more than two, have to nominate you and they can’t be from your firm. So, there’s less of an incentive to just nominate your own team. And so, that is not a perfect filter. It’s better. It is a filter, I think. I think it has some value.

Juliana Neelbauer: [00:39:50] Because, again, I just have a feeling from my experience that our jobs are hard. It’s very easy to make mistakes in the job that requires as a baseline you can perfect. Because think about it, if we aren’t perfect, that could lead to very bad outcomes for our client. And so, almost every lawyer could wince about thinking about moments in life and in practice where they haven’t been perfect. And often that happens in the context of performing in front of another lawyer who observed you being imperfect.

Juliana Neelbauer: [00:40:24] And so, to get another lawyer to want to say, “Yeah, this person is super” – and, oh, by the way, lawyers are very competitive – I think actually there’s some value to that. But beyond that, I think to my point, it is not a deep filter. It is a filter.

Jackie Hutter: [00:40:45] So, I don’t have a marketing budget and I haven’t been nominated for being a Super Lawyer since I was in a law firm. And the referrals that I get, typically, are from my own clients who are happy with what I do. So, presumably they think I’m a Super Lawyer, but it’s not in the context of some magazine that gets floated and it becomes marketing collateral that’s distributed, you know, in all kinds of press releases and stuff every year.

Jackie Hutter: [00:41:15] But more power to anybody whose name is Super Lawyer. Like, I have dear friends who were Super Lawyers. No shade on them. But if I was choosing a lawyer, you know, it wouldn’t be because they were a Super Lawyer.

Juliana Neelbauer: [00:41:26] That might be a great filter question when you’re interviewing a lawyer going to some of how do we workshop, your real question here, Mike. One of the questions that you could ask is, what percentage of your existing clients are referrals from your other clients?

Jackie Hutter: [00:41:42] That’s a good question.

Juliana Neelbauer: [00:41:43] And just even if they’re a young lawyer and they just haven’t had enough time to have it be that high of a percentage, it would be very informative for me as a potential client to hear that answer and how they address it.

Mike Blake: [00:41:54] I think that’s a fair question that probably has different degrees of relevance depending on what area of law. It’s probably okay if you’re seeking a personal injury attorney, it may be okay that you saw them on the side of a bus, because just the nature of that business or DUI kind of thing. I know that’s not your world. But you’re right, it does sound to me intuitive that a very fair question to ask is, where do most of your referrals come from?

Jackie Hutter: [00:42:25] So, Mike, you brought up the bus side, and this is something that’s very passionate about this. And I tend to drop a lot of criticisms to my fellow attorneys at times as you think you know. And this is not just buses, this is not just billboards, but this is any swag that you get. If your potential lawyer takes you to lunch, and gives you some swag, and takes you to baseball games or whatever, and you’re not a real client who’s delivering revenue to them now, recognize those billboards don’t pay for themselves. That swag doesn’t pay for themselves.

Jackie Hutter: [00:43:04] So, it’s a loss leader for them where they’re going to get that money back somehow, whether they’re going to beat it out of your hide or out of every client’s collective hide. But from my perspective, any time I see a law firm that is spending huge budgets on marketing in a way that does not result in substantive content for a client that lets them learn something to drive better decisions, that’s like a television commercial watching a primetime TV show.

Mike Blake: [00:43:43] Is it fair for a client to ask an attorney for specific references? Somebody that they could call and ask a client or previous client how happy they were with their work?

Jackie Hutter: [00:43:53] Absolutely. And a couple of years ago, there’s a very famous attorney – of course, I won’t say their name – who was a contact of mine. And asked that attorney for referrals, they were in the startup world and wanted to see whether they were a good patent expert, because they’re in all the startup shows. They’re everywhere. So, you know, it’s like you would think this would be the person that you would hire to do your startup patent work for you, very senior person in town.

Jackie Hutter: [00:44:22] And this patent person told my contact that it would be impossible to give the names of other clients that they had worked for because that would be a violation of attorney-client privilege. And I had never heard anything like that before. And I said, “Well, if they don’t want to introduce you to their existing clients and to satisfy clients, you, by then, can take a negative inference on that and assume that there are none.”

Mike Blake: [00:44:51] [Inaudible].

Juliana Neelbauer: [00:44:52] Oh, okay. Okay. Okay. I’m going to weigh in on that. So, I agree with everything Jackie said up to the very last inference there being such a broad brush. There are certain types of practice areas where the client that might be related to what you’re doing, in fact, might be needing some confidentiality because there’s an active litigation matter. And just the fact that they’ve hired this attorney, this fancy, well-known attorney could be very bad for their business

Jackie Hutter: [00:45:18] But in the patent world, your name is public record on the pad.

Juliana Neelbauer: [00:45:24] Yeah. So, I just don’t want that to be painted across all law. But not every single client, if they only have three clients or four in your industry, and they’re all new, and it’s a litigation attorney and a litigator, and so you need a reference. They should be able to give you some client reference or multiple, even if they can’t give you one that might be directly related your industry right now. And then, also, it’s information. You now know breaking into your industry is a more recent experience for that attorney because they aren’t currently in active litigation right now. And that usually means they’ve only had that kind of client for the last two-and-a-half years max. So, there are other attorneys that might have more experience in your industry. Maybe you should look around.

Mike Blake: [00:46:16] We are talking with Jackie Hutter and Julianna Neelbauer. And the topic is, How do I choose a lawyer? In the financial world, there’s often public record when people sort of have marks against them, whether it’s an official censure by an accrediting organization or a complaint filed with a regulatory agency. Is there anything similar that pertains to the legal profession where I could do my own background check and see if there have been any complaints filed, say, with the Bar Association or if there’s been a censure or anything just to at least do that that basic level of due diligence?

Juliana Neelbauer: [00:47:00] Yes. In fact, unlike other industries, there’s at least three places that you can search to see if your attorney has been subject to an unhappy client outcome. One of them is the the court system itself, where they can file a malpractice claim against the attorney. Another one is a grievance proceeding with the bar association. And if you’re not sure how to search for that, you can even call the bar association and they have clerks that will help you look that up. That’s a second resource for that.

Juliana Neelbauer: [00:47:28] And the bar one for the grievance is nice, because even if it doesn’t rise to a level where the client can afford to file a claim in court against their attorney, or it doesn’t rise level where they could show damages easily where they could file a claim in court, if they still have a legitimate ethical grievance with their attorney, they can file a grievance with the Bar Association.

Juliana Neelbauer: [00:47:48] And then, third is the Better Business Bureau. I mean, again, this is where I come back to, you know, we are vendors, we’re partners in your business, but we are running our own operations here. And so, you could certainly have consumers file unhappiness-es with the Better Business Bureau too. And Jackie are there others?

Jackie Hutter: [00:48:10] Yeah. But while practically speaking, however – and I have recent experience on this – we had an outside counsel for two of my clients. One was an entrepreneur, a small business. And another one is a fairly large company, well-known company. And outside counsel was doing work for us under my management. And who knows? Maybe he has a health issue, maybe he has a drinking problem, who knows? Because for a lot of lawyers, especially when you have time dependent things like litigation or you have dates, you expect your lawyer to report stuff to you and to give you the information, and, of course, respond, but also respond in a timely manner.

Jackie Hutter: [00:48:53] And in this case, we found out because no news was not good news in this case. And what ended up happening is, there was a clear pattern in retrospect that this lawyer was not maintaining ethical standards. Yeah, it was likely malpractice. But for both of these clients, the decision was just like, “Let’s just find somebody else and move on and mitigate the damage here.” Because I was managing things, we found that before there was real damage.

Jackie Hutter: [00:49:25] But what the effect was just, basically, let this guy off because he did things. It didn’t make sense for us to make a complaint, you know, because there really was no damage because we were able to stop that damage. But this guy is just going to go ahead and continue to whatever other health problem he has or drinking problem or whatever, whatever reason he’s not maintaining ethical standards.

Jackie Hutter: [00:49:51] And is he the equivalent of letting somebody drive a car without all his faculties? Maybe. But he’s not going to hit my client. He’s not going to hit me anymore. It’s an awful thing. But what do you do? And so, relatively speaking, just like with medical malpractice, there’s very few complaints made where there should be.

Juliana Neelbauer: [00:50:13] Although there are kind of legal industry gossip sources, too, that you could go to. Some of them are not very journalistic at all and potentially are defamatory. Others are, maybe, a little bit more balanced like Above the Law. Which, by the way, if you search for Jackie on Above the Law, all you’ll find is positive stuff about her.

Jackie Hutter: [00:50:40] Wait. Am I on Above the Law at all? I didn’t know I’m in Above the Law.

Juliana Neelbauer: [00:50:42] You are. You’re an IP Dealmaker listed on there in an article for winning an award as an IP dealmaker at the IP Dealmakers Forum.

Jackie Hutter: [00:50:51] That was a trivia contest.

Juliana Neelbauer: [00:50:54] Yeah. But you still get a plug. You get a plug on there. So, if you want to kind of see what might not have been filed, but it’s sort of like gossip – and it’s usually about a firm, not necessarily a specific attorney, unless a specific attorney does something very untoward – that is another source you could go to.

Juliana Neelbauer: [00:51:13] And Law 360 covers the industry, but it is more, I would say, always positive generally and not necessarily so much gossip. But it’s sort of like, again, dating and hiring anybody in your C-suite. It’s not always easy to know unless, again, you had this referred to you by one or more people in the field or people in your industry. And this is why I go back to, like, watch this person in action as much as you can, hear them in action, read them in action as much as you can.

Mike Blake: [00:51:45] We’re running overtime here, but if you can bear with me, I have a couple more questions I’d love to get through because I think they’re important. And one of them is, how would you advise somebody who’s retaining counsel but there’s a disconnect between either the reputation or just the general feeling between an attorney and the firm for whom they work? It could be a situation, maybe you like the attorney, but maybe you don’t love the firm so much. Or maybe it’s the opposite. Maybe you don’t love the attorney, but the firm has a reputation of being the “BEST FIRM IN TOWN, TM.” Do you try to reconcile those things? Do you run screaming if those two things are not aligned, you just sort of shuffle the deck and start over? Do you prioritize one or the other? How do you address that mentally?

Juliana Neelbauer: [00:52:41] Again, this relationship is really between you and the attorney for the long term. In my experience, the firm can make that relationship more or less fun based upon administratively, like how easy they make it to work without attorney or difficult. If that attorney is not empowered, unfortunately by their colleagues that they might work for, to work directly with you, and their colleagues are going to insert themselves in your work, and you don’t like those colleagues, you, as a client, have a lot of power to request who you want to work with and make that demand. And say, “I only want to work with so-and-so,” or “Not that person.”

Juliana Neelbauer: [00:53:21] And I had a client whose business model was in ESG space, and she was a female founder who was helping to fund other female founders. So, shoutout to EnrichHER and Dr. Roshawnna Novellus for what she has done and her success. And I’ve had clients in that space who come to me like her or others who have said, “I really want all of the attorneys who work on my project to meet diversity standards of the Mansfield Requirements -” which is a diversity standard, “-to represent my company.” And so, in some cases, “I want only female attorneys” or “I only want people who represent that on my case.” And in some cases, you can have quite a bit of power to get that outcome if the firm is willing to accommodate that and if it’s a legal request for you to make.

Jackie Hutter: [00:54:09] And then, also, if you’ve been assigned an attorney that you just don’t feel is the right fit for you, and if you like the managing attorney, I have no qualms with telling my primary IP or outside LP counsel, “No. I don’t want that person working on my stuff.” Or, “I just did not feel that they really were passionate about,” “They didn’t get me,” that kind of stuff, that’s not happening anymore and we need to find somebody else.

