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I'm excited to share our latest episode of On the Brink with Andi Simon, where I interview exceptional individuals to help others "get off the brink." This is actually our 400th episode and to focus on inspiring wellness is awesome, and reflects our committment to help people see, feel, and think in new ways so they can soar again and again.
This episode features the extraordinary Dr. Renette Dallas, a true powerhouse in health and wellness. I think of Dr. Dallas as a Wellness Warrior leading a Healthy Living Revolution. She is inspiring wellness in each of us. We should all join her! Get your TRUE POP popcorn ready for our podcast.
If you prefer to watch the On the Brink with Andi Simon Podcast, you can find Dr. Dallas's video here:Dr. Dallas is a naturopathic doctor (N.D.), minister, author, lecturer, certified fitness trainer, and raw food chef. With a rich architecture and civil engineering background and a U.S. Air Force veteran, her diverse expertise makes her a dynamic force for change. She's best known for her innovative product, TRUE POP, an organic snack that embodies her preventive, holistic care philosophy.
Her life's journey into wellness was triggered when she contracted tuberculosis and found that all the treatments were failing her. Dr. Dallas is a multifaceted expert in holistic health, combining her extensive knowledge as a naturopathic doctor, minister, author, lecturer, certified fitness trainer, and raw food chef. Her nutritional and herbal detoxification and healing expertise has positioned her as a leading preventive, holistic care voice. Throughout our conversation, Dr. Dallas shared her journey and her mission to empower individuals, especially women, to take charge of their health and well-being through informed choices about food and lifestyle.
Inspiring Wellness in Women
Much of our discussion focused on how Dr. Dallas inspires women to take charge of their health and well-being. She recognizes women's unique challenges, particularly in balancing various roles and responsibilities. Her holistic approach offers practical solutions that women can integrate into their daily lives. Dr. Dallas's work is not just about health, but about empowering women to prioritize their well-being and make informed choices about their health.
ConclusionAs a corporate anthropologist and advocate for women entrepreneurs, I found Dr. Dallas's story incredibly inspiring. She exemplifies how women leaders can bring innovative solutions to big problems. Tune in to this episode to discover how Dr. Dallas is leading the charge in healthcare reform and making a significant, inspiring impact.
Join us on this journey of empowerment and transformation!
You can learn more about Dr. Dallas and her products at Life by Dallas and check out TRUE POP on Amazon.
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In a recent episode of our podcast, âOn the Brink with Andi Simon,â I had the pleasure of speaking with Laura Grondin, an exceptional leader in the world of business and innovation. Laura is the CEO, chairman, and owner of a privately held industrial products company with two subsidiaries: Bingham & Taylor and Hartford Technologies. These companies supply diverse products, primarily to the water, gas, and automotive markets. Our conversation was all about how she has been able to navigate tradition and innovation.
Visiting Laura's website is a journey into the heart of an enterprise that brilliantly merges tradition with forward-thinking innovation. Her companies, with a rich history spanning 175 years, epitomize the power of adapting to change while holding onto core values. This blend of the old and the new is not just a business strategy; it's a philosophy that permeates every aspect of their operations.
How to Navigate Tradition and Innovation in Sustaining a Business?Laura's leadership showcases the essence of what it means to be an innovative, future-thinking leader. She understands the dynamics of organizations that thrive. Her ability to innovate and see the world as it evolves is extraordinary. This perspective is crucial, especially in an era where the future is uncertain, and many are apprehensive about what lies ahead. Laura shows us how you can navigate tradition and innovation, and build a better business. As Babe Ruth once said, "Yesterday's homerun will not win tomorrow's game." This quote perfectly encapsulates the spirit of Laura's approach: you can be good today, but thriving tomorrow requires a whole new set of skills and vision.
By 2005, Bingham & Taylor had already made significant strides towards gender diversity, becoming a 51% female-owned company. In 2021, Laura Grondin took over 100% ownership, ushering in a new era for women-owned natural gas and water businesses. V Technologies is a testament to the power of merging deep industry knowledge with modern innovation. It's fascinating to see how Laura's leadership has transformed these companies, pushing the boundaries of what's possible in traditionally male-dominated industries.
Laura's influence extends beyond her business ventures. She is a prominent figure in the sailing community, serving as a member of the US Sailing Board of Directors and holding various positions, including chair of the international Melges 24 Class Association. Her passion for sailing has twice seen her compete at high levels, earning her nominations for the prestigious Rolex Yachtsman of the Year award. Laura's involvement in sailing reflects her competitive spirit and commitment to excellence, qualities that she brings to her business endeavors.
Moreover, Laura tremendously advocates for women in business, particularly in STEM fields. Her involvement with organizations like C200, which supports female CEOs, underscores her dedication to empowering the next generation of women leaders. Through her work, Laura is paving the way for women in STEM and business, breaking down barriers and inspiring others to follow in her footsteps.
How can "Sailing" Build a Mind-Set that Works So Well in Business?Let's think of the metaphor: we should all be trying to navigate tradition and innovation in our business. From my perspective, as a corporate anthropologist who works with organizations that need to adapt to fast-changing times, I was thrilled to share Laura's story. It is a powerful reminder of the importance of adaptability and forward-thinking in today's business landscape. Her ability to blend tradition with innovation sets her apart as a leader who respects the past and embraces the future with open arms.
In our podcast, Laura shared insights into how her companies are innovating and creating new ways of doing things. This spirit of innovation is evident in every aspect of their operations, from product development to customer engagement. It's clear that under Laura's leadership, Bingham & Taylor and Hartford Technologies are not just keeping up with the times; they are setting the pace.
The Power of Women Leaders as Successful CEOsLaura's journey is a testament to the power of women leaders in driving change and innovation. Her achievements inspire aspiring female CEOs, demonstrating that with vision, dedication, and a willingness to embrace change, it's possible to lead and succeed in any industry.
Laura's story is not just about her achievements; it's about the broader impact of women leaders in transforming industries and driving progress. I encourage you to visit her website to learn more about her companies and their groundbreaking work. Laura Grondinâs journey is a shining example of visionary CEOs shaping the future, one innovative step at a time.
You can also watch our podcast on YouTube
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Welcome to On the Brink with Andi Simon. I am so delighted you have joined us for this podcast with Donny Willis where we share his own inspirational advice for how to intentionally build a better life.
In this enlightening podcast episode, Donny Willis is a wonderful guest, who you may recognize as the "butter man" from the iconic 2019 Macy's Thanksgiving Day Parade. Donny shares his remarkable journey of personal transformation, a story that resonates with many of us navigating our own life transitions. Donny is a pastor and the founder of a thriving church community in White Plains, NY. In this podcast, Donny and I dig deep into his own lifeâs journey and how he helps others intentionally build a better life for themselves and those around them. You might also like to read Donny's book, "Good, Butter, Best, From Dream to Reality."
What are Those Universal Themes of Life Transitions?Throughout the episode, Donny Willis and I delve into the universal themes of life transitions, the complexities of decision-making, and the pivotal role of emotional intelligence in adapting to change. Donny underscores the importance of seizing new opportunities as they arise and the transformative power of building and nurturing relationships to support personal growth and community resilience. We often forget that we are in control. Yes, we can intentionally build a better life if we think about our own personal story and continuously build that story around self-improvement.
Donny also shares with us his seven life-lessons that each of us can apply to create a better life for ourselves and those we care about.
If you prefer to watch the On the Brink with Andi Simon Podcast, you can find Donny Willis's video here:Thanks for joining us. Read the entire script on the blog page at https://www.simonassociates.net/category/podcast/
From Observation to Innovation,
CEO | Corporate Anthropologist | Author
Simonassociates.net
[email protected]
@simonandi
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Hear how Traca Savadogo found a new path to transform her life.
Welcome to "On the Brink with Andi Simon," the podcast where we delve into the transformative power of self-discovery and personal growth. I'm your host, Andi Simon, and today, I am thrilled to bring you an inspiring conversation with Traca Savadogo, a renowned relationship strategist who specializes in guiding individuals on their journey to find themselves. In this episode, we'll explore Traca's fascinating journey of self-discovery, a journey that has transformed her from a place of struggle to becoming a beacon of empowerment for contless others. Traca's story is not just about overcoming obstacles; it's about embracing the power within oneself to rewrite the narrative of one's life, a power that can lead to profound transformation and joy.
Join us as we listen to Traca's journey of self-discovery.Traca's path to becoming a sought-after relationship strategist was challenging. Like many of us, she experienced doubt, uncertainty, and despair. However, through these experiences, she uncovered a profound truth: the importance of reflecting on one's own story to transform it into one where you are the hero, not the victim. One of the pivotal moments in Traca's journey was her realization of the value of connecting with strangers. As a successful TEDx speaker, she shared her insights on "Why You Should Regularly Talk with Strangers," a topic that resonated deeply with audiences around the world. Through her experiences of stepping outside her comfort zone and engaging with unfamiliar faces, Traca discovered a wealth of wisdom and perspective that enriched her life in ways she never imagined.
She had to embrace vulnerability. Should you?During our conversation, Traca opens up about the profound impact of embracing vulnerability and authenticity in her own life. She shares how she embarked on a journey of rediscovering herself, shedding layers of self-doubt and fear to reveal the bold, brave, and ultimately happy woman others saw in her all along. Through her work as a relationship strategist, Traca empowers individuals to navigate the complexities of self-discovery with courage and resilience. She emphasizes the importance of cultivating a deep self-awareness and acceptance, recognizing that true transformation begins from within.
As we delve deeper into Traca's story, we uncover invaluable insights and practical strategies for anyone seeking to embark on their journey of self-discovery. From overcoming limiting beliefs to embracing vulnerability and cultivating meaningful connections, Traca offers a wealth of wisdom that will inspire and empower listeners to embrace their journey of personal growth and transformation. Join us as we embark on a transformative journey with Traca Savadogo, exploring the power of self-discovery, resilience, and the profound impact of rewriting your story. This is "On the Brink with Andi Simon," and I'm delighted to have you with us on this incredible journey of growth and possibility.
Watch and listen to our conversation here Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD Our website: Simon Associates Management Consultants -
"Belonging to the Brand" sets forth Mark Schaefer's thinking about Innovative Marketing and Community Building.
Let me introduce you to Mark Schaefer, who needs no introduction. With a career spanning decades, Mark has been a trailblazer, a thought leader, and a guide through the ever-shifting terrain of marketing and branding. From the dawn of social media to the rise of influencer marketing, Mark has not only witnessed these seismic shifts but has also been at the forefront, deciphering trends, and charting courses for success.
But what sets Mark apart isn't just his keen insight into what's happening nowâit's his uncanny ability to anticipate what's coming next. While others may struggle to keep pace with the rapid evolution of our industry, Mark has a knack for spotting emerging trends and technologies before they hit the mainstream. In this podcast, we will tap into that foresight, exploring what's happening today and what lies on the horizon.
Megatrends Shaping the Future of MarketingA core theme we'll explore is bringing people together and building new communities and shared experiences. In an increasingly fragmented and polarized world, Mark understands the power of connection and is passionate about helping brands forge deeper, more meaningful relationships with their audiences.
But this podcast isn't just about theory and speculationâit's about practical insights and actionable advice that you can apply to your own marketing efforts. So, whether you're a seasoned marketer looking to stay ahead of the curve or a newcomer eager to learn from the best, I invite you to join us on this journey through the ever-changing marketing and branding landscape. Together, we'll be navigating tomorrowâand shaping the future of our industry along the way.
The Most Human Company Wins
As we wrapped up our conversation, it became clear that despite the technological advancements, the core of marketing remains unchanged: the most human company wins. In a world where AI is becoming ubiquitous, maintaining a human-centric approach is what will set successful brands apart.
To learn more about Innovative Marketing, we recommend these:Podcast: Are you Ready for the Marketing Rebellion by Mark Schaefer
Podcast: Are You Ready for the Next Data-Driven-Digital Marketing Strategy? by Patrick Van Gorder
Podcast: Fran Biderman-GrossâFeeling Frustrated With Business? Maybe It Is Time For A New Marketing Strategy? -
Hear how Myrna Soto combined her great people skills with IT and business.
Welcome to On the Brink with Andi Simon, where we delve deep into the minds of industry leaders who are shaping the future. In this episode, I'm thrilled to bring a remarkable individual who has managed to shape businesses blending her people skills with her high-tech wisdom. Please allow me to introduce you to Myrna Soto. Myrna is Founder and CEO of Apogee Executive Advisors, an advisory firm providing strategic consulting the areas of Technology Risk, Cybersecurity, Technology Integrations, Digital Transformation, and Enterprise Risk Management.
Are there lessons you can learn to propel your own success in IT and Business? How can women thrive in the complex world of IT and Business?
Watch our conversation hereMyrna Soto is featured in our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success
How to connect with Myrna
You can reach Myrna on LinkedIn or through her website ForgePointCap.com.
To learn more about this topic, we recommend these podcasts and blog:Eisha Tierney ArmstrongâWith The Rise Of AI, Professional Services Are Turning Into Products. Are You Ready?
Lorraine HaritonâHow Can You Build A Better Workplace For Women?
10 Tips To Empower Women In Male-Dominated IT Industry
Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD Our website: Simon Associates Management ConsultantsWOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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Esther Aguilera is one of the 102 amazing women leaders in our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success,
In a world where success is often portrayed as a linear path, Esther Aguilera's journey stands out. Born to Mexican immigrants, she defied the odds and rose to significant positions in Washington, in non-profits, and in business. . Her story is a testament to the power of determination, self-belief, and the unwavering pursuit of one's dreams, inspiring us all to embrace our own unique paths to success. Welcome to "On the Brink with Andi Simon," where we delve deep into the stories of remarkable individuals who have defied odds and shattered barriers to carve their path to success. In this episode, we have the privilege of sitting down with Esther Aguilera, a trailblazer whose journey took her first to numerous positions in Washington, D.C., to the helm of the Latino Corporate Directors Association. Her openness to new ventures and a willingness to try unfamiliar leadership roles have not only transformed her life but have also paved the way for countless others.
Esther's journey is one defined by resilience and tenacity. Growing up as the daughter of Mexican immigrants, she learned early on the value of hard work and perseverance. However, her unwavering confidence and belief in herself truly set her apart. As you listen to our conversation, consider our thoughts about "imposter syndrome." Throughout her career, Esther grappled with feelings of being an imposter - a notion that she was never fully competent, yet always completely confident. However, this blend of humility and self-assurance propelled her forward, allowing her to navigate the corporate landscape with grace and determination.
A profound commitment to diversity, equity, and inclusion lies at the heart of Esther's journey. Throughout her career, she has been a tireless advocate for Latino representation, from building diverse teams to expanding the seats held by Latinos in corporate boardrooms, recognizing the immense value that diverse perspectives bring. Under her leadership, the Latino Corporate Directors Association rapidly expanded, becoming the premier resource for Latino talent on corporate boards. Esther's unwavering dedication to championing diversity and inclusion is a powerful reminder of the importance of representation and opportunity for all of us. You will hear a woman who knew that Latinos were not moving into leadership positions, and she would help them open doors and find pathways to change these limitations.
Embark on a transformative journey with Esther Aguilera, a leader whose story resonates with us all. Her journey inspires us to embrace our strengths, confront our doubts, and forge our path with unwavering confidence. Through her reflections, insights, and profound wisdom, Esther invites us to challenge the status quo, embrace our authenticity, and dare to dream boldly. Join us as we learn from her experiences and find inspiration for our own journeys.
Watch and listen to our conversation here How to connect with EstherYou can reach Esther on LinkedIn
Or, email her at [email protected]
Additional resources for you Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD. Read more about it at http://www.womenmeanbusinessbook.com My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our website: Simon Associates Management Consultants Our book website: www.andisimon.com Read the transcript of our podcast here. (Edited for readability)Andi Simon: Welcome to On the Brink with Andi Simon. I'm Andi Simon, and as you know, my job is to get you off the brink. However, if you're stuck or stalled. Our job is to bring you interesting people. And I have a wonderful woman here today who's going to help you see, feel and think in some new ways because you don't have a story like hers. And she is an extraordinary role model. So how you can overcome life, life's adversities and rise. We're going to talk about a bunch of things that are going to touch you as she has touched me, and I think this is such an exciting time. Esther Aguilera is here with us today, and I am very excited because she is a part of our new book, Women Mean Business. Esther comes to us with the perspective of somebody who has had a journey, and I'm going to have her tell you about it, but let me introduce her.
She is currently a senior advisor at Altura Capital. Previously, she was president and CEO of the Latino Corporate Directors Association, and she built the first national network of Latino CEOs, corporate directors and C-level leaders. She oversaw the organization's rapid expansion to become the premier resource for Latino talent primed for the boardroom to accelerate the conversation of Latino inclusion in America's boardrooms.
She's a thoughtful, transformational leader, and she's known for driving impact and results. She is a two-time chief executive and a two time executive director, and she comes to us with a 32- year track record, executing strategic business plans and leading high performance teams. And she's going to tell you more.
As you know, my desire is for them to tell you about their journey. It gives you a context for understanding the challenges that she's facing and the way she's overcoming them. But she also tells us that she brings a deep experience and understanding of the intersection between the charitable, business and government sectors. And I think this is really exciting. She's worked with members of Congress, cabinet members, corporate CEOs and directors, nonprofits, and associations, and she's just a superb-powerful person. Welcome, Esther. Thank you for being with me today.
Esther Aguilera: It is a great pleasure to be with you, Andy.
Andi Simon: Tell the listeners and the viewers, who is Esther? You tell me your story. And I think it's a very important one to set the context for your own journey, the challenges you've overcome and how you thrive, and the joy you bring to others in the process. Who's Esther?
Esther Aguilera: Thank you for having me. And thank you for the question. So, you know, as you mentioned, I have had the privilege of working for our nation's most powerful leaders from members of Congress, and cabinet members. I've organized meetings with the US President and worked with the top leaders in the nonprofit space, corporate space, and working with corporate directors. But my path was not a typical one. My family moved to the US from Mexico when I was four years old, so I'm an immigrant. We were actually undocumented when we first came. It's a long story, but needless to say, I'm the proud daughter of a landscape laborer and a garment worker. So, we had a very humble upbringing. But we clearly strived to do our best and contribute and get a good education, which is what landed me in college and also, I studied my first public policy. It's not something that growing up, I would have ever seen myself doing. I didn't even know what it was. By the way, when I moved, I moved to Washington, D.C. after college, and my parents didn't really understand what I did, and neither did my family. But here I was in Washington, D.C. We moved here in 1990 right after college. And that's where oh my gosh, so many worlds opened up. So many opportunities and a lot of scary things. I mean, good, scary things, but new things that really opened up all new apertures and experiences and opportunities again, that I enjoy today.
Andi Simon: But, when you shared with me your story, you said public policy wasn't something you're familiar with. How did you get to Washington?
Esther Aguilera: Well, I was very, very lucky. First I was visiting Washington, D.C., and I had a professor who I contacted and I said, hey, I'm in the nation's capital. And he said, well, you need to meet with some of the premier organizations. And he made some connections for me that I was literally just planning to have some informational meetings and then travel back to California to start looking for a job. And I took the plunge. I had some great meetings. The first organization was a National Council of La Raza, which is the premier today known as Latinos, U.S. and it's a public policy organization. I went for the informational interview, and they offered me a job. And I was just one in shock and thinking, oh my gosh, Iâm moving to Washington, D.C. Is that something for me? But you know what? I took the plunge. And this was another great theme that I like to talk about is I've had some different pivots and new areas and new places. And what's been wonderful was really embracing new challenges has been how I have been able to broaden my horizons and find new opportunities.
Andi Simon: Yes. Good. But it is interesting because as we think about it, your intention wasn't to come to Washington and get a job. It was to go discover; you were curious. You're an explorer and you really didn't know what the possibilities were. It was an interesting opportunity for you to land something unexpectedly that has turned into a whole career trajectory for you. And I have a hunch several times during your career, things sort of popped in you and you thought that could be interesting. Where did your career go from that first destination?
Esther Aguilera: Well, I was lucky to land a job on Capitol Hill. I worked in the US Congress and became the executive director of the Congressional Hispanic Caucus. I have had leadership roles since my mid 20s. That's what I love about Capitol Hill is you get great opportunities early and you are contributing a great deal. And so, that came about also with mentors who put my name in the hat and said, hey, I think Esther would be a great candidate for this. When I was already working on the Hill and when they asked me, is this something you're interested in, things went through my mind of doubting. Am I ready for this? Thatâs such a big challenge, such a big role. But I raised my hand and said, yes, I will take on the challenge and contribute everything I've got.
Andi Simon: It's interesting because that's one of your five wisdoms. Raise your hand. It puts yourself out there for new opportunities. You don't really know what's happening and what is going to happen to you, but you're comfortable enough in yourself to say, of course I can.
I don't know where that is and I don't know how we're going to do it, but somehow I know that I can succeed at some level. What are people expecting? Were they clear about their expectations or they just trusted you to rise to the occasion?
Esther Aguilera: With every role and pivot that I've had, and I will go into some of those as well, there's always been one. I already had some great ground training in policy and writing and research. And then I worked as a legislative assistant. So, I had some of the base groundwork. And then you take that and the important thing what I tell young people is don't go into your next role because you meet 100% of the experience and expectations. You look at a job description and you want to have space to grow, but you've got the foundation and you take that and you build on it and that's okay to ask for help. It's okay to feel vulnerable to say hey, I can do 50, 60% of this, and I'm going to need some guidance. I can do the rest with that guidance. And it's important to feel that you can be both honest with yourself and know that you can do it. Don't let that hold you back.
Andi Simon: Well, I couldn't agree more. We can compare career tracks, but it is interesting listening to people talk today about needing mentors or sponsors. I never had any. Did you have them along your journey?
Esther Aguilera: Well, when we talk about sponsors, these are people who put your name in the hat for you. And so my professor who first said, hey, I'm going to make this introduction. And then, of course, you step right in., I had a member of Congress put my name in the hat. Another mentor of mine, a male mentor who said this is someone who could take on that role. So I think they saw something in me that I probably wouldn't have raised my hand. So those sponsorships are so important. And then, down the line.
Andi Simon: Well, you know, it's interesting because you didn't even go looking for them to sponsor you or mentor you. You just were good at what you were doing and kept showing up, curious, whatever the attributes were that they were looking for. And there you were. And that was really what's exciting about it is that you don't have to be intentionally groveling up that ladder. You can just be really good at what you do. People see it and then offer you something and you say, I can do that. And then you rise. And it's very exciting.
Esther Aguilera: I agree, but I also think it's important. There are so many lessons learned on the journeys that I'm an open book and I love to share. And that while sponsorships are important, let's not rely on them and make sure one keeps your resume circulating and raise your hand. And oftentimes, making a transition is really tough sometimes. But keep your eyes and ears open. Keep opportunities open even when you love what you're doing. It's okay. You're not being disrespectful to your current employer. You are inquisitive and want to grow. I'm in the book Women Mean Business and my wisdoms have been around again and be open to new opportunities, new frontiers because that is how you learn and grow.
Andi Simon: So one of the things that you and I talked about was a theme. There are two themes that I want to make sure that we dig into. One is about where Latinos are today. But the one just prior to that is that we mentioned the fact that you were the child of immigrants, and you have led some of the most consequential organizations in the US. Did you bring a particular perspective that was extremely valuable? Were you just a young person coming out of college? How did you blend all of this so that you were you? Because I have a hunch of those who were sponsoring you, mentoring you, saw something unique in how you saw the world. Something that you can share. Is it something you can reflect on?
Esther Aguilera: Some of my early areas of motivation were really looking at women and how there were two standards for what women can do versus men. And I saw this growing up, and I always kind of fought against it or thought against it and said, why is there that difference? That was one of the things that just kind of kept me going. But, at the end of the day, I was always very impact oriented. I always wanted to leave a mark and a contribution. We all have superpowers. I've had opportunities after working on Capitol Hill. I went to work at the Department of Energy, running the procurement office. And in that role, I came in to lead a team of federal employees and gave them real purpose. We reorganized the office and built a high performing team that was very impactful, and mission driven. It was a little lost, but the Secretary of Energy put me in charge and said, I want you to fix this. And it's where I discovered some of my superpowers. I was given that opportunity, I already knew that I could drive change on the legislative front. And I was thinking, how am I going to drive change here? And it's through people and it's through leadership and promoting people for leadership. And in that role, I later went to run a larger group, the Congressional Hispanic Caucus Institute, which is an internship fellowship organization for young people to get experience on Capitol Hill. I had so many doors open to me since with my experience, I wanted to make sure others had that as well. And so this organization, I grew it from $4 million to $10 million. And at every stage just transformed and built an even better, solid foundation for the organization, for the future. There again, it's about building a high performing team and impact. So, I found that my superpower is driving growth and impact. But my secret weapon is building high performing teams where people can contribute. And we find ways of finding where they can excel and contribute and grow to the overall having a clear purpose mission that everyone has a role to play in.
Andi Simon: I have several leadership academies I've been running for many years for clients. And one of the things we talk about is that a leader really needs other followers. A leader can't do anything alone. And so, as I'm listening to you, I'm saying you have some magic to empower and enable and engage others so they can rise higher than where they are growing. They don't have to move up a ladder. They need to grow personally in their skills, their confidence that you said it so well, their purpose, their mission to have strong values and to see how their actions are purpose driven and they can actually become part of a team that's delivering extraordinary results. And I have a hunch you had great pleasure when you were doing that, building those teams, and building those people. Right?
Esther Aguilera: That really was. That's when you find it's your superpower when you really enjoy doing it. And of course, I had another pivot to then start an organization with corporate directors. And we formed the Latino Corporate Directors Association, and that I was able to start from scratch and grow it tenfold to become the premier organization that really elevates because it's so important to have leadership roles and to have decision making roles and have a seat at the table. Because if you don't have a seat at the table, you don't matter, that's the bottom line. And it's part of important work that I'm really proud of now doing even more after having built a really solid foundation, all of the pillars that lead towards the impact and the team there to then take it on.
Andi Simon: Well, all of this then leads to the community. You and I spoke about how the Latino community developed, grown? Where is it going? How do we get access to positions of power and equal pay for Latinas and Latinos? You've had a wonderful solo career and now you're pulling along lots of others to be able to actually optimize their success as well. Share with us a little of your perspective. What do you see happening?
Esther Aguilera: Well, first, this has always been the second largest demographic in the US. For 32 years have been working to advance the Latino community in the US from all angles, from legislative leadership and education across the board. And I have to say that in the 90s, we were called, and even the 80s, The Sleeping Giant because it was a large group, but still was more behind the scenes. And I don't think we have advanced as much as we can, and we need to. That's why I'm such a believer in having Latinas and Latinos in positions of power and authority because you have to have both a bottom up from grassroots kind of building to leadership as well and have those important roles across the board. This has to be in government and whether it's in the private sector, in the largest corporations of the country and so that's an important ingredient. Today, Latinos are 62 million Americans. This is close to 20% of the population and a GDP of nearly 3.5 trillion, which is the same as a fifth largest country. It's massive and yet we're still not in the positions of power, and we're still, especially Latinas, are least paid. In fact, the pay gap is the lowest for Native American women and Latinas. Native American women earn $0.51 to the dollar that men make in the same jobs. And Latinos are $0.54. Other groups come in and that hasn't changed much in the past 20 years. So there's still that huge gap. The boardrooms and corporate boardrooms, Latinos are the single group of any other women's group, any other demographic group with the least amount of board seats and representation in that boardroom, Latinos and Latinos alike. I think that's why my philosophy here is that and this is why we started the Latino Corporate Directors Association that you can't complain about. You can't say, well, it's the search firms is this and we keep hearing we can't find qualified Latinos for the boardroom. You have to point the finger this way and do something about it. So that's why a group of pioneering corporate directors launched it and then brought me on board to build it because we have to be the owners of our destiny.
And we can't wait for others to solve these things.
Andi Simon: It's easy to complain and it's easier to sort of look at history, but I think you're already beginning to see some small steps to move the needle a little bit. Anything that you can share that is exciting to you? Do you want to share your superpowers with others? Do you see opportunities opening up? You said we're still the sleeping giant. You do have a whole lot of people here in this country ready to do some really exciting things. What are you thinking?