Juliana Neelbauer: [00:54:39] And, in fact, the bar rules make it very difficult, if not impossible, for a firm to place a non-compete so that the attorney can’t work with a specific client. Because it is so important in our judicial system and our justice system for the client to have that choice of who is going to represent them. And so, to Jackie’s point, you have the right to ask for counsel that you request, and need, and want. And if you don’t feel like you’ve got good representation, you have the right to request representation that you want.

Mike Blake: [00:55:17] So, ladies, we’re sort of out of time, but I know we didn’t get to all the questions that I wanted to. And there are probably other questions that we cover, but maybe somebody, a listener, would like to go into more depth or, hey, maybe somebody who listen to this wants to hire one or both of you guys, can they contact you for more information? And if so, what’s the best way to do that?

Jackie Hutter: [00:55:43] Well, for me, I’m at jackiehutter@gmail. And I also have a podcast, Winning with Patents (and IP), that’s now entering its second season. And I write a lot on LinkedIn, so look for me on LinkedIn. And if I sound like somebody you think might be fun and create value for you to work with, I’d love to hear from you.

Juliana Neelbauer: [00:56:05] Similar to Jackie, I’m pretty prolific on LinkedIn. I’m on Instagram. I’m on Twitter. I’m getting off of most of the Facebook products and may wind down my Instagram presence soon. But for the time being, I’m cemented there. So, you certainly can reach out to me there, neelbauerj – that last name is so long. You certainly are welcome to look at the show notes to get that email address. But neelbauerj@deflaw, D-E-F-L-A-W, .com is my email address. And I’m certainly always interested to talk to new potential clients, especially those that have heard me or seen me speak or write. And so, you know, seeing that work product, if this feels like a good communication style, I’m very interested in speaking with you.

Mike Blake: [00:56:53] That’s going to wrap it up for today’s program. I’d like to thank Jackie Hutter and Juliana Neelbauer so much for sharing their expertise with us.

Mike Blake: [00:57:01] We’ll be exploring a new topic each week, so please tune in so that when you’re faced with your next business decision, you have clear vision when making it. If you enjoy these podcasts, please consider leaving a review with your favorite podcasts aggregator. It helps people find us that we can help them. If you like to engage with me on social media with my Chart of the Day and other content, I’m on LinkedIn as myself and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. Once again, this is Mike Blake. Our sponsor is Brady Ware and Company. And this has been the Decision Vision podcast.

 

Tagged With: attorneys, Brady Ware & Company, business attorney, choosing an attorney, Decision Vision podcast, Drew Eckl & Farnham, Jackie Hutter, Juliana Neelbauer, Lawyers, Mike Blake, The Hutter Group

Dental Associate Contracts

October 22, 2021 by John Ray

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Dental Law Radio
Dental Associate Contracts
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Dental Associate Contracts (Dental Law Radio, Episode 22)

What are some of the key provisions in effective dental associate contracts? What form of non-compete is permissible and defendable? If you’re fresh out of dental school or even a seasoned dentist working for a practice, what are some vital stipulations you should have in any contract to protect yourself in case you leave that practice? Stuart Oberman answers these questions and much more in this episode. Dental Law Radio is underwritten and presented by Oberman Law Firm and produced by the North Fulton studio of Business RadioX®.

 

TRANSCRIPT

Intro: [00:00:02] Broadcasting from the Business RadioX Studios in Atlanta, it’s time for Dental Law Radio. Dental Law Radio is brought to you by Oberman Law Firm, a leading dental-centric law firm serving dental clients on a local, regional, and national basis. Now, here’s your host, Stuart Oberman.

Stuart Oberman: [00:00:25] Hello everyone and welcome to Dental Law Radio. We’re going to talk about something so near and dear to our hearts if you own a dental practice or if you are a general dentist working for a practice, dental associate contracts. I think what we’re going to discuss today can really apply whether you are a student in dental school – which I personally have the great honor of speaking at, and it’s amazing what the process is in dental school to get to that finish line – and whether you’re a small practice, large practice, whether you’re scaling, whether you have ten practices, 20 practices, one practice. Conceptually, it’s going to be all the same.

Stuart Oberman: [00:01:12] There’s a couple of points that, really, we could spend a whole day on this, but we only have a little bit of time. So, I’m going to touch on some highlights, especially some new regulatory matters regarding independent contractor status. So, the first thing we want to take a look at, you know, when you’re coming into a practice, what is your status, you’re hiring or you’re going into a practice as an employee or even a contractor, or you an associate dentist. One thing you got to consider is the Internal Revenue Service. Are you an independent contractor or are you an employee?

Stuart Oberman: [00:01:44] Now, I believe on some previous podcast, we talked about some regulatory matters regarding independent contractors and how everyone, State and Federal, is cracking down on that. So, again, it’s a key because, if you’re coming in as an employee, your contract will be totally different than if you’re an associate – I mean – excuse me – if you are independent contractor. We’re getting into tax issues. We’re getting into 1099 issues. So, I think we need to take a strong look at data as to what the relationship is. We see contracts that are actually geared towards independent contractor, but yet the wording is all of the contracts as employee, which is a disaster if you are a practice owner.

Stuart Oberman: [00:02:25] So, now, I think, number two – we want to look at a couple of things. Again, I could talk probably an hour on each topic here, but we want to drill this down to very specifics. So, you’ve got to look at your schedule locations. What are the number of days are you going to work? What dental office are you going to work at? If you work for a large group or if you own some practices, where are your associates going to work at? And then, what’s the work schedule? Is it weekdays, weekends, emergency calls? Who’s going to handle, you know, after hours? Who’s going to work on Fridays? Where are those Saturday and Sunday appointments coming in?

Stuart Oberman: [00:03:01] I think all these things are critical because if it’s not explained fully what the expectation is, as far as date, time, and locations, then you run into some issues regarding non-competes.

Stuart Oberman: [00:03:16] Now, we’re going to get into the benefit issues a little bit as to malpractice insurance. One, are you covered under your employer’s coverage? Two, if you are an independent contractor, do you have your own coverage? And then, if you have your own coverage, is it going to cover the practice that you are working in? So, I would never touch a patient with less than a million dollars in coverage. Never.

Stuart Oberman: [00:03:43] What are your deductibles? One thing that comes into play is that, on the risk management side, we will have to put out patient fires. And the first thing I’ll ask our doctors is, what is your deductible? So, if you turn in a malpractice claim – which is a whole another topic – and your deductible is 5,000 but you can resolve a case for 3,000, get it resolved. Do not turn in a malpractice claim. And if you do get it resolved – for goodness sakes – get a release signed before you issue a check.

Stuart Oberman: [00:04:22] So, now, we will look at item number four, duties of an owner and associate, what are their responsibilities? It should be specifically lined out what your responsibility is, what the owner’s responsibility is, staff, billing, collections. Let me say this as far as billing goes, I don’t care whether you work for yourself, own a practice, or you work for a group, or you work for a doctor that owns one practice, you are responsible for your own billing. If billing is fraudulent, if billing is incorrect, if billing is grossly overstated, you have bought that problem. You cannot delegate that problem to a staff member that you work with.

Stuart Oberman: [00:05:08] Next, number five, I would say, would be compensation, which is all over the map. If you’re going to work for a group, you’re going to be around 30, 31 percent. If you’re going to work for an owner, depending on what it is, relationship, you’re going to be around 35 to 40 percent collections. There’s a growing trend to do away with production. We haven’t seen that number in a while.

Stuart Oberman: [00:05:33] Are you working at a flat fee? Do you have a basis? Do you have an upside? Are you looking at 35 percent or the greater of that base pay? So, on a reconciliation, we run into a lot of problems on the associates side, where the doctors who own the practice or group are not reconciling on a monthly basis. If your last days at the end of the month, that should be reconciled, probably within five days, I would say. Sometimes, it’s going 30, 60 days on a reconciliation and that is never good because you don’t know where your numbers are at. So, again, compensation is a huge issue. That’s a whole another day topic.

Stuart Oberman: [00:06:18] But going up to number six, these are items that we see a lot that are excluded. And these are essentially what are the business related expenses. Who’s paying for your license fees? Who’s paying for your associate memberships? Automobile expenses? Are you a 1099? Are you an employee? What’s the entertainment? You’re going to be expected to bring in business.

Stuart Oberman: [00:06:46] Even on the dental side, marketing never stops. I would say that entertainment can be, you know, events. It could be fundraisers, promotional expenses, continuing education. I will tell you that a simple seminar for a general practitioner is a lot different than it is for an oral surgeon who’s doing implants. I think you need to have a defined number as to who is going to pay for the expenses and for how much. Malpractice insurance, are you going to pay that? Health insurance, who is going to be responsible for that? Disability and life insurance?

Stuart Oberman: [00:07:30] These are all basic things that should be absolutely listed in your expense portion of your contract. Again, the more you put in your contract, the less speculation, and the less you will have to call me down the road.

Stuart Oberman: [00:07:48] Charts, a question we get was, “Well, you know, I was with Dr. Smith for ten years and I have an established patient base. I look forward to taking those with me when I leave.” You’re absolutely wrong. Your patients do not go with you when you leave. Your patients will stay with the practice. That is a practice ownership.

Stuart Oberman: [00:08:07] Now, the question is, what do you advertise when you leave? How much do you advertise when you leave? Are you able to advertise when you leave? And if so, does that affect your non-compete? Those are all valid questions. It depends on your agreement.

Stuart Oberman: [00:08:20] We’re going to jump into another section, but one area you want to make sure you have access to is, if a malpractice claim is filed or a board complaint is filed when you leave that practice, you must have stipulated in your contract that you have access to those records to defend the lawsuit and to defend the board complaint. Rule of thumb is you take no charts with you, take no information with you. You take nothing with you except your instruments.

Stuart Oberman: [00:08:53] Number eight, noncompete. I get this question all the time, is my noncompete enforceable as a general rule? Yes. General rule, yes. Now, there are some states where that is not true. You’ve got to look at your specifics on each state. So, the question is, well, what’s fair and reasonable? It’s got to be geographically non- restrictive. It’s got to be fair, reasonable. I will tell you there’s some locations where a 60 mile noncompete is extremely reasonable, where a five mile noncompete is not.

Stuart Oberman: [00:09:31] I know on our contracts that we draft as a firm, we try to push the limit, honestly. I want a noncompete this 10 or 15 miles from my doctor, my owners. Now, when I’m on the other side of the fence and I get an associate, I want a three to five mile radius. So then, you get a question of is it air miles or is it as the crow flies, as we say? Or is it by Google Maps? That is a huge difference because sometimes a practice that you’re looking to buy or you’re looking to move to is within two blocks of your restriction. So, you’ve got to specify, is it air miles as the crow flies or is it a Google Drive Maps. Critical.

Stuart Oberman: [00:10:17] So, again, you want to look at the specific time period. What’s your time period on the noncompete? What’s your geographic area? Is it fair and reasonable? Again, depending on your location, two years, ten miles, maybe unreasonable. Depending on the practice that you’re at, three years, 30 miles, 50 miles, 60 miles may very well be reasonable. We have some clients that, for a variety of reasons, their patient base is 60 miles. So, if they have associates come in, we’re going to draft a 60 mile noncompete radius. Critical, critical, critical.

Stuart Oberman: [00:10:52] Again, going forward, number nine, confidentiality and trade secrets. All information in a practice is deemed confidential. For those practice owners, I would urge you to have every employee that you employ, including all independent contractors, including staff members, including associates, including hygienists, everyone signs a nondisclosure agreement. Everyone signs a nondisclosure agreement.