Esther Aguilera: Oh my gosh, we have so much talent. In every sector and every industry, it's about really showcasing and lifting up the talent that's there so that we take away the narrative and excuse. We can find them right there. Itâs groundbreaking with Latino corporate directors. I'm also advising Alpha, which is the largest Latino professional association in the country. It is the oldest and largest with over 115,000 members around the country. And here is an organization that we already have so much, membership and visibility within the community. But it's about letting others in other communities know, here's where you can find the pipeline and the talent for anything you need, and lifting up and showcasing profiles and taking away again that narrative that there's plenty of talent, there's more to grow. There is potential and talent there. And we're here to help make it easy for you to find it.
Andi Simon: You know, I'm thinking about two situations. When I mentioned to you there was a woman at Washington University, when I spoke there on Women Mean Business, who had gotten a scholarship to a high profile Latino woman who had gone to college, the first from her family. She had gotten a wonderful scholarship to a very high profile private school, and then had gotten into Washington University with a big scholarship and was very lonely. And when we were talking, she said, I'm all alone. And it's very hard to have to be here without a community of others like me who understand the journey I've been on, and I'm not quite sure where I'm going. Am I going back to make money for my family and my community? It was the most profound. And then I gave a talk down in Houston and Arturo Lopez, a Vistage chair that I knew brought in a whole group of Latinos, all of whom are struggling to be heard. And I think that the nature of both media and what we talk about, how we celebrate, where we get the positive superpowers and how we acknowledge it, needs something to boost it. And as you and I were talking about Alpha and others, it's not a bad time to think through how to rally other Latino to help build a network of mentors for others. She said, I don't have a role model. I have no one. I've had no role model through most of my education, and I felt I was amazed at her boldness and her bravery, but I also knew that she was going to have to work hard to find some community to belong to that she could lift herself up. So there's a real need. We're going to rise. We need to have others help us. And I've heard that so often from the folks like yourself in our book, who said, if I rise, I lift others. They basically can't do it without others. That's why I said to who's your sponsor? Who's your mentor? And how do I get help? And they're not even women. They were all guys. And so there's a real need out there. So now with Altura Capital, are you seeing things that are shareable? You're in the private equity world now.
Esther Aguilera: Yes. My latest pivot, whatâs exciting about my pivot to private equity was one in every one of these paths, I have honed in more around my brand, and my brand has been to really lift up others. And the firm that I work with is Latina led, Latina founder, CEO, private equity. Her name is Monica Mantilla. And I always say she's probably the pioneer Latina who was founder, CEO and managing partner of a private equity firm for 18 years. The way that she invests in companies and again, private equity, you already have to have a profitable company that's going that we can invest in to grow. But, she also has a social impact mission. She invests in low, moderate-income communities that have great businesses and can invest in them to then also create better jobs, better pay, better benefits, and they track that impact. So here we have a firm that's not only creating value for shareholder, for investors and for the company, but also an impact and community. That is my brand. So I always have to feel really strong and passionate about what I'm pushing, what I'm driving, and who I'm working with and for. And so I found each step of the way has always been that for me. I always tell folks, find what are what drives you, what kind of team and environment do you want to be part of, but also how do you help create that team and environment? Because we're all players in it, developing high performing teams. Meaning means that everyone brings something to the table and you want to harness it, and you want to continue to nurture it, to continue to produce even more, because you feel part of that mission and drive of what we're all achieving together.
Andi Simon: You're a real multiplier, aren't you? It isn't enough for you to have a job and to do things. It's only really good if I have a team, however big that might be, who also are empowered and engaged to multiply and do more together and better. This is really exciting.
Esther Aguilera: But it wasn't always something you and I talked about as well. It wasn't always an easy journey, right? You know, a big part was, Iâve been thinking a lot about the imposter syndrome and early in my career. Oh, my gosh, I was there really. Two big things to overcome. You know, one here is an immigrant working in the US Capitol, what am I doing here? And someone is going to expose me. I found that, in fact, I don't like the term imposter syndrome. There are two sides to it. I think most of it is self-inflicted. Let's say as an immigrant, you come here and you're already feeling like an outsider, and you don't always have the resources to really properly show up and build that confidence that you need to step into some new roles, but you have to find it yourself. And so in terms of the imposter syndrome, as I mentioned, there's kind of two sides to it. I think that other people probably see a lot more. When you're feeling that, people see a lot more value and worth and contributions, and you do it yourself. So I see it as an opportunity to turn it around and say, okay, well, what am I bringing to the table and how do I own my own worth and my own contribution? So, the imposter syndrome, you're only diminishing your self-worth. It's about building that up and then building a network and supporters around you that are also going to lift you up. Because we all need that. It's okay to ask for help. You can say, I don't feel good today, but you're always going to have ups and downs. That's part of life. It's not always going to be rosy.
Andi Simon: But, as you reflect on your movie, we were talking about how life is a movie and you don't want to end up regretting things. You have been able to champion gently yourself, slowly through many pivots, and each one adding richness to your life. And you add richness to that. And it isn't as if there's a straight line. I mean, one of the things that I think is so true is the unknown in front of you can become the best experience. I look to your wisdoms and I go, oh my goodness, Esther is a wise woman because that's exactly what we're saying. It's the unknown. Usually your brain fights it, flees it. Fear fiercely denies it. Appease it.
You have an amygdala that would like to hijack it, but instead you've embraced it and you've written a new story for yourself where it's okay, I cannot fail. I just embrace the new and I am going to succeed. Impostor syndrome could be a whole other podcast. I don't think I truly don't believe in it. I do think that people are always a little uncomfortable and it's okay to be uncomfortable. But in fact, the unknown in front of you can become the best experience. And that's right and once you turn lemons into lemonade, let's do it. What's the worst that can happen? Well, it didn't work. So what? And everything you've touched is turned to good, better and best. And so you've got a wonderful career, Esther. If you want to leave the folks with a couple of really cool, actionable things, one, two or three, other than forget your imposter syndrome, we don't need it. What would you share with them based on a beautiful life story?
Esther Aguilera: Well, certainly one, build that board for yourself around you and that group of friends, both peers and a network that you could be there for them. They're there for you, too. Don't be afraid to ask for help or to say, hey, I'm really happy where I am right now, but maybe I should start putting my resume out and privately talking to people about what I should be doing next. Because unless you put your name out there, whether it's for maybe something new or for a boardroom, people aren't going to have you on the top of their mind always, unless you bring it up or let them know, and that in your own mind kind of helps to put you in a position where you can say, hey, I'm ready for this pivot. And the last is, those pivots could be scary, but at the end of the day, they do open new opportunities.
Andi Simon: Yes. And opportunity is exactly what they are. They're not problems. They're all opportunities. And they are in front of you waiting for you to say, I'm cool, let's try it. And that becomes a great, great journey. This has been such fun. Thank you for joining us, our audiences, and Esther shared with us today some really profound opportunities that she has lived through with her superpowers. Esther, if they'd like to reach out to you for talking, experience, consulting, any kind of work with Altura, how could they reach you? Is there a website or is it through LinkedIn?
Esther Aguilera: I think the best way is LinkedIn. Esther Aguilera, and I look forward to hearing from individuals. It has been my great pleasure and thank you for inviting me. I'm honored and just really admire your work. Thank you for what you do for us all.
Andi Simon: Well, thank you for that kind, kind ending here. Esther and I have truly enjoyed being in Women Mean Business. And I think that the most interesting part of a book is you don't really know where it's going, like life. It takes you along. And that's what's happened here. And every time I open it and I read some things, they're all different. There are 500 of them. They really reflect very different perspectives, but very enriching ones and the energy and the force there. So when you read Esther's, you're going to say, of course the opportunities are here. Who's stopping me except me? And that becomes really important. Let me wrap up for all of you who come to On the Brink with Andi Simon. Thank you. You pushed us into the top 5% of podcasts globally, and I admire that for you because that's your benefit to it. We keep looking for great people that can help us see, feel and think in new ways. Send them along. Your emails are wonderful, and I keep looking for more people like Esther and others who can share with you their life's journey so that you can see how others have tackled the opportunities or the challenges that they faced. Remember, Women Mean Businesses is on Amazon, Barnes and Noble and your local bookseller. So are all my other books there as well. So if we can help you take your observations and turn them into innovations, let us know. It's been a pleasure to share the day with you, Esther. I'll say goodbye and thank you so much. Goodbye, everybody.
Esther Aguilera: Bye bye everyone. Thank you. Andi.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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Welcome to On the Brink with Andi Simon, the podcast where we delve into the stories, insights and wisdom of remarkable individuals who are trailblazing paths in the corporate world. Iâm thrilled to have you join us today as we embark on a transformative journey with none other than Sandra Quince, an exemplary woman executive whose journey is nothing short of inspiring. Sandra Quinceâs narrative is a testament to resilience, determination and unwavering commitment to personal and professional growth. With a career spanning decades in the corporate landscape, Sandra has navigated through challenges and shattered glass ceilings and emerged as a beacon of empowerment for women everywhere.
In today's episode, we have the privilege of unraveling the layers of Sandra's remarkable journey. From her humble beginnings to her ascent to executive leadership, Sandra's story is a poignant reminder of the power of perseverance and self-belief in the face of adversity. As we delve deeper into Sandra's narrative, we cannot help but be captivated by her profound insights into leadership and inclusivity. Sandra's wisdom transcends traditional notions of authority and is rooted in empathy, compassion, and a deep-seated commitment to fostering inclusivity and acceptance.
Throughout our conversation, Sandra imparts invaluable lessons on the art of influence and the importance of cultivating diverse and inclusive cultures within organizations. Her belief in the transformative power of diversity is a guiding light for leaders aspiring to create environments where every voice is heard, valued, and respected. Moreover, Sandra's mantra of "owning your career" is a powerful reminder that in a world where opportunities are abundant yet fiercely competitive, it's imperative to take charge of our own destinies. Sandra's journey is a testament to the fact that when we assert ourselves and take ownership of our paths, we pave the way for success on our own terms.
As we navigate the intricacies of Sandra's narrative, it becomes evident that her journey is not merely about personal triumphs but about paving the way for future generations of women leaders. Through her mentorship, advocacy, and unwavering commitment to championing diversity and inclusion, Sandra continues to drive positive change in the corporate landscape. I invite you to join us on this enriching journey as we unravel the tapestry of leadership with Sandra Quince. Her story is a testament to the transformative power of resilience, wisdom, and the unwavering belief in one's ability to shape their destiny.
Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD Our website: Simon Associates Management Consultants Read the transcript of our podcast here (edited for readability and grammatical correctness):Andi Simon: Welcome to On the Brink with Andi Simon. I am Andi Simon, your podcast host, and your guide. Remember, my job is to help you get off the brink. I find people who are going to do just that to help you. These words are very intentional: See, feel, and think in new ways so that you can change them. And I often tell people the brain hates me. It doesn't want to change. I'd rather stay where you are, even when you know it's better to be different and do something better. It's challenging for you to learn new techniques and begin to thrive with them. So today, I have a wonderful woman, Sandra Quince, with us. You can see her beautiful smile. I will tell you about her briefly, but she's also part of our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success. So I will show you her picture here, which is gorgeous, and she has a beautiful quote. Remember, our book has 102 women with 500 wisdoms to help you start and spark your success. It's a beautiful book.
It's selling like crazy, but her wisdom is compelling. "Be a leader who creates an environment where everyone can bring their best selves and thrive."
Sandra." loves the quote by Mahatma Gandhi. "The greatest of humanity is not in being human, but in being humane ."I share that with you because I've been doing a great deal of podcasting lately, and people say we must become more humane. Corporations have to become more concerned about their employees' and communities' well-being. Culture has to begin to focus on "we," not "I," and I can say those words, but we have to do them.
Let me share Sandra Quince's bio, and then she'll tell you about her journey because it's beautiful. Sandra Quince is the business enablement and leader on loan and loan program executive responsible for leading business operations across workforce development and arts and heritage while also serving as program executive for the Leader on Loan Program, which is for Bank of America.
Prior to this, she was the chief executive officer for Paradigm for Parity through Bank of America's Leader on Loan Program, and she was responsible for leading all elements of Paradigm for Parity, strategic plan, financial, programmatic, and operational performance. She'll tell you more about P4P because it is a huge opportunity for you to understand what it can do and what you can do. She worked with the coalition's co-chairs and board of directors to oversee and execute the organization's vision and growth plans. She's been featured in Essence CEO, World Magazine, Fast Company and interviewed on Fintech, Fintech TV, BBC, and Bloomberg Radio. She's just an outstanding leader in her community, through boards, and through her actions. And what I'm so excited about today is that I've developed a program to help companies change their cultures, not by thinking about diversity, equity, and inclusion as a program, but instead as a mindset, as a way of seeing the opportunities that come from having lots of different ideas, being more innovative, inclusive. And humans love to belong. They don't want to be outliers. They don't want to be necessarily forgotten. So, how do we build that kind of culture at a time when D and I are under a bit of siege? People are wondering why we're doing it. We're doing it because it is transformative for ourselves and our businesses. Sandra, thank you for joining me today. It's an honor and a pleasure.
Sandra Quince: Oh, it's such a pleasure to be here with you. And thank you so much for having me on today.
Andi Simon: Isn't it fun? I'd love you to tell the listener or the viewer about your journey because it sets the stage for what we'll discuss next. Who is Sandra Quince?
Sandra Quince: Yeah, so thank you for that. My journey really started; I have been talking a lot about and reflecting on what makes Sandra who she is or who has had an influence on her.
And so it brings me back to my childhood. I am a product of a military father. And so we traveled around a lot. And I think that experience in itself, because you meet so many different people and get a chance to interact with different cultures really helps to build who you are and helps you to see the world through a very different lens. I also think about the lessons that my great-grandmother taught me of being just a really kind and strong woman while being kind and being very cognizant of the fact that you're not better than others. It was part of my lessons growing up: how to be resilient and bounce back from things. She was a powerful woman, and while not formally educated, she was extremely intelligent. But then, it also taught me to stand up for myself, advocate for myself, and speak up for myself. And so that's where I draw that inner strength. When I became the CEO of Paradigm for Parity, that didn't happen by happenstance, right? There were a series of things that led up to that. But earlier in my career, Andrea, one of the things that I didn't understand was that when you put your head down and you're working hard, that wasn't enough. And I showed up to laugh.
Andi Simon: I know, I know the feeling well.
Sandra Quince: So you show up. I was a first-generation college student. I was a first-generation corporate. I needed help understanding the rules of the road. And while I had these beautiful life lessons, I wasn't sure how to employ them at that moment. And I came into the workforce thinking, if you just put your head down and do really good work, you will get promoted. And while doing really good work is a part of what we all should do, because that's table stakes, that is not the only path that leads you to promotion. That is just one part of many different things we must consider in the workplace. And so I did learn that I needed to not just do good work, but I also needed to understand what I wanted out of my career. I needed to understand how to advocate for myself, employ the life lessons I learned earlier as a child, and speak up and talk about the good work I was doing. So think about how are you telling your story. How are you telling others about the work you're leading and doing but adding value to your organization and advocating for yourself? And I learned the power of networking and sponsorship. And so all that and part of the wisdom that I shared, and you touched on a little bit as we talked about this session, is really about owning your career. I learned a valuable lesson that I have to focus 100% on my career.
Andi Simon: I do love that. And I've been using it. I've been sharing it. My grandkids, even my daughters, because we are all going through life's journey, and people put you in boxes, and they are pleased putting you in that box and thinking that's who you are. I coached a woman who got stuck and stalled in her career not long ago, and I said, you still need to take ownership of it. She said, what does that mean? I said, well, you assumed, like Sandra did, that if I work hard, I'll be noticed, and therefore, I'll get promoted. And you're upset that others you've trained have gotten promoted without any of your experience. It's a recurring theme, particularly for women, but not only for women. Now the question becomes, as you're thinking about that career, somehow you moved into an area that has become honorable in some ways, perhaps by design or by chance, in helping others understand the power of a diverse, equitable, inclusive, and belonging workplace. And I say those words to make them come alive. It's not denied; it's about a diverse, equitable, inclusive, and belonging place for people. It's not a program. It's a place where we love to come to work. Talk a lot to our audience about how one migrates there and then owns it, and then what do we learn from it? Can you share, please?
Sandra Quince: Yeah, absolutely. So, you're absolutely right. Diversity, equity and inclusion is not about a program. It's about creating the right ecosystem for your company and your employees to thrive. And the reason why companies should be engaged in diversity, equity and inclusion is because, number one, you will be more profitable. There are studies that have been around for 30-plus years that prove this point. Companies that engage in this work put the right resources behind it. It's not just lip service. They're 30% to 40% times more profitable. And why are they more profitable? Well, they're more profitable because they create the right ecosystem for their employees to show up and do their best work. So what does that mean? That means that your employees are in an environment where they can give their best and do their best work, which means that creates profitability for the company because they're interacting with them, with the customers and clients in a way that creates, that sells those products or creates that opportunity to engage more customers and more clients and creates opportunities for companies to have more market share. The other thing is, you have more companies and clients because they see that there are people that reflect who they are that they can do business with, and that promotes trust in a brand. And so the third and fourth thing is you're more innovative because you have different voices, different experiences, and different mindsets sitting at a table, and you create the products and services that help your organization thrive. And so that's the reason why companies should be doing it. Yes, it's the right thing to do. Yes, it creates the right opportunities for your employee base. But at the end of the day, I work for an organization that's there to be profitable, and I want that organization to be profitable because that's how I make money as an employee. So, creating an opportunity and engaging around diversity, equity, and inclusion are things you can't afford not to do. And so in this day and age, where, yes, there is a lot of backlash, yes, there there are those out there that are saying that diversity, equity, and inclusion is not what it doesn't do what it's supposed to do, meaning that they feel like it's reverse discrimination or it, it causes division.
That has never been the intent, nor is it what real diversity, equity, and inclusion do for organizations. There's a study that came out recently, Andi, that asked thousands of employees and this was just released, I think late last month. They asked them, do you still want your organizations to engage in DNI? And so one would think that that answer would have been a resounding no, based on what you hear out and what you hear the rhetoric today. But 90% of employees said no, absolutely. It is critical to my organization's and my success.
Andi Simon: There's additional research that I've been reading like you have, which says that people look for companies that have diversity in leadership. And it's not just that they want to belong. They want to know that it matters to the organization and that they can see pathways to progress and success. And they are consumers. They are no different than your clients or your customers. They're looking for a place where they see curiosity and things where I can belong, and I can share my ideas in a healthy way so that people hear me and I can be strong instead of in a box. I am interested in Paradigm 4 Parity. How did that develop? Because it's a particular approach, and it's amazing. The Bank of America has underwritten it. Please give us some perspective on what it is, how it works, and how people could benefit from it.
Sandra Quince: Absolutely. Paradigm 4 Parity is an organization that was created, seven years ago, will be going into our eighth year this year. And it's an organization that was created by women for women. So, these were women who had achieved great things in their organizations. They were CEOs and they were on the back side of their careers. And what they realized when they turned around to look behind them wasn't no other women were coming behind them. There was one other woman in the pipeline, and more importantly, their daughters were entering into the workforce. They realized we have a problem, and we have got to find a way to solve it. So, unlike some of us who sometimes sit on the sidelines and talk about the issues, these women got together and said, we need to do something about this. And so they created Paradigm 4 Parity. Paradigm 4 Parity is dedicated to achieving gender parity at every level of leadership in corporate America with a lens on racial equity. And so these women said, not only do we need to create this organization and invite companies of various sizes to be a part of this coalition and a part of this change that we want to see, we're going to provide them with a roadmap or a five-point action plan, we like to call it, to help these organizations be able to navigate their way to success, to achieving gender parity. And so they did tons of interviews. They took subject matter experts, interviewed the women who had been successful in their careers, and boiled it down to five key actions that organizations need to take in order to see Parity. And what's beautiful about this is when organizations execute on this, you not only have gender parity, but it creates that ecosystem that I talked about earlier, where you're creating an environment where everyone, men, women of all ethnicities can show up and thrive in an environment that becomes equitable and fair for all. And so, yes, while we're dedicated to achieving gender parity, we've provided the blueprint and all the tools and resources to go along with that. We also understand that it's important that we bring everyone along in this journey. And so it creates an equitable environment for all.
Andi Simon: You know, you're talking about a significant transformation of the corporate and social aspects because this isn't just inside the company. This is the whole mindset about how we see each other. Humans are quite fascinating because we're status creatures. It's me against my brother and my brother against my cousin. A little anthropology always helps us understand the perspective that we've evolved and survived by comparing ourselves. Gregory Batson has some significant research on the differences. The difference is only because we see the outside differently from us. We know who we are. But now, it becomes a much broader perspective beyond the tribe about the fact that I can be much more extensive and broader. With so many people going through college education and traveling and seeing different things, it's a time for personal and professional growth in our companies. Paradigm 4 Parity: is that something a company buys? Is it something they just understand? How do they get involved with it?
Sandra Quince: Absolutely. So, I encourage everyone watching and/or listening to this podcast to go to Paradigm4rparity.org and check out our website. All companies have to decide that this is definitely where we are on this journey, and we want to see Parity within the workplace and workforce. And they can join us. And you will see that we have 150 plus other coalition members that are on this journey with us. Those that are doing great work and have achieved Parity at certain levels in their organizations and those just starting out who are saying, you know, we're new to this. We want to make an impact. And so we have all and everything in between from an organizational perspective. So, join us and take advantage of the five-point action plan, the tools and the resources that we offer, the webinars and seminars that we provide, connecting with others who are like-minded and on this journey with you, and understanding what those leading practices are that are out there that organizations are doing to achieve and sustain parity within their organizations. So it is quite simple, Andi, for people to join us.
Andi Simon: How does it feel? I tell people that people decide with their eyes and their heart. And they need to find out what it is. You know, what is it until they see it and feel it and trust that it is, in fact, it's good? And that's how we'll decide to behave differently and act on it. It takes work to change. You're looking for people to change their mindset, their conversations, their microaggressions, the things they don't even know they're doing. And begin to see each other in a different light. Are there some illustrations you can share that aren't proprietary that will help people see it better than just hearing it from you?
Sandra Quince: Absolutely. And what you're talking about and describing, especially around our human nature, is the nature around being biased. Unconscious bias. And I know people say they hear that all the time and they wonder, I don't have biases. But the truth is because we're human, we're born with biases. Biases are created every single day. It is not curable.
Andi Simon: It's not. I never thought of biases as being not curable. I like that. Go ahead.
Sandra Quince: It's not curable. There's not anything you can take that can cure biases. There are things you can do to mitigate bias and think about when bias becomes dangerous. So think about it. You know, here's a simple illustration. I am a graduate of Florida State University.
Me and my husband, we're staunch Seminole fans. And so if you went to the University of Miami, you are automatically the enemy to us, right? Because there is a bias there because we are rival teams. Automatic. There is a thought that pops in your head when that rival is mentioned. That is a bias. It just so happens, though, that particular bias is not necessarily dangerous, right? Because it is fun. It is a sport. But when bias becomes dangerous, you then take that same thought process and apply it to the workplace and don't hire someone because of the way that they look or where they might come from, or the gender, or who they love, or what ethnicity they are. So again, that's when biases become extremely dangerous. And so what we do at Paradigm 4 Parity is we help organizations understand how to mitigate that bias in those very dangerous moments. And those dangerous moments really show up in the employee lifecycle. And so we talk about mitigating bias in the moments that matter. So, the employee lifecycle starts with hiring. Then it moves to onboarding. Then it moves to developing. Then it moves to promoting. Then it moves to managing talent and then it moves to retention. So, these are all of the inflection points where decisions are made. About whether I'm going to be even hired into an organization. Now, how am I onboarded in that organization? Because that makes a difference. Because that is a jumping point for me in how well I perform. And then do I get opportunities to be developed in that organization, which then leads to promotion? And when we think about how we manage talent, so those talent management processes and thinking about pay, thinking about how you rate talent, all of those things become very subjective and biases creep into those processes. And so how do we mitigate those? And then last is retaining who we retain and why and who aren't we retaining and why? And so again, we talk a lot at Paradigm 4 Parity and help our organizations through some of the tools and resources, leading practices, sessions, programs, as well as our webinars and seminars around how are you mitigating this bias in those moments that matter and help organizations think about creating that or that ecosystem where their talent can thrive?
Andi Simon: You know, some of this is challenging. So, as a listener or the viewer is reflecting on their own decisions and biases and, remember that musicians, they've tried to make gender-neutral, unbiased decisions about whether to put somebody into their orchestra by having them perform behind a screen so they don't know who they are. You just know what they're producing, what their outcomes are. And we've tried this in a program that I had at Washington University, and we try to have venture capitalists or funders understand who is presenting, not by their nature or who they were or their background, but what the value of the program was that they were looking for funding for. Very little money goes from VCs to women-owned businesses for a reason. It's a woman, much less a woman who's a minority or a person of color. And so it becomes essential for us to get neutralized in some fashion, either by creating an illusion or actually thinking about why I'm deciding this, making it intentional, as opposed to simply an old habit where an old bias creeps in and says, well, I saw that before. Or someone I knew way back when, or they didn't produce well. You'll be amazed how much baggage you carry and how noise in your brain influences your decisions. And you're not free-wheeling it here. You're habit-driven and trying to come up with a better solution. One staff person in the staffing industry said it provides a more diverse pool for the HR folks to evaluate. But, when he provides them, those selecting the candidates don't select them in a neutral environment. As he says, I can send them the right mix, but they just go back to finding people who look like them. That is not good for building better organizations. That's not even good for hiring somebody. This business has evolved. Are you seeing one or two trends being done that are helpful and hopeful?
Sandra Quince: You're absolutely right. Let me circle back on the bias piece that you talked about. Because when you think about mitigating those biases in those moments, like you say, creating those illusion of opportunities where you could do blind resumes, you're absolutely right. Because there are things on resumes you don't have to have. What you really need to understand is their credentials. What makes them qualified for it? But then I think also mitigating the bias in those moments that matter can come, like you said, by asking yourself some simple questions. Yes, you think of it like a muscle. You have to constantly work it, or it will revert back to what it was before. So let me say that we're in a very interesting time, Andi, certainly when we think about what's helpful and hopeful. So what's helpful right now? We're in this time where really many companies, especially those that are part of Paradigm for Parity and our coalition, they're doubling down. They're doubling down and they are staying true to who they are as an organization, their mission, their vision and their values. They're doubling down and continuing the good work of creating an equitable, fair workplace for all. And I think what these companies are doing is they're also looking at their language to be sure their language aligns with the outcomes they want to achieve, and making sure that inclusion is at the forefront of everything that they do, which inclusion should be the leading factor. It's inclusion for all. It's also diversity, equity and inclusion for all. And so leading with that is many organizations are taking a step and leading with that inclusion piece and ensuring that if I have programs that are specific for certain people, why do we have these programs? So processes are put in place. And I don't think there's anything wrong with questioning your why. So you can go back and create the right data sets and analytics to help explain why you're on the path you're on, and reconfirming for yourself that this is really the right thing to do. So, for me, that is helpful. And for organizations to go through that exercise and ensure that whatever they're doing, that it matters and that it's creating the right environment that they want to see for their organization. And then putting the data and the analytics behind it. So what's hopeful right? What's hopeful is that 90% that I talked about earlier, Andi, the majority of people want to see a more equitable workplace and they want to see it for everyone. And that is hopeful for me, and especially those that are in the workforce today and those that are entering into the workforce really understanding and working for those organizations. They do their homework and their research, and they will not work for organizations that they can't see themselves there.
Andi Simon: And they know that hope comes from being in a place with a curious, broad perspective because if not, they will be in a box. McKinsey, in February 2023, had their "Women in the Workforce: 2022," in which they spoke about the great breakup. The women were leaving the corporate because they didn't see any hope for advancement. And there was no effort to give them new growth opportunities or even to demonstrate that the work they did mattered. This is a time where women have a choice, and men do as well. I am looking at Gen Zs and wondering and worrying about our guys because women are getting rallied around and the men don't quite know what to rally around. And without belonging to something, they feel a little lost. And it's worrisome. And our kids will look at the adults and wonder about what they will be. So this is a transformative time, Sandra. This has been wonderful. One or two things you want our listeners and viewers to remember, because your conversation has absolutely transfixed me. I'm enjoying every moment. But we do have to end. What would you like them not to forget?
Sandra Quince: I don't want them to forget that biases are not curable. And I think as individuals, we need to ensure that we're mitigating our bias. And always ask yourself and be curious who's missing and why? Think about that on your teams when you show up to work. Are you an upstander? When you see something, do you say something? Do you challenge the status quo when you feel like something isn't right? And what solutions are you bringing to the table, and how are you supporting your organization to be better? And I want organizations to understand that there is a lot of work for you to do to ensure you're creating the right ecosystem. How are you engaging and supporting your managers and your people leaders because they lead the majority of your population and they make or break your culture?
Andi Simon: This has been a marvelous half hour. I can keep going. I'm thinking about ways to bring this out to my clients to help them see, feel, and think better because they're looking for it. They're reaching that point where I have one client who finally made three women partners in their firm, and it was with I mean, I've been working with them for six years. It was with great effort and, and it is an interesting time to watch people go through slow transformation. What is that expression, a little a little and off the cliff they go. And I think we're reaching that end where a little was good, but a lot would be greater.
Sandra Quince: Absolutely.
Andi Simon: For my listeners, I want you to remember one thing, that the words you choose create the world to live in. And Sandra has been saying that in many different ways today. Bias, thinking about whether it's diversity, equity, inclusion, or belonging, those are words, and we live with behaviors. But the words we use create the worlds we live in. So think carefully about what you're thinking and saying what you're hearing because what is said is only sometimes what you hear. And what you hear often is what you think, but not necessarily what was meant. So the complexity of this should not be underestimated. But the opportunity, particularly with Paradigm 4 Parity and its five-step process, is ready for you. So if they want to reach you, Sandra, how can they do that?
Sandra Quince: So they can reach me on LinkedIn at Sandra Quince. They can go on our website paradigmforparity.org. We would love to have you peruse our site. And, of course there are all kinds of ways to reach our organization once you join our site.
Andi Simon: It's been a pleasure, a privilege, and thank you so much for joining us today. For my listeners and my viewers, we had fun. It's so much fun to explore something, listen to see, feel, and think in new ways, and see how you can change. I'll plug in because Women Mean Business is full of beautiful wisdom that will spark your success. As Sandra was sharing those, I've been repeating that as you rise, lift others with you. It's intentional, and I've worked with women who are CEOs, and they don't have any process for moving others up. They have yet to notice they're building the business but haven't noticed what that means for all others inside. So this is a time to get intentional about it. As you rise, lift others, and you'll find Women Mean Business at womenmeanbusinessbook.com. Amazon would love for you to go and buy it there. So thanks, Sandra. I'm going to say goodbye to everybody. Thanks again for joining us. It's been great. Have a wonderful day. Remember to take your observations and turn them into innovations. Be a little anthropologist. You may enjoy it. Bye-bye now.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO) -
Hear how we can all embrace the notion of productization, not fear it
Today I bring to you an exceptional businesswoman and innovator whom I would also call a futurist, Eisha Tierney Armstrong. Eisha specializes in helping B2B companies transform their customized services into more scalable products. In other words, she helps them productize, which is also the title of her best-selling book. She shows businesses how to take a service that is delivered by people and standardize it, usually by automating it with technology. This is not to be feared, she says, but welcomed, because of the many possibilities it enables. Listen and share!
Watch and listen to our conversation here Key takeaways from our discussion: B2B buyers are changing. Theyâre more comfortable buying products, not talking to people, doing all their research on the internet. The cultural attributes that make you a great professional services firm, like always knowing the answer to a client question, can actually get in the way of productizing. Because if youâre productizing and trying to innovate, you donât necessarily know what the right answer is. You have to go out and learn and be open to failure and experimentation and not seeing failure as a bad thing. One of the cultural attributes thatâs really important to do this successfully is the ability to learn and be open to change. People get afraid and they think, Am I going to lose my job? Am I still going to have value? How am I going to keep up with all the skills required? Those are very valid, important fears. But the most exciting thing about productization is the potential for growth. You can now grow faster than the rate at which you have to add headcount. You can serve new markets. You can impact more people and that can be very rewarding. We are at the precipice of a massive explosion in growth and if we focus on that, people will be more willing to embrace the change. How to connect with EishaYou can find Eisha on LinkedIn and her website Vecteris. You can also email her at [email protected].
Want to learn more about preparing your business for the future, now? Check out these: Unlocking New Opportunities: Exploring Blue Ocean StrategyÂź To Understand Your Future Customers Navigating The Future: The Vital Need For Leadership Training In The Post-Pandemic Era Jennifer KlugeâMeet The Leader To Build Your Business Into One Of The Best And Brightest Byron ReeseâHow Humans Learned to See the Future, and You Can Too! Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD Our website: Simon Associates Management Consultants Read the transcript of our podcast hereAndi Simon: Welcome to On the Brink With Andi Simon. Hi, Iâm Andi Simon. Iâm your host and your guide. My job is to help you get off the brink. Iâve been doing this for almost 400 podcasts now, and itâs absolutely wonderful that you, our audience, keep enjoying it, sending us ideas about people whom we should interview and really celebrating the fact that youâve gotten off the brink, picking up ideas from the people we bring to you to help you do something important for you to change. You need to see, feel, and think in new ways.
I always say you take your observations and turn them into innovations, and today is particularly interesting. For that reason, I have Eisha Armstrong here. Jennifer McCollum (who was on this podcast in August of last year) brought her to us and suggested we should have a conversation, particularly about the work sheâs doing in the B2B world of professional services. But I think itâs important for you listening to her to see what she sees out in the market and how that could help you do better for yourself and your business.
Now, I must say, I listen to Amy Webb at SXSW and her video is just wonderful, and I watch it as many years as I can. But she is talking about the fourth industrial revolution coming now, and I would tell you that you cannot wait. Itâs here. And that question is really important for you and your business.
So weâll be weaving that in a little bit today as well. Who is Eisha? Eisha Armstrong is a co-founder and executive chairman of Vecteris. Sheâs dedicated to helping business-to-business companies transform their customized services into more scalable products. Prior to co-founding Vecteris, Eisha held Senior Product Leadership roles at the E.W. Scripps Company and at CEB, now Gartner, the worldâs largest membership-based corporate performance research and advisory company. She has a best-selling book, Productize: The Ultimate Guide to Turning Professional Services into Scalable Products and her other book is Fearless: How to Transform a Services Culture and Successfully Productize. I think weâll talk about productize today a bit. Iâm delighted to have you here. I should thank you for joining me.
Eisha Armstrong: Well thank you, Andi, itâs a pleasure to be here.
Andi Simon: I am delighted you came back from Costa Rica in time for us to have a great conversation, although I have met with someone in Costa Rica for a podcast, so the world is very flat and small. Tell the audience about your own journey because you are at a point now thatâs very timely and important for them to know about you and about what weâre going to talk about and Vecteris today. Who is Eisha Armstrong?
Eisha Armstrong: Well, thank you Andi. So I started my career, as you mentioned, at CEB, which was purchased by Gartner about eight years ago. As a data scientist right out of undergrad, of course we didnât call them data scientists at the time, so my title was research analyst. But I was doing research on different corporate performance topics that were specifically focused on data analysis to uncover root causes of corporate performance, and I ended up spending a good 15 years of my career there, working my way up.
CEB sponsored me to go to business school, so I was fortunate enough to get my MBA while I was there and that moved me into a very early product management role. And at the time, the company didnât have product managers. So we had to kind of define what that role meant, what that looked like, and learn from people in the software industry about what product management was. And by the time I left, I was leading a portfolio of products.
Fast forward to 2018, and I co-founded Vecteris with a former colleague of mine, specifically to help B2B professional services firms learn how to, as you mentioned, the title of my book, productize, which means taking a service that is delivered by people and standardizing it, usually automating it, with some form of technology. Perhaps, delivering it in a more scalable fashion, which tends to improve profit margins. If theyâre selling, they can usually do that on a more subscription basis, which improves renewable revenue, and makes it easier to run their firms.
So weâve been focused on that for the last six years,and as you mentioned, I published two books. I have my third one coming out later this year because my passion is really understanding what are the keys to being successful in this type of transformation. So Iâve focused a lot of my time now on researching that and then publishing those findings.
Andi Simon: So clarify for the audience, what professional services firms are.
Eisha Armstrong: Oh great question. So it could be anything from a law firm, an accounting firm, management consulting firm, training and development, HR services, engineering and architecture, IT services. But usually where you have professionals who are providing you with their expertise and their time in exchange for money, versus a product company, which is providing a kind of a prepackaged set of features and value, in exchange for money.
Andi Simon: And so weâre going to take the people part and somehow turn it into something that you can sell that could be accessed without necessarily as much people interface on it. And this has interesting implications both for the company producing it and selling it and those who are buying it and their expectations.
So I have a hunch that as youâve gone through your six years into Vecteris now, Iâm 23 years in business and Iâve watched many generations of changes come and go. This one is the most exciting for me because I do think itâs transformational.
But for a B2B company, my accounting firm client, for example, Iâve been working with for six years, what could they do to sort of productize something? Is there something you can sort of share with us that youâve seen work particularly well?
Eisha Armstrong: Yeah. So we talk about productization in terms of different levels. The first level would just be what we call productized services, where theyâre still delivering value through people. But perhaps the engagement of this accounting firm, letâs take an audit for example, is more standardized. So thereâs a set of templates and tools that their professionals can use to deliver that audit the same way for every client. And perhaps they have different packages.
So rather than selling the audit engagement based on time and materials, weâre going to charge $500 an hour. They say the auditâs going to cost you $50,000 all in. If you want A, B, C type service, if you want to upgrade and get A, B, C plus D, then itâs going to cost you $75,000. So theyâre doing kind of the same set of activities, the same way from client to client. Theyâre able to package it up and price it more on kind of value-based pricing versus time and materials pricing.
And there may also be some technology that their professionals are using in the background to help them deliver those engagements more efficiently. And perhaps generative AI is one of those technologies theyâre using. But most of the interface with the client is still human-to-human. So thatâs what we call productized services.
Then you have more products which are not services. Theyâre not delivered by humans. But, perhaps itâs a piece of software that the accounting firm has developed and that they install at their client to help them improve reconciliation between their accounting software and perhaps some type of inventory management system or something like that. And then theyâre charging that client a monthly fee to license the software that this accounting firm has developed. And that would be an example of a product.
So software is an obvious example, but data could also be another example of a product. You know, perhaps the accounting firm has developed some proprietary data set and they want to license it to their clients. That could be a product. It could be an off-the-shelf kind of online training program that their clients go in and access and take online training. So thereâs no human-to-human involvement in the delivery of it, but you still need humans for relationship development and account management and things like that.
Andi Simon: This is so interesting because when you productize it like other Microsoft products, it comes with annual updates and upgrades. I love your monthly fees for service and a support staff that is located maybe in the Philippines. So thereâs all kinds of ways that you can now optimize the talent you have without simply adding more talent. Correct?
And this becomes a mind shift, if I know enough about enough of my professional service firms to know that their minds are about doing what they do now better, maybe cheaper, faster, but not by making it into a product per se, but by simply having more talent.
The pandemic gave them the options of having more attorneys who were remote, or more accountants who were remote. That sounded really unthinkable before the pandemic. And now itâs quite normal. But, now youâre talking about taking what we do and looking at it as a different thing. A product is different from a service. So we can talk about many of these things. One thing that you and I were sharing was that we must change the culture inside the firm and the firms that are using those services.
I donât want to lose the opportunity in our conversation to talk about what that means as you move from people and services to a product and sales from a cultural point of view, and I have a hunch youâre seeing that. You and I can share some cases, but what are you seeing?
Eisha Armstrong: Yeah. Great question. So I think first of all, you have to take a step back and look at this as a fundamental transformation for most organizations. So if youâre, letâs say a law firm and now you want to also sell software alongside your legal services, this is a significant change because youâre not only having to think differently about how you create value, because itâs a little bit of a business model transformation, but youâre going to need new skills, new technical skills, skills that people are skilled in, lean product development or agile, for example.
Itâs just kind of a different way of operating, and so if you think about your business model transformation, digital transformation, trying to become more innovative, fast-paced, that is a very different culture than a traditional law firm.
And some people may find that very threatening, especially if youâre saying, okay, we used to create value based on the expertise in Andiâs head. Well, Andi, now weâre going to create value based on the intellectual property of the entire firm that has been documented. Andi could deliver it or somebody else could deliver it. Or maybe itâs delivered digitally.
So we donât even need a person like that who can be very threatening to people whoâve defined their entire careers based on my expertise is what creates value. And so thatâs a big change. And I think itâs important for organizations to think about that before they embark on a product decision strategy.
Andi Simon: Have you seen any illustrative case studies you can share where theyâve done it well or where it blew up?
Eisha Armstrong: Oh, yes. Countless. So one is a management consulting firm that weâve worked with now for several years. And they go in and they work with manufacturing companies, industrial companies, and their consultants created an algorithm to help manufacturers batch custom manufacturing jobs and do it in a more productive way. And their senior partners were like, we could turn this algorithm into a piece of software and we could sell it and we could productize it and wow, you know, multiples on software businesses are much larger than multiples on the consulting businesses like this. This is a great idea.
And weâre like, yes, thereâs a great need. There was nobody else in the market doing this. They had the skill set. But letâs think about the culture change and whatâs going to be required. So what they ultimately decided to do was to set it up as a separate organization and so they kind of insulated it from the primary consulting business. It had its own dedicated team that was fully funded full time working on this, this software product, not off the side of their desk.
They had different performance measures. They had a different name in the marketplace. So they werenât using the name of the parent company to really distinguish that this is not just kind of a different way of delivering value, but itâs also a different culture. Yeah. And theyâve been quite successful operating this as kind of a separate business that still has the benefit of the strength of the balance sheet of the consulting firm, the client relationships where theyâre able to feed them leads. Theyâre recognizing that itâs a significant difference in cultures and operating them as two separate businesses. So that would be a great success story.
Andi Simon: It is brilliant. But on their part, they understood that an artwork and a draft donât necessarily come out with something better. This was different and needed a whole different model for it to be successful. That is a brilliant company with amazing leadership to understand that. So often we work a lot on observation to innovation, a lot of innovation that never gets out of the starting gate, mostly because they try to add it on to their current staff whose minds are in a whole different place.
You know, people say, whatâs culture? I say, itâs what you do every day and believe itâs the way we should do it. Letâs not get too sophisticated here. But for those who are doing the service part, it is what we do every day. And for those who are developing the product, it has nothing to do with what we do every day. And unless you understand that you cannot succeed in prioritizing your services without a different way of doing that.
Eisha Armstrong: Absolutely. Yes.
Andi Simon: Now, with that in mind, as youâre talking, Iâm saying, okay, now how are they creating these products and are they eliminating the service part or are they just rapid fast forward using, I donât know, generative AI. What do you see happening on the productization part?
Eisha Armstrong: So we see a couple of different what we call archetypes. So the first one is, we are going to develop products that are bundled in with our services. I mentioned perhaps thereâs a piece of software thatâs installed alongside some consulting work that might be done and thatâs sold as a kind of a single solution to a client.
Say, you have this problem. For example, you want to improve your ability to attract highly skilled talent. You need some consultants to come in and understand what type of skills you need. What might be preventing the organization right now from attracting that talent? But you might also need some compensation benchmarking data and you might need that to be updated monthly, and so itâs a mix of the kind of data technology that is delivering value.
And so we call that kind of the bundled solutions approach to productization. And I think itâs actually, Andi, a brilliant move for a lot of professional services firms because it leverages their existing competitive advantage, which is their service professionals and the existing relationships that they have with clients. So theyâre bundling those products along with that.
The other option might be like this management consulting firm that decided to kind of run it as a separate business because what they found is that the manufacturers that were interested in the software product were actually different from the manufacturers that they worked with on their consulting engagements. So it was an entirely new market. And that also fed into their decision to run it as a separate business because it really didnât make sense to bundle the two, given they were separate markets who were interested in the services versus interested in the software product.
And then the third archetype is where you decide youâre going to fully sunset being a services business, and youâre going to transform to be a 100% products business that is less common. And when we do see it, itâs usually with younger professional services firms who start offering professional services. They uncover a great need that they can meet with a product and arenât yet at the level of maturity where it doesnât make sense to sunset the services business. They can kind of eat that cost and transform and become a full products business. So those are the three different archetypes that we see.
Andi Simon: So let me repeat them back. The first one bundles it, and the second one is segregated, and the third one is young and can see opportunities and arenât so wedded to the way weâve always done it here that they can reinvent themselves.
Eisha Armstrong: Correct. Yes.
Andi Simon: And I love to summarize what youâve said, because for the listener, Eisha has said some very important things. There isnât a single way that you can take what you do. So donât look at it as a thing. Begin to think about it. And I think itâs very important outside in, it isnât. What you do is what a customer does and which customer wants or needs for this manufacturing service provider. Some of their customers probably are older and are much more set in their ways and are happy to talk to people. And younger may be very unhappy talking to people.
I had one logistics company and their salespeople couldnât get the people they used to talk to to answer the phone. They were still doing calls. And when I interviewed the folks who they thought would be their buyers, they had retired. And the new folks who had come in were all 30 somethings who said to me very quietly, we donât use the phone.
And I say that because the point is that times are changing fast, and the people in the times, they are changing fast and so assume nothing. Youâre in a startup mode. Itâs a whole new time for reinvention. Both of them have an understanding of what the new clients need because theyâre younger too, in many cases. You know, letâs stop being angry about the fact that Gen Z is the largest workforce. And letâs figure out how to work with them to change it.
Now, whatâs interesting from just the lifespan of some of these products, theyâre startups in many ways now. Are they aggressively now elevating them to the next stage, or are they so happy they got a product? I was curious about how people see things. Got it, got the product. Now what? What do you see?
Eisha Armstrong: So letâs say weâre working with a company whoâs noticing the same changes that youâre talking about. B2B buyers are changing. You know, theyâre more comfortable buying products, not talking to people, doing all their research on the internet. They are more comfortable buying things on a subscription basis. Plus, they also see shifts in the competitive landscape.
You have digital first startups who are saying this, solving the same problem that services companies used to solve. Plus, you have generative AI. Lots of things are changing and your labor force is getting more expensive. Wouldnât it be nice if you could grow and not have to add headcount at the same rate? So all of these things might lead a business leader to want to productize.
And the first thing we talk about is, okay, this is a different way of thinking. Usually what you want is a portfolio, just like if you were a venture capitalist, because some of your product ideas are going to be home runs and some are going to be stinkers, and you donât really know right now which idea is going to be which. You may have some assumptions and hypotheses that we can go out and test and validate, but you donât have a crystal ball thatâs going to give you the answer.
So letâs think about this as a portfolio. What are some quick one things that are lower investment? Perhaps youâve already validated because a couple of clients have asked for this and even helped pay for some of the R&D. They are really easy to bundle with your existing services or serve your existing clients. And then what are some of these moonshot ideas where thereâs perhaps more investment required over time, but perhaps much more value and potential. And what are some steps that we can start to take today to test and research and validate some of your hypotheses about those moonshot ideas.
And then letâs come back either monthly or quarterly, and look at the performance of this portfolio of product ideas and see how itâs doing. Are our assumptions correct? If so, add a little bit more investment, just like a venture capitalist would. Or did we invalidate some of our hypotheses and realize that some of these great ideas are actually stinkers and we need to stop investing in them, sunset them, and put our efforts elsewhere.
Andi Simon: I laugh listening to you because that requires a completely different mindset that detaches you from the products themselves. They arenât about you. I once taught at Washington University a course for entrepreneurs, and I brought in some entrepreneurs and they left some lasting things in my head. And one guy said, Well, I built three businesses. Some worked, some didnât.
It requires a detached relationship with that product, because it isnât that you didnât have a good idea. Some work, some donât. So what? Move on. Right. But you need to have an open mind about what is working and be wise enough to know how to redirect investment as if youâre your own investor as opposed to the runner of the business. And that changes the whole relationship.
Even with each other and with a client and thatâs a maturity that could come in youth, but it requires a different sense of what this product is and how it operates. And what do I mean to it? And how am I almost like a business school case study as opposed to a real life thing? Does that make sense?
Eisha Armstrong: It does. Absolutely. Itâs really interesting, Andi, because we talk to professional services firms, leaders, and say, look, the cultural attributes that make you a great professional services firm, like always knowing the answer to a client question, can actually get in the way of productizing. Because if youâre productizing and trying to innovate, you donât necessarily know what the right answer is. You have to go out and learn and be open to failure and kind of experimentation and not seeing failure as a bad thing. So youâve got this on the one hand, a cultural attribute of knowing that has made you a great professional services firm is now going to get in the way of learning and experimenting.
Andi Simon: And Iâll put a pitch in for, again, an anthropologist to go out to those clients while youâre introducing these things and observe. You have no idea how many times I work with clients who have launched products and assume they know how their customers are using them, and then I go, and I often love to take them with me, because if I see and they donât, they wonât believe me. So I take them along and I say, Be an anthropologist, just hang out, watch.
And they get shocked by the fact that this wonderfully complex thing that their engineers over-engineered isnât being used at all the way they thought, and they usually see one little piece of it so that it serves their purpose as opposed to the overarching complex services that they have productized without calling it that. But this is what they did.
And it is interesting to me how we cannot see the world through our own eyes. You kind of look backwards. You know whatâs going on with the customer who think they gave you a good question to answer, and you answer that question, but it was the wrong question. It really had nothing to do with what they really needed.
And I often find that particularly when the question has come down through a company and a more junior person has come to find a solution, only to realize they didnât really know what the question was that was being asked way up the line. And as a result, they come back with an answer that doesnât match. Itâs the old telephone game. It is so interesting.
So you are in a moment of watching these companies potentially transform themselves, not quite putting the services sector out of business, but transforming the whole business. This is really cool stuff. We have a few more minutes, and I want to just talk briefly about the training and skill development. Are you finding them beginning to understand that they have to rethink the training and skill development of their teams?
Eisha Armstrong: Oh, absolutely. I mentioned, for example, one of the cultural attributes thatâs really important to do this successfully is the ability to learn. So one of the skill sets that you could look for are people who have kind of a hypothesis-based research background: could be from hard sciences, social sciences, but people who are used to developing hypotheses, testing them and being somewhat removed in terms of the outcome. So theyâre dispassionate about that and try to put on their scientist hat as the great organizational psychologist Adam Grant calls it and be open to changing their mind. So thatâs one thatâs very important.
Another one is, the ability to do what we call: think from a market segment standpoint. So market-minded, because professional services companies have been thinking very 1:1. What does Andi Simon need? Okay. Iâm going to go and deliver exactly what she needs. Now youâre thinking about, what is a market segment that is similar to Andi Simon. What does this entire market segment need and how can we deliver something of value that meets maybe 80% of their needs, but not 100% of their needs? And thatâs a very different way of thinking.
Usually people whoâve done market research, you mentioned ethnographic research, people perhaps who have a finance background, can think about market segments, attractive market segments, market needs, things like that. And then the third one, which we canât forget, is digital literacy. And I say the word literacy very deliberately because often we think, oh, we need to go out and hire software engineers. And Iâm like, no, thatâs digital fluency.
I just want everyone in the organization to be digitally literate. Knowing kind of what are the tools out there and how could we use these in our day to day work would be digital literacy. And itâs really shocking how many organizations we get brought into, Andi, where the leadership team is saying, weâre going to make these investments in technology, weâre going to productize, and there are people on the leadership team who have very, very low digital literacy. So theyâre not modeling that behavior for the rest of the organization.
Andi Simon: The rest of the organization says, okay, you show me first and then Iâll change, because change is literally pain. You know, we specialize in helping organizations and the people inside them change. And one thing the listeners should remember is your brain hates me. It hates to think about something in a new way. It doesnât like the energy it needs to learn something. The oldest reptilian part of the brain, the amygdala, hijacks it. It says, go away. Iâm going to hate you. Iâm going to flee you. Iâm going to fight you. Iâm going to appease you, but Iâm not going to change. And thatâs just the way your brain works. Itâs there to protect you from all this foreign stuff coming at you called digital literacy.
But it is a time where you probably should rethink your thinking and change your mindset. This has been such fun. You should give the audience 1 or 2 or 3 things you donât want them to forget, because they often remember the ending better than the beginning. And weâve had a nice beginning and Iâve enjoyed our conversation. A couple of things you want them to remember.
Eisha Armstrong: I think the biggest one, and you just brought it up, is that when we start talking about things like generative AI, the fourth industrial revolution, perhaps reducing the amount of services and delivering products, people get afraid and they think about, Am I going to lose my job? Am I still going to have value? How am I going to keep up with all the skills required? And yes, those are very valid, important fears to talk about.
But the most exciting thing about all of this is the potential for growth. I mean, imagine again, if youâre a B2B professional services firm, you can now grow faster than the rate at which you have to add headcount. You can serve new markets. You can impact more people and that can be very rewarding, not only from a financial standpoint, but also just from the personal reward that you get out of your work every day.
And so the one thing that I try to stress with the executives that I work with is, letâs talk about the opportunity rather than the change required. You know, yes, there is going to be change required, but that makes people afraid. And instead, letâs paint that vision and talk about the growth opportunity.
How can jobs become more rewarding? How can we serve more people? Thatâs what I truly believe. We are at the precipice of just a massive explosion in growth and if we talk about that, I think people will be more willing to embrace the change.
Andi Simon: I hope so. I know youâre a research person by background. Have you started to collect the number of services firms that have productized? Is there any Gartner research that says, hey, guys, you know, of all of those, I donât know why percent have already started to productize. Youâre running late in the process. Any idea?
Eisha Armstrong: Yeah, itâs nine out of ten, so 90%. And again, that could be very early productized services where theyâre standardizing tech-enabled delivery of their services. But itâs still kind of looks and feels the same way to the client all the way up to creating new separate software businesses. But yeah, nine out of ten organizations. And yeah, if youâre not doing it yet, you are massively behind.
Andi Simon: Iâm laughing. And that doesnât matter whether youâre an attorney or management consulting firm, anything that is people-based is ready to be rethought. Not that the people are wrong or bad, but that the solutions to the problems are not going to necessarily be delivered by you and I talking about it. And Iâm not going to say maybe I could have done this, but I was kidding around with my physician the other day and I said, your portal is so good. One day Iâll just have it take a picture of my body and Iâll tell me how my vital signs are. And he said, thatâs not so far away. And I said, itâs not. Everythingâs going to be productized. Itâs very exciting. Well, this has been such fun. I should thank you. Where can they reach you? Whatâs your website?
Eisha Armstrong: Itâs Vecteris.com. And I love to connect with people on LinkedIn, so feel free to also connect with me on LinkedIn: Eisha.Armstrong.
Andi Simon: Itâs been a pleasure. And thank you. And thank you, Jennifer McCollum, for introducing us. And I think we should do a follow up in six months to see what we have seen and whatâs working well, and youâll have your third book out and Iâd love to celebrate with you.
Itâs very cool stuff for our listeners and our viewers. Thank you for coming. As you know, we like to take observation and turn it into innovation. And as an anthropologist, my job is to help you see, feel and think in new ways. If you have not spent a day in the life of your customer, itâs time, because they may be prioritizing already, leaving you behind in the process, but you donât really know what theyâre thinking until you go and just hang out. They say, what does an anthropologist do? We hang out and we listen to the things that you canât see because they canât even tell you what theyâre doing. So watch them and begin to think about what that means for you.
My books are all on Amazon and Barnes and Noble. On the Brink: A Fresh Lens to Take Your Business to New Heights, the topic for this podcast, has won awards and been a bestseller, and people show it to me on the beach, wherever theyâre reading about how anthropology can help their business grow. Rethink: Smashing The Myths of Women in Business is about 11 women who did just that. And our newest book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, all of whom have simply said, of course they can and have done extremely well, and their wisdoms are very wise for all of you men and women.
And weâve developed a program, weâve productized the book into a program to help corporations and CEOs begin to think about how to harness the wisdom of women to optimize their business. And as an anthropologist, I was reading Gregory Beatonâs work about how everything is the opposite. You know who you are by what youâre not. And so maybe we should start seeing the benefits of difference as opposed to worrying about being identical. And I couldnât agree more.
Itâs time for rethinking what weâre trying to do with the talent that we have. Itâs been great fun. Thank you all for coming. Iâm going to say goodbye to Eisha Armstrong. Thank you for joining me today. Itâs been a pleasure. Goodbye, everybody. Come again. See you now. Bye bye.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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Hear how to answer the question: Why should your customers care?
I always say, in my coaching or our leadership academies or my workshops, the more ideas you have, the more likely you will have big ones. And they come at the intersections. Big ideas are actually already in your head waiting for those a-ha moments where you might say, Wow, Iâm onto something. My podcast guest today can help you do just that. Fran Biderman-Gross is going to help you see yourself through a fresh lens, feel differently about what youâre doing and why, and think about how to make some changes. We know that change is painful and we donât always like it, but often itâs necessary to get where we want to go. Listen, learn, and share.