Stuart Oberman: [00:11:27] Trade secrets, I will tell you the first thing that will leave will be your patient base data. That is all ownership interest in the practice. That information belongs to the practice owner. Work for hire. That’s a whole different world as far as trade secrets go.

Stuart Oberman: [00:11:50] So, let’s take a look at retreatment, number ten. There are some dentists that are better than others. There are some that are a disaster. If you hire a disaster, what are you going to do when that doctor leaves and you have retreatment, redo, after retreatment, after redo for years to follow? Who is responsible for that? For the most part, you’re going to take care of that patient and you’re going to absorb that cost. But that can be thousands and thousands and thousands of dollars later. This is one of the reasons in our Asset Purchase Agreements on the buyer side, we put down the owners responsible for what they do prior to the sale.

Stuart Oberman: [00:12:43] So, let’s take a look at number 11 – and we get this question a lot – associates right to buy in. It’s amazing to me that when we talk to our dental students that are getting their first job, they have not even discussed this matter with the owner. They’ve not even met the team members, the staff members, they have absolutely no idea what the culture is in that practice and they already want to be an owner. They already want to be a buy in partner within a year.

Stuart Oberman: [00:13:19] My strong recommendation is that there is absolutely no discussion whatsoever upfront regarding a buy in. Unless that is a relationship that you’ve known that doctor for years, you have filled in every now and then. But there is nothing worse that will kill a good rollover relationship before you even step one foot into the practice or before you have one hand in someone’s mouth is ownership. If it is a good fit, it will take its course naturally. A lot of our associates are misled, “Well, you know, we’ll have you buy in for a couple of years.” That never happens, unfortunately.

Stuart Oberman: [00:14:06] So, I think you’ve got to gauge the relationship. Now, there’s nothing wrong in there of putting in a contract that you have the first right refusal should the doctor sell the practice. But I think is it a gross mistake to get in there and say, “I want in my contract valuations, buy in options. I want to know what your EBITDA is. I want to know what your numbers are. And I want to buy it within a year and here is the price.” I would throw that out the window and not worry about that.

Stuart Oberman: [00:14:35] So, you know, again, this is a very, very short segment on associate contracts. There are times, you know, we could speak on this for hours at a time. But I think if you look at what we’ve discussed in, you know, these 11 topics, I feel certain that you will take a look at your contract.

Stuart Oberman: [00:14:53] And let me say this about a contract, so do not get contracts off the internet. Do not use what your buddy did. Do not use what your brother-in-law did with his associates. It is ever evolving. Employment laws change. Circumstances change. An interesting part on our side, as a firm, we had dental clients probably in about 30 states or so. And we happen to see different trends, different things coming east, coming west, going north, going south. So, things change, wording changes, relationships change, laws change.

Stuart Oberman: [00:15:32] So, we see contracts that are used over and over and over for five to ten years. And those are absolutely a recipe for disaster, as I often say. So, do not go on the internet, do not download one, do not cut and paste one, because it is so different for each practice.

Stuart Oberman: [00:15:53] That is going to conclude our segment on dental associate contracts. And if you have any questions, any concerns, please feel free to give us a call, 770-886-2400, Oberman Law Firm. And if you want to email me, please feel free to email me, stuart, S-T-U-A-R-T, @obermanlaw.com. Thank you for joining our segment. And we’ll have much more to follow in future podcasts. Have a great day.

 

About Dental Law Radio

Hosted by Stuart Oberman, a nationally recognized authority in dental law, Dental Law Radio covers legal, business, and other operating issues and topics of vital concern to dentists and dental practice owners. The show is produced by the North Fulton studio of Business RadioX® and can be found on all the major podcast apps. The complete show archive is here.

Stuart Oberman, Oberman Law Firm

Oberman Law Firm
Stuart Oberman, host of “Dental Law Radio”

Stuart Oberman is the founder and President of Oberman Law Firm. Mr. Oberman graduated from Urbana University and received his law degree from John Marshall Law School. Mr. Oberman has been practicing law for over 25 years, and before going into private practice, Mr. Oberman was in-house counsel for a Fortune 500 Company. Mr. Oberman is widely regarded as the go-to attorney in the area of Dental Law, which includes DSO formation, corporate business structures, mergers and acquisitions, regulatory compliance, advertising regulations, HIPAA, Compliance, and employment law regulations that affect dental practices.

In addition, Mr. Oberman’s expertise in the health care industry includes advising clients in the complex regulatory landscape as it relates to telehealth and telemedicine, including compliance of corporate structures, third-party reimbursement, contract negotiations, technology, health care fraud and abuse law (Anti-Kickback Statute and the State Law), professional liability risk management, federal and state regulations.

As the long-term care industry evolves, Mr. Oberman has the knowledge and experience to guide clients in the long-term care sector with respect to corporate and regulatory matters, assisted living facilities, continuing care retirement communities (CCRCs). In addition, Mr. Oberman’s practice also focuses on health care facility acquisitions and other changes of ownership, as well as related licensure and Medicare/Medicaid certification matters, CCRC registrations, long-term care/skilled nursing facility management, operating agreements, assisted living licensure matters, and health care joint ventures.

In addition to his expertise in the health care industry, Mr. Oberman has a nationwide practice that focuses on all facets of contractual disputes, including corporate governance, fiduciary duty, trade secrets, unfair competition, covenants not to compete, trademark and copyright infringement, fraud, and deceptive trade practices, and other business-related matters. Mr. Oberman also represents clients throughout the United States in a wide range of practice areas, including mergers & acquisitions, partnership agreements, commercial real estate, entity formation, employment law, commercial leasing, intellectual property, and HIPAA/OSHA compliance.

Mr. Oberman is a national lecturer and has published articles in the U.S. and Canada.

LinkedIn

Oberman Law Firm

Oberman Law Firm has a long history of civic service, noted national, regional, and local clients, and stands among the Southeast’s eminent and fast-growing full-service law firms. Oberman Law Firm’s areas of practice include Business Planning, Commercial & Technology Transactions, Corporate, Employment & Labor, Estate Planning, Health Care, Intellectual Property, Litigation, Privacy & Data Security, and Real Estate.

By meeting their client’s goals and becoming a trusted partner and advocate for our clients, their attorneys are recognized as legal go-getters who provide value-added service. Their attorneys understand that in a rapidly changing legal market, clients have new expectations, constantly evolving choices, and operate in an environment of heightened reputational and commercial risk.

Oberman Law Firm’s strength is its ability to solve complex legal problems by collaborating across borders and practice areas.

Connect with Oberman Law Firm:

Company website | LinkedIn | Twitter

Tagged With: Dental Associate Contracts, Dental Law Radio, non-compete agreement, Oberman Law Firm, Stuart Oberman

Kendrick Jones from Summit Funding Advisors and Tamara Lewis from Pink Pearl Hero

October 20, 2021 by Kelly Payton

Cherokee Business Radio
Cherokee Business Radio
Kendrick Jones from Summit Funding Advisors and Tamara Lewis from Pink Pearl Hero
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This Episode was brought to you by

The Innovation SpotAlma Coffee

 

Kendrick JonesKendrick Jones, Mortgage Lender with Summit Funding Advisors

Kendrick has lived in Cobb county her whole life (currently barely live in Cobb – just across the county line!), and she’s always loved Cherokee County and Woodstock. Kendrick had originally planned to teach economics as a career, but in graduate school realized she wanted to be face to face helping people’s personal economics! She has now been in the mortgage industry since 2017, and takes her love for learning and teaching to smoothly transition her clients through the loan process, with as much guidance as they seek.

Summit Funding AdvisorsConnect with Kendrick on LinkedIn and Facebook

 

 

 

Tammy LewisTamara Lewis, VP of Pink Pearl Hero

Tamara (Tammy) Lewis, MPH Regional Vice President, Primerica Pink Pearl Hero, Non Profit Founder, CEO of 1DopePlanner Tammy (Brown) Lewis, hails from the mighty “ Show Me State” of St. Louis, MO! This wife and a mother of two beautiful girls, visions herself as a “Servant Leader” to her community in any work-capacity that she has been in.

Tammy started her career as a Health Educator, carrying on various roles in the community sector, research and development, as well as the corporate setting, in pharmaceuticals. Her pharmaceutical roles have varied from Sales Representative, Regional Field Trainer and District Business Manager. She has a total of twelve (12) years experience in pharmaceuticals from Pfizer Pharmaceuticals and Novo Nordisk combined.  In the most recent years, Tammy took a 360 career change from corporate America and jumped into the world of finance and entrepreneurship as a Regional Vice President, in Primerica. Her focus is to help people get on “The Right Side of Wealth” and put a financial game plan in place to help people succeed at the money game.

A life changing diagnosis of breast cancer, has birthed two new passions. She is the the Founder of Pink Pearl Hero Non Profit that focuses on Self Awareness Self Love, and Self Care for all women while advocating for breast cancer awareness and women’s empowerment. Due to limitations during her breast cancer journey she create a digital planner, 1dopeplanner that integrates digital and paper planning in one platform that allows people to be more productive. With a continuous focus on community service, she is also a member of Delta Sigma Theta Sorority, Inc. and Girl Scouts of America.

Pink Pearl HeroConnect with Tammy on LinkedIn and Facebook

 

 

 

This transcript is machine transcribed by Sonix

 

TRANSCRIPT

Speaker1: [00:00:07] Broadcasting live from the Business RadioX Studios in Woodstock, Georgia. It’s time for Cherokee Business Radio. Now here’s your host.

Speaker2: [00:00:23] Welcome to Cherokee Business RadioX Stone Payton here with you this morning, and today’s episode is brought to you, in part by Alma Coffey, sustainably grown, veteran owned and direct trade, which of course means from seed to cup, there are no middlemen. Please go check them out at my alma coffee and go visit their Roastery Cafe at thirty four point forty eight Holly Springs Parkway in Canton. As for Harry or the brains of the outfit Letitia and tell them that Stone sent you. You guys are in for a real treat this morning. First up on Cherokee Business Radio, please join me in welcoming to the broadcast with Pink Pearl hero. Miss Tami Lewis, good morning.

Speaker3: [00:01:09] Good morning. How are

Speaker2: [00:01:11] You? I am doing well, so delighted that we’re finally getting a chance to do this show. You and I at one networking event, fundraising something or another will point at each other very quickly and we’ve got to get together. We’ve got to do that thing right, right? And now we’re finally getting a chance to to do it. Pink Pearl Hero Mission Purpose. Tell us a little bit about this organization.

Speaker3: [00:01:35] Yeah, so this was actually placed. So it’s I always call it Pink Pearl Heroes, part of my Jonah moment. It was not in my vision at all. It was something that just kind of happened. But so little history about it, how it really started. So in July of 2018, I actually was preparing for my first 5K. Well, it actually was a 10k. I thought it was a 5K. I found out 30 days before. Oh, it’s a 10k. So the peach tree here. So the whole time I thought it was a 5K and I was training for this race and I would go back and forth from St. Louis to Atlanta because I was working and one day I was running in my pearls and this kind of had the pearl started. And this couple, this older couple stopped me in mid run and said, Are you running in your pearls? I’m like, Yeah. And they were like, That’s really classy. I’m like, That’s me. And so the kind of like that’s where the pro came from. But then 30 days later, I get diagnosed with breast cancer, so I was at my healthiest of my life, ran a 10k that I thought was a 5K, and 30 days later, I get diagnosed with breast cancer and my whole life changed. And during that process, I was going back and forth. I mean, so we went from, you know, the mammogram. We went from the ultrasounds to the biopsies to the like, the MRIs. And we, you know, finally found out that it was on my left breast and I had to get a mastectomy.