Watch and listen to our conversation here Key takeaways from today: Buyers are informed. They have access to information in record speed and record time. Informed buyers need a reason to believe. Then you must make the emotional connection to why your product matters to them. Today, purchases have to be meaningful. People crave emotional connection. It is no different with services and products. Consumers are demanding it. They are voting with their dollars and demanding it. Why is the world a better place with what you are offering your customers? You fundamentally must understand who your customers are and what they want, what matters to them. How to connect with FranYou can reach out to Fran on LinkedIn, Facebook, Instagram and her website Advantages.net. You can also email her at [email protected]. and check out her book: How to Lead a Values-Based Professional Services Firm: 3 Keys to Unlock Purpose and Profit
Want a deeper dive into how to market for success? We recommend these as a starting point: Mark SchaeferâAre You Ready For The Marketing Rebellion? Patrick Van GorderâReady For The Right Data-Driven Digital Marketing Strategy To Expand Your Business? Melissa CopelandâWant Your Business To Be Successful? Start With A Great Customer Experience Aviva AjmeraâFirst Get That Great Strategy. Then Tackle How To Get It Done! Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD Our website: Simon Associates Management Consultants Read the transcript of our podcast hereAndi Simon: Welcome to On the Brink With Andi Simon. Hi, Iâm Andi Simon. Iâm your podcast host, and as you know, my job is to help you see, feel and think in new ways. I go looking for interesting people who are going to help me do that. Today is a day when weâre all on the brink. We donât know if weâre going to soar or fall, but the ladder is there for us to climb. But sometimes we need new ideas. We need to fill our head. Remember, the more ideas you have, the more likely you will have big ones. And they come at the intersections. So as you listen to our podcast, things are going to come your way and youâre going to say, Thatâs a big idea. Itâs actually sitting in your head waiting for it to happen, but Iâm happy to share.
So I have a wonderful woman here today to help you do just that. Sheâs going to help you see yourself through a fresh lens, feel differently about what youâre doing and why, and think about how to make some changes because change is painful and we donât always like it. Fran Biderman-Gross is our guest today. A little bit about Fran. She is here smiling at you, and she is going to smile through her whole time together because she is just a very happy, wonderful woman with lots to share with you.
Fran Biderman-Gross is the founder and CEO of Advantages, an award winning branding and marketing agency and among The Fortune 500 Best Places for Entrepreneurs. Iâm going to let her tell you exactly what that is. The Advantages team leads clients on a journey of brand discovery that reveals personal and organizational purpose, values, and story. And Fran is just full of ideas for us today.
She also is a podcast host for Drive Profit with Purpose, where she speaks with business leaders about the importance of purpose. And, you know, purpose-driven organizations are doing better than those without a purpose. And sheâs co-author of How to Lead a Values-Based Professional Services Firm: 3 Keys to Unlock Purpose and Profit, which I have a hunch is hers and could be yours. So this is a book focused on the leverage of three keys of purpose, values, and story so that you can grow and scale profitably and make a difference. Fran, thank you for joining me today.
Fran Biderman-Gross: Thank you for having me today. What a meaningful intro. What a great way to set up somebodyâs mindset in how they should receive every single episode. Iâm very grateful to be here. Thank you.
Andi Simon: Well, and we are as well because your ideas are fresh. And I havenât had anyone whoâs a marketing maven in a long time and thereâs a push now to rethink what we do in the world of communications, storytelling, marketing, whatever those words now mean in a world where itâs not a newspaper ad or even what do you do with a press release? Itâs really sort of like, what are we doing? But tell the listener about who is Fran. Letâs really set the stage around your own journey because it sets the context for what youâre doing and how youâre helping your clients and your staff. Please, Fran.
Fran Biderman-Gross: So what can I tell you thatâs interesting about Fran? Iâm a very curious, purposeful, intentional, resourceful human who really loves people. I say that because itâs true. While I can be labeled an eternal optimist, just ask my team, Iâm always looking for the good in everything. Innately, I really appreciate when others are in that spotlight moment and theyâre shining, or they set a goal and they accomplish it. Iâm really there with them, enjoying not only the journey, but reveling in the success of whatever that is. And while that might seem broad, Iâve definitely chosen my path in helping others really stand out and understand how they build emotional connections with the people who give them the most fulfillment.
So, getting clear on what I call the three keys: your purpose, your values, and your story and the way that you tell it, and thereâs just so much thatâs so complicated when we talk about branding and marketing that I just wanted to make it simple but not easy. So itâs simple to understand that the concept of a minimum viable brand is very much based on what you believe in, why you exist in the world, and how you bring that to the organization you lead.
And if we could just get clear on that, itâs simple, just not easy to articulate. It sets such a strong foundation for everything that youâre going to do. So in terms of me, Iâm just on this journey to help as many people as I can, which is really why the book came about. And, you know, I have a limited, finite amount of time and hours that I could teach a workshop, teach or speak or work with clients. So the book and the podcast are an extension of me having those great conversations so that people can further think about what their purpose, value, and story are, what their three keys are, and how to have tips and tricks to apply it to unravel this mystery of marketing. And what is branding and why is it important? And all of those complicated questions.
Andi Simon: The question: you didnât just jump in and know those things. Were there some catalytic moments that took what you were doing and gave it in moments? Well, when you go whoosh and you go, thatâs what itâs about. Is there something you might be able to share?
Fran Biderman-Gross: I think thereâs a couple of light bulb moments, if you will. I think the first time I met Simon Sinek was back in 2004, when he had just discovered the Golden Circle, maybe it was 2003. He had spoken to the entrepreneursâ organization we were at, a little marketing gathering, talking to strategists, colleagues, if you will. And I was really intrigued. And they had asked us to bring some of our best design work, and I did, and I got there early and I placed it on the corner of the table. I was hoping I would stand out and get his attention.
Everybody always likes to be called out by the teacher and given some accolades. Who would ever not want that? And I placed this incredibly, very proud, designed piece of collateral on the corner of the table. And wouldnât you know, it caught his eye and he lifted it up in the middle of his chat and he said, This is beautifully designed and itâs great quality, and it looks like everybody else and it sounds like everybody else.
And Iâm like, how do I leave? You just embarrassed me in front of about 80 to 100 people. Iâm like the Marketing Maven in there. Iâm like the printing princess, the girl who gets everybody noticed. And my stuff is like everybody else, does he know me? So at first I was embarrassed and sunk in my chair. I literally sunk in my chair and I wanted to leave, but I resisted that urge. It desperately took every ounce of fight in me to do that. I waited in line to kind of really unpack what he meant, because I really needed to get over myself and try to learn from something.
And then he just set me off on a path of, this is beautifully designed, but how does it speak to me and how does it create a connection versus what youâre selling and what youâre advertising on this piece? And how do I actually use it as a tool to build, to create, to activate curiosity or to spark a connection in that way? And that set off a very deep relationship for a very long time, although I dug my heels in and didnât want to join.
But I really wanted to further develop the concept of understanding how we start with Why. Hence we got the three keys, which became the technique and the approach that we approach every person, whether youâre a solopreneur, to do personal branding and take that into an organization. And how do I work in an M&A structure and how do I bring people together and how do I help serial entrepreneurs own multiple businesses because they really have one vision in multiple missions. And how does that stack, how do they shift their story point, as I would describe it, to serve them, whether theyâre in front of you VC raising money or fundraising in a nonprofit or looking for more customers to get into the funnel or further down the funnel.
And it has really become evident that many may not disagree and many, I hope, donât. I donât know what I just said, but I hope they donât disagree. And Iâm happy to welcome the conversations if they do. But people innately develop relationships with people they like, they trust, and have a connection with somewhere, and they feel it. And thatâs a biological thing. And how do we resolve that?
And that has really been my quest: to resolve how your brain thinks but canât speak, and help you give it the word so it validates the feeling. And to me, thatâs marketing and branding all in one. And thatâs the job I have to do so that we build relationships with different nonprofits, with our donors, with our volunteers, with the people we serve from professional services or products and goods. So the level of the cost of the sale might influence if itâs a bigger ticket.
We have to think more. If itâs a smaller ticket, we think less. But we build relationships with brands who stand for something that somehow are relatable to us. And even if we donât stop to think about it, when you do, youâll realize that youâre developing a fan, a brand fan, as I would say, or an advocate for certain brands because of not only the product, but why they exist in the world where it is sometimes a little hard to find that connection.
Andi Simon: It is interesting as I work with organizations, so weâre corporate anthropologists, as I often share a little bit during our podcast, and we specialize in helping organizations change. Sometimes they want to and sometimes they hate to because the brain hates to change. It has an idea and a story in it, and that story is your illusion of everyday life. And you get up every day and you live that story whether itâs true or not. Thereâs no truth.
Whatâs interesting in what youâre saying is that you then also surround yourself with things. And those things are a reflection of that illusionary story about who you are. Youâre always the hero in your story. Youâre always successful in the story. The problem is, there are always others outside of you, and whether itâs you alone, or you as part of a club or a group, humans are herd animals and we like to belong. So with humans, youâve got this wonderful opportunity to help them feel better, make their story stronger, especially in times that are fast changing.
I donât know how many people have said, âIâll never use AI.â I said, âWell, itâs already all over you, you know? You canât do anything without it.â âQuite frankly, Iâll never use ChatGPT.â I love ChatGPT, but why do you deny the future? Because it is all around you. Itâs just not widely distributed yet.
And thatâs asking people to help us rethink the work weâre doing with our products and services. And Iâm going to let you talk a little bit about how you now help companies and their products and services to rethink their purpose, maybe to retain their values and also to begin to think about that story and storytelling when the world that theyâre talking to is so fragmented. There are 250 million people with 250 million stories and channels to articulate on. And I donât know whether TikTok is good or not, but as my book came out, somebody I knew said, are you going to be on TikTok? There are as many people creating on TikTok as there are watching it.
The world is wild, my friend. How do you help them go through the changes? Maybe thereâs a case study you can share, or if not, just help the audience think through the new because itâs ready, willing and able to help you transform what youâre doing for a new world. Your thoughts?
Fran Biderman-Gross: So that is a jam-packed question.
Andi Simon: Deliberately, I know.
Fran Biderman-Gross: And a good one. The way that Iâm going to begin to shape that answer is that in 2024, what you knew before doesnât really apply. But hereâs a lesson that I can say. Well, first let me explain what I mean. Buyers are informed. They have access to information in record speed and record time that we cannot argue, arguably the fastest, and will continue to get faster as we choose how we consume our media or our information.
So Iâm just going to use information for now, because thereâs a lot of things that we want to know on a daily basis, starting with the weather and the top news and whatâs going on with our clients. And we want bytes of information. So the buyers are informed. They have access to data and facts with a click of an Enter button.
You ask a question and you will get an answer. Might not be accurate, but that doesnât matter. We wonât debate that, but they have access to information, so thereâs no more dog and pony show. The dog and pony show is, Here I am. I canât beat my chest and go, âIâm louder and better stand out.â It has to be authentically who you are and why you exist. Why? Because in the last 15 years, Iâve had the honor of working and taking over my co-authorâs lifelong work that we had started working on together. I have literally proven that people are the complete reason why businesses who merge succeed.
I digress back to the question. Informed buyers need a reason to believe. They need to make them. When they have that reason to believe, they then must make the emotional connection to why it matters to them. This is a fundamental change in the way that we communicate and are raising our children to communicate. It has to be meaningful.
We used to talk about buying stuff, and Iâll use this as a little bit of a team and family, you know, share. We used to buy things for each other and now weâve learned, come the holidays and birthdays and celebratory days, itâs not the stuff, itâs the time and experience. They want to share things. They want to create memories to do things.
Matter of fact, just before this, you were talking about the two weeks that you and your family secretly at the end of June get together. People crave emotional connection. It is no different with services and products. Thatâs right. And they are demanding it. They are voting with their dollars and demanding it.
So whoâs telling a better story? But itâs not the better story, itâs the meaningful story. How you uncover why you do what you do, why the world is a better place with your organization, is vital to communicate, to be able to attract the buyer the way the buyers buy. They demand to make an emotional connection even if they donât say it. They vote with their dollars. And if you really got into a focus group with them and trust me, we have done many, many of these, especially in the last couple of years, you really get the insights of the culmination of data that Iâm telling you.
People are buying emotionally, they are emotionally triggered. And the brands who are acting out and taking a stand⊠Youâve seen them. Youâve seen these examples. Youâve seen it with Nike. You have seen it with Ben and Jerryâs, with our ice cream. And you have seen these organizations take a stand and youâve seen good PR and bad PR and youâve seen outrage and youâve seen validation because thereâs something for everyone. There isnât just one thing for everyone.
So how do you, audience members or listener, differentiate yourself in that way? Simple. Not easy. But hereâs the one thing that I can tell. You canât skip a step. Because when you skip a step, it doesnât work. We have learned time and time again, with client after client, when we rush through building a foundational brand. Iâll just leave it as, when we skip the foundational steps, we miss something. We miss the opportunity to connect with the buyer. We miss the opportunity to understand the buyer. We miss the opportunity to understand where the buyer is, what the buyer is searching for.
So we talk about marketing and attracting these things. But at the same time, letâs put that all aside. We need to understand who you are and what they want, what matters to them. If you build your journey and you skip a step and youâre missing information, it is just another reason for them to leave the funnel and not to go further.
You know, I personally would rather attract, letâs just say I was looking for an applicant. I had a new job position. I personally would much prefer, matter of fact, this was another moment. Itâs funny where my mind went here. I was at a networking event and it was all about recruitment and retention. This was a big hot button.
How do we do that? Well, they opened this roundtable discussion and theyâre like, oh, well, our advertisement attracted 85 qualified people. But we got like 300 resumes. And when it got to my turn, I said, Who has time to look at 85 resumes? Iâm hoping that only 12 people apply so that I can get further, deeper down into whether you are a good fit. Are you in the right place in your life, career, journey to be in this company, in this position, in this culture? Will you affect positive change?
And that spun the conversation in a completely different way. Wait a minute, how do you just get 12 applicants? Then I went through the, Hey, itâs dating. Iâm not trying to sell you who we are, Iâm actually trying to figure out who you are. And are you at the right stage with the right skills and the balance to fit this nucleus of an agency, of a family that we are. And are you the right fit? We can always train for skill, but at the same time, they need certain levels of skills, sometimes more advanced skills. And we just got into a whole discussion of, This is broken: writing an advertisement to sell your position is broken.
And you know what? Youâre seeing it. Look whatâs going on with talent in the last three years. I mean, in my industry, the senior talent is either being laid off or exiting because they choose not to have a life like that anymore. They want remote work. They want freedom and flexibility. They want to affect positive change, not the way we did before. Work has changed, buyers have changed. Recruiting has changed. Is it a good fit? Are you at the right place in your career for this juncture? And itâs just unbelievable.
Andi Simon: I didnât mean to interrupt you. I want to follow your thoughts. As our listeners are thinking about their own, both their own journeys as well as those of their business and the products theyâre selling, Iâd like to create a metaphor here, because what youâre saying is that the people who work inside and the people who are our clients and their clients are really in a system, an ecosystem, and your staff can only do good jobs if the folks who youâre working with align with the basic three value, you know, purpose, values, and story approach you have. But their clients have to be in alignment as well. So thereâs a long alignment thought, a visual, in my head.
They often say that the words we use create the worlds that we live in. Humans are meaning makers. And so youâre sharing with the audience the meaning that you give to both work and to the work you do in a very interesting and important way. Itâs not a job; youâre part of this whole process thatâs aligning with the folks who we serve, to align with their folks.
The thing that Iâd like you to reflect on a little bit is, how do your clients get to know their clients better, whether itâs a customer, if itâs B2B, how do they serve them better? Iâve done enough focus groups in my life to never really want to do another one, but Iâm an anthropologist and I love to observe and hang out and say, what do you do? My job is to listen to the conversations without judging them, and also without asking the people who are conversing, What does this really mean without listening to the stories they tell?
Storytelling is actually the very best way to capture the reality that theyâre living. But how do you help your clients and your team better understand this changing world of buyers out there, and the channels with which they find solutions to whatever that problem is? Is that too big a question again, or is that something.
Fran Biderman-Gross: It actually isnât. I start with, you canât skip a step. Everybody has the courage to take a step back and look at the journey. It starts with insight because ultimately, what matters to our clients is that we understand their clients. Agreed?
Andi Simon: Agreed.
Fran Biderman-Gross: Great. So Iâve got two sets of clients Iâm serving. I canât serve one without the other. And in almost every case, almost every case, when clients come to us, they think they understand their clients. And we go through a process. To get to the right. Iâm not saying theyâre wrong. Iâm just saying we donât have the data to understand whether that is proof positive or reactive.
That points me on the right journey when I think about the age old questions of, how do I hire an agency? Why do I need an agency? I start with helping me understand your business and where is it going? Because youâre clear, your business objective dictates the marketing strategy and then resulting in the tactics we take. So when you think about what that is, I canât skip the brand component because it starts with who are you? What do you stand for? Why do you exist? How is the world with a better place with you in it? And at the other end of that is, why should my customers care? Give me a reason to believe or I go somewhere else.
And thereâs a lot of space between my hands right now. And if I had a bigger screen, I would give you more space. But you have to really not skip a step. So you have to get clear here. First, phase one: discovery, understanding your position and all the things I just listed. We could talk about the three keys. That is what I call the minimum viable brand. I like MVP things. Products and brands.
So Iâve taken that and said, how can we make this affordable because everybody listening is going oh, redoing a brand. It takes six months and tons of money and six figures and Iâm like, no it doesnât. No it doesnât. It doesnât.
Weâve created a process inside of about 10 to 12 weeks, maybe slightly longer depending on scheduling. We can rectify this. We donât necessarily have to just create a gap analysis. We can actually create the analysis and fix things. So we actually have an actionable place to start. So in that discovery, of course, weâre going to do all the things that you think about, right?
The competitive analysis is aspirational, actually. What do my customers really want? What do I stand for? That gives me insights into what I call a brand foundation with your MVP. And the way I describe it is, like your brand is built on two layers. First the verbal, we get the verbal right? We can go to the visual and we can create translation so that the brain understands that there is a connection between them, the visual and the verbal.
And then we put a good layer in there called a brand idea. Whatâs the big idea or the zip code as we call it? What does that mean? Thatâs how I begin to make a connection and start to put that in the world. And we go to unlock the second phase, usually three, sometimes four months, could be six if we need more data. Itâs always about data. Take about a couple of weeks to get whatever the campaign is up and running in real time. I donât have to do massive, big focus groups that take a long time anymore. I can just literally go into the market and start to see how people react to messaging.
Andi Simon: Thatâs true.
Fran Biderman-Gross: In fact, I can even add a step. And do you know, I could probably spend three weeks doing message testing, literally message testing. If you are this type of demographic, how do you react to these things? And we can learn before we actually go to market.
So three months is not a long time when you think of the longevity of your organization. Donât you want to get an audience message, audience message fit? Then youâve got a strong brand that people are reacting to that have the criteria of your clients or like your clients. So then when you go into the market, you can begin to go, oh, can I talk to you, to my funnel? Can I direct you to my funnel? How do we nurture you? Where do sales come in?
Everybody gets on the phone and goes, could you take over my LinkedIn? I need to get sales there. Could you help me explore TikTok because thatâs where I could sell direct now. And thatâs not the answer. The answer is, letâs help me understand your business. The tactical solution has to be a result of a strategic decision that will then add value to the business.
Andi Simon: You know, I always watch our time because a half hour or so is good for our listeners, but I donât want to cut us off yet. I have a couple of things to add to your wonderful understanding of how to build a business in this modern world that weâre in. We were HubSpot partners for a number of years, and we really do love inbound marketing, and inbound marketing makes the assumption that it is less about what youâre pushing out and a lot about what people are searching for.
Google has created a whole new marketplace, and it isnât putting it on a shelf in a store. Itâs more, what are the words youâre using to find a solution to something, to a problem. We come up on the first page of Google, thank you very much, because of the content marketing of a corporate anthropologist, a Blue Ocean Strategy expert. I canât compete with the book, but I can be an expert. I can do culture change in New York. I can do all kinds of words that get people to come and hire us, or at least find us and want to know more about us.
That is a very neat way of understanding that. But itâs going to go even faster and farther because the content is going to have to be relevant and change. And it isnât the channel of LinkedIn or Facebook or the website. I still like the website, I like the others, but I really love what search can do for you., but it means that we have to go backwards, outside in, instead of just inside out. Your thoughts, Fran.
Fran Biderman-Gross: You need data to do that, right? The proof is in the data because design is always subjective. And what has happened today, again my opinion, people can disagree.
Andi Simon: I agree, but they can disagree.
Fran Biderman-Gross: Yeah, agencies are so fragmented and specialized that if you know you are searching for just a Google AdWords specialist, you should hire them. But what are you giving them to work on? Is that proven in a data point? Otherwise you are chasing an unproven theory.
Andi Simon: Yeah.
Fran Biderman-Gross: And yes, I caution the audience, listeners out there who have several different agencies who are employed right now and probably doing great work.
The question is, is it the best work? Is it the work that actually is strategically tied to adding value to the company? I feel like I spend a lot of time talking about this because many donât realize how much is buried in a marketing budget thatâs actually allocated across a channel. That shouldnât necessarily be. And some things should be.
So like, right-sizing all of that and then trying to understand the return on investment. I think this is really the bug for me. When you look at very large agencies and very large companies, they have spreadsheet after spreadsheet and depth and depth and depth. They understand their acquisition costs, their lead generation costs. They understand all of these things. And itâs a behemoth of effort to put together, to be able to actually get that.
But I really believe that small- to medium-sized companies deserve to do marketing right. And thatâs the agency model that I have brought to this market for those who understand and want to do strategic marketing. I have an all-in-one solution. So thereâs no finger pointing. We didnât get the return. Why? Oh, the odd word guy. Oh the content person. Oh, this. Oh, that. Itâs not that.
We have to put it all together under the umbrella and under that you start with the business objective, the marketing strategic plan with the tactical execution. If that execution on that budget doesnât add value, you shouldnât do it, myself included. You shouldnât do it. Hope I answered the question. I got off on a tangent, but thereâs so much wrong with things today. And we think, as business owners, myself included, we think weâre experts at everything and weâre not. Everything is so much more confusing these days.
Andi Simon: But letâs pause because I would rather us pause here, perhaps have you come back in a short time and take the conversation to the next stage, because I think that the times are fast changing. I was reading about Lenovo putting AI into their PCs to better know you, so that they can manage your virtual assistant and know when your calendar is. It would say, âGood morning, itâs time for you to get up, and these are the three things youâre going to do today.â
Oh my goodness. I do think, though, that the listeners as well as us who are in the industry of helping, youâre helping companies develop their business, build them, build your staff, so they have purpose. It is not inconsequential. It is very meaningful. And humans are meaning makers. We decide with our eyes and our heart, not our head. The head sort of justifies it.
When you understand the human being, then all of what Fran has been saying today takes on a, What do you do with it? You know, I get it. I understand humans. Now, what do I do to build a business that will thrive in fast changing times? And Iâll tell you, itâs a good time to pause, step back and think about that question.
What is it you are doing? Is it more of the same? Maybe cheaper? Are you beginning to really understand the data about your clients and your customers and where theyâre going? I find this all the time that my first book, On the Brink: A Fresh Lens to Take Your Business to New Heights, about which this podcast was named, was about seven of our clients who had gotten stuck or stalled, and they didnât see what was right in front of them. And I must tell you, whether itâs a focus group or itâs an anthropologist, itâs a mindset on the client side to say, oh, thatâs what youâre seeing. Because if they donât see it, it has no meaning at all.
I canât tell you how many times I bring back what I saw. And they say, well, thatâs not true. I said, okay, come look with me. And then they go and they hang out and they listen and they say, oh, thatâs what you heard. I said, yes, but thatâs what theyâre saying. And so itâs a time to rethink how you think about your business and how youâre running it.
And Fran is giving you some really good insights today. Why donât you tell a little bit more about the Advantages company so that we donât leave the audience thinking, oh, how do I find her? And what do I do if I need her? Tell me about your company.
Fran Biderman-Gross: Absolutely. Iâd be happy to: Advantages.net is how you can find us. Iâll throw that into the chat. And we are a purpose-driven agency that does marketing so that you can focus on the things that you are meant to focus on. What does that mean? It means that weâre an agency, a strategic-driven agency that has all the capability or a hybrid of capability to work with the vendors.
You have to ensure that we bring value to the budget that is spent, so that is meaningful to the business. Now, technically weâre strategists. Weâre designers or writers. Weâre directors. And everything in between. So that what you see on the inside matches what you see on the outside.
Andi Simon: But your purpose is how to assemble those tactical and practical things into a strategy to help our clients. These are the same words that we use: see, feel and think in new ways so they can grow. And I think it is very exciting to share what you do and how you do it, because it is a way of lifting us up off the brink. If you want to soar, then maybe you need to rethink the way youâre telling your story, even what it is, and how youâre beginning to push it out.
So letâs wrap up. Franâs information will be, of course, on the podcast blog that we put on SimonAssociates.net. You can find it there and we push it out when it comes out. But itâs been an absolute pleasure to have an opportunity to share with you what Fran Biderman-Gross does and what advantages her company can offer if youâre thinking about how to rethink your own company and where itâs going and how to get there.
Iâm going to wrap with a little push on my new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success. Itâs a great book. Itâs got 500+ wisdoms of 102 women, each of whom wants to elevate and celebrate women in business. And whatâs so exciting about it is that people turn a page and change their lives. And I know that sounds interesting, but we actually had a woman write about it on LinkedIn: âI was starting 2024 and I was reading the book, and it inspired me to rethink my year.â And I had a client who was a wonderful client, and she had yellow marked the whole book, and she said, âWow, Iâm going to change the way Iâm running my business.â
How can a book do that? Simple and easy. Itâs a wonderful way to do it. You can find Women Mean Business on Amazon or Barnes and Noble or your local bookseller. And donât forget to look at the website WomenMeanBusinessBook.Com to tell you more about the authors, the origin of the book, the 500 wisdoms, and the 102 wonderful people inside.
So thank you, Fran, for being with us today. Itâs been a pleasure. Thank you, all of you who come and send us great ideas and bring us wonderful people to share and share the website and the podcast so we can all share our wisdom. We love to help others grow. Bye bye now. Have a wonderful day. Remember my wisdom: Take your observations, turn them into innovations, and boy what you can see. Bye bye now.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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She was absolutely determined to succeed. Hear how you can be too!
I always want to bring interesting people to On the Brink with Andi Simon. You will love this interview with Maryles Casto. Her journey has been extraordinary, largely because of her ability to listen carefully, understand peopleâs needs, and create solutions that are part of her personal style and amazing business savvy. Thanks to an unquenchable can-do attitude and sheer hard work, Maryles made her travel agency the go-to travel company in Silicon Valley, serving the biggest names in tech and beyond. Listen to her story, get inspired, and please share.
Watch and listen to our conversation here About Maryles: âAsian hospitality with Yankee business senseâBorn in the Philippines, Maryles Casto is a pioneering travel industry executive and entrepreneur with 47 years of experience founding and leading companies to profitability. A former Philippine Airlines flight attendant, Casto created and helmed Silicon Valley-based Casto Travel, the West Coastâs largest privately owned travel management agency. (Casto Travel was frequently ranked among the Top 100 Fastest Growing Businesses in Silicon Valley and San Francisco, and ranked second in revenues among Silicon Valley women-owned businesses by Silicon Valley Business Journal in 2006.) In 2019, she sold the company to Flight Centre Travel Group of Australia. She is also the founder and owner of Casto Travel Philippines, Inc., as well as chairwoman and CEO of MVC Solutions, which provides travel industry businesses with back-office support, accounting and other services.
Maryles has served on many business, civic and philanthropic boards, including the Commonwealth Club of California. She has been International Chair of the Committee of 200, an invitation-only group for the worldâs most successful entrepreneurs, and she is a founding member of the Northern California branch of the International Womenâs Forum.
You can connect with Maryles on LinkedIn and her website, or email her at [email protected].