Speaker3: [00:03:02] So as I was going back and forth, I would stay up late at night because of the type of surgery I had. I had a what’s called a. I had the double mastectomy and I had a lattice CMOs Dorsey with reconstruction surgery. So I had a genius plastic surgeon. But the surgery, you know, I wanted to know more about it. So just like everybody else in the U.S., what do we do? We go Google it. So I went to Google to see what the surgery was going to look like, what it was going to be about and when I would go on Google and I would see women, but I never saw women who look like me. And I was like, well, you know, if if breast cancer really affects women of color, mainly black women, like we have higher death rates than other women, I did not know that. Yeah, we have higher death rates and other women, and a lot of it is because we’re finding out later and there’s more aggressive types. But because I didn’t see me, I’m like, Somebody needs to start talking about it. And you know, there’s, you know, some celebrities, they were talking about it, but I never saw the common woman. And I hate to say common cause I don’t consider myself common, but you know what I’m saying? And so I was like, You know what? Somebody needs to talk about it, and I had a moment. It was like at three o’clock in the moment, this is in the morning.

Speaker3: [00:04:14] This is where I get all my great ideas. I get 3:00 in the morning, of course, and I was like, You used to be a health educator. So I used to be a health educator. And my first project as a health educator was the breast cancer and cervical project in St. Louis. And I’m like, Why are you waiting on someone? This is your background. Why don’t you do it? And so I was like, But I struggle like, what am I going to do, what I’m going to talk about and I’m going to start this organization? What’s the name going to be? Yeah, we’ll put pink in it. And then, of course, that’s where the Pearl came in. And then the hero came in. Because the National Institutes of Health actually had a study about the hero syndrome for women about how we take care of everyone else, and then they looked at it by race. But women as a whole because we take care of everybody else. I mean, that’s just we’re just nurturers by nature. But we always put ourselves last. And when I found out about my breast cancer, this was my second time rescheduling my, well, woman exam because I got busy and I had something else to do. So I was like, Oh, I’ll just reschedule it. So, I mean, it was all divine timing. It happened when it was supposed to happen, but that visit was supposed to happen like months, you know, before that. So. And that’s how that’s how it started. It started right from there.

Speaker2: [00:05:29] So talk about the screening, how important is screening and is that a yearly thing twice a year?

Speaker3: [00:05:37] So, you know, women in general should do their monthly breast self-exams and there’s, you know, great resources. You know, now that we have more technology, you know, women can go online and see videos of how to, you know, actually do a proper breast self-exam. But I mean, you know, we need to start teaching our younger girls how to do it. You know, I actually did a a workshop for one of the Girl Scout troops and we were talking about breast cancer, and I asked him how many of them knew how to do a breast self-exam, and no one knew. I’m like, OK, so there’s problem number one. Yeah, we got to start earlier and then women over 40, that’s when we’re supposed to start to get our mammograms. So I got diagnosed when I was 44 and that was my first mammogram, so I was already four years behind. So, yeah, at 40, that’s when the mammograms are supposed to start happening.

Speaker2: [00:06:29] And if this kind of thing is identified early, the earlier we know the the better.

Speaker3: [00:06:35] Yes. So the type of breast cancer I had was ductal carcinoma, so I had ductal breast cancer and I was I’m just a little aggressive. I mean, people who know me know that I’m pretty aggressive. I was like, we were doing this guns blazing because I’m only doing this one time. But the earlier that you can find out, the higher you know your your mortality rates are so right. So I mean, early detection is always key. It’s always key.

Speaker2: [00:07:02] Now are there aspects to, I don’t know, lifestyle diet that can impact this? Or do we know yet?

Speaker3: [00:07:09] So so I actually did get genetic testing done because I have two daughters, and so I wanted to make sure I didn’t have the BRCA gene. So that’s the gene that’s a carrier for our marker, for breast cancer. And if I did, then we knew how to take care of them so they can be a little bit more aggressive. And all my genetic testing came back negative for all cancers, which like, would they test me for everything? So which led me to know that it is environmental, that it had to be something that I ingested? Put it on me. I mean, I’m learning some things that are going on in the in St. Louis. It’s called Cold Water Creek. You can kind of look it up that there’s a higher rate in the county I lived in actually has the second highest rate of cancer and actually breast cancer in the U.S. and I’ve lived there twice. Like in high school and then again when my husband and I built a home there. So. And it was during the exposure period. So now I’m trying to figure out, hmm, I wonder. But I mean, that’s just one isolated incidents. But I mean, a lot of it is, you know, lifestyle and environment as well.

Speaker2: [00:08:21] So Pink Pearl Hero, is this an organization? Is this a group of do you have like Margarita Mondays? You get together and raise money with drinks?

Speaker3: [00:08:29] We actually did have a pink drink for one of mine.

Speaker2: [00:08:32] It’s fantastic.

Speaker3: [00:08:33] So we I’m really just now coming out and. Putting the plan together to get some things done, because I just got done in December, like with all my surgeries and procedures. Oh wow. So I had in total five surgeries and did 28 radiation treatments once it was all said and done. And so now I’m like getting back up to speed where I’m like, OK, so now we got to, you know, put some action to, you know, what we said we’re going to do. So right now, it’s our it’s our nonprofit. And I was I knew I wanted to give back my story as part of that just to, you know, you know, talk to women about, Hey, so you look perfectly healthy, but you never know what’s going on, you know, deep down. And one of the things that we decided to do, I went back and I said, what were some of the things that made me happy during the process? And I had a couple of girlfriends that would send me like a box, just a box of stuff, funny stuff, gift cards, self-care, things. And I was like, Well, what if we do a hero box? And in the hero box, because I’m big on women’s empowerment, that the like big ticket item comes from a woman’s own business. And so that way I can still support women. I can support breast cancer. And so throughout this the pandemic, I’ve been meeting with women who have their own businesses, and in my mind, I’m like, So how can I help her and how can she help me help breast cancer survivors at the same time? So I’ve met some phenomenal women, got some great ideas of items and content to put inside the hero box, and it checks off the box of all the things that I want to do.

Speaker2: [00:10:14] I wish you’d have been in the studio last week or actually, we have another episode this afternoon at the women in business, and so they’re always in here talking about their business side. But some of these folks, I think you already know, but that would be it might be fun to have you plug into that sneak back in

Speaker3: [00:10:29] If you let me.

Speaker2: [00:10:30] So speaking of business and work, what kind of impact and how do you integrate the the two?

Speaker3: [00:10:39] So so again, my background is actually health care. And I was in the health care industry and I was in the pharmaceutical industry as well for about 14 years. And so I just I mean, like I read research different. I look at, you know, like chlorophyl, like how does chlorophyl help? So bringing all those things to the table? But then when it comes to the the business aspect, my personal story is what I use because I’m a broker partnering with my husband in financial services. And I mean, I did a total 360. I always tell people I went from selling legal drugs to selling money. That’s me legal, legal. Anyway, so.

Speaker2: [00:11:21] So what kind of what kind of broker?

Speaker3: [00:11:22] What what’s the work? So so I’m in a broker and financial services, so I do investments, life insurance, those types of things. And I help people, you know, build their own businesses. So I have a team of agents as well. But my personal story is where I kind of wrap all that in because when I did get diagnosed and you know, a lot of people don’t want to think about death, but I actually did. I had to think about it because I had, you know, we have children and, you know, I told my husband, I said, Look, if anything happens to me, you guys are financially OK. I know we don’t want to have that conversation, but we’re financially OK. And you know, my thing is, if you’re fighting and you’re especially if you have children or someone you want to build a legacy for, why would your death like, stop that and people don’t want to have those tough conversations. But I knew I already had those things in place, and I talked to women all the time. I’m like, If my story doesn’t impact you enough to say I ran a 10k and 30 days later I got diagnosed with breast cancer and we we had no idea how severe it was at that point. But then, you know, the other thing is the type of life insurance that I have that it has, like a terminal illness benefit in it. So I had access to money. So then the other part of my brain is, well, if it’s more terminal, you got access to money and you can go find the cure. So if it’s in Sweden, if it’s in Mexico, you have access to money to go find the cure.

Speaker3: [00:12:43] So mindset wise, I mean, I’ve talked to some other, you know, breast cancer survivors, and the financial part is the biggest part of that. It’s the biggest part because it’s like, how am I going to pay the bills? How am I going to keep money coming in? How am I going to, you know, still be able to have health care, those things? And that was never the finance part was never an issue. And the business that we have, we have a business that has passive income. So I did not have to work. I just like chose to work and it worked when I wanted to, you know, going through radiation the first week, I was like, Oh, this is a piece of cake. The second week I was like, Oh, this is different, you know? And by the third and fourth going into the fifth week, you know, your your body starts to change. And what I found out is radiation is the equivalence. And this is what the nurse was telling me. It’s like if you were outside on the beach and you just laid out there for twenty four hours with no sons. That’s what a dose of radiation is. And I call it the Benjamin Button effect, too, because I was just like, I look a lot younger now than I did. I don’t recommend that for people to do that, but I think a lot of that’s just mindset. And then just, you know, the the love of of life and just loving life right now. So but having those things in place because one in eight women will get breast cancer in their lifetime.

Speaker2: [00:14:04] Wow. So part of your work all along was somewhat dedicated to bringing peace of mind to to professionals and families, but even more so now. Yes. And a dimension to it. So how can I don’t know what the right term is, layperson? How can you know the middle aged guy, right? Be supportive of the people who are going through this or in general, just knowing that it is a that it is something that needs that people need help with. And when you find out, you know, cousin Lacey or your sister in law has breast cancer, what is the best set of responses to something like that?

Speaker3: [00:14:45] So ironically, and I’m a true believer in you have not because you ask not. And one day I was like, You know what? I really need a guy that I can talk to who understands breast cancer. And that’s where one of my board members. His name is Latrell. His mother actually died from stage four breast cancer, and then two months later, he gets diagnosed with Hodgkin’s lymphoma. So he had to go through chemo. So he, like, really understands cancer. And so he’s one of he’s the only male that’s on my on my board, not by design, but I did, you know, want him on the board to get a male perspective on how do you support a woman who does have breast cancer? And it’s, you know, I think most people think, Oh, yeah, your wife know it could be your mom, it could be your sister, your cousin, a coworker, a friend. And how do you do that? You know, I think some of that and those are the conversations that he and I did a like a zoom during when we were all like on lockdown lockdown and we just had conversations. And he and I need to do that again. I actually need to call them because a lot of people, men and women like tuned in and asked questions like, How do you how do you support a woman? I think, you know, a lot of it is is really understanding that she’s going to have highs and lows and that she’s not going crazy.

Speaker3: [00:16:07] She’s just having highs and lows because like every day, anytime you have a new surgery, it’s like a different you and you got to get used to the different you, especially if you’re going through like reconstruction. I mean, breast cancer is a little different because for a woman, that’s her femininity, and now she she’s a different woman. And if she has reconstructive surgery, she’s a different woman. Every surgery. And it’s that. And then also just if you know, you know, if you know a woman, I mean, especially a woman who’s important in your life, I mean, just ask her, look, you know, not too much information or TMI, but did you do your breast self-exam this month? I’m going to take you out to dinner, I don’t know. But but having those conversations because, you know, I tell people, I said, the one thing that there is no vaccine for right now is breast cancer, right? And it is real and the rates. I haven’t seen the most recent data, but the rates are going up of. Undiagnosed accounts, because a lot of women aren’t going to get their mammograms because they’re not going into the clinics or the health centers or the hospitals because of where we are right now. Oh man, yeah,

Speaker2: [00:17:21] I hadn’t thought about that. So there’s this, there’s the education component. And then there is we’re also trying to fund new research so that we can find some mitigating a cure that that kind of thing. And so have you got some? I know it’s a year round thing for you. Yeah, I find that we one of the things that I love about being able to do something like this is we can talk to folks who lead causes. In my experience has been, you know, for them, the cause is a year round thing, right? But there’s a lot of attention around it here in this culture in October. So there’s some there’s some stuff happening this month, next month, I would think that we ought to pay some special attention to foods or some upcoming.

Speaker3: [00:18:08] So I actually did a walk last Saturday, so it was kind of like a kind of impromptu walk, but I was like, I got to start somewhere. And I had a great group of people that were there who supported. I’m going to do like a mini walk. Actually, I’ll take that back. I did a the sister strut in St. Louis because St. Louis is where I’m from. I always go back there and I did a they did a parade this year because of COVID, but normally they do like a walk and a 5k. So a 5K is on my radar because you know of the running and running actually was my therapy during the whole process. Like my doctors would say, can you please like hold off, maybe for another week before you start? Because that was always my question when can I go back and run? When can I go run? When can I get on the trails? Because I knew if I was on the trail, that means I was progressing. And then it also helped, like with the with the mentors. So for us, the things that are in the horizon are a 5K.

Speaker3: [00:19:06] So we got to look, look at that. Also, a golf tournament has come up and, you know, working with different women in business and just different business partners and not just women. But there’s also some men with businesses that want to support our cause as well. So we’ve been looking at doing like silent fundraisers. And so we want to do something every month, not just in October, because everybody doesn’t rush to get mammograms in October like they’re on sale or something. But that’s that’s one of the definitely things that we want to do is to do something every month and to get these hero boxes out. So the hero box. My thought process has been that I want to make sure that a survivor is getting what I what we, you know, raise funds for. And so I’ve strategically targeted actually for hospitals that have cancer centers to work with the nurse navigators because I loved my nurse navigator here at Kenneth St. and we still like I still see her at the grocery store as kind of fun.

Speaker2: [00:20:10] What’s I’m forgive me, nurse navigator to say a little something about that.

Speaker3: [00:20:14] So a nurse navigator, which I never knew was in existence until I had breast cancer, is literally a nurse who navigates you through the process. And she and I, Lisa and I still talk to this day and like, I’ll call her, email her and say, Hey, I need this, or or can I come into the office and you know, and talk to you, and what do you think about this? But she helped me through the whole process, like she was one of the people that I saw after my surgery. And I was like, How did I mean? I guess she remembered, You know, she has my chart. Of course, I was like, How did you remember my surgery yesterday? But they navigate you through the process.

Speaker2: [00:20:48] Talk about a hero.

Speaker3: [00:20:49] Yeah. Yeah. And so we want to do something special for them to you because that I mean, just I mean, just imagine, you know, I mean, women, you know, kind of when we’re PMC, we’re always like this. Just imagine adding, you know, a new issue or a new part of your life with breast cancer and then having to work with multiple different women all the time, every day. Yeah. So we want to do something special for them, but we want to make sure that they physically have the boxes so they can give the boxes out to the women that are going through their process.

Speaker2: [00:21:24] So what do you need more of now? You need you need people involved. You need money, you need ideas. What? What do you need the most right now?

Speaker3: [00:21:32] So we need all the above, OK? People also ideas, you know? So you know, when I especially like when I’m talking with people, I’m always thinking, how can I incorporate their business into the box like I was talking to Chelsea? So Chelsea was on last week.

Speaker2: [00:21:49] For those of you who have not heard last week’s women in business, Lori Kennedy with Alpha Omega Automotive hosts that show. Last week we had Chelsea winners. We had her sister in law, Jessica. Yeah, and we had Ramona long and all man, it was fantastic. Lori does such a great job hosting that show, but part of. Our secret sauce is she has great guests. Right, right. You knew what you were talking about, Chelsea.

Speaker3: [00:22:11] So yeah, so Chelsea and I were talking and Chelsea had a friend who lost her battle from breast cancer. So she was one who walked with us and she brought her family. And it was so exciting. And we were talking about, you know, like, I don’t know how we got on the subject of gutter cleaning or roofing. And I’m like, Well, those things. I mean, they still have to happen regardless of breast cancer is here or not. So maybe we can figure something out. You just you mean you just never know. So I’m always trying to put the puzzle pieces together to make it fit.

Speaker2: [00:22:40] So people in general, and I would say in my experience, particularly entrepreneurs, people have built their own businesses. They we, I think, seek out how can we help folks? And so and it’s not always about, you know, how can I get, you know, the big red X out there some more. That’s not what it’s about. I mean, we really. And I guarantee you that Chelsea, winners of the world they genuinely want.

Speaker3: [00:23:03] She does. She really

Speaker2: [00:23:04] Does help. So there is a role and maybe people can even have a hand in crafting that role and supporting your efforts here. But I think I think the businesses in this community in particular will want to rally around the work that you’re doing. What was it like setting up a nonprofit was that is that a bear? Is that or you had to have a navy? Is there a nonprofit set up navigator somewhere? So there

Speaker3: [00:23:32] Is. So I actually have and, you know, so all of this. It happened so seamlessly, and that’s how I knew it was divine. Yeah, because so I have a girlfriend named Nicole, who her business is non-profits. That is her business,

Speaker2: [00:23:49] But she’ll help you set one

Speaker3: [00:23:50] Up, set it up. She did all of it, and I met her like a maybe like a week or two before I had my surgery because I was like, Yep, this is what I want to do. And a week before the surgery, I know for sure I was like, This is what I want to do. I want to set up the nonprofit. This is what it’s going to be. How much is it going to cost and can we get it done? And we did all the paperwork right before I had my surgery because I just wanted to lock that in place and that was in 2018. So there is a nonprofit navigator.

Speaker2: [00:24:19] Now that’s good to know.

Speaker3: [00:24:20] Right? And she set the whole thing up. So but that’s her business. That is that is her business.

Speaker2: [00:24:25] So what’s next for you? First of all, I will tell you what I think needs to be next. I want you to come back on another show and I want to learn more about your business life. But with respect to this work and in this world, what’s what’s next for you? Where are you going to be putting your energy over the next few months, you think?

Speaker3: [00:24:44] So right now, the energy is all in our business. So because we’re still expanding, OK? And as well as incorporating and getting these boxes out, that’s my hero boxes. And so the other part of the the hero box vision is especially now because of the world we live in and people know survivors or know people going through breast cancer. It’s like, how can I still touch them and let them know I’m caring, I care about them. So we’re actually looking at how do we turn this into a subscription? So if you have somebody who’s in California who’s going through breast cancer, you just want to send them something like, how do you send them a subscription box every month just to let them know that you’re thinking about them? So we’re trying to figure that part out. But as of right now, I just have my for like my four cities I’m working with. But if there’s another city, if there’s somebody else who says, Hey, I work at a hospital that has a breast cancer center and we would love to, you know, talk to you about these hero boxes. I’m always open to have that conversation.

Speaker2: [00:25:47] All right. So let’s make sure that we make that as easy as possible. If our listeners would like to have a conversation with you or someone on your team about this. Let’s get some coordinates. What’s the best way for for them to connect with you?

Speaker3: [00:25:59] So we are on social media, so we’re on Facebook as well as Instagram at Pink Pearl Hero, such as at Pink Pearl Hero. Nothing else fancy just pink pearl hero. But we’re on Instagram and Facebook as well.

Speaker2: [00:26:12] Well, I think that’s the best marketing, right? Just simple, straightforward. Nothing complicated to reach out. Well, thank you for the work that you’re doing. Please keep up the good work. Thank you. We want to continue to follow your story, if and as appropriate, consider this platform at your disposal. If you want to come in and do a special episode, maybe highlighting some folks who have taken a real active role in these hero boxes. Or if you want to promote an upcoming event, just we see each other, a lot of that business. But just Hey Stone, I need some studio time and we’ll just we’ll just we’ll make it happen. Quite sincere about. Have you come in and and you and your husband both if you’re in business together, if you want to talk about your. That’d be great about your work, but thank you for what you’re doing. And let’s also put some thought into I don’t know what it would be, but I really like the idea of Business RadioX both Business RadioX Corporate and Cherokee Business Business Radio having some active role in this iRobot’s thing. So maybe we’ll get a chance to hear some more about it. Hey, how about hanging out with us while we visit with our next guest?

Speaker3: [00:27:18] I would love to you love.

Speaker2: [00:27:20] All right, y’all ready for the headliner? She’s been very patient. She’s been taking notes, she’s been nodding. She’s been smiling. Please join me in welcoming to the show with summit funding advisors. Miss Kendrick Jones. How are you?

Speaker4: [00:27:34] I’m good. Thanks so much for having me here. Yeah.

Speaker2: [00:27:36] So what you learn in that last segment?

Speaker4: [00:27:40] Some inspiration.

Speaker2: [00:27:42] Go get your mammogram early and often.

Speaker4: [00:27:45] Right, I know if I yeah, fortunately, I do like annual checkups, but Eric always gets on me on Are you doing the monthly?

Speaker2: [00:27:55] But no, it’s important work. And I mean, we can all be reminded of disciplines that we should be exercising, and I’m delighted that we’re trying to get the word out about it. It was really

Speaker4: [00:28:04] Great hearing about

Speaker2: [00:28:04] That. Yeah, and you’re right. She and her work are very inspiring. Summit funding advisors. You guys are loaning money to strangers, right? What do you do? Or is that another mortgage advisor that says that in our in our group? I don’t know. I always thought that was a funny, funny line.

Speaker4: [00:28:23] No, I mean, you know, by the time that we’re closing the loan, they’re definitely not a stranger, no

Speaker2: [00:28:28] Stranger than they are

Speaker4: [00:28:29] All in each other’s lives.

Speaker2: [00:28:31] So what’s what’s what’s the back story on that? How did you get in that line of work?

Speaker4: [00:28:36] So actually, I I really started my background is finance and economics, and I thought I wanted to be a professor. I thought I’d teach and I love education.

Speaker2: [00:28:48] But you like money better? No kidding.

Speaker4: [00:28:50] Go ahead. No, no. I like I like education. I went to Emory and started a PhD program there a few years ago and realized, You know what? This isn’t. It’s not exactly the type of education that I thought I was getting into. And I miss people. I want to be helping them with their own personal economics and working with the one on one, seeing them face to face. And so I was I was trying to figure out how I wanted to help people get their money lives on track. I was like, Do I do I need be CPA? Do I need to be a money coach? What do I need to do here? And a lot of my family is in real estate. My my in-laws, they actually own a real estate brokerage. My husband’s a realtor and my father in law told me one day while I was trying to figure all that out. What you need to do is be a mortgage lender. Like, yeah, that’s exactly what I need to do. Because I cared a lot about mortgage debt was one of the things I was interested in in economics overall. And, you know, so just helping people talking to them about their credit and helping them get into a home, I mean, it’s the biggest purchase they’re ever going to make. Right? And so, you know, they need someone that’s really going to guide them through that and educate them. That’s that’s kind of a. A way that I go about it is focusing on education and. You know, making it a smooth process, making it transparent so that they know what’s going on, they know why things are going on because, you know, a lot of people really aren’t walk through that in their home buying process. So so I go about it from an education perspective and also, you know, with all of my with my referral partners as well, the business partners that I work with, I care about offering them opportunities for education as well.