Key takeaways from our interview: Business is all about anticipating the clientâs needs. If you canât believe in what you or your company is, how can you go out and sell? Itâs not what you do. Itâs what the clients are asking for. âThere is a hole in the cloud, and whatever I do, I always have a hole in the cloud to get out.â Itâs time for us to be kind to each other. More stories of women who dreamed big and achieved success in business: Debra ClaryâYes, You Can Become The Curious Leader You Were Meant To Be! Roseann and Clara SunwooâHow Did Roseann And Clara Sunwoo Build A Successful Womenâs Fashion Brand? Gemma TonerâAn Exciting Woman Took A Moment Of Inspiration To Transform Other Women Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD Our website: Simon Associates Management Consultants Read the transcript of our podcast hereAndi Simon: Weâre giggling. But welcome to On the Brink With Andi Simon. Iâm here to help you see, feel and think in new ways. My job is to get you off the brink, and our podcasts are here to bring people to you whom you might not know or meet people who have stories to share that are going to help you change your story. Now remember, every time you hear someoneâs story, your own brain begins to shift things around until you go, oh, I can do that! Or wow, what a great idea.
And so the whole idea of a podcast, whether you visualize it and see it or you listen to it, is to help you see, feel and think in new ways so that you can soar. And thatâs why I bring wonderful people here, and people bring wonderful people to me. To be here today is just going to start out a little bit different. The co-author of our book, Edie Frazier, who is on the bottom of our screen here, she and I wrote Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success. And itâs been quite a journey. And as Maryles Casto, whoâs come to us through Edie has said, is that turning a page and changing your life is really amazing. But thatâs what we wanted to do. And I wanted Edie to introduce Maryles to you, because sheâs very important in her own life.
And then Maryles will talk about her own journey so that you can learn from it, because thereâs wisdom here that is going to be difficult to get from reading her bio or looking at her great website. So this is an opportunity for us to share. And in sharing, we can all grow together. Edie, thank you for joining us. Please, I can introduce Maryles Casto when youâre done more formally, but this is so special for you. Please tell us about your experiences with Maryles Casto and why it makes you smile so.
Edie Frazier: A joy to say thank you to a dear friend, Maryles Casto, because we go years without talking to each other. But when we get together and reminisce, we think of the qualities of a leader, a true trailblazer, and the best of friends. You know, Maryles wrote her book A Hole In The Clouds: From Flight Attendant to Silicon Valley CEO. And she did it. And she built this major travel business where she was the icon, and she knew all the founders in Silicon Valley who trusted her, respected her, and built with her.
And she built that business across the US and world and runs the business now in the Philippines from her home there. But she gives joy and support, and sheâs the best you can find and firm of that word trust and respect and caring and she lives a legacy. So Maryles, I just want to say thank you for the friendship and know your spirit is in each of us who have gotten to know you, adore you, and weâve got years ahead to salute one another. But I just say to Maryles Casto, you are the true blue of the hole in the sky.
Andi Simon: Oh.
Maryles Casto: I love you, too.
Andi Simon: Edie, thatâs beautiful. Maryles, do you want to respond to Edie before she takes off?
Maryles Casto: Thatâs what friends are for is our song. Keep smiling and thatâs what friends are for. And, Edie, I just want you to know, can I plug this? This is my book.
Andi Simon: Yes, of course.
Maryles Casto: Thatâs for you. And I want to talk about why this cover. We can talk about it later because itâs natural. It happened. And the world needs to read that book on the sky and the hole in the sky. We love you, buddy.
Andi Simon: This is such a wonderful way to introduce you. And maybe we will start almost with the book for a moment. But for my listeners, you know, before we jump in, I just want to give you a little context. Maryles Casto was born in the Philippines and lives in the United States and has for most of her life. Sheâs a successful leader. But when you hear her story, she really is an explorer. And thereâs something about the way she has tackled her life and built something really special thatâs so important to share.
But hereâs a quote that I think captures it. And remember, Iâm an explorer. Sometimes Iâm a philosopher or a futurist. But Maryles, listen, I care a great deal because weâve been to 37 countries, not to the Philippines yet, but this is the way we discover. Iâve yet to see a problem where the best solution is to hide or be ignorant. Itâs only through contact with other cultures and peoples, and in their contact with us, that we can hope to bridge the divide between people of the world.
As an anthropologist, my job is to help people see and feel and think in new ways through a fresh lens. And today, thatâs just what weâre going to do. So Iâm not going to read your bio, but Iâm going to ask you to talk to our audience about your own journey. You started in the Philippines. You came here. You capture it much better than I could ever.
And then what weâll do is, weâll sort of migrate into the lessons learned, the things that you, the wisdoms, you want others to understand. The kind of sharing person that you are and the kind of glorious life that youâve lived. Maryles, please. Whoâs Maryles and how is this book been sort of this triumph of whatâs happened? Because weâll come back to your book.
Maryles Casto: Okay. So let me tell you a story. I was born in the Philippines, and I was raised on a sugar plantation. So that was my background with my family and I think my inspiration really comes from my mother because she was always so kind and because we were privileged. My friends were all the workers, the children of the workers. So I developed a kind of relationship where there was no class basis for me. I mean, everybody is the same. And so I really valued that.
But also, my father was my closest friend. And I learned a lot from my father as well. And my father was very competitive. I remember one time, and this was when I was growing up in the Philippines, we have a fair every year, and so I was entered as one of the contestants. I wanted to be the queen. I wanted to win. It really started about wanting to win. We arranged it. There were three candidates. And the big dinner that night, it was a gala dinner, and they were contributing money in the ballot box.
And I was watching my father, and I was competing with the Chinese woman. The father was very wealthy, and the father kept putting some money into the ballot box and my father was doing nothing and I thought, doesnât he realize I need to win. But what I did not realize, and this is my fatherâs competition. You never let the competition know what youâre doing. But he had already positioned somebody who was standing very close to the ballot box. And at the very last minute, maybe a minute before it closed, he drops this whole bundle of money. Thatâs when I became the queen.
Andi Simon: Uh, that was not deception, but that was smart.
Maryles Casto: Smart because he knew that he had to do it this way. And so I learned that, and that I was one of my first lessons in my business. I can be very open, but also never give, you know, everything that you can in the competition. I never liked schooI because I always wanted to be outside. I get very bored, especially when they tell you to do number one, number two, number three. And all I could think about is, why not do number ten? What do we have to go through this whole process of developing?
And I also couldnât pay attention. I didnât realize at that time that my world was outside and I was very mischievous. And I remembered one time when they were trying, it was a Catholic school run by the nuns who were very strict. Of course, the rebel in me already said, I donât like to lose. I donât like this, and I donât like you in a way. I was in class and I was doing something mischievous. And anyway, I was reported. And so they punished me. They punished me by walking around with this garbage can on my head.
And so what did I do? I went into the classrooms and then I started dancing. So they didnât know what to do with me. But I created the whole fiesta. So I was already learning through all these things that I was doing, and I think I applied a lot of that in my business world because I never saw the challenges. I always just went. And I thought that, you know, Iâm going to try it.
So I was in the Philippines. I ended up being a flight stewardess, and at the time, being a flight stewardess was the top of the field because when you were traveling, you were entertaining. And I learned so much when you were a flight attendant at that time. It took two months to train. You had to learn about the clientâs needs. It was very much anticipating the clientâs needs. A passenger came on board. That was your responsibility to make sure that they remembered what the flight was about. And you remembered everything about the passenger.
So I was very focused on the passengerâs relationship and how they felt. I was in the Philippines a long time, and I had never dated an American, and I was introduced to this American. And needless to say, after two days, I decided I was going to marry him. Of course, he didnât know anything about it. But when we have a mindset, he couldnât say no because I was determined. So needless to say, after that he fell in love with me, of course.
And so we got married and I had to break this news to my father. Ah. My father. My fatherâs Spanish, my motherâs half Swiss. And he thought that this was just going to be one of those little romances. He had no idea that I was going to get married and move to this country. And it just broke his heart. But I was determined to come to this country, and I did. But my husband did not have any money. We had money, but my husband did not. And so it came to fruition when we were on our honeymoon, when all of a sudden we had to go on that $5 a day. Remember that book?
And I thought, this is not going to work, because if I was hungry, I wanted to have this restaurant here. Now, we had to walk for 20 minutes to find a restaurant that was in that book. I hated that book. And then I realized that this was changing my life. And when we arrived in the United States, I had nothing. You couldnât fly as an airline stewardess if you were married. So I knew I had to do something.
I remember one time we were going into this grocery store, and my husband was showing me comparison shopping, and I thought, why? And even now, Iâm sorry to laugh. No, but, honey, Iâm reading my book, and Iâm laughing because I remember all this. I remember looking at this mayonnaise and he would say, well, what mayonnaise should you buy because of the ounces? And I thought, I have no idea. All I know is, itâs my level.
But I think my message is, I was having so much fun. Everything I did, I enjoyed. I was too passionate and so finally he said, you have to find a job. And so I thought, well, I donât have any experience. So he said, well what about Avon. And then I read something about Avon. So I thought, I can do that.
So first I had to learn about cold calling because Iâd never done anything cold calling. So we would practice. And this is so much fun, I mean, reliving what we had to go through. So I went on a cold call and I was petrified, I wouldnât get out of the car. I would knock on the door. Finally, I ended up buying all my things. And so I did not make any money and that was not my job. So I quit that and then ended up working for Macyâs in the gift department, wrapped all the gifts, and I was so bad they fired me.
So I thought, Iâve got to do something. And then a girlfriend said, why donât you become a travel agent? And that is how my world opened up. And when I started working for agencies, my first client in one agency that I worked with was Intel, and they were just a hundred people. And then I had GE. And so I started working in the corporate market. But I didnât last long because the owner was horrible. One thing I learned is, he did not take care of the employees. It was all about him and his family. But none of us were able to participate on trips.
So I learned a lot about what not to do from him. And so, my girlfriend and I were running the corporate department. She was running the vacations, and I was getting so frustrated. And my husband said, why donât you start your own. I was petrified, Iâd never done anything like this. But, you know, you try it. And with $1500 each, we partnered together and we opened this agency.
But I did not tell anybody where we were going. I did not tell our clients. And so we opened this little agency in Los Altos. We had no money. We had Repo Depot, I mean, you know, name it. Itâs the same Silicon Valley how it started up, holding the hole in the ceiling. And I waited and waited and there was no clients because I had not told anybody. So I decided I was going to go cold calling, things that I hated the most.
But I was dressed to the hilt, I had on my high heels, and I started walking around in the Silicon Valley park, and I was walking. And then I saw this gentleman that was standing, uh, it was a company called Rome Rollin. And of course they were bought by IBM. Very, very big now. And there was the owner, I think was in there in one of the corner suites with a glass window. And he was looking at me because I was pacing back and forth and he thought I was a street walker. You can not say the first street walker. And all of a sudden my heel broke.
And so Iâm limping towards this receptionist and I said, I need to see that man in the corner. And at that time, in the valley, you donât need reservations, you donât need appointments. Everybody could just walk in. So I walked in and he came out and then we became friends. And that was really the start of the whole Silicon Valley movement, because he was one of the founders. And through him, I started getting more and more business and then I got Steve Jobs and I got Apple. So it went crazy. And then again, I could talk about my story, but I know that there might be questions you might probably want to ask me.
Andi Simon: Well, but you see, in some ways youâve given us a nice foundation for how to begin the challenges of, I donât know how to do that, and I really donât like to do this, but I tried that. And next thing you know, you and your friend and you still have to find some customers. And this isnât sort of it. They donât drop into your lap. Although I must confess that if you hang out, all of a sudden things begin to happen. You were talking to them and learning from them.
You began to craft something other than booking a ticket on a plane to go somewhere. And what I loved about what you did was that you created something far bigger. And I have a hunch you began to see things that they would ask for and youâd figure out how to do. But Iâm putting words into your mouth. So how did you grow? Because you didnât grow a little. You grow with a whole different mindset completely.
Maryles Casto: It was so fast. And I think there were so many. We were growing so fast. We couldnât control our growth. And, you know, since I was, and we talk about how you felt as being the first woman because there really was no one, there was no other woman. There were men in my industry, but I never even thought about it. All I knew was that I was not going to fail. I was going to do whatever it took to be successful, and I was damn good. I was very, very good. And I believed in that. Yes, because if you canât believe in what you or your company is, how can you even go out and sell?
So I knew I would be pitching. Iâd go in and before, I would pitch directly to the vice president or the presidents. But as it changed, you have to go through purchasing, you have to go through all this. So the dynamics change. But on a 1:1, give me the CEO. And I was a CEO and I would always say, Iâm in the same seat as you are. If I founded this company with $1,500, and I would have this argument with Steve because I said, if you werenât given the $200 million, where would you be? So I was very respectful of them.
But I also thought, you know, tell me when you have started your company on your own with the seat of your pants, and then Iâll respect you more. So donât get any baloney about all this, you know, because anyway, I just went ahead. I just focused and I thought, I will make this happen. And again the growth.
But then we also suffered because we couldnât perform as much as we wanted to because we were making mistakes. And finally I said, stop it. Weâre not accepting any clients. We have to figure out what is wrong with our company, because there definitely was something wrong. We were not delivering the product we talked about. We were not paying attention to the customer.
So I decided we would clean house and we were hiring people we shouldnât have hired, I learned. And so gradually when we started saying, we canât accept the account, we canât accept. And then they respected me for that. And then gradually we started fixing. We did our own training. Iâm very focused on customer service. For me it is my religion. And you have to pay attention.
And itâs not what you do. Itâs what the clients are asking for. And even long before that, I started doing profiles. Each of my clients that had this black book, I would write everything. Who wanted coffee, what kind of newspaper they had, every single detail. This was before anybody thought about putting it all down, but I did.
And then I also came up with a new service. I decided I was going to do my own Visa passport. I did not want anything touching my client except me. So anything they needed, not just the travel part of it, itâs how you get to the airport. So I had airport service, people with uniforms. Theyâre all in the yellow necktie. I had a limo service that would pick up all my VIP clients. They didnât have to ask me. I anticipated every move they made because my responsibility is, one, they call Casto.
I was responsible for them from when they left for the airport or when they left their home until I brought them home. I was sitting on that flight with them. I was getting in the car with them. I was in the hotel with them. I thought about only the clients, so. And I made sure everyone in our company understood that we donât survive without our clients, but we have to think ahead and anticipate whatever they need.
Andi Simon: Letâs think about it, though, because nobody came and said to you, youâre missing a major part of the business. Youâre selling. You werenât selling anything, really. What you had done is become a colleague of your clients, right? An extraordinarily important part of their experiences. You were and itâs really a beautiful story about, itâs not a travel ticket. Itâs not a limousine. Itâs this whole experience where I donât want you to have to worry about a thing. And I understand the whole. So you didnât even have to tell them, do you want this or do you want that? You said, I got it all mapped out for you. You donât have to worry.
Maryles Casto: One call.
Andi Simon: One call. Now, how did you begin to scale? Because often I have entrepreneurs who arrive at 10 million or 20 million and want to scale to 100 million, and theyâre not sure how to do that. You scaled and you started to talk about training. I mean, thatâs really what weâre talking about here, is scaling. How did you do it?
Maryles Casto: Well, I started buying agencies again. Recession, remember when we had this major recession. And I thought, this is an opportunity, I can buy now. And I decided I was buying agencies, but strategically, I had 15 offices all over the United States because it had to be a very strategic move. And by the time, we had offices everywhere, but we were also very strategic. I did not want to just be Silicon Valley. I would be putting all my eggs in one basket. So my offices were in San Jose, in Palo Alto.
I decided I needed a different kind of a base. I needed the banks. I needed a government contract. So I went to San Francisco and expanded my business there. And then I decided I needed 24 hour service because a client doesnât end at 5:30. When they travel, what happens? You know, they have to have a way of calling us. I didnât want them to call the airlines. They were my clients. They were my responsibility.
I couldnât grow in Silicon Valley anymore because we were all looking for the same, we needed people. So I was having lunch with one of the senators who had come to the Valley for a business opportunity, and he was the senator from South Dakota. And he said to me, you know, South Dakota, we could use some business. So I had never been to South Dakota, Rapid City. So I flew there with him. He said, letâs just check it out. So we put a blind ad to just say that we were coming for interviews. We got 500. Work for you.
Andi Simon: Wow.
Maryles Casto: There is a market here. But what I wanted to do was put my training there. But I also wanted my 24 hour service. No one was offering 24 hour service at that time. The airlines were, but not any travel agency. So these were all the things.
I shouldnât say I, because there were a lot of people involved. But I would say I had the vision that you have to look at and say, what now? What else can you do? How can you enhance your service? But what is it that the clients need? And so as we were developing the corporate market, there was no one who could touch us in the corporate market because we had every account there was. And I also worked very closely with a lot of the venture people. So when they were funding companies, of course, for travel, I owned it.
Andi Simon: Branded you, right? They endorsed you and you just came along.
Maryles Casto: Yeah. I would say, you know, youâre funding this company. How do you know theyâre protecting you? You know, travel is the second largest expense. Working with me, I will guarantee you, because I also bought stock for all these companies because I thought we have to be investors as well. So even if itâs small. But I felt that every flight I was looking at that as a shareholder.
Andi Simon: You are so wise. And so itâs fascinating listening to you because once you got going, nothing stopped. You just keep figuring out pieces. You said something important, though, and itâs not a bad time to sort of migrate into the team. How did you support yourself around you with smart people? And what were you looking for in that team? They gave you the ability to multiply. They were your multipliers. What kinds of folks came in and how? One of the things that I read was that you treated this like a family.
Maryles Casto: I wanted them to feel proud. I bought my partner out after two years, I felt like she was so worried about expanding. She was so worried about losing money. And I thought, you know what, weâre still very small. If we lost money, if we went belly up, I want to build it up myself. I donât want to drag her down. So I bought her out.
And then we had to come up with a name because at that time, I think we had nine employees. When I bought her out, she wanted to do the vacation side only. She was not interested in the rest of it. So I had to come up with them and I said, okay, what is our name going to be? Because our original name was Travel Experience.
And so we had this powwow and they said, well, why donât we call it Casto, itâs your name. And I thought, no, I have to be very careful because if I give you my name, you have to guarantee youâre going to back it up. Itâs not just about me, itâs about all of us. So I then created this where they had to belong to this elite group, which happened to be customer travel. So I had all of us in uniform. They helped design this uniform, and we would go to all the functions in our uniform.
Andi Simon: But you know the symbolic meaning of that. You know, youâre a meaning maker and the symbolism is not inconsequential. They belonged. People wanted to belong. And therefore they knew how to behave, how to think. And they took it home to their families, and they were part of something much bigger than just having a job. Correct?
Maryles Casto: Yeah. I made them very proud of being part of us. I said, itâs not me, itâs us. The Casto is you together. Of course, everybody thought it was Castro. And they look at me and say, oh, Castro. No. Thereâs no answer. But you know what it was. I mean, we had so much fun. We really did. We put events together and the company would come in with different hats. We come in with different costumes. And, I couldnât wait to get into the office. And they felt the same way. There was so much joy. Lots of sorrow, too. I mean, we cry. I mean, we all shared a divorce. But we were together.
Andi Simon: Yes.
Maryles Casto: And that is very important.
Andi Simon: Amazing, amazing, amazing because you did it and it worked. And it became something well beyond itself. I want to get to your book, but also you grew it and then you added new services and then you began to see it grow, and then you finally sold it. What was the impetus?
Maryles Casto: Well, you know, when we started the business, about five years later, we got a big offer. This company, and in fact, this is a funny story because this company was a very large company, and they were interested in buying us because they wanted to get into the Silicon Valley when it was just starting. It was getting a lot of attention. And so, they made an offer and I said, no, I didnât want to, but anyway. And he and I had a good relationship because when Intel became such a big company, purchasing people came in, and then they decided I was too small now. And they were concerned about my capacity to service them.
So he was very, very large, one of the largest agency in the United States. So they gave him the business. So we partnered together. And so thatâs when he really wanted to take my business. And me, I said, no, it wasnât going to work. So that was the first venture. And the second one was a company that was from Omaha, Nebraska, another very large company. And at that time we had Andy Grove, who became chairman of Intel. And Andy became a very good friend because, again, he was a client and he became a friend because I knew everything about his travel. And he was so paranoid that if I wasnât going to take care of him, something would happen to his travel.
So the second offer came in and we said, okay, weâll take it seriously. The gentleman flew in from Omaha and somewhere, somehow, I just did not feel that they were the right partners. They didnât understand Silicon Valley. And I just felt that itâs not going to grow. It didnât have the same spirit, they werenât willing to be, it takes a different personality. So we thought the deal was done. And at the last minute I had to call them to say, okay, you know, weâve arranged it. I picked up the phone and I couldnât say yes. I said no, and oh my God, both my son and Andy were furious with me because I said no.
And I said, it just canât work. So I knew that we had to do something. And because of my son, the offer came in and it was a really good offer, and we knew that the time would come that we would have to exit. And so we sold it two years ago. We sold it a month before the pandemic.
Andi Simon: Oh, my, timing is everything.
Maryles Casto: And now Iâm a rich woman.
Andi Simon: But, you know, I have a hunch youâve been rich through this whole journey, havenât you?
Maryles Casto: Yeah, I have, I have, yeah.
Andi Simon: You know, the financial richness is nice, but at the end of the day, Iâm not sure you worked for workâs sake. I think you worked for the absolute...
Maryles Casto: Love of it.
Andi Simon: For the love, you know, for the joy that you gave others, for the way in which you helped their lives do better. Am I misreading that? And this was spiritual and almost religious on your part, right? Correct.
Maryles Casto: Yes. It was, it is, and it still is. I still communicate with the people that, when we sold the company, we always kept the Philippines. The Philippines when we were growing so fast and we knew that we had to expand. I wanted to expand internationally, and I knew it was either India or the Philippines, and I knew the Philippines because I was from the Philippines and I knew the customer service, all the technology driven, because our business was very technology driven. I knew it was about personal travel and I knew that hospitality. Itâs like somebody said, itâs Asian hospitality with Yankee business sense. Thatâs how somebody describes me.
Andi Simon: Well, thatâs terrific, but thatâs a great image of it, right? I mean, because you blended all of these together in such a way that you created a whole new way of doing things. But, my goodness, it worked, and itâs really brilliant listening to you talk about it. Talk about the book. Was this a way of capturing this and having a legacy as a book about this journey that you just shared or something different?
Maryles Casto: You know, it was something that I knew that I felt like there was a book in the making. I just never got the chance to sit down. And this was after we sold the company, and I was in the house and I was meeting with some friends, and just all of a sudden it just came to me. I had to write my book. I said, Iâm ready for that. And I thought the story had to be told.
I wanted other people to read what I went through and how much I have enjoyed my life. And I wondered, my grandchildren, maybe not now, but later on when theyâre older. Of course I dedicated the book for them, but I donât think they fully understood the challenges. But when theyâre grown. And maybe one day when they have a business, they can look at my book and say, you know what, Grandma did something. And I have to share the coverage. And remember, I was covered.
Andi Simon: Yeah. Tell us about the cover.
Maryles Casto: This cover was an actual one. And when I decided when we were doing so well and I thought, we needed exposure now. We wanted people to know more about Casto Travel, not just in the Valley, but other areas as well. And so I had this girlfriend who started her own business, a PR business. And so I called her as a brand and said, listen, Iâm ready to do something. I want the exposure of Casto more globally or more internationally or more regionally. And so she said, okay.
So San Jose Mercury News was going to do an article and the photographer said, I can do your shot, but I donât want to do it here. I have an idea. Meet me at the airport at 6:00 in the morning and weâll do a shoot. And I said, oh my God, what is this about? So I met him at the airport and he had this truck, and in this truck was this desk. And he told me, bring the thing that you really want to put on the table. And I said, okay. But I thought, well, maybe itâs just at the airport.
So I brought these two doves or two birds, because Casto Travel is all about birds because that was my logo. I want to fly. I want to spread my wings. So I brought these two birds and then I thought, where are we going? He said, just follow me. And at that time, nobody can tell you, thereâs no security, no nothing. So he drove this guy and his truck to the runway, and he put the desk in. He said, no, weâll stay here. Letâs get this all organized and letâs wait for the plane. I said, wait for the plane. It took three hours to get just the angle.
Andi Simon: Oh, God.
Maryles Casto: Iâll put it up. I thought I had to use this book.
Andi Simon: Just come in so we can see it, put it up again and hold it there for a second. Ah, so thatâs you. And thatâs the plane over you and this story is as beautiful as the cover of the book. We would not know why that book cover is so important, but that is cool. That captures you, doesnât it?
Maryles Casto: And, you know, the flying was because my father, when we were little, when I was little, and I was growing up, my father had an airplane. He had a small airplane, and he would be traveling from different farms. I always loved to fly. And so my father and I would go up flying. And he would say, okay, Maryles, watch. Look for the hole in the clouds so that we could get in and we could fly higher, and then we would do our maneuvers. And that was in tribute to my father. There is a hole in the cloud, and whatever I do, I always have a hole in the cloud to get out.
Andi Simon: Yeah, but your whole life has been finding that hole in the clouds and soaring up through this to get on top. This is something. Sometimes I ask the people Iâm interviewing about some lessons that you wish someone had told you then. But I think that your story isnât easy to capture in a lesson or two. Unless thereâs something you think your younger self wishes somebody had told you. Is there something that you can share?
Maryles Casto: Oh gosh, somebody told me and so many people told me things. I donât know. For me, itâs maybe kindness. For me, itâs not a word we use a lot, and itâs time for us to be kind to each other. And you donât have to be a jerk. No, really, and I, this was my actual experience. I was invited by United Airlines to go to the Academy Awards. At the time, we were big producers of United. And so I went.
And then that night, this was Pretty Woman. Remember that, Julia Roberts? Anyway, we were staying at this beautiful hotel, and when we were being picked up in the limo, they were invited too, Larry Allison was invited with his girlfriend, and she was just fantastic looking. And then John Chambers from Cisco, so we were all going together. And when we got down, the limo was there, the door opened, and Larry Allison came in and he closed the door. He says, I donât share my limo. This is an actual story. I donât share my room.
And so we just looked at him because at that time, you canât find any limo, especially Academy Awards night. So he drove off and we had to find another limo. And thatâs when itâs the yin and yang. And I said, you know, you really are a jerk. And hereâs John Chambers. He was so sweet. I mean, the difference between the personalities. And again, I just feel like, if you could just show a little bit more kindness and donât get into your ego. The ego is nothing. What does it really mean?
Andi Simon: Yeah. Thatâs beautiful. The joy that you can give, the kindness that you can show elevates you and someone else. And then an act of kindness that stayed in your mind as a moment that you never want to do again. How can I be kind? Correct.
Maryles Casto: Okay. And thatâs why I think Iâm doing what Iâm doing now. I suppose I mentioned to you that Iâm starting my foundation because that is what it is really about. Iâve been so fortunate. And look at me. Iâm now into my old age and I love it. I love what Iâve lived, and I mean that I love it. For me, aging is not a disease. Itâs something to celebrate. How many of us can say, Iâve lived it.
Andi Simon: I know, but thatâs so important because itâs true. Weâre at a point now where we can be. We donât have to become. We can just enjoy the moment.
Maryles Casto: Exactly. I love the whole process of aging. My body is what it is now, and I celebrate everything I have. I celebrate my hair. I no longer am going to dye my hair because I just love being white. Iâm doing it. And I think that probably my message is just as we all go through our lives, enjoy the moments you have and donât worry about the rest of the nonsense. Thereâs so much of that.
Andi Simon: Iâm going to I wish I didnât have to, but weâre going to say goodbye and Iâm going to thank you. Thank you for joining me today. Thank you, Edie, for introducing you. But I can understand why her friendship and yours transformed both of you over time. Because Edie is quite remarkable. This has been a gift to me and to our listeners. So thank you.
So Iâm going to say to our listeners, thank you for coming to On the Brink. I know that today has taken you off the brink. And then weâre going to all soar. But the message is kindness and acts of kindness bring joy. So letâs not just be nice, help each other also. In our book Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success that Edie Frazier and myself have written with 102 women about their wisdoms. And like what you heard today from Maryles Casto, the wisdoms help change your own lives.
And I will tell you that every event that weâre running, people share their wisdom a little like this podcast. And when they do, they are changing. And Iâve had people who keep coming back and saying, let me tell you what I heard and what I want to share again, and what I care about and what Iâm now becoming. I had one woman who had yellow marks on the whole book, and I went, oh my goodness, and couldnât wait to show me her yellow marks. She says, Iâm a better leader today. And I went, man, can a book do that? It can. And Maryles Casto, thank you for joining us. So Iâm going to thank you so much. Remember everybody to take your ideas, your observations, turn them into innovations. And you too can soar, like Maryles says.
Maryles Casto: Bye bye.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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Curiosity is contagious. Curiosity can be learned. So be curious!
Sometimes, we meet people who make us pause for a moment and ask how we are building the life that we want to live. It is not about mimicking their lives. It is about understanding how they have stopped what theyâre doing and begun reflecting on whether this was a life they wanted. Thatâs what happened when I met Dr. Deborah Clary. We met through the Women Business Collaborative (WBC). Deb and I were involved in WBC and found ourselves sharing our life journeys in different discussions. She was the right person to bring onto our podcast to share her career and how she has taken a turn in new directions. As you listen in, think about your own life.
Watch and listen to our conversation here An accomplished woman leader not afraid to learn new thingsDr. Debra Clary is the Founder and CEO of Elevascent, a personal growth and performance development company focused on helping individuals and teams accelerate growth through curiosity. This experience comes from three decades of executive leadership roles at Frito-Lay, Coca-Cola, Jack Danielâs and Humana. In addition, Dr. Clary is also an author, global speaker, playwright, off-Broadway performer and an award-winning film producer. She holds a doctorate in leadership and organizational development from George Washington University, and received the Ralph Stone Leadership Award for exemplary leadership. She is also a board director for Health E-Commerce.
In our podcast, we talk about women discovering their purpose and not letting others define them. And we share Debraâs life story as a model for you, our audience, to think about as you step along on your pathway. Own your career, and enjoy it.
Contact DebraYou can connect with Debra on LinkedIn, Facebook, and her website, or email her at [email protected].
Want more inspiring stories of women owning their careers and taking charge of their lives? Here are some of our favorites: Shellye Archambeau Is Unapologetically Ambitious And Shows Us How We Can Be Too Kerry Flynn BarrettâLearn Why So Many Brilliant Women Have Ditched The Corporate Ladder To Start Their Own Business Sarah SouleâBusting Those Stereotypes of Women Lisa CaputoâSmashing The Myths Of What Women Can Accomplish Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD Our website: Simon Associates Management Consultants Read the transcript of our podcast hereAndi Simon: Welcome to On the Brink With Andi Simon. Iâm Andi Simon. Iâm your host and your guide. As you know, Iâm a corporate anthropologist, and I specialize in helping organizations change and particularly the people inside them. And I really like to go looking for people to interview. And many of you send me people to interview. So itâs so much fun to share. I look for people who can help you see, feel and think in new ways.
And I use those words intentionally because you decide with the eyes and the heart. So how something feels is going to help you decide how to think about it. But what matters to me is that unless I can open your mind to see opportunities, possibilities, and be curious, you are going to see whatâs all around you and opportunities are all there. So today I have a wonderful, wonderful woman to come and share with you her wisdom around curiosities.
Debra Clary is a Doctor of Organizational Design, but sheâs also someone who has culled her skills inside corporate and has now launched herself outside corporate as an entrepreneur to help many companies begin to see themselves through a fresh lens. Very anthropological. Let me tell you a little bit more about her, and then Iâll ask her to talk about her own journey, because sheâs had a really important juncture point.
Right now, Dr. Clay is a purpose-driven leader with a compelling message to share. Her enthusiasm lies in inspiring leaders and organizations in achieving business success through their enhancement of strategic alignment, team dynamics, and fostering a culture of curiosity. Now, that is a really big idea, bringing a wealth of experience from her roles and operations, strategy, marketing and people development at prominent companies such as Frito-Lay, Coca-Cola, Jack Danielâs and Humana.
Debra brings incredible business insights and her dedication is evident in her commitment to working with leaders who aspire to elevate their impact and contribution to their organizations. So sheâs now writing a book, and she also is performing her own one-person play called A Curious Woman. And she did it Off Broadway, and I watched it streaming, and you can watch it coming up, too. And sheâs doing it again in Louisville, and she is having a wonderful time celebrating her own success as a curious woman. Debra, thank you for joining me today.
Debra Clary: My pleasure.
Andi Simon: You know, itâs always fun when we share our stories. Weâre storytellers. Weâre also storymakers. And when you and I did our fireside chat at the Louisville Leadership Center, we really had a good time getting to know how we each have grown and how our own experiences have opened up opportunities for us. But for our listeners and our viewers who arenât familiar with you, talk about your own journey and why this is such an important point for you. Itâs a tipping point, opening up a whole new world of opportunity. Who is Debra?
Debra Clary: Oh, well, thatâs a big question, Andi, but let me let me take a shot at this is. I was the first person in my family to go to college, graduate from college, and went on to get a Masters in Business. And my first job was driving a route truck for Frito-Lay.
Andi Simon: I always laugh when you tell me that. You say it so much better than I could.
Debra Clary: And my parents were like, Did you really need six years of higher education to do this? But I also recognized that it was an opportunity to start with a great company and they started everybody on a route truck. And the one question I asked was, Are there other women doing this? And they said, Yes. And I said, May I ride with that individual one day to see if I think I can do this? And then I did.
And so I spent nearly a decade at Frito-Lay, not on the route truck. I spent about nine months on the route truck in the city of Detroit and then evolved into sales management and then marketing and actually was one that was on the team that launched Flamin Hot, which is now a $1 billion brand for Frito-Lay. Itâs where I really learned how to market to consumers. How do you understand what consumers need?
And from there, I was recruited away by Coca-Cola. I spent almost a decade at Coca-Cola in marketing roles where I got my experience of global marketing and how to really manage a global account. From there I went to Brown-Forman, where I was the VP of Strategy. I worked in the wine division, which was a really tough job, Andi. I mean, I had to spend all this time in Napa Valley tasting wines, trying to understand positioning. It was really tough, but I got through it and then I went to Jack Danielâs.
I got really intrigued with culture because I had worked for Fortune 40 companies, and then I went to work for a publicly traded company, but it was still managed by the family, the Brown family. And there were just different dynamics, different cultures that I didnât quite recognize because of my background. And so I said, Iâm curious. I want to understand people and culture. I want to understand how I can adapt to different cultures and how I can become a better leader.
So I was reading the Wall Street Journal in which George Washington University had an ad in there that they had this cohort program for people that wanted to better understand leadership and culture. Exactly what I was looking for at the doctoral level. And so I went to my boss and said, Iâm really passionate about this. And he said, Then go do it. And they completely supported me and funded that.
So while sipping wine in Napa Valley, I was also going to school full time. So full time mother, full time employee and then a full time student. And how I did that is, once a month I flew to Washington, DC. I went to school 12 hours Friday, 12 hours Saturday and then I flew home Sunday morning, so that I could be with my children. And I did that for three years. Wrote my dissertation on women in leadership. I just had this real passion on what are the differences in women leadership and how we can continuously support women to step into these really big roles.
And then I was recruited away by Humana, a healthcare company. And at first I said, There is no way Iâm going into healthcare. I mean soda and snacks and now alcohol. Healthcare just did not seem to fit me. But, they said, You have an opportunity that we are starting a Leadership Institute. With your marketing, your business, your experience, and now with this academic degree, youâre the perfect person to help us change our culture. And I was really drawn to those words of changing culture because I had experienced different cultures, but I wasnât quite sure how to do it. I had the academic side of it. I had some opinions, but now I was going to take this step and really put it into play.
And so for my first nine years at Humana, I ran the Leadership Institute, and we did everything from assessments to development of our top executives. And then we got really brave and we took our learning outside of the company. And we spent time in Europe and in the US and offered how to understand the healthcare system because we really recognize that if the healthcare system is going to get better and have better outcomes, everyone in the community needs to be connected to it.
And we started that with a simulation and we had much success. And then what happened is, we at Humana, we got a new CEO and he called me one day and said, Can you come talk? He said, Iâm going to be doing some significant changes on my team. Theyâre going to be off boarding and onboarding, and I need you embedded in the team. You know, 24-7. Your role is to be with us all the time.
And so for the last eight years I did that: helping them understand team dynamics, leading their strategy sessions, all their off sites and really about team dynamics and how you get better as a team. And then that drives the business results. And then about a year ago, I said, Wow, Iâm still curious on how I can scale my thought leadership outside of the corporate world. And so I made this transition about a year ago.
The number one thing I did, as you mentioned: I wrote and performed a one-woman show. I never did that in my life. Had never performed in that way. Iâd done keynotes, but never an actual play. And I surrounded myself with people that knew how to do that. And did a sold out show in New York. And now we have one coming up here next month in Louisville, Kentucky. So that is a little bit about my four decades in corporate America. And now my launch to scale my knowledge and my curiosity to other organizations.
Andi Simon: I bet. I mean, there are many things that we can talk about today, but I bet that the audience, our listeners, are curious about a couple of things. One of which is, how do you grow like you have grown? Because the changes in places have not simply been taking what you were and applying them. Itâs changing who you were when youâre applying them. This is an ongoing theme.
Iâm finding the people who are in my new book within Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success are all talking about owning yourself and owning your career. Can you talk a little bit about it and then weâll talk about your curiosity, but Iâm also anxious to share with people what you discovered as you moved from being a Frito-Lay route driver all the way up to where you are at Humana, embedded in the organization to help build better what goes on. How does that happen?
Debra Clary: Thatâs another big question, Andi. Itâs not a simple question. I think the things that helped me was that my parents taught me the value of hard work and an education, and thatâs what I did. I was not afraid to work hard. I wasnât afraid to do the assignments that were given to me. And then couple that with, I am a learner and Iâm curious, and I certainly recognized that there was a lot I didnât know, but I was bold enough to ask other people, people that I was admiring or people that had an expertise in that.
I love inquiry, I love to have dialogue and discussion around that. And Iâll give you an example. When I was with Frito-Lay and I was a regional manager. And I had two babies. And I was just trying to figure out how to manage this new world of motherhood, but wanting to climb the corporate ladder. This woman from headquarters at Frito-Lay flew into Detroit, and my job was to take her around and show her the market and have a conversation about that. And she was just, like, beautiful. Her hair was in place, there was no spit up on her. You know, her suit. I mean, she was just like, she seemed like she had it all together. And I also knew she had children.
And on the way to the airport, I got up enough nerve to say, How do you do it? Well, how do you guide me to do this? Itâs a struggle for me. Iâm trying to figure out how to be a good mom and how to be a good executive. And she said, Oh, itâs really simple. Itâs two words. Get help! What do you mean, get help? She says, Have someone that you trust to watch your children. Have someone clean your home. Have someone mow your lawn.
I mean, she was just going on and on, and Iâm like, But I donât have that kind of discretionary income. Iâm making it. But, Iâm also trying to save money. And she said, If you donât invest in this, youâre never going to get to the next rung because youâre always going to be stressed and worrying. And from that point forward, I have said, Get help when I donât know how to do something or I need support, get help. And I recently read this book called, Who Not How. Are you familiar with this?
Andi Simon: Iâm not. It sounds good.
Debra Clary: Extraordinary book about when youâre an entrepreneur and youâre starting an organization, or even if you have an organization, itâs not about you doing the work, itâs about you getting people that can help you do the work that you donât have an expertise in that. So building a website, doing software development. Why are you investing your time in that? You need to hire the right people to do that. And in the last three weeks, itâs made a significant change in my outlook and my vision for, I can do this. I can actually do this.
Andi Simon: I love it, I love your story. You said thatâs a big, big question, but in some ways you answered it with two words. It is not you alone. Itâs a team. You said that you took a dysfunctional team and you helped to build a team. And if the team does better, you all do better. So there are two wisdoms already that have popped out, one of which is that itâs not a solo job. Even orchestras need to back up the soloist. I mean, thereâs a whole lot of orchestra going on and sometimes a conductor.
But the other part is that itâs okay to learn along the way what can be done to help you get somewhere, as long as you have a sense that youâre on a journey to go somewhere, and thatâs whatâs really interesting and makes me curious about why you didnât stay inside corporate. You might have felt a little stuck or stalled. You ventured out into, Iâll call it, a foreign territory.
Having been in my own business for 22 years and dealing with entrepreneurs all the time, I taught entrepreneurship at Washington University. It is a foreign country for people who have been inside a corporation. So as youâre entering this, it needs a new language. It needs new habits. It needs a new mindset.
You know, share with the audience about what youâre trying to develop, because youâre clearly curious about trying to help people who need to be more curious, become more curious. Right?7 So letâs talk about this whole vision of where youâre going. Would that be okay?
Debra Clary: Yeah. So let me start with how I got on this path. I was sitting next to our CEO in a meeting, and he leaned over and whispered to me, Do you think curiosity can be learned or is it innate? And I said, I donât know, but Iâm curious. So that next week just happened to be the 4th of July, and I was going to be on holiday that whole week. I just dug into research on curiosity so that following Monday I go back to work. I lean over to him and I say, It can be learned. And that was that, right?
I know all this about curiosity, but that was that. And about a week later, Iâm talking about serendipity. Somebody that ran a very large division for our company called and said, Weâd love for you to come do a keynote in Austin. Can you do it? And I go, Absolutely. What do you want me to talk about? And they go, You can talk about whatever you want to talk aboutâŠcuriosity.
And so Iâd already done all I had prepared myself for something to come. And so I developed the information in terms of what happens to your brain when youâre curious. You know, I want people to understand that this is a neuroscience perspective on that. Demonstrating that curiosity is good for the brain. And then I shared about the difference between children and adults. These are studies: why children ask questions and why adults donât ask questions.
And then I said to him: And hereâs what the benefit of it is. And then I taught them some practical things that they can do to be curious. And that was that. I thought, Okay, this will probably never happen again. And then it snowballed. And I think I spoke to over 10,000 people at Humana and then started speaking externally. And I thought, Wow, people are curious. They want to learn about curiosity. But more importantly, they want to be curious. And the thing that I found, Andi, is that curiosity is contagious.
Andi Simon: Yes.
Debra Clary: So if you are around curious people, youâre going to be curious.
Andi Simon: Debra, letâs talk some more. This is so much fun because what happens if you have this contagion called curiosity? Are good things happening?
Debra Clary: Absolutely. And, you know, being a scientist, I wanted to know how to be able to measure it. What are the levels of curiosity? So I partnered with a group out of MIT to say, I want a valid assessment that can demonstrate the level of curiosity at an individual level and a curiosity in an org. level, because if we have data, then we can make change.
So I mean, the data suggests that when youâre curious, people begin to feel seen, valued and heard. And isnât that a lovely thing if people feel that. What does that do for engagement? What does it do for problem solving? What does it do for innovation? Well, all of that increases.
People want to work in a curious environment. They want to work for a leader that is open to your ideas, that your ideas matter. Thatâs what employees want. Thatâs what associates want. And so not only now can we talk about it from other studies and why itâs important, and here are the benefits from it. We can actually measure your current state of curiosity. And then we help you to figure out what are areas that you can get better in to help you drive this within your organization.
Andi Simon: Itâs such an interesting word because by and large, I doubt thereâs an MBA program with a course on curiosity, is there? Iâm not aware of it. So it isnât as if we are thinking about this in the training that weâre giving aspiring next generation business people. And I doubt when they walk into HR, people ask them, Are you a curious person? Theyâll ask about their skills and how they like to get along. And are they collaborative, perhaps. And are they, you know, take charge and directing?
But curiosity opens up a very different view of the world. It sort of challenges the imposter syndrome. Itâs okay not to know, and itâs okay that we can figure out what is important by simply figuring out whatâs important. And that becomes very important. I often work with organizations going through fast change, either machine learning or changes to their clients or robots or hybrids. Humans hate change, their brains fight it. The amygdala says, Go away. You know Iâm going to fear you, I fear you. I donât want any of this cortisol flying around in your brain saying, Get away. This is bad news stuff. And youâre saying, Can turn this all into beautiful oxytocin, where Iâm having such fun learning new stuff and growing, which is really important. Am I right?
Debra Clary: Yeah. Itâs like, bring on the dopamine. You know that you get that when you feel like somebody cares about you because theyâre asking questions and theyâre suspending judgment. You know, that dopamine is hitting.
Andi Simon: And bring on the dopamine. Love it.
Debra Clary: Iâve never said it like that before, but thatâs what occurs to me. So what we also know from a neuroscience perspective is, the brain is a machine and it is designed to keep you safe. And so thereâs this thing called fast pass matching, meaning that when something comes up, your brain wants to go to a solution as quick as possible because our ancestors were in danger. So you need to take action. And what we today have to guard against is not fast past matching. If it sounds like it goes really quick, I have someone step back and say, Wait, maybe thereâs another choice, maybe thereâs another option.
Going back to your question around an interview: you donât ask people if theyâre curious. However, you could ask them questions like, What is the last thing you learned? What is something that youâre working on that you donât know right now? And you can begin to get an idea if thatâs something that theyâre interested in learning.
You can also figure out what is their tenacity to stay with the project because, you know, things donât go smoothly all the time, especially when youâre being really innovative. And what is your ability to be determined and to stay with it? Thatâs also something that you can measure.
Andi Simon: Now, I bet you that it doesnât matter if youâre an engineer who likes to put things into boxes, or youâre a marketing person who likes to be creative. That curiosity can be for both of them. It doesnât matter much what the nature of your mind is. If you open it up to see new things and unexpected things, you can expand the way an engineer can see the data boxes and creativity is already looking there.
And sometimes my creatives have trouble settling down on something. They see too many things, too many ideas. Entrepreneurs have a terrible way of having more ideas than they have the possibility of actually implementing. But thatâs okay. And part of the learning process. One entrepreneur said, I needed a Type A to organize me, or if not, I never got any ideas done. And so you need to know yourself, but you also need to let the ideas flow so that you can grow. And this is a growth strategy.
Debra Clary: Absolutely. I was recently working with a client who is an engineer, and I was asking a series of questions, and I could tell he was getting really frustrated because he wanted the pattern. He wanted to get to the solution. And when I realized that, I had to share with him: We are going to get to an answer and we are going to make a decision. But this very period of time right now is about exploring whatâs possible so we get to the best solution. But when we decide on that, it is go and weâre going to get it done.
And it was just like this huge relief on his face. And my point is, is that you have to kind of understand who youâre working with as youâre pacing and leading them. I mean, ultimately, you want people to be able to take action. You want them to feel good about the solution. And of course, that translates into two business outcomes.
Andi Simon: Yes, I know, but for humans, ambiguity is the most dangerous place to be. You can be black or white, but they donât like gray. It can be red or blue, but not purple. And when we are adverse to the ambiguity, we miss all the opportunities because they usually pop up betwixt and between, donât they?
Debra Clary: And when that occurs to me, which has been happening a lot lately as Iâm starting up this company, Iâll remind myself: You donât know the answer. But Deb, youâre going to figure it out and youâre going to have people that are going to help you figure it out. And that just takes my heart rate all the way down and says, well, thatâs right, this is a mess. And weâre going to get to it.
Andi Simon: Yes. And there it is. Kay Unger from Kay Unger Fashion Designs, whoâs done wonderful creative things in the design and fashion industry for many years, said something to me the other day that she sees things in pictures, and of course the brain actually sees everything in pictures.
And so what she finds is that once she has a problem to solve, she puts all the pictures out and watches how they come together, almost like solving a puzzle. And I share that metaphor for you and the audience, because itâs a very interesting way to realize that is, in fact, how the brain likes to work. It likes pictures, it likes to see and visualize.
And I actually gave my leadership academy pads of paper and colored pencils and said, Now youâre going to draw yourself a year from now so you can visualize where youâre going, because if you canât see it, youâre never going to get there. But if you can, even if itâs not right, youâll begin to take the small, curious steps to see how to move along. And you can redraw the picture. But without one, not much can happen because you get stuff stalled.
Debra Clary: Absolutely. I think that is so powerful. What Kate said around that our brains do think in pictures. And if you think about it, I was in France this year and I spent time in the caves where the artists were. Itâs just so extraordinary what these men and women did during the Ice Age and how they communicated was through these pictures and that has been passed down to each of us in terms of first pictures and then the spoken word and the written word came so, so much later.
Andi Simon: Of course, but Gutenberg came much later. But that was 35,000 years ago. And they were pretty sophisticated because they brought their pigments from long distances away. And their sophistication in the pictures were amazing stories to be told and shared. But, you know, before that the cave paintings werenât and then all of a sudden they were. And I often wonder, how much was that we havenât really been able to find because we havenât found the artifacts with them and where they were located. But itâs an interesting story, and we canât quite decide if the humans did it or the Neanderthals did it because they were sharing the same territories together.
Debra Clary: Yes, absolutely. And you probably have seen this recent finding in, I think it was Germany. As an anthropologist, I mean, you and I are of the same minds. We come from a different way, but itâs like getting curious enough to understand and go deeper and say, well, what about this? Well, this doesnât match. How could this particularly match? I mean, every day to me is fascinating. Itâs just when I keep my mind open, itâs just fascinating.
Andi Simon: Youâre having fun, arenât you?
Debra Clary: I am having fun.
Andi Simon: Good. Letâs talk a little bit about if people want to learn more about you, where would the website be so that they could find you?
Debra Clary: Yes. So itâs DebraClary.com so just my name and theyâll see the services and the consulting that I offer. But they also have a free curiosity assessment. So they click on that link. Theyâre going to get their score on their current level of curiosity.
Andi Simon: Oh letâs say that again. So if youâre curious about your curiosity go to DebraClary.com and download the survey there. And itâs a short version. Itâs not the long one she might give you in your organization, but enough to give you an assessment of your curiosity. And I bet youâre curious about your curiosity. Once you find it then the question is, what do I do with it? And then you can get back to DebraClary.com. And she would be delighted to talk to you about how you take and convert curiosity into opportunity, because thatâs what itâs really opening for you.
So on that note, Iâm going to wrap us up for today because Iâve had such a good time. Last note, one or two thoughts, Debra, that you want to make sure they donât forget.
Debra Clary: That curiosity is contagious. Curiosity can be learned.
Andi Simon: Good. That is wonderful. So for those of you who came, whether youâre watching or youâre listening, itâs always a pleasure. Send along those who you would like me to interview on our podcast. We have over 380 done and there are many more in the queue coming, and theyâre all really, like Debra Clary, extraordinarily helpful to help you get off the brink.
And if youâre on the brink, my job is to help you see, feel and think in new ways, which is what weâre going to do. Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, is available at Barnes and Noble and Amazon. But I will tell you, Iâm learning that a book has an energy, a force, and itâs when the reader opens that book. Debra and I did a program at Louisville Leadership, and we had a ball with 50 women who couldnât get enough wisdom out of our wisdoms and who wanted to share wisdoms. That was really cool, wasnât it?
Debra Clary: Yes.
Andi Simon: So on that note, my friends, let us know how you are doing. Send us emails at [email protected] and we look forward to hearing from you. Have a wonderful day. Goodbye and thank you so much Deb. It was a pleasure and Iâm sure everyone else has enjoyed it as much as I have.
Debra Clary: Thank you Andi.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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Hear how when you allow life to unfold, you find that miracles happen
I first interviewed Dr. Srikumar Rao in July 2023 and was so deeply inspired by the wisdoms he shared with us that I wanted to have him back so he could teach us more. And he does. The title of his new book is Modern Wisdom, Ancient Roots, in which he offers solid tools we can use to let go of the mental chatter that gets in the way of seeing whatâs possible. The universe is benevolent, Dr. Rao says, itâs your friend, and when we understand this, thatâs when we can change our story and thus, the direction of our lives. Are you ready to make a change, today?
Watch and listen to our conversation here Some of Dr. Raoâs wisdoms which you can apply to your own life The most important thing is not what youâre doing but who you are being as you do it. Too often we get hung up on the doing, and we completely miss the fact that being is much more important than the doing. Allow life to unfold. And as you do, you find that miracles happen, and they happen on a regular basis. We never experience life the way it is. We always experience life according to the story we tell ourselves about it. When you change your thinking from the universe is indifferent to the universe is friendly, your experience of life has such a tremendous transformation. Open yourself up to possibilities. The universe is benevolent. The universe is your friend. Recognize that itâs your friend. And the more you do this, the more signs you will get that it in fact is your friend. Your job in this life is to recognize who you really are and cast yourself free from this cage in which you have ensnared yourself. Trust yourself and recognize that the door to your prison is always open and unlocked. All you have to do is open the door and step out of it. Why does the universe give you stuff you donât want? Well, the universe doesnât give you what you want, but gives you exactly what you need for your learning and growth. We all have mental chatter. And the problem is not that you have mental chatter, the problem is you identify with your mental chatter. So sit back and observe your mental chatter. Observe yourself feeling worried. Observe yourself feeling anxious. And as you create that distance, you no longer have your mental chatter. Youâre the observer of the mental chatter. Then it loses its ability to take you to places you donât want to go. To contact Dr. Srikumar RaoYou can reach out to Dr. Rao on LinkedIn, Twitter or his website, The Rao Institute. Watch his TED Talk here and email him at [email protected].
More inspiration for finding joy and purpsoe on your life journey: Blog: Time to Add Gratitude to Your LifeâAnd Your Companyâs Culture! Blog: You Can Find Joy And Happiness In Turbulent Times! Podcast: Richard SheridanâHow To Lead With Joy And Purpose! Podcast: Meg NoceroâCan You Feel Joy As You Rethink Your Life? Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD Our website: Simon Associates Management Consultants Read the transcript of our podcast hereAndi Simon: Welcome to On the Brink With Andi Simon. Iâm Andi Simon. Iâm your host and your guide. And as you know, this podcast is designed to help you get off the brink. The one thing we donât want you to do is get stuck or stalled. But you can begin to understand how you can change. And thatâs what we like to help people and their organizations do.
So today, I have a wonderful gentleman here, and Doctor Rao did a podcast with us earlier, last July in fact, that was just a hit, but heâs got a new book coming out. Actually, itâs out and I have been reading it and you will love it. Let me tell you a little bit about Dr. Srikumar Rao.
He is a creator of creativity and personal mastery. His bio doesnât fit a bio. Itâs a wonderful story about a life well-lived. Heâs a speaker, a former business school professor and head of The Rao Institute, and I urge you to take a look at that online because itâs full of rich opportunities for you to begin to see, feel and think in new ways. And I use those words, but they mimic the words he uses.
He is an executive coach to senior business executives, and he helps them find deeper meaning and engagement in their work. He also talks about the fact that work isnât work. And I love the idea because I love to work, and people say, when are you going to retire? I say, Iâm never going to retire. Why is work bad? Because we define it as something that is not fun, but work isnât work. Work is something that gives us all kinds of things, purpose, meaning, joy. What could it do for you?
My last thought today is to make sure that you understand Dr. Rao has programs and coaching that you can enjoy because they are joyful to help you begin to become the kind of person that youâd like to be. Iâm going to call you Srikumar.
Srikumar Rao: Works just fine.
Andi Simon: Thank you for joining me again. Itâs really a pleasure.
Srikumar Rao: Itâs my pleasure, Andi. I had such a blast the last time you interviewed me that I was positively looking forward to this session.
Andi Simon: For our audience, watch out, here comes some really wonderful, wonderful stuff. Give the audience some context, though. Who are you? A man of your journey and why was this book? The book is called Modern Wisdom, Ancient Roots. Now when you buy an ebook, thatâs how I can show you the book. And I did buy a hard copy, but it isnât a hard copy. And as Iâm reading it, I think youâre going to find it wonderful. What is the context for this book and who are you? Why should they listen?
Srikumar Rao: Who am I? As you mentioned, Iâm an executive coach, and I have a very well defined niche. I work with successful people, mostly entrepreneurs, who have already done very well for themselves. But theyâre driven. They want to have an outsized impact on the world.
But at the same time, they have an explicitly spiritual bent that they would like to infuse into every area of their life. They know that life is about more than getting the biggest toys, or the most expensive toys. And thereâs something deeper, and they want to bring that into all parts of their life. So thatâs the sandbox in which I play, and to the best of my knowledge, Iâm the only person whoâs playing in that particular sandbox. I may be wrong, but Iâm not aware of any others.
Andi Simon: Well, clearly itâs not a red ocean of lots of competition pushing you away, is it?
Srikumar Rao: No there isnât. By the time people come to me, theyâve already done their homework. Theyâve listened to my TED Talk. They watched many of my videos on YouTube, and they know they want to work with me.
Andi Simon: And when they do the kind of work you like to do with them, can you give us some ideas?
Srikumar Rao: We have conversations. We have deep conversations, and I have an unusual take on coaching. So let me explain that. In my view, the only thing you ever do in life, Andi, is you work on yourself. A benevolent universe has given you many tools. Your husband is a tool. Your daughters and granddaughters are tools. The business you run, the clients you have, theyâre all tools.