Speaker2: [00:30:44] So the term navigator came up a couple of times in the last in our last segment. And I think maybe we all need a navigator in just about every area of our of our lives. Talk about a big or at least my perception as a layperson, this big hairy monster of borrowing money to to not purchase. Well, I guess purchase are a huge asset. I mean, that’s scary to me. I don’t think I’m the only one that that it scares. So you’re working with the individual, but I want to hear more about you mentioned the term referral partners. So these are other professional advisors that are that are have specialized knowledge and expertize and some other aspect of the process.

Speaker4: [00:31:28] Yep, yep. Either they have. So, you know, maybe your realtor or something that that works on homeowners insurance. You know, anybody that works on houses. So like someone that could help help someone after the fact when they’ve gone into the home?

Speaker2: [00:31:45] Right. And you want them to say to me, Oh, you got to get with Kendrick? Is that like, like, if I’m a client of theirs, you want them to tell me, OK, Stone, it’s time that you started talking with Kendrick, because that’s the deal.

Speaker4: [00:31:59] Yeah, yeah. And really just as soon as someone wants to. Once you start looking into the process, once they start having questions, you know, that’s what I want to be there for them to answer any of their questions, whether it’s a good time to be working with them or not. You know, I I want to be here to be that educator for them.

Speaker2: [00:32:20] Well, sure. So if I’m working with my real already trust my realtor, right, I’ve already made that decision. So if I, you know it’s not my my sister in law doesn’t work in the lending business, which might be where my I don’t know. Maybe you don’t call your sister on any claims, but I’m going to ask, you know, I’m going to ask, I’m going to ask the realtor, who should I be working? Or maybe they’ll even say, Look, given what you’re trying to do, get out of this house and into this one and blah blah blah, you’ve got to get with Kendrick. That’s the so, so do your.

Speaker4: [00:32:48] Yeah, go ahead. Oh, I was just going to say, Yeah, I mean, the the realtors that I work with, they they know my process, right? I know the level of communication that I provide and that transparency I talked about throughout the process. And for them personally, they want that as they’re going through it, trying to be another navigator for the client, right? And so they know. If we’re working with Kendrick, I know I’m going to be able to do my job better and well and do it more easily. I’m going to get more communication about what’s going on and I know this is going to be smoother for me. So, you know, that’s that’s why. That’s how those relationships really get built is that they want the process simpler for them to as well as the.

Speaker2: [00:33:36] Yeah. Makes perfect sense to me

Speaker4: [00:33:38] Because nobody, you know, I tell other loan officers this sometimes, you know, if we ever get to talking about it, you know? Sometimes I hear other loan officers like getting frustrated about what borrowers don’t know or what they’re not understanding in the process, and I’m like, you know, that’s that’s what we’re there for. We’re supposed to be the ones navigating, like you said, taking them through that. Helping them understand, educating them. They don’t, you know, they’re not taught how to be our clients. We’re there for them.

Speaker2: [00:34:12] I love it, so it’s a moving target there, like a lot of the like, the supply and demand of what’s out there, the interest rates, I mean, these things are always in flux right there. They’re going to be different next month, next year or so. I mean, unless unless that is your profession, you’ve got to find somebody that you that you’d know and like and trust. How do how does one? Cultivate, you know, in my work, I cultivate enough trust that people are willing to answer some questions, but I don’t know if I could cultivate enough trust for them to tell me about their money. I mean, how and next time we have you on the show, we’ll ask you about that because I know you’re a financial adviser, but I can only imagine. I really can’t imagine what it must take to create that level of trust that people are willing to say, Well, I make this much and I owe that much. And I. How in the world do you do that?

Speaker4: [00:35:07] You know, it’s surprisingly easier than because, you know, if someone doesn’t know about it and they know that they need to ask someone questions, right? I mean there, fortunately, they’re willing to tell me whatever I need to know to help them, because because you know, it’ll start off with a question from them or, you know, them needing information. And so then I have to ask the right questions in order to diagnose and answer their question. And so, you know, I think people can tell that that’s that I’m just trying to help them. So, so yeah, fortunately, it is easier than than you might think.

Speaker2: [00:35:48] So what what do you find the most rewarding? What do you enjoy the most about the work?

Speaker4: [00:35:58] When? I mean, I will give first time home buyer some credit that they they tend to be really, really grateful when they’re going into their first home and, you know, they don’t know anything about it, and it’s a lot of times they’re surprised about what’s actually an option for them. So that that’s really gratifying to be able to help them out or or also even not just directly with the clients, but in helping other referral partners get further in their business. That’s something that feels really good to when, like just yesterday I was having a having a Zoom call with a realtor that I work with and was giving him some tips for his listings, actually. So, you know, nothing that I’m actually going to get going to get any business out of. He’s a listing agent on them, but I was just giving him some tips from a lender’s perspective about some things he was doing there. We were talking about it and he was like, Oh my gosh, I just. And there was there was like a light bulb that turned on. And so just, you know, little times like that where I can tell I just really helped someone either either get into a house or build their business, that feels great.

Speaker2: [00:37:14] Well, I’m not surprised to discover that you’re kind of wired that way. You and I, the way we met is we get up early for me. I don’t know about you, but a little bit early for this meeting that we do on Thursday mornings over at the circuit wipeout and the Y stands for young and I don’t know why they let me in, but so far they haven’t kicked me out. But the whole vibe in that room is it’s not like you’re trading favors. It’s more you’re getting to know each other a little bit. If you’ve got some insight on someone’s business, great, but you might just as easily be talking about something else. But I got I got to say the people in that room, I do know, like and trust every one of them that especially the one, you know, the ones that I see over, you know, it’s just a it’s a good group of people that I feel like I have confidence in and they’re going to help me. And it’s not like a quid pro quo, you know, OK, now I helped you now, and you need to buy my thing.

Speaker4: [00:38:19] Yeah. And that’s why why I was like the only networking thing that I’m really, really consistent with. You know, it’s just all about building relationships. Yeah, building friendships. And that goes back to, I think the first thing I said here of by the end of the loan process, we’re going to be friends. We’re going to know a lot about each other. And and, you know, with all of my clients, I want to keep it that way to keep in touch with everyone. You know, they’re they’re a part of my circle at that point.

Speaker2: [00:38:47] Yeah. All right. So let’s get tactical for a few moments. Let’s say that I am beginning, I’m not. I am in utopia now. I live right on the edge of town, but I’m just making this up. I mean, I just love everything about living here. The business community, the people, the everything is marvelous. But let’s just pretend that Holly and I are getting ready to explore buying a different home. And let’s just say we don’t have Tammy Lewis pockets, right? We just haven’t gotten there yet or not. But no, what if we’re if we’re like a year out? Is that too early to reach out to somebody like you or and or are there some things we ought to be thinking about and doing or not doing in terms of, I don’t know, buying a car or getting a credit card, getting, you know, getting a financial statement together, like what are some things we and I may be picking the wrong timeframe, but you get the nature of the question. Are there some stuff we ought to be doing a year out, 18 months out that would really help us down the line?

Speaker4: [00:39:42] Yeah. Well, it’s going to depend on the person and on, you know, are they self-employed or are they are they a salaried employees at kind of a simpler deal? I mean, I always feel like as soon as you’ve got a question, then it’s time to reach out because because let’s go ahead and answer your question and based on what your, you know, what’s going on in your life, maybe there are some things that you do start paying attention to, whether it’s 12 to 18 months out. Or maybe we can say. You know, you’re fine where things are at. Well, it’s talking six months, and I’ll still probably keep in touch even more often than that. But yeah, because I I hate to just give a kind of one size fits all answer for that

Speaker2: [00:40:30] Because there’s no such thing. That’s why we need someone like you, right?

Speaker4: [00:40:34] Yeah, yeah. But as far as things to as far as things to focus on, you know, if you’re already kind of trying to do that yourself. Obviously, credit matters. So, you know, working on credit score and, you know, and that’s something else that can someone can reach out about individually if they have a specific question about their credit. But you know, how how high is the utilization on your credit cards? Are you paying everything consistently? Because that’s that’s kind of step one is looking at the credit

Speaker2: [00:41:08] When the credit score and I don’t want to get too technical here, but it’s my understanding accurate that that it’s if you’ve got X amount available to you, there’s some threshold percentage like if you keep it under this, like they don’t want you to have a fifteen thousand dollars worth of credit and owe fourteen thousand of it.

Speaker4: [00:41:28] Yeah, yeah. So that general rule of thumb is like, you know, if you’ve got a revolving line of credit like a credit card, if you’ve say you’ve got $10000 on that line of credit, the rule of thumb is that you don’t want utilization to go over 30 percent. And I actually usually tell people even lower, like if they’re really trying to aggressively work on it, I even go like 10 percent.

Speaker2: [00:41:53] But you don’t want to get rid of the capacity either, right? Like if you if you just get rid of all of it, then you’ve totally negated it right? Is that

Speaker4: [00:41:59] Right? Right? Yeah. Yeah, because part of your

Speaker2: [00:42:01] Welcome to credit report radio brought to you by now?

Speaker4: [00:42:04] Well, the thing is, a lot of people don’t know about this. So I think it’s great for me to be able to get it out because I get these questions all the time. And actually, I just got a Facebook group started. Oh yeah, OK. What did we call it? Jones? I think it’s Jones Team Home Buyers Club. I’ll have to double check and let you know. Ok. We literally just just started creating it because what I’m going to do is, you know, any any clients that aren’t quite at that stage where they’re ready to move forward yet. But you know, we’ve talked, I’ve answered questions and they’re working on something, whether it’s their credit or saving up for down payment or whatever it is. Go ahead and have them join that Facebook group because I’m going to be putting out videos, hopefully once a week with just little tidbits like this so that people can know, yeah, yeah, can can know these kind of things. But going back to the credit stuff? Yeah, I mean, part of the calculation is that is that how long you’ve had a credit line open. So if you close an account that’s automatically going to

Speaker2: [00:43:16] Lower your average time. I didn’t even think about that. I didn’t do so good math class. But but I get what you’re saying makes sense to me.

Speaker4: [00:43:23] Yeah, so so you know, if not necessarily a great idea to close a credit account, you know, if you’re not using a credit card. But but going back to the utilization part, though, something that I always like to point out to people, you know, with that 30 percent rule or, you know, if I tell them 10 percent or whatever, I always say. Don’t ever even let the balance get above what that percentage is that you’re going for because a lot of people think, well, you know, I I pay it off every month, so it’s fine. Well. The balance that it gets up to, depending on when during the month, the credits, like the credit card company, for instance, depending on when in the month they actually report your balance to the credit bureaus, you might have paid that whole thing off, but they’re still reporting a really large balance and a large utilization. That’s what percentage. Yeah, right? And so that’s going to affect it. So I say never even let it get above that, right? So that’s that’s one thing a lot of people don’t.

Speaker2: [00:44:30] So part of the is the landscape very different or our conversations like this different. If Holly and I are looking at buying a little investment house. I don’t know. Well, my brother and I, you know, we have these genius ideas late at night over a couple of fingers of Scotch. So he likes to do the bike riding in the mountains, and I live close to all these bike riding trails. And so we were talking about, Well, let’s buy a little house. Let’s make it like really bike rider friendly, you know? Anyway, if we were to do

Speaker4: [00:45:02] Like a mountain bike,

Speaker2: [00:45:03] Oh, you are OK. So I mean, we both have houses and all but like if we were to go in together and we wanted to get, are the rules different? Is the landscape different or are we asking different questions? Are we are we working with a different kind of lone source? What what is that like?