You want to do the very best you can for your clients. You want them to feel: Gee, hiring Andi was the best thing that I ever did. But in the process of doing that, what youâre really doing is youâre working on yourself. You want to be a great wife. You want to be a great mother. In the process of doing that, what you really do is you work on yourself.
The only thing you ever do in life is work on yourself. Now the universe has given you wonderful tools and running a business is a Swiss army knife of tools. You use that skillfully, but you never lose sight of the fact that in using these tools skillfully, what youâre really doing is youâre working on yourself. Does that make sense to you, Andi?
Andi Simon: Yes. Maybe because it requires you to be reflective of what youâre doing, how youâre doing it, and what the impact or the outcome is.
Srikumar Rao: Exactly correct. Because the most important thing, Andi, is not what youâre doing. but who youâre being as you do it. And too often we get hung up on the doing, and we completely miss the fact that being is much more important than the doing.
Andi Simon: Iâll stay on that for a moment. I donât want to lose track of why this new book and how it fits. But as I hear you, you work with successful people who may or may not realize how they have become who they are. They may not be happy with where they are, but they donât seem to have a toolkit to begin to take them to the next place. And that is a big theme that Iâm finding that people find themselves either in retirement or transition or job change or career growth, and itâs being done to them instead of them owning their life and who they are, something that you have found as well.
Srikumar Rao: Absolutely, yes. Because too many people, Andi, go around trying to make life happen.
Andi Simon: Forgive me for laughing.
Srikumar Rao: I love life to unroll, unfold. And as you allow life to unfold, you find that miracles happen and they happen on a regular basis.
Andi Simon: Well, you and I were talking about serendipity, but miracles are a different word. Similar? Your early conversation about a path through life, I think, is so valuable to think about for our audience, whoâs either watching you or listening that the steps arenât necessarily, you canât necessarily see them, but you can begin to live them.
Srikumar Rao: Exactly correct. You know, let me share something with you, Andi. If you ask people: Are you happy? Most of them will say, Yes, Iâm happy. Remember, these are successful people already, but we define happiness too narrowly. We define happiness as thereâs nothing really bothering me right now, and there are actually some things that I like, or Iâm looking forward to watching a new Netflix series or having dinner with a friend or something like that.
Thatâs a very low part. Thatâs not what Iâm talking about. Iâm talking about, do you feel radiantly alive? Do you feel so full of gratitude that you feel as if youâre bursting? Are you not walking, but joyously floating through the air, hitting ground every 100ft or so. Is that your experience of life? And if thatâs not your experience of life, why not? Because that is your nature.
So how do you reclaim the joy you felt as a child, when you could spend an hour watching a dog chase its tail? Why have you lost that? And how can you bring it back to your life today? Thatâs what my coaching is about. And the wonderful thing is that when youâre in that space, your business and whatever else you know just floats effortlessly and you accomplish more than you could ever have dreamed possible. It just happens because youâre not trying to force things. Youâre allowing the universe to unfold.
Andi Simon: Letâs dig deeper into that. Marissa Peer is really a renowned hypnotherapist who often talks about the fact that we live the story in our mind. And our mind also loves to go to pleasure, not pain. Even if the pain causes pleasure, like narcotics might. And the habits take over and you donât even know that youâre habit driven. You think you have free will.
And so this complicated human where we want to take and know our own selves and take ownership of it, determine our careers, determine our life, give it more intentionality, a purpose, isnât that easy. And so the question becomes, how do you change the story, modify the habits, begin to not simply just wish, but to begin to actually feel that gratitude, that happiness.
I donât want to add my ideas, I want to hear yours because our listeners do. But thereâs a way of taking where you are. You may have your house, you may have your car, you may have your club. You may think youâre happy, but take it to a whole next level where you are. Every day is a gift, and you wake up happy to be there.
Srikumar Rao: And the short answer to that, Andi, is, you have to work at it. Because we have been programmed, we have been conditioned, and we are so programmed and conditioned that we donât even recognize that we have been programmed and conditioned. Itâs true. And what we have is, weâve got a lot of extraneous thoughts going on. I call it mental chatter, and mental chatter is always with you. Itâs so much a part of your life that you donât even recognize you have it.
You know, the kind of thing that goes: Oh, drat my secretary screwed up again, and should I keep her or should I fire her? And Iâm sick and tired of having to go through these small snafus that keep coming up, which she should have handled. All of that is mental chatter. We live our life defined by our mental chatter, and we never recognize that weâre living a life which is defined by our mental chatter and not by what is really happening internally to us.
But one of the first things that I do with my client is, I get them to understand that this mental chatter, which you ignore, is actually creating the life that you live in. So the first step is to be aware that there is this stuff that is happening. The first step is to recognize that this is happening and this is really running your life. And when you do that and you become aware of your mental chatter as opposed to being carried away by your mental chatter, you start to say, hey, you know, the world isnât what I thought it was. Itâs something thatâs different. Yeah, that is the starting point.
Andi Simon: With that in mind, I donât like to tease my audience, give us something a little bit more illustrative, concrete to take from it. Stop the mental chatter because when you stop it, then youâre going to fill yourself with an opportunity.
Srikumar Rao: Absolutely. Let me share something which Iâm sure some of your clients and many of the people listening to this podcast can relate with. I was teaching in London Business School and I had a student who was an investment banker and a very successful investment banker. There were many problems in his marriage. Because he was an investment banker, he was working long hours. And because he worked long hours, he missed many family occasions, dinners. You know, his sonâs first piano recital and stuff like that. And his wife would get very upset at him. âYou said youâd be back and you werenât.â And she accused him of not caring.
From his perspective, the very fact that he was working long hours at a job that he didnât particularly like was evidence of his caring. And obviously they were able to maintain the lifestyle that they did because of the income he pulled in from his job. So the very fact that he was working long hours was, in his mind, an expression of caring.
When she laced into him, he would get defensive, theyâd have massive fights. And yet it was just a very uncomfortable, uncomfortable situation. And they were rapidly heading towards divorce. And then in my course, somebody suggested to him that, look, when your wife is lashing it to you for not caring, what sheâs really saying is, honey, I miss you. And I wish that I was with you or you were with me.
Totally not convinced but he agreed to try it. And the next time he was late and his wife started getting mad at him and accusing him of not caring, instead of reacting the way he normally did, he said, Honey, it must have been really tough on you. Iâm so sorry. Which is so different from what he usually said that she was taken aback. And what would have been an entire evening quarrel petered out in 30 minutes. And as he continued doing that, and each time that she got angry at him or started to get sarcastic, he would simply say, I love you. And I realize itâs very tough on you, I will try to make it up.
And gradually their bitter quarrels faded away. They didnât entirely resolve the situation, but it became something to be handled as opposed to: this is going to lead to the end of our marriage. I was about to say thatâs the way in which weâre always telling stories to ourselves. And we donât recognize that weâre telling stories to ourselves. We believe this is the reality.
Andi Simon: Letâs stay there. Iâm making some notes. In the stories, weâre always a hero. Stories that weâre telling ourselves, weâre always the hero.
Srikumar Rao: Yes.
Andi Simon: Right. And so the story you just shared is a beautiful one. Where he was right. She was wrong. She was right. He was wrong until they stopped being heroes to themselves. But literally, he just became, in the words he said to her, caring about how she was. It deflated all of the competition, the animosity. What a beautiful story to share and think about. Yeah, because itâs not complicated. Itâs just, you know, change the story and change your life.
Srikumar Rao: Exactly correct. What we donât recognize is that we never experience life the way it is. We always experience life according to the story we tell ourselves about it. And most of us never understand that this is what is happening, that it isnât reality. Itâs the story we have told ourselves and which we believe without ever recognizing that it is a story, and we have the opportunity to change the narrative. And what Iâm very good at, is helping people understand that and to change the narrative.
Andi Simon: That leads very nicely, though, into your new book. Tell us about the timing, the pacing. What was a catalytic moment for another book. Modern Wisdom, Ancient Roots has a purpose, and thereâs something at the end of it for you to use to self-assess. But the context is important here because as the listener thinks about their story thatâs guiding their life either toward happiness or toward less than, itâs an opportunity to begin to rethink who am I and the story Iâm living and what am I thinking. Please, what was the motivation for this book and tell us about it.
Srikumar Rao: A book, Andi, and you can understand this, being a multiple times author yourself, is like a baby. You know, it comes to a point at which it has to be born. Yes, thatâs what happened with this. I wanted to, as you know, Iâm an executive coach and people ask me questions. And I noticed that there was a great deal of similarity in the questions. And this cuts across countries, cuts across culture, cuts across ethnic and other backgrounds.
Theyâre human problems, not problems related to any particular occupation, country, or religious or ethnic background. So I figured that if I put this down, it would be a help to people to understand that. And some of them, of course, might want to go deeper. And if so, they reach out to me and we discuss what I can do for them.
But the idea is to give them solid tools, and the heart of it is to understand that the world weâre living in is not a real world. Itâs a construct. We build that construct with our mental chatter and our mental models. Now, this is hugely liberating because if the world weâre living in is not real and you donât like it, then you can deconstruct the parts of it you donât like and build it again.
But what do you do if the world you live in is real, and you donât like it, youâre screwed. But if itâs not real, you can change it. So how do you go about doing that? Thatâs what my coaching is all about. And some of the tools that I use are given in that book Modern Wisdom, Ancient Roots. And Iâve tried to illustrate it by means of stories, because I find that stories bring it home very, very powerfully. This is a story I shared with you about the investment banker and his wife. And, you know, they were able to make almost a U-turn.
Andi Simon: Now stay on that. I want to talk a little bit more about some of the chapters in there but we often say that we live an illusion. The story creates an illusion that guides our day but isnât real. And the only truth is thereâs no truth. Itâs very hard for people not to say, this isnât real. Well, sort of, but the pen is only real enough when you write with it, and something happens but itâs hard to understand that some of them, the stories that you have in there, though, are really very important for thinking about who am I and what am I doing and why am I doing this. Can you share a few of them? Iâll say the short chapters, but there are a couple of major points.
Srikumar Rao: Hereâs one. Now, how do you think about the universe? Einstein said that the most important question you will ever ask yourself is, is the universe friendly? Now we respect Einstein because he was a great scientist, but he was also a philosopher who had a very intimate understanding of how the universe worked. And Einstein said, the most important question you will ever ask yourself is, is the universe friendly?
Now, there are some people who believe that the universe is distinctly unfriendly, and the sole purpose of the universe is to frustrate. The vast, overwhelming majority of us believe the universe is neither friendly nor unfriendly. Itâs indifferent. The universe doesnât know you exist and couldnât care less. So here you are going around doing your thing. Thereâs a universe going around doing its thing. Sometimes it seems to work with you, sometimes it seems to work against you. But essentially itâs a random process.
What if that wasnât true? What if the universe was aware of your existence and the universe was well-disposed towards you? Why does the universe give you stuff you donât want? You want to go on vacation and the universe gives you pandemics and lockdowns. Why does the universe give you stuff you donât want? Well, the universe didnât give you what you wanted, but gave you exactly what you needed for your learning and growth.
Like youâre a small child and you want a tub of ice cream, and the universe gives you fruits and vegetables, and you donât want fruits and vegetables, you want a tub of ice cream. But the universe through your parents gives you fruits and vegetables. It isnât until you reach a much higher level of maturity that you can say, thank God I got fruits and vegetables rather than a tub of ice cream. What if the universe was exactly like that?
That is a mental model, but it doesnât take a rocket scientist to figure out itâs a superior mental model. And regardless of whether the universe was friendly or not, if you believed the universe was friendly, your experience of life would be a whole lot better.
How do you adopt this mental model? And the idea is recognize that itâs a superior mental model and look for signs that this is operating in your life. And I advocate people having a notebook where they write down the signs that the universe is friendly, and when you do that, youâll see them everywhere.
Iâll give you an example. This happened to me yesterday. So I had a plumbing issue in one of my toilets, and I called the plumber and he came and fixed it. And after he did that, he had come to my house earlier, and he was missing a drill, and he thought he might have left it downstairs. So I went to the basement to check, and he noticed that there was a pinhole leak in one of my pipes, and discovered it purely by accident. But he looked at that and pointed to my attention and said, Iâm here and Iâll fix it. It could have been quite major, and he fixed it. Completely serendipitous. Thatâs a miracle. Itâs a sign the universe is friendly.
Most of the time when something like that happens, we dismiss it as a coincidence. So coincidence is a miracle killer. But when you start noting the ways in which the universe seems to be working with you and has your back, you notice so many of them that youâll reach an internal tipping point. And in that tipping point, you will tip over from âthe universe is indifferentâ to âthe universe is friendly.â And when you do that, your experience of life has such a tremendous transformation.
Andi Simon: And I think that the timing of your conversation today is so interesting because I too, I believe in, in those kinds of chance moments which arenât clearly by chance. And there was nothing that made him go down there, except perhaps he left his drill down there and nothing that said, please take a look at a pinhole in the pipe or anything for you. I started a conversation today talking about where weâre going and the kinds of things weâre in. But, it is an interesting lesson for our listeners, a wisdom to begin to open up your mind to possibilities.
Srikumar Rao: That is the key point. Youâve hit the nail right on the head. Open yourself up to possibilities.
Andi Simon: Because thatâs the only way youâre going to grow. As we know that the brain hates change, unfamiliarly. It fights everything that comes in and threatens whatâs current. You have to overcome that cortisol thatâs produced until it, nope, I want some oxytocin, because I think this is the greatest idea that I could begin to think about. But the only one who can manage that is you.
Srikumar Rao: Absolutely. And when you start living in a friendly universe, then you say something happens to you and you say, okay, you know, thereâs a lesson in there for me. And what is the lesson and how soon can I learn it? And youâll invariably find that the unfortunate situation resolves itself.
Andi Simon: So when youâre up at two in the morning thinking about something thatâs really bugging you, let it go. Meditate, quiet the mind.
So Iâm watching our time and itâs almost ready to wrap up, but I want to talk about one thing more and that is meditation, mindfulness, managing your mind. Because unless you understand there are things you can do, in fact, Iâm not going to say take charge of your mind, but quiet it, youâre going to think, I donât know how to do that. I donât know how to let go of those negatives to absorb the positive. Any things that you particularly like to do? Iâve learned mindfulness myself, but please.
Srikumar Rao: What happens? Andi we have this mental chatter going on, and you canât stop it. Itâs pointless saying, you know something is happening, donât worry about it. If you could not worry about it, youâd not worry about it. But youâre incapable of not worrying about it. Thatâs okay. You cannot stop worrying about it, but you can observe and be aware of the fact that youâre worrying about it.
So one of the cornerstone exercises of mine is, look, you have this mental chatter thatâs going on. And the problem is not that you have mental chatter. The problem is you identify with your mental chatter. And when you identify with the mental chatter, it can grab you by the neck and take you to all kinds of dark places. So sit back and observe your mental chatter. Observe yourself feeling worried. Observe yourself feeling anxious.
And as you create that distance, you no longer have your mental chatter. Youâre the observer of the mental chatter. The velocity and the power of that chatter, it diminishes and it loses the ability to take you to places you donât want to go. Itâs very easy to describe and itâs very easy to start off on that. Itâs very difficult to keep it there because you start observing your mental chatter and in seconds youâve lost it and you become your mental chatter. When that happens, go back to being the observer. This is one of the cornerstone exercises of my programs and my coaching. But as you become better and better at that, you can be an observer for a longer and longer period, and youâll find that the things that used to bother you no longer bother you because you let them go.
Andi Simon: And that letting go is a lot like what you have to do to grow up. Yeah. Let it go. And at any age, you can be, you know, still a child, let it go to get to the next stage in your own personal growth. Iâve enjoyed this so much. I do want to say one thing for our listeners and our viewers, that when youâre working, when youâre in an organization that may have gotten toxic or may seem to be unpleasant to get to work every day, or your folks are beginning to struggle, time to sit down with them and think about that mental chatter thatâs going on. It may come from outside of the workplace or inside. Or maybe somebody said something to someone.
Think about the investment banker and the different ways he can deal with his wife, one of which is caring about the fact sheâs been alone, or the other is angry that she cares so much about herself that sheâs not thinking about him and the work heâs doing. Same situation, two different stories.
But, if you have an organization that seems to be fragile and itâs not a bad methodology to begin to sit down and listen to the conversation, observe, be an anthropologist, hang out, listen to the conversations at lunchtime. Begin to pull out of the stories people are telling that mental chatter thatâs creating noise instead of joy. Because so much joy is there waiting to happen. The universe is joyful. Let it happen.
Srikumar Rao: Absolutely. The universe is benevolent. The universe is your friend. Recognize that itâs your friend. And the more you recognize it as your friend, the more signs you will get that it in fact is your friend.
Andi Simon: And then every day, coming to work isnât work. Itâs about growing and learning and teaching and gratitude and just having joy.
Srikumar Rao: Exactly, exactly, exactly right, Andi.
Andi Simon: Last thoughts? Dr. Srikumar Rao has been with us today, talking about his new book, Modern Wisdom, Ancient Roots. But itâs about you and about how you can turn work into growth. Begin to think about that, that chatter in your mind as something to let go. Some last thoughts.
Srikumar Rao: Your nature is happiness. Youâre not this shell of skin and bones and blood that you think you are, who you really are is pure awareness. Your job in this life is to recognize who you really are and cast yourself free from this cage in which you have ensnared yourself. Trust yourself and recognize that the door to your prison is always open and unlocked. All you have to do is open the door and step out of it.
Andi Simon: This has been a pleasure. I could keep talking. Iâve enjoyed our conversation and I know our listeners and viewers will as well. Let me wrap up. Itâs such fun to share people like Dr. Rao with you because it takes us to the next stage in our own growth. And I donât care where you are, that noise in your brain is going to get in the way of seeing whatâs possible. And in fact, the little challenge here or a little opportunity there if you let it turn into an opportunity. Next thing you know, youâre rising with it. And heâs smiling and so am I. So thank you for coming today.
Srikumar Rao: Itâs been my pleasure. And I look forward to a wonderful association. And I donât know which way itâs going to go, but I know itâs going to go exactly the way itâs supposed to. Thank you.
Andi Simon: Thank you. But the joyful universe is going to take us on its own way, and weâre going to have some fun. The timing couldnât be better. Now, for those of you who come, remember, I love to help you see, feel and think in new ways. I canât thank you enough for coming. Refer to us anybody youâd like to hear on our podcast. We are getting booked up for the rest of the year and so sooner is better.
My new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success is doing extremely well. Itâs full of wisdoms and people are learning. We often say, turn a page and change your life. Who knew? The book has an energy and a force well beyond being a book. Thereâs more. Youâre smiling. The books arenât books, are they?
Srikumar Rao: Books are in books. Books have a life force in them, and they reach out and grab the persons who are right for them. I could not agree with you more.
Andi Simon: Couldnât say it better than you have. So Iâm going to say goodbye. Letâs say have a great day. Please turn your observations into innovations. Donât wait around. The world is waiting for your new ideas. Bye bye now.
Srikumar Rao: Letâs go further than that, Andi. Have a wonderful rest of your life.
Andi Simon: I love it. Everyoneâs cup should be overflowing like yours and mine. Thank you.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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The more diverse your organization, the more successful it will be
Today I bring to you a most fascinating and consequential woman leader, Melissa Andrieux. Born and bred in Queens, New York, Melissa became a prosecutor, then Queens District Attorney, then civil litigator. She is now Chief Diversity Officer at the law firm Dorf Nelson & Zauderer. She is also Chief Client Relations Officer, and is tapping into her extensive experience in marketing, business development and recruitment to drive business growth within the firm by establishing a culture of diversity, equity, inclusion and belonging. Whatâs more, she helps other firms bring DEI&B into their own cultures. Melissa is not only a trailblazer but a beacon for others to emulate. Do enjoy.
Watch and listen to our conversation here Key takeaways from our podcast Itâs never too late. Donât let people tell you that youâre only good at one thing. Just because youâre good at it doesnât mean you should keep doing it. Yes you should have a plan, but donât get so fixed on it that you miss the opportunities that come. You need diverse perspectives within your organization, because the clients out there are so diverse. They can pick and choose who they want to work with, who they want to give their money to, and if theyâre not seeing representation at your organization or at your business, theyâre going to go elsewhere. Diversity is a reference, a representation of different cultures, different backgrounds, different races, sexual orientations. Diversity can also be the differences in education, socioeconomic background, marital status. People often think that itâs just racial or gender, but thatâs not it. There are so many different aspects to diversity. Itâs what makes us different and unique. Equity at its basic level is about fairness and leveling the playing field. Contrary to what some people think, itâs not about taking from one group to give to another group. Itâs about making adjustments to imbalances. Itâs really about fairness. Inclusion is related to belonging. Inclusion is, youâre being invited to the party to play, youâre being given a seat at the table, youâre being considered. And as a decision maker, as a colleague, your voice is being heard. If we do not start with the basics, the foundations, and understand why people feel a certain way, why people think that they need to gravitate towards their own groups, their own culture, then weâre never going to get to where we need to be. Itâs all about knowledge, education and understanding. When it comes to DEI, the leader is instrumental because nothing can be done without the leaderâs buy-in.You can connect with Melissa by LinkedIn or email: [email protected].
More stories of women making DEI a reality, not just an idea Maureen Berkner BoytâDiversity and Inclusion: Letâs Go Beyond Hoping and Make Inclusion Really Happen Rohini AnandâCan Businesses Create Cultures Based On True Diversity, Equity and Inclusion? Andie KramerâCan âBeyond Biasâ Take Your Organization To Great Heights? Maria ColacurcioâStop The Revolving Door. Help Your Employees Embrace A Diverse And Equitable Workplace. Businesses Must Sustain Diversity And Inclusion For Women Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD Our website: Simon Associates Management Consultants Read the transcript of our podcast hereAndi Simon: Welcome to On the Brink With Andi Simon. Hi Iâm Andi Simon and as you know, as my frequent followers who come to watch our podcast, Iâm here to be the guide and the host to take you off the brink. Our job is to help you see, feel and think in new ways. And in order to do that, you have to listen to people who have changed. Change is painful. Your brain hates me. But donât run away. Today weâre going to have a great, great time. I have with us today Melissa Andrieux whoâs an attorney whom I met at a wonderful party. And she has really given me some perspective on something that I think is important for us to share.
Sheâs smiling at me. Hereâs a little bit about her background and then sheâs going to tell you about her own journey. Melissa is an experienced litigator. She leveraged her background in law to lead Dorf Nelson & Zauderer, the law firm, in their initiatives as chief diversity officer. Sheâs also the firmâs chief client relations officer, and sheâs tapping into her extensive experience in marketing, business development and recruitment to drive business growth within the firm.
But whatâs really important is, sheâs gone from being a litigator to being an expert in the diversity, equity, inclusion and belonging professional space. So sheâs helping the firm help other firms begin. And this is my world: see, feel and think in new ways so they can begin to understand why having a lot of diversity of all kinds, including cognitive diversity and listening to each other is important, and understand how to include people in things that you might have not thought they were part of. Melissa, thank you for joining me today.
Melissa Andrieux: Well, thank you for having me, Andi. Itâs a real pleasure to be on your show.
Andi Simon: Well, it was a real pleasure to meet you when we did the book launch at Josieâs. I asked people if they wanted to share their wisdoms and Melissa had a story she wanted to tell. Sheâs going to tell it again today. But first, who is Melissa? Tell us about your journey, please.
Melissa Andrieux: Well, when you called me up to tell my story, I was a little shocked. I hadnât planned on being called upon. But I love sharing my story. I was born and bred in Queens. I am a lawyer, as you said. And I came to that profession kind of, I didnât have mentors in my life who were lawyers or judges. I learned by watching TV what was interesting. Thatâs why I chose my profession and what was on TV? Youâre a prosecutor. You are a criminal defense lawyer. So I chose the prosecution route.
I always wanted to be a Queens District Attorney, and I became one. I loved that job. I represented the people of the State of New York, the county of Queens, and as most people in government, we move on into civil practice. And then I moved into civil litigation. I did that for a very long time. You may find that shocking, but I did it for 12 years at a firm and then I moved to Dorf Nelson & Zauderer, which was then Dorf Nelson. Now itâs Dorf Nelson & Zauderer.
And I did that for a while, and itâs kind of sad looking back on it, but I did it for such a long time when I didnât really enjoy it, but I didnât know what else was out there. I had no clue what to do with this law degree. So I just kept on doing litigation, and it got to the point where I started speaking with people at the firm, and I was told that this opening for marketing and business development was available. And I said, well, Iâve never done either. Iâm a litigator, Iâm a lawyer.
But then it got to the point where I was just candidly miserable. I didnât want to get out of bed, I didnât want to go to work. So I said, you know, let me try the position, and Iâm not a failer. I donât like to fail. So I said, Iâm going to put my heart and soul into it. And I started learning about the business side of law, which I had no idea that law was a business. I thought you just went to court, the depositions, blah blah blah, but I found it very interesting. I was meeting clients, I was meeting prospective clients, I was learning about the business.
And then that developed into marketing, which opened a whole new world for me. And with the marketing, I was looking at other law firms, I was looking at businesses, and the DEI aspect clicked. I mean, as you can see, Iâm a woman of color in the legal profession, which another story is really not as diverse as should be, but weâll leave that for another time. So I started looking internally at what we could do to make the law firm better, more inclusive, more attractive to candidates. We wanted to hire people. So what do you do? So I spoke with leadership. I had to get their buy-in or else this would never work.
And the first thing that we did is, we started a Diversity and Inclusion Council. And I hand-picked the members, and we just had candid conversations about what was going on at the firm, what they wanted to see change, and I studied. It was not easy. I spoke with people in the DEI space. I found the experts, I read, and it got to the point where I was being called upon to do panels and advise people on their own DEI journeys. I mean, it wasnât a quick thing, unfortunately. It took a lot of hard work. I had a lot of mentors and sponsors in my corner.
Luckily, Iâm one of those individuals who actually found people who wanted to invest in me, and thatâs kind of how I ended up here. I know that a lot of people, and Iâve heard this, think that the law firm hand-picked the Black attorney to be the DEI officer, but I assure you that itâs not the case. I wanted this role. I advocated for this role, and I believe that Iâm doing a very good job with the role. Itâs not done. Itâs hard work. And we continue every day to do the important work.
Andi Simon: Letâs reflect for a moment, which is how I think our listeners or our viewers want to pick your brain, because there have been a number of articles that have come out about how companies, large and small, are de-emphasizing the work of DEI or the Department of DEI. Iâm not quite sure, being an anthropologist, why you need a department of it and who they put there. But, itâs a very important part of transforming the way we live together. And itâs both inside and outside. It changes how people come to work, what they expect of each other, how we listen to each other.
And here, give them some of your own, both learning and experiences, because while they didnât pick you, they were wise enough to select you and to open up a space to let you go. Iâm curious about that first group that you pulled together and how you managed to get them thinking. So give us a little of how did Melissa do it and how others might as well.
Melissa Andrieux: So the how-to is: I decided to leave leadership out of these council meetings because I felt that in order for me to get a true sense of how people were feeling, I couldnât have the partners in these meetings because then people would feel like they cannot be honest. And that was the first thing that we did.
And then I took the feedback. I took the information, and I looked at our policies. I looked at the procedures, the internal information that the firm has. And then I went to leadership and I said, this is what we can do. Letâs do X, Y, and Z. Letâs look at our policies. Are they gender neutral? Do they apply to everyone across the board?
And we started slowly but surely. And as I say to everybody, DEI is in the long run. You cannot expect to finish DEI in a week, a month or even a year. Itâs an ongoing process. So thatâs how I started my DEI initiatives at the firm.
Andi Simon: You spoke about having mentors and sponsors. Clearly you had teammates because as you think about it, this requires people to stop and rethink their story. And the story of the firm theyâre in. Their livelihood is dependent upon it, but also their personal experiences and whatâs happening. So as they were working with you, were there some key issues? I can hear your policy changes, but policies donât do much if people donât do much. So what kinds of things were you beginning to implement?
Melissa Andrieux: So candidly, of course, as with any new initiatives, there is a little bit of pushback. So we had to get the team members at the firm on board and explain to them why this was important, why the time was now. And, itâs not perfect. Nothing is ever perfect. But people do understand why diversity, equity, inclusion and belonging is important.