Speaker4: [00:45:17] So as far as lone source goes, I mean, generally any mortgage lender will do any residential mortgage loan. Ok. So, you know, so any? Any home that’s going to be lived in, it’s not commercial and it’s not like an apartment. Ok, so whether that’s going to be someone’s primary home that they’re living in, whether that’s going to be a vacation home, whether it’s a home, that they’re buying it because it’s an investment, we would handle all of those, all right. And also whether it’s a purchase or refinance. But yeah, the landscape does change a little bit based on what the goal is with the purchase or the refinance. You know, there are going to be different rules based on based on what the end goal of the house is.

Speaker2: [00:46:08] So are they generally tighter or looser or just different?

Speaker4: [00:46:14] In some ways, just different guidelines? And, you know, like how much down payment you have to put down and stuff like that that will be tighter for an investment property. Ok.

Speaker2: [00:46:24] But Rusty can afford it. He has a real job.

Speaker4: [00:46:30] I mean, you have to think it comes back to risk for the lender. Yeah. So, you know, when something is a higher interest rate or if something requires more of a down payment, or if you know, like if if there are more guidelines and more documents to be checked based on someone’s application, it all has to do with that level of risk. Right. That we see, you know, because we in the end, what we’re checking to make sure of is we want to lend you this money. We want to do it, but we got to make sure that you’re going to pay the bill and that the House is going to be taken care of

Speaker2: [00:47:10] Because there is some scar tissue in some folders somewhere over the years, right? Absolutely. All right. So what do you need the most right now? You’re looking for more referral partners, more end user clients or you’re like, no mass enough already. Things are crazy.

Speaker4: [00:47:30] You know, actually probably some different kind of referral partners I am really trying to focus on. You know, like I talked about on education, but also on just. Appreciating my clients and my referral partners, and like I said, my husband’s a realtor too. And you know, we’re trying to work on different ideas, so so you know, like with Jamie, our ideas needed. I could go for ideas too, because we’re, you know, we’re working on putting like event calendars in place to to get more involved with the community. Like I said, she’ll show our clients and other people that we work with some appreciation. And so that that’s something I’m working on right now and I’m excited to get working on in the wintertime because, you know, real estate does slow down a little bit in the winter. So it.

Speaker2: [00:48:28] Remind me to tell you about this hero box idea.

Speaker3: [00:48:32] So, so ironically, some over here right now. Yes. So I also have a private Facebook group called Women of Wealth Women, Empowering Women, where we talk about wealth, women and Wealth. And so I wanted to do this series on what the things that women, well, people in general do for like New Year’s resolutions. Yeah, buying a house, refinancing those types. So I’m writing my notes and I’m like, Wait a minute, I don’t have anyone in the group who does mortgages that I know about. And so I want to and now I do. I’m like, Shoot, I’m going to be your new partner here in your real partner because. And even with my own personal business, I mean, mortgages is not my in my lane, right? So but and women want to know more about that. So you and I need to talk now.

Speaker4: [00:49:21] Yeah, I mean, I was thinking that too while you were talking. And I bet some folks would love to help out with that.

Speaker3: [00:49:29] Thank you.

Speaker2: [00:49:29] Yeah, yeah. Well, I know some folks out there in listening audience are going to want to connect with you and learn more as well. What’s the best way for them to do that

Speaker4: [00:49:39] So people can reach out to me directly? And let me let me put my Facebook page. Sure. So Kendrick Jones, mortgage adviser. People can look at that on Facebook or probably even Google that and I should come up. Or if people want to reach out to me directly, they can call me at four zero four eight six one one one seven one. It’s myself. So that’s a lot of times phones the best way to get in touch with me, but I’ll I’ll check Facebook too.

Speaker2: [00:50:12] Well, thank you so much for coming in the studio. It’s been an absolute

Speaker4: [00:50:16] So much for having me.

Speaker2: [00:50:17] Yeah, this is fun stuff, huh?

Speaker4: [00:50:19] Yeah, it is. And I’m so glad that I got to be here with him.

Speaker2: [00:50:22] Yes. Everybody wins, everybody. Derrick Business RadioX. All right. This is Stone Payton for our guest today, Tami Lewis and Kendrick Jones and everyone here at the Business RadioX family saying, we’ll see you next time on Cherokee Business Radio.

Tagged With: Pink Pearl Hero, Summit Funding Advisors

Bob Spiel With Spiel Consulting

October 18, 2021 by Jacob Lapera

Coach The Coach
Coach The Coach
Bob Spiel With Spiel Consulting
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For over 30 years, Bob Spiel’s passion has been developing inspired leaders while building high-performance teams. His firm, Spiel & Associates, transforms general and specialty dental practices by building leaders at all levels.

In his 15 years of consulting and speaking, Bob has seen time and time again that leadership can be taught and teams reborn – what it takes is genuine desire, the willingness to be coached, and an unwavering commitment to personal and team growth.

Throughout his career, he’s been called “Mr. Team”. Bob had the opportunity to take on tough, turn-around situations as an operations director for two Fortune 500 companies, leading teams of over 400 employees while creating world class systems and cultures. Later, as a hospital and Surgical Center CEO, he led the transformation of two near-bankrupt entities, bringing them back to profitability.

He is the author of Flip Your Focus – Igniting People, Profits and Performance through Upside-down Leadership.

Connect with Bob on LinkedIn.

What You’ll Learn In This Episode

  • Turning your career into a calling
  • Finding your “sweet spot” as a coach
  • Having an abundance mindset
  • Mentally managing the risk of failure
  • Small business leadership — coaching your clients to compete against who they were yesterday
  • Transforming your job as a small business leader
  • Building high-performance teams with your clients and for you

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:02] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for Coach the Coach radio brought to you by the Business RadioX Ambassador Program, the no cost business development strategy for coaches who want to spend more time serving local business clients and less time selling them. Go to brxambassador.com To learn more. Now, here’s your host.

Lee Kantor: [00:00:33] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a good one today on the show, we have Bob Spiel with Spiel Consulting. Welcome, Bob.

Bob Spiel: [00:00:42] Thanks, Lee. Great to be with you.

Lee Kantor: [00:00:44] Well, I’m excited to learn about your practice. Tell us about spell consulting. How are you serving, folks?

Bob Spiel: [00:00:49] Well, Spiel Consulting is a health care management firm that specifically targets non-hospital settings. Okay. I’ve been a hospital in surgical center CEO, so I made a decision about 15 years ago to leave that in the rearview mirror, and we try to teach practices and practice leaders how to do more and less time with less stress. So they’ve got they’ve got more of life when the day is over and more life inside them.

Lee Kantor: [00:01:20] So now, based on your background, what kind of drew you to this side of the equation?

Bob Spiel: [00:01:27] Great question. My I’ve got an MBA and I’ve loved through my whole career solving problems. Actually, what drew me to this side of the equation to become a coach was based upon an experience I had about 15 years ago and I got fired as a hospital CEO. I was looking for my next CEO gig and you know, my son Adam, who is now 38 years old. He was younger then, but still very, very wise. He approached me early and he said, You know, dad, have you ever thought about working for yourself? And my instant reply to him was, no, I can’t do that. And about a month later, he came back to me, says Dad, have you thought anything more about what we talked about and I said about what he said, Well, do you think he could work for yourself? And I said, Adam, that’s not me. Now, just as a quick aside, all the while I’m looking for my next gig, I’m getting calls from doctors in the area saying, Hey, I understand you’re looking for work right now, but I’ve got a problem in. Could you help me come solve it? And I thought, Yeah, this is a great diversion.

Bob Spiel: [00:02:39] I think it’ll be fun. It’ll get my head into something else, so I mind looking for my real gig. And that kept growing while I’m thinking, OK, I need to find my next position. Finally, Adam came up to me and maybe three or four months in this whole search, and he said, Dad, why don’t you think about working for yourself? And again, there’s this limiting belief leave saying, Man, I can’t do that. I work for somebody else. And he said, Well, listen, dad, you’re an independent thinker. And if you can just find the intersection of your knowledge, your experience and your passion, that’s your sweet spot. And if you stay there and you play there, you no longer have a job, you have a calling. And money finds you. About 15 years ago, and he was spot on in every regard. I left behind the thought of ever working for somebody else. I’ve now reached the point where I realized I’m unemployable. But you know, it’s just been a blast helping clients have hope. How strategies find answers and get their life back.

Lee Kantor: [00:03:57] So now when you kind of as a CEO, some people would think, well, you were your own boss, like you were in charge, you were making decisions. But you felt that because of the ecosystem and health care that it’s hard even as a CEO to be someone that is kind of controlling their own destiny.

Bob Spiel: [00:04:15] Absolutely, yeah, especially in the health care type setting the CEO pardon the expression is actually a monkey on a chain. Now, a CEO of a health care entity is not controlling their destiny whatsoever because they either have a board that they’re answering to or a group of doctors that they’re answering to. And one little secret inside this hospital CEO group that I was a part of is that before you accept your position, you negotiate a really healthy severance package because typically boards and doctors have this kind of Alice in Wonderland off with your head mentality. So unless you’ve got a really sweet package or parachute, it’s hard to to execute within your position because every other month they want to fire you. Um, so no, as a CEO in that type of entity, you’re not in control, I’ve even got a good friend who’s the CEO of a public entity. He’s not in control because he’s got a board and he has stock analysts that he has to answer to. Like a good friend of mine said, who is also a coach and has done so for his whole career, he said, You know, Bob, you can make a living working for somebody else, but you only make a life working for yourself. And that’s also true.

Lee Kantor: [00:05:40] So now was that kind of the mindset shift that you needed was that you were having a career that by every kind of measure from the outside looks extremely successful and you were just not getting fulfilled. It just wasn’t filling you up that you felt that there was more out there that you buy controlling your own destiny, that you can be more you can help more people and make more of an impact.

Bob Spiel: [00:06:09] Yes. And you know, anybody who’s who’s launched in this type of profession understands there’s some real white white knuckle moments as you begin this whole venture because, you know, at first it can be pretty lean. But what I found with his his advice, knowledge, experience, passion, stay there. I did, and it became extremely fulfilling. It is absolutely fulfilling today, and I’d have to say that, you know, I don’t view my job at all as a job. It’s a calling and 90 percent of the time. I love what I do. The rest of the 10 percent is when I’m on a plane.

Lee Kantor: [00:06:57] Well, I don’t think anything would be 100 percent, but I guess we all aspire for that.

Bob Spiel: [00:07:01] That’s correct. Yeah.

Lee Kantor: [00:07:03] Now talk about kind of some of the logistics, how when you were kind of at first when these people were coming to you for advice, were you charging them or were you just being a friend like, well, here this one I would do or and then at some point it moved into a there was some sort of a financial transaction.

Bob Spiel: [00:07:21] I charged him up front, but what I charge was very, very modest compared to today’s rates, you know, and still today, there are times that I’ll pitch in and listen to somebody for an hour and give them some free advice and and kind of believe in the philosophy. If you cast your bread on the waters, it comes back to you. But I think Lee, the best thing I did was once I determine that this is where I really wanted to go. I had two other things that I had to overcome. One was the fear of failure. And the fear of failure really was huge in my mind, because when you’re in a successful career and then you kind of get bucked off the horse as I did, you really wonder man, is this going to happen again? And if it does, what do I do? I read a great book again. My son Adam referred to me called Outwitting the Devil by Napoleon Hill, the, you know, the grandfather of all the success literature out there from the 1920s. A fascinating book that was actually published like 50 years after his death. But what that book taught me was that every one of the self-made men or women of his day and age had experienced profound failure before they had experienced tremendous success. So I realized, you know what? That’s just part of the deal. And if you fail, you’re going to learn from it and you’re going to pick up and keep moving on. And so that was the last piece of the paradigm that had to be cemented in place after that. Then I went out and found a mentor, somebody who is doing this actively and could teach me some of the ropes and allow me to learn his model, which I’ve since evolved multiple times over that. But it just gave the confidence and the kind of I’m not really creative, but I am a great person at following a template and then building off of that. And that’s what I did.

Lee Kantor: [00:09:27] And then was that person in health care. Were they in just executive coaching? So was in your same industry?

Bob Spiel: [00:09:32] Well, yeah, same industry. Although I’d have to say that he was in broader than me because he was coaching lawyers and CPAs and, you know, a lot of other entities that kind of had the same vibe to them of highly educated professionals that never learned how to run a business or lead a team.

Lee Kantor: [00:09:57] And and then where do you see your niche?

Bob Spiel: [00:10:01] My niece is is exactly that it’s teaching in particular dentists, dental specialists and then early health care entities how to run a business, lead their team and get their life back.

Lee Kantor: [00:10:16] So these are kind of more emerging like there or they they could be or they mega, you know, like,

Bob Spiel: [00:10:24] No, no, I don’t. I’ve had some experience with the Megas. I really love the small practices, the solo practice owner up to, you know, four or five six operators within a within an entity just because it’s faster to turn that ship than it is to take a huge operation. Huge operations take up a lot of time and can be highly change resistant where if you can develop the trust of a leader or leadership team, it’s amazing how quickly you can transform things. And that gives me a real rush every time I see things that we’ve put in place make a difference quickly. And it’s not startups. It’s not large guys. One of the best things that I that I experienced early, probably eight nine years ago, was sitting in a meeting and I heard a fascinating consultant to the actual credit union and banking industry. Her name is Roxanne Emmerich, and she took us through an exercise to figure out who your ideal client was or is. And I’d been at the game long enough that I had, you know, a book of business that I could really start to parse through. And the first thing that she asked us was look at those clients that give you energy and those that take it away. I’ve now call those energy suckers. And look at those that give you energy and then go through and look at they’re not their demographic trends, but their social geographic trends. Meaning how old are they? Which is demographic. But where do they live? What’s their background? What do they do in their off hours? Do they have faith? What are their hobbies? All these other fascinating ancillary things about them? And when did they become your client? What was the type of problem you were solving, et cetera? And I worked through that, and it became one of the most clarifying moments of my entire career as a coach because I determined who my I knew my sweet spot. Now I knew who my target audience was, and I’ll always remember the comments she made at the end of this presentation, she said. Marketing is knowing who you don’t want to talk to.

Lee Kantor: [00:12:49] Yeah, something I’ve been telling folks is back in the day, ABC was always be closing. And then as you get older and more mature in your in your work, it becomes always be curating your. Yes, you’re picking the right ones, the perfect fits and taking and spending less time on the ones that you know you may have forced into the funnel back in the day. But as you get older, yeah, it’s like, I just want to work with people I want to work with, and then I know I can solve their problem rather than force people into my machine. There’s lots of other machines out there. It’s that abundance mentality, I think.

Bob Spiel: [00:13:28] Mhm. Absolutely. There’s more than enough for all of us and find those clients that you can develop a very high trust level with that fit your sweet spot and that gives you energy. And when that happens, it’s magic. And it’s a really fulfilling experience to work with them. And, you know, it’s not abnormal for a client after one of these engagements to, you know, pull me aside and say, Hey Bob, I love you. And thanks for your work,

Lee Kantor: [00:14:02] You probably weren’t getting a lot of that earlier in your career.

Bob Spiel: [00:14:06] No, I wasn’t. Not at all. In fact, it was the exact opposite. It was the. What have you done for me recently? You know, type mentality that private coaching is a totally different environment.

Lee Kantor: [00:14:22] Well, it feels I mean, I didn’t know you back in the day, but it feels like there’s a lightness to you and that there’s kind of weight off your shoulders that maybe you’re living a life now. That is easier in a lot of ways.

Bob Spiel: [00:14:35] I’ve never worked more hours. And my wife has some reservations about that, although I’ve learned how to stack my schedule so that I’ve got, you know, some pretty good, free time, but, you know, I’ve never had more fun in my whole career.

Lee Kantor: [00:14:51] Yeah, that’s really coming through. Now talk a little bit about your firm is called Spiel Consulting, how are you kind of drawing the lines between coaching, consulting or is there a blurring the lines like where your work is kind of some consulting, where you’re actually kind of rolling up your sleeves and helping them solve problems? Or is it more coaching? That’s more, you know, consultative and you’re just kind of letting them solve the problem and you’re just kind of helping guide them.

Bob Spiel: [00:15:17] Yeah, actually, it’s even in the consulting realm of things. It’s more of the latter than the former because what I found over the years is as a good friend of mine, Katherine Mitel once said that people will fight an idea that’s given to them, but they will defend to the death, something that they have developed on their own. So I try even in a consultative status, to try to first find out where are the answers in the room and actually to help facilitate that. I play a lot of games with my clients when I’m on site. I was on site with two clients just last week in a consulting mode, but in the afternoon we had team training meetings with both of them. And often I tee up where I’m hoping to take them to with again because I found that adults learn best if they’re on their feet. And if you can have some very wise but also insightful ways to get them to play together, you can not only see how the group shows up, but you can then create a common context for where you’re trying to take them next and how you’re pulling the answers out of them. So it’s a very blurred line to answer your question.

Lee Kantor: [00:16:43] Now, can you give some advice for that leader that’s struggling? Is there anything they could be doing on their own right now, some low hanging fruit that you would recommend maybe an activity or just kind of a mindset shift exercise that can help them maybe see what they got right now and maybe some baby steps to improve something?

Bob Spiel: [00:17:05] Yes, please. First and foremost, I’d say grab my book. I wrote a book five years ago called Flip Your Focus, Transforming People Profits and Passion through upside down leadership, which is my leadership philosophy. It’s real simple. It’s the idea that my job as a leader is to work myself out of a job, and I do so by shifting my mindset from everybody here to see that I succeed to. I’m here to see that they succeed. And then there are three simple behaviors that I teach actively to my clients, and the first is clearly set expectations. The second is create a culture of participation. And the third is to show genuine appreciation. So if a leader honestly wants to change tomorrow, just how they show up and what they’re doing. Begin to catch your people doing stuff well and telling them, thank you. Sincerely and the best thank you have three components, not only what did they do, but why it matters to you and how it made you feel when you saw them do it. That’s the easiest way to begin to transform the leadership. There are other things as well. Clarity seems to be something that’s missing so much in business, whether it’s large or small, being clear about how everybody plugs in and what their piece of the puzzle is. I borrowed from Stephen Covey, who’s a hero of mine and was one of the guys that I learned how to think about business some 40 years ago. This idea of roles, goals and expectations. And so I actively teach clients to work through those type of exercises to know what the roles, goals, expectations and then metrics are for your team members. And if you can’t define them as their leader, then chances are they have no clue exactly what you’re wanting from them. So those are just some ideas.

Lee Kantor: [00:19:12] Well, I appreciate you sharing that. Is there like what’s the pain that your next client is having right now? What are some of the symptoms that they say they it’s going to get them thinking, I better call Bob on this team?

Bob Spiel: [00:19:27] Mm hmm. Well, hearkening back to this whole exercise about who is your ideal client, what I learned, my ideal client is somebody who’s been in business for five to 10 years and they’re stuck. What that means, Leigh, is they’ve succeeded in spite of themselves. But now they’ve kind of painted themselves into a corner and they don’t know where to go next. Typically, what that tells me is that they’ve got. Deliberate approach in their practice, what they do resonates with patients, but they’ve never really worked through what are their systems and what are their communication strategies and how do they lead. And so that’s where I plug in and help them work through those three things.

Lee Kantor: [00:20:15] But when you say stuck, a lot of people don’t have the self-awareness that they’re stuck like. It might be. Is there some symptom that, hey, revenue hasn’t moved in a period of time or, hey, I’m losing a lot of people like, are there some some breadcrumbs that are kind of a trigger to, you know, someone leading a practice that says, Hey, we might be in trouble, there might be a, you know, an iceberg ahead, but you know, I’m seeing some clues, but I’m not sure.

Bob Spiel: [00:20:42] Mm hmm. Mm hmm. Yeah, it’s even easier than the other two, although the other two you mentioned are perfect to look at turnover, to look at what are your numbers telling you? But the biggest metric that I found is burnout.

Lee Kantor: [00:20:55] So the leader is just like kind of at the end of their rope, like, why am I doing this kind of thing?

Bob Spiel: [00:21:01] Exactly, yeah. The phrase in dentistry, but often in small businesses, you feel like you’re on a hamster wheel, you’re running and running and running and you’re not getting anywhere. And that’s the biggest telltale sign right there that they’re stuck and that they could use help. Then there’s, you know, the next big hurdle after that is to say, OK, now if I’m stuck, how can I afford the help? But just like I was talking to a client yesterday during a call in a comment she made to me was, you know, Bob, there’s a scary juncture that you have as a business owner when you realize that you’re stuck and you realize you need the help, you think, Man, I just can’t afford the money to make it happen. But she said the best thing that I ever did was hire you. This is somebody who 50 percent at her practice the first year she was with me, and now she’s 100 percent of her practice this year. And before that, she was flatlined, you know, for three years. So that’s a big mental gap that has to be closed. Just like for me, it was, you know, I can’t work for myself. There’s this mentality that takes place while I know I’m stuck, I can’t pay for that. That’s a limiting belief that needs to be actively challenged. And then just, you know, put to the side because when somebody’s stuck, they succeeded. And now they don’t know where to go next. That’s when they need to bring in a coach and that coach is going to pay for his or herself. Hands down,

Lee Kantor: [00:22:45] Right? And it was just like you went through the first thing or one of the first things you did was find an expert. Yeah. To help guide you, to give you structure and to give you kind of a direction and say, OK, now I can take this and now I can, you know, put my secret sauce to this and take it to a new level. I mean, there’s no shame in that. That’s no, there’s not. That’s not a weakness. That’s a strength.

Bob Spiel: [00:23:07] Yeah, it is. And you know, and I paid him about the same amount that one of my clients will pay me in year one. And it was worth every penny is absolutely worth every penny because it set my feet on the path with the confidence and the competence to jump into this. And after that, then you know, you start to find yourself just meeting people and finding opportunities, becoming a part of established networks and finding additional mentors that can continue to take you further and further and further.

Lee Kantor: [00:23:42] Well, Bob, congratulations on all the success you’re doing. Important work and we appreciate you. Is there a website people can go to to learn more about your practice and maybe get it on your calendar?

Bob Spiel: [00:23:53] Absolutely. Yeah, my website is spiel consulting and it’s spelled S’s and Sam P like in Peter IBL consulting all one word. Or, you know, I’m also happy to be able to have them reach out to me. They can text me, which is probably the best way to get in touch with me. Just at two 00 eight five two zero six nine zero zero and I’d be happy to. Talk to anybody who’d like to talk to me.

Lee Kantor: [00:24:23] Well, Bob, thank you again for sharing your story.

Bob Spiel: [00:24:25] Okay, thank you, Lee. Great to be with you.

Lee Kantor: [00:24:28] All right, this is Lee Kantor. We’ll see you next time on Coach the Coach radio.

Tagged With: Bob Spiel, Spiel Consulting

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