I mean, the thing is, you want to attract talent. You want the firm to continue to grow. And the way that we do that is bringing diverse perspectives into the law firm, bringing different people into the law firm, because neurodiversity, everybody comes from a different place in their lives. Their thinking is not the same as, letâs say, somebody whoâs been here forever. You want to bring in fresh blood. And so when they started to understand the business reason behind this, they started to really buy into what we were doing. And they embrace it and they welcome it at this point.
Andi Simon: One of the women I met recently is a Vassar professor who had a bunch of faculty go to court about equal pay for equal jobs. And of course, being a former academic, I remember well how they hired men at different salaries than the women and they came in with less experience. And thatâs at a female college. Come on.
So give us a little bit of a breakdown because thereâs diversity, equity, equal pay for equal work, equal position, equal opportunity, inclusion. And inclusion and belonging are a little bit different. Give us a little bit more detail. I think it would be helpful.
Melissa Andrieux: Sure. So diversity is a reference, a representation of different cultures, different backgrounds, different races, sexual orientations. Diversity can also be the differences in education, socioeconomic background, marital status is diversity. People often think that itâs just racial or gender, but thatâs not it. There are so many different aspects to diversity. Itâs what makes us different and unique.
Andi Simon: Somebody once said to me, weâre all diverse. And I said, thatâs great. Weâre all unique. Go ahead.
Melissa Andrieux: And thatâs what makes the world a great place to live. Imagine living with everybody whoâs like you. I mean, I think that would be pretty boring. So thatâs diversity.
Equity at its basic level, equity is about fairness and leveling the playing field. Contrary to what some people think, itâs not about taking from one group to give to another group. Itâs about making adjustments to imbalances. Itâs really about fairness.
Inclusion is kind of related to belonging. But I look at them as two different concepts. So to me, inclusion is, youâre being invited to the party to play, youâre being given a seat at the table, youâre being considered. And as a decision maker, as a colleague, your voice is being heard.
Andi Simon: You mean you can say something in a meeting and people can hear you?
Melissa Andrieux: Exactly, exactly. They listen to you. They might not buy what you say, but they give you the opportunity to be seen and to be heard. And to me, belonging is an individualâs feeling that you feel that you are connected to the community that you belong to, that you can be yourself with the people that youâre around you.
Andi Simon: You find that you know humans. Iâm an anthropologist. Humans are very tribal. Yes, they look at the world that theyâre moving into, such as a workplace. Do I belong here? And it is everything from the tangible: Am I dressed right? Do I look right? Will people look me in the eye and trust that I make good decisions? Plus all of the intangibles that are there that often I donât hear people talking about, which disturbs me because inclusion without belonging isnât cool.
I did work for a university once and all the students at a conference we were holding sat at tables with others where they belonged, but none of them were diverse. And then they literally stood up and said to the administration, you think youâve built diversity, but we are really in enclaves with our tribes. And yes, the whole place may have diversity, but we donât feel like weâre diverse. We feel like we have a tribe to belong to, and thatâs comfortable for us. But it may be uncomfortable for you. It was a very profound conversation about what these words mean.
Melissa Andrieux: It is. So I do some consulting, DEI consulting as part of my duties. And one of the things that I always start my programs with is defining what diversity, equity, inclusion, belonging and accessibility mean. Because if we donât understand these core concepts, weâre not going to understand anything.
So I truly think that if people do not start with the basics, the foundations, and understand why people feel a certain way, why people think that they need to gravitate towards their own, their own groups, their own culture, then weâre never going to get to where we need to be. Itâs all about knowledge, education and understanding.
Andi Simon: And an openness to want to know more about the other.
Melissa Andrieux: Seriously.
Andi Simon: Ask questions and be happy when you can sit together at lunch and share. Howâs life? Humans are human and nobody likes to be the whistleblower or the soloist. They want an orchestra where they can all play their instruments, but play them together with a good conductor. How important is the conductor? The leader?
Melissa Andrieux: Oh, wow. When it comes to DEI, the leader is instrumental because nothing can be done without the leaderâs buy-in. And I truly believe that. If so, Jon Dorf, Jonathan Nelson, and Mark Zauderer, they are the leaders of the firm, if they did not embrace the concepts of DEI, what I am doing at the firm would never succeed. It would just be some box that youâre checking. You know, your documents. But because itâs something that they truly believe in, itâs in the fabric of the firm. Long before I got here, it just wasnât apparent until I got here, I suppose. If you donât have the leaders who have your back, weâre going to fail.
Andi Simon: Well, do they do intentional things in order to broaden their own comfort with a diverse workforce and with diverse clients? I mean, do they live the promise?
Melissa Andrieux: Absolutely, absolutely. One of the things that we do is: we started a scholarship at Pace University. Itâs called the Beth S. Nelson Memorial Scholarship, and we wanted it to go to a woman embarking on a second career in law. And itâs in honor of Jonathan Nelsonâs mom, who was a teacher and then she went into law. So that is something that the firm does in order to show its commitment to diversity, equity and inclusion. We want to bring up the next generation. We want to give these women who are embarking on these second careers the opportunity to get in the law and graduate on time, and thatâs one of the ways that we do it.
Another way that we show our commitment, that the partners show their commitment, is: they embrace every single client, regardless if youâre black, white, LGBTQ. You know you deserve equal treatment when you come into Dorf Nelson & Zauderer LLP and you need representation, never turned away.
Andi Simon: I think that itâs really a model for others to both hear about and to learn about. You also work with clients and how do you bring the purpose and mission out to them as a consultant or as an attorney or a little of both?
Melissa Andrieux: I wear many hats, Andi, I gotta tell you. So, being that I am a lawyer and working at a law firm doing business development, that has helped me tremendously when I go out there and I network because I understand the language. I know what clients want from their attorneys and what they donât want. So Iâm able to talk to them as they need to be spoken to.
And I also do consulting, which kind of develops organically as well. I go out and I do these panels. I go to these networking events and people ask me what I do. Somebody said, Will you do consulting for us? And obviously I said yes, because I love to do that. I love to teach and help other organizations grow and start their DEI journeys with the foundations, and then we move on from there as their needs become apparent, as whatever they need.
Andi Simon: So as youâre looking out there, youâre seeing some trends that are both interesting or disturbing to you.
Melissa Andrieux: Some interesting trends are that a lot of the firms that have started their DEI, theyâre continuing it, which Iâm so happy about, even post- the Supreme Court decision. They are doubling down on their DEI initiatives, which Iâm so happy to see because we cannot go backwards. We absolutely cannot go backwards. It takes the courage of these leaders to say we are going to forge forward. Weâre not going to let anything stop us, because itâs also good business. Having a diverse workforce is good business.
I always say, if you want to attract more clients, you need to have your organization reflect those clients that are coming to you for help. And one of the disturbing trends is, people who are using the Supreme Court decision as an excuse to not continue their DEIB initiatives, or those that say, weâve reached the endgame, we can stop now. Unfortunately, that is not how you look at the DEI. I wish that were the case where we no longer needed these initiatives, but unfortunately they must continue and we are not done. We are never done. So to those organizations that think that itâs okay to stop, I caution you.
Andi Simon: But, you know, itâs an interesting philosophical question because itâs a gig to them. It isnât fundamental. It isnât transformative. It is a way of thinking about people or business. Itâs something that seemed to be cool to do, like ESG [environmental, social and governance], you know, pay a little attention to the environment.
Weâre social creatures. We live in a very complex society and donât shortchange yourself by letting others put you into some box. Take the initiative and see why itâs so important. I mean, women who lead lead companies in very good ROI, their returns are there and the people stay and they become places one wants to work. And thatâs not inconsequential, is it?
Melissa Andrieux: Itâs not. People gravitate to people who are like them. So I always use this as an example. I will attract a different type of client than, letâs say, a John Dorf or a Jonathan Nelson. I will attract the women. I will attract the people of color. I mean, not to say that they wonât, but weâre just going about business development and recruitment differently. Thatâs why you need diverse perspectives within your organization, because the clients out there are so diverse. They can pick and choose who they want to work with, who they want to give their money to, and if theyâre not seeing representation at your organization or at your business, theyâre going to go elsewhere. So I think itâs a really good practice to have so many different perspectives within your firm going out there representing your organization.
Andi Simon: Often when I do workshops, I remind the CEOs in the group that 13 million companies are owned by women. And thereâs a tremendous amount of effort to get women, women of color or people with diverse backgrounds into the supply chain, right into businesses so they can be in the supply chain. Theyâre looking for gender and gender fair. Johanna Zeilstraâs company Gender Fair is trying to establish it as a standard, not as an afterthought, and this is sort of a very important time for us not to let us go backwards. And not make it hard. I mean, I donât think this is hard work. Itâs important work.
But I am just thrilled that youâre on this podcast because I think that many people arenât really aware of the challenge and the opportunities that are before them. Is it easy? No. Should you do it? Absolutely. And will it help you and your purpose, your meaning, your business, your happiness grow. Aha! Oh, God. Melissa, it should be easier. Tell the listener as weâre just about ready to wrap up, give them 1 or 2 things that they should focus on.
I always like Oprahâs small wins. If youâre going to get somewhere and donât try to move the battleship a little at a time, but know where youâre going. And letâs assume that what you want to build is a really exciting organization that embraces diversity, equity, inclusion, and belonging intentionally and intelligently. And thatâs going to help your business grow. Now, if theyâre going to start and they can see that 1 or 2 things you think should be important for them to do in a small win style.
Melissa Andrieux: So before I answer that question, Andi, you reminded me the firm, the law firm, is Gender Fair certified, and weâre actually one of the first law firms to be gender fair certified. So thatâs another way that we show to the world that the partners are putting their money where their mouth is. So I wanted to put that out there before I forget.
Andi Simon: Little push for Gender Fair, because itâs a great way for you to demonstrate that you care about the right things in the right way. So thatâs one of the 2 or 3 things you want them to small win by. But learn more. And we can certainly introduce you to Gender Fair and its leadership. Thatâs terrific Melissa. Please, some other things.
Melissa Andrieux: So from my personal journey, I want to share with your audience that itâs never too late, as I know itâs a little clichĂ©, but for me, I always thought that I could never leave. I thought it was too late for me to unlearn being an attorney. Unlearn being a litigator. But then when I opened up my mind and decided finally that I was ready to make the move, I said, youâre going to do it. Youâre going to be great at it. And it was a long process, but I did it.
So one of my things, one of the things that I always say to myself and to the young attorneys or folks that I meet in the world, is that itâs never too late. Donât ever be pigeonholed. Donât let people tell you that youâre only good at one thing. And I had a lot of naysayers in my life, not to be a Debbie Downer, but a lot of people thought that I had lost it when I made the career change, and because I was so good at what I was doing. Well, just because youâre good at it doesnât mean you should keep doing it. So never too late. Ever.
Andi Simon: You know, itâs so interesting. I met you at a book event for our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success. And Iâve been doing podcasts with a number of the women who are in the book. There are 102 women, 500 wisdoms, and they all are sharing a good deal about their own lifeâs journey. Now, Lorraine Hariton we did the other day and she said no, there was no straight line. I was dyslexic, and I managed to realize I was really good at math. And from there I got into computers early, and then I was in Silicon Valley, and then I went to raise money for Hillary and I said, um, no straight line, is there, no straight line, no straight line.
And in some ways, thatâs the exciting part about being a smart person, Iâll say a smart woman, but a smart person, right?, where you can see the opportunities. One of the wisdoms I love there is: sure you should have a plan, but donât get so fixed on it that you miss the opportunities that come.
Iâm a big serendipity person, so itâs just listen. And here Melissa stood up at an event and said something and I introduced her and I said, please come and speak on our podcast. And Iâm just thrilled that you were here today. If people want to reach you and talk to you more, put you on a panel or help you help them, whereâs the best place? We will have it on the blog, of course, but sometimes they hear you and it sticks. Where should they reach you?
Melissa Andrieux: Well, Iâm at Dorf, Nelson and Zauderer. My email is [email protected] and the website is DorfLaw.com. Youâll find me there.
Andi Simon: Good. This has been a great, great conversation. Every time I do these, I learn more and more about wonderful women who are really transforming our society and themselves. You, the company you work for, the people you work with, and Iâm happy too. So let me wrap up for those of you who come and send me your emails and push out all of our podcasts. Last I looked, weâre in the top 5% of global podcasts, and in some places like South Africa, weâre really high. And itâs sort of like, really? So you never know where you are.
So the message today is: take your heart and follow it a bit. You never know whatâs in it for you. My books, of course, are on Amazon, Barnes and Noble and your local bookseller. Women Mean Business is a fascinating book. Iâll turn around and I will bring it over here because as you look at a book, you begin to realize, itâs my third book, and the other two were all Amazon best sellers and award winners, but each book has a different insight. And so as you open it, I mean, I love Kay Koplovitz, not by chance, I opened it by chance. They teach you something, and I often say that a book has a fingerprint, and the fingerprint gives it a uniqueness, but its power is inside. And so as the book is opened at all of our events, and if youâd like an event, please let me know. What happens is something magical.
Kay Koplovitz said at one event, think fast and act fast. And she said: if I had time to analyze all the things I had to make decisions about, Iâd never make a decision. And I said to myself, you know, as an entrepreneur, I thought fast and acted fast and thatâs how we learn from others. We get inspired by them. And it does spark our success with new ideas that we know arenât so crazy. Itâs fun. So thank you again for coming. Itâs been a pleasure. And weâll see you next week as we post all of our great podcasts. Enjoy the journey. Thanks, Melissa. Iâll say goodbye now.
Melissa Andrieux: Thank you, Andi, for having me.
Andi Simon: Itâs a pleasure.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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Learn how to escape or even avoid crushing student debt
I am beyond thrilled to bring to you a remarkable young women, Bri Franklin, who co-founded the non-profit The Prosp(a)rity Project to help others avoid the massive amount of debt she incurred by attending an expensive college and being ignorant of the student loan consequences. She could have let the financial burden she experienced after graduation defeat her, but she decided to defeat it. Over many years she has worked tirelessly to pay off almost all of her debt. Now her mission is to help others in the same boat. Listen in, be inspired, and please share far and wide.
Watch and listen to our conversation here Key takeaways from our conversation: Young people: think very carefully about who you want your future self to be, and make sure that the you of 10 or 20 years from now thanks you and is appreciative for the actions that you take today. Taking out loans have the potential to either upgrade your life or set you far behind the eight ball. Bri: If I could do it all over again, I absolutely would have heeded the advice of being very careful before just blindly signing any paperwork. College used to close the gap between socioeconomic groups, but now unfortunately, because of some bad acting, it has become the opposite and is now growing the wealth gap between socioeconomic classes and race communities. Predatory lending is subprime lending, taking advantage of a customer for the sake of financial gain. Itâs basically taking advantage of customer and consumer ignorance, which tends to adversely impact people in black and brown communities. Briâs hope is to educate young people and their parents through the educational system long before they make college loan decisions.Want to connect with Bri? You can find her on LinkedIn, Instagram, Facebook, Twitter, and her website The Prosp(a)rity Project.
More stories of courageous entrepreneurs making a real difference in peopleâs lives: Hamilton PerkinsâAn Inspiring Entrepreneurial Success Story Theresa CarringtonâTransforming Impoverished Artisans Into Entrepreneurs Lynette GuastaferroâTransforming How Teachers Teach In Over 700 Urban Schools Ivy GordonâProviding A Powerful Voice To The Sexually Abused Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD Our website: Simon Associates Management Consultants Read the transcript of our podcast hereAndi Simon: Welcome to On the Brink With Andi Simon. Hi Iâm Andi Simon. Remember, my job is to get you off the brink. And the way I like to do that is to help you listen to people, or see them if youâre watching the video, who can help you really understand the challenges in front of us in these fast changing times, and how you can see, feel and think about them with a fresh perspective. I like that fresh lens because unless you see somebody whoâs addressing a problem, you really donât understand the words, even if you read about it or maybe watched a video. Thereâs something very personal about some of the challenges that weâre facing that you might be as well. And so how do you address them?
So I met Bri Franklin, and Bri came to one of our book launch events for Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success. And I must tell you that the book tour has been extraordinary as well. Iâm enjoying the people we meet there. So she and I spoke afterwards. Let me give you a bit of a biography of her bio, and then sheâll tell you much more about her own journey. And I think itâs an important one that you understand.
Bri Franklin is a businesswoman, philanthropist and student debt expert and thought leader with a passion for the socioeconomic and holistic empowerment of Black girls and women. And I think youâre going to think about this for all girls and women, but particularly women of color who are dealing with things in a particular fashion. Having taken on a financial burden that eventually ballooned to nearly $120,000 in student debt through her undergraduate studies at Dartmouth College, Bri developed an acute appreciation for the challenges many student debt holders experience, including their diminished ability to establish financial independence, take advantage of personal freedoms, or launch a business venture.
There was an article I was reading today about how the student debt for the generation whoâs coming into the markets today is limiting their ability to buy a car. Today, a car is so expensive, itâs often as expensive as buying someplace to live. And 52% of the young people are living at home, not necessarily because they want to, because itâs impossible to find a place they can afford even if they share it. So our economy and our society is very challenging for young people because of the student debt and the inability to get past it.
In recognizing the extent to which other Black women in particular experience adversity at the hands of the $2 trillion student debt crisis and the lack of financial literacy, particularly not knowing what it means, not knowing what to do about it, Bri formed The Prosp(a)rity Project as a solution for eradicating the systemic barriers. Her work has been profiled in outlets such as Forbes, BuzzFeed, Authority Magazine, and Thrive Global, and sheâs attracted support from audiences worldwide, generating nearly $400,000 in revenue.
But I think this is a more complicated and serious opportunity for you to understand whatâs happening, how itâs impacting lots and lots and lots of young people, particularly Black women, and what we need to do to teach them how to be literate, but also how to use it wisely. Even businesswomen tell me that they donât understand the finances and they donât go after capital. So this is a big long term opportunity for us to educate them. Thank you for joining me today.
Bri Franklin: Oh my gosh. Well, your intro was incredibly flattering. Thank you so much for making space and the opportunity for me to be a guest today.
Andi Simon: You are a beautiful and brilliant woman. Iâd like you to share with the audiences your own journey because as you shared it with me, I went, oh my gosh, we have to have you on our podcast so people can appreciate that, that nothing is a straight line from here to there. And your journey is not unique. There are many others just like you, but yours is the one weâre going to focus on. Who is Bri Franklin and what has been your journey so far? Youâre a young person, but itâs been a complicated one.
Bri Franklin: It certainly has. I like to say that I had a very atypical post-graduation trajectory, and it was very much a jungle gym and not a straight line or ladder. So I came out of Dartmouth. I was the first in my family not to go to college but to go Ivy League. So I grew up in the Deep South, from Atlanta, Georgia, and always performed at the top of my class, student honor roll, principalâs list. You get the idea. And everyone just always told me, youâve got to go to the Ivy League. You know, thatâs where itâs at for you and thatâs where youâre going to thrive and excel.
And so I really internalized that and thought, this is the only way to really honor my academic inclinations to the best of my ability. I started with one of the schools in my top choices and I ended up getting accepted, and it was between Dartmouth and Emory University. So, again, as an Atlanta native, it was a very close call because Emory was offering quite a bit of financial aid to the tune of all but $5,000 in grants, and that would have applied across all four years. So if I had chosen there, I would have walked away with no more than $20,000 in debt. Thatâs if I hadnât done work-study or anything to offset my obligation versus the $100,000 that I came out of Dartmouth with.
And the deciding factor was, I was looking at the opportunity of going to an Ivy League and being in those circles, and the 18-year-old version of myself was also very much motivated by getting away from my parents and being able to break camp and go do my own thing. Not the best decision or reason for accruing so much debt, but that is how my story goes. So I came out of Dartmouth in 2017, as I mentioned, with $100,000 in debt principal, and then it quietly ballooned to about $116,000 within two years because of both interest and ignorance, on my part, and because of that ignorance, I also aimlessly wandered into other kinds of debt, and that included credit cards, and a car that was way outside my budget.
It impacted every level of my life, socioeconomically and mental health, and put me behind the eight ball in terms of achieving the typical milestones that young twenty-somethings often have made in the past, with little to no friction. So, and having dealt with that personally, I just became incredibly empathetic to others in that situation because it showed me that this was not the result of anything that I had done as far as breaking rules. In fact, I was trying to follow the rules, but unfortunately it worked against me because of what I now discovered is called predatory and subprime lending. So thatâs exactly what my work focuses on resolving at a systemic level.
Andi Simon: When you went off, Iâm curious, we all have kids and grandkids who are looking at college. And were you knowledgeable about student loans when you made the decision to go to Dartmouth without the grants as opposed to Emory with the grants? And was the reputation that much more powerful, did the colleges help you at all?
Bri Franklin: I get asked this a lot because people really were stuck trying to figure out why would I take the route that I did when Emory was literally making it so much more financially feasible? And that was because at 18, I call it the Know-It-All factor. A lot of teenagers are guilty. I think thatâs almost the rule of thumb is that being adolescent and teenage, you just get in your own way sometimes and you think you know everything and that youâve got all the answers. And that was really how I functioned, because no one had explicitly taught me what all was at stake.
You know, people just said things that were very nebulous, like, thatâs a lot of debt. But I also would hear things like, oh, but youâre going to Dartmouth and youâre going to get hired immediately, and youâll be able to write your own ticket. That was everyoneâs favorite phrase: guidance counselors, teachers, relatives. A lot of people were just so convinced that by virtue of attending a school of that pedigree, that was automatically going to translate into an optimized advantage in the job market and increase my earning potential.
And so I just absorbed those promises and I didnât really think to probe beneath the surface and take a step back and consider. Based on having majored in English literature, not having done a traditional internship, I didnât know the first thing about networking. I didnât know how to play those Ivy League cards. So I really came out almost with no measured advantage right away.
And, you know, for all intents and purposes, I think in those initial years, I could have been off to a stronger start coming out of Emory, but it was definitely a delayed gratification thing. And at these stages of my career, in my life, the Dartmouth Circle has come back full circle, and itâs now paid off in dividends in terms of the opportunities and the rooms that it puts me in. But I had to actively work for that, it was very much something I had to go out of my way to make up for lost time on, and it cost me quite a bit in the interim.
Andi Simon: Whatâs so interesting is that youâre a smart woman, and yet understanding the culture that youâre going into, there was no way to imagine it. You were imparting upon it your own sense of how it was going to benefit you. Even being an English major without having an internship, you were having a great time being you, and it wasnât necessarily a good set up for the future, even if you didnât have the debt. Youâre missing something.
We talk in business about mentors or sponsors. Well, hereâs an 18 year old who needed somebody who could guide you through your labyrinth and the jigsaw that you were going to be going through so you came out wiser, not poorer. So itâs interesting, as the listener is listening or viewing, how did you get yourself past the $116,000 in debt? Were you able to figure out a way out of it? Because I have a hunch thatâs part of Prosp(a)rity Projectâs foundation.
Bri Franklin: So the short answer is, Iâm still working through it. Unfortunately, I have not completely cleared it. However, I have made progress. I paid off about $40,000 of those various debts. So the total number, including the car, the credit cards, at the time was about $123,609. And I say, zero common sense. So I was able to shave off about $40,000, and I rolled up my sleeves and I threw pride completely out of the window.
And in 2019, I say that was my aha! I had a moment. Iâd gotten so far behind on my loans, which for my private lenders alone were about $750 a month, irrespective of income. So because I came out and I was working temp jobs and contracts, I mean, I was making $15 an hour on a good day. And so I say my income was inconsistent at best, nonexistent at worst.
And the fact that my debt was constant regardless of what I was earning, that was, of course, very challenging to overcome. And just even at a practical level, having conversations with the lenders on the phone, the representatives, trying to appeal to them, get them to cut me a break, get them to give me some extra flexibility, it didnât always go over well.
And so it all blew up in the summer of 2019, where my credit had taken a hit by about 150 points overnight because I fell more than two months late on my loans. And that also spilled over to my co-signers, my dad and step mom at the time; both of them had signed on to those initial private loans, and that had consequences for their credit. And it put us at odds interpersonally. And those relationships were always very valuable to me growing up over the years.
So it was just a cobweb of dysfunctionality and heartache, really. And so that was helpful, though, because it was able to just reroute me and caused me to take stock of my situation and just decide, as I said at the event, it may have started with these external factors. âThis situation is terrible and I am irritated by it.â But even though it didnât start with me, it ends with me. And so thatâs why I rolled up my sleeves. I got two part-time jobs. I worked retail, which as an Ivy League graduate, takes a lot of humility to suck up the courage in your hometown, of all places, where youâre running into classmates and teachers and all kinds of people who are like, wow, thatâs where Dartmouth landed you.
It was very much a pride component to it. But I was so motivated to get out of debt, I really didnât care. I was like, if people are going to judge me for this, thatâs their problem. Iâm getting money by ethical means, and itâs building character, which it really did. So that was the foundation. I did what Dave Ramsey calls the debt snowball, and I started with the smallest balance listed out regardless of interest. And then I began chipping away. And because it does work as a psychological boost, when you can see the numbers go away, you feel like I can do this.
And it doesnât feel like Iâm draining the ocean with a teaspoon. This money does count for something. It is making a difference. It sets you up for progressive wins. And so I continued to keep those jobs through the end of that year, and I kept Orangetheory when I moved to the Bay area in 2020. I stayed and I enjoyed the increased pay difference because of the California minimum wage being twice of Georgiaâs. But I was able to stay with family friends and not have to pay rent.
So I got all the upside and none of the financial downside, and I just aggressively knocked those loans down. And then once Covid hit, then it was starting from scratch all over again. And then once I started up The Prosp(a)rity Project, that summer was when I finally felt like my purpose was walking into place and I could see myself continuing down this route. And if all went well, being able to eventually climb out of debt along with the people that we helped.
Andi Simon: You know, Iâm a visual person, and your story almost looks like a movie. Hopefully one day itâs real on the one hand, but Iâm listening to you share with us the agony, the catalytic moment, the moment at which you realize that I canât keep going like this. The impact you had on your family. None of this should be missed by the listener or the viewer because this is a very smart woman who found herself in a difficult situation that sheâs working out of.
Itâs not like she won the lottery but it is without a whole lot of help. Itâs not as if everybodyâs walking around on those, either the credit card or the car, but it is. And sheâs also a representative of the generation that is finding themselves very much like herself in difficulty. You know, Iâm a smart person. How did this happen? And once you got past that, how this happened, did it? Then how do I do something about it? Well, I can work hard. But now youâve got Prosp(a)rity Project. Are you working on anything else? Or is this your business that youâre going to turn into a solution?
Bri Franklin: Yes! So Prosp(a)rity Project, this was my 24/7 life commitment for the last three and a half years. So we started up in the summer of 2020, and that took us all the way through this past December. And so weâre now at an exciting point of pivot where weâre using the last three and a half years of expertise, leadership, partnerships, just all of the gains and the wins that weâve been able to accomplish collectively and through our work and turning that into an even more forward thinking solution.
So for context, Prosp(a)rity Projectâ is a 501 C3 nonprofit. The mission is leveling the socioeconomic playing field for communities most susceptible to and impacted by predatory lending. And in our first iteration of work, that was exclusively serving debt constrained, college educated Black women. We launched whatâs called the 35*2 Free initiative, which draws its name from those two guiding statistics: $35 billion of student loan debt, as well as a 35% rate of financial literacy that Black women in the US hold collectively.
And so through that program, itâs a multi-pronged approach of not just helping that group pay down student loan debt, which we did up to $10,000 per person, but also training them on finance through what we call FinTech. So itâs six months of personalized financial guidance to give them a better roadmap for how to manage and steward their money and eventually build wealth, coupled with eight weeks of career development training, where they can put that into practice and then use that to go out for higher paying jobs and pivot into more lucrative industries, etc.
And so in doing those pilot runs, we did one virtual in 2022 with 12 women, we did a hybrid in the DC, Maryland, Virginia area last year with eight program members. We now have almost two dozen basically MVPâs, that weâve been able to coach and get to know personally and turn that into the basis for an app that does the same thing, but to another degree by helping prevent it altogether with teenagers.
So weâre calling it Cadet Prosperity. And this is taking that IP and all of the user experiences and live journeys of these women, turning it into gamified avatars that can then coach and pay that information forward to middle and high schoolers who are sitting ducks, basically, for more predatory lending and usury. So itâs very exciting to bring it full circle and be able to help at critical scale.
Andi Simon: Let me see if I can take what you said and play it back so that I fully understand it. First of all, whatâs predatory lending? You know, letâs clarify the words.
Bri Franklin: So predatory lending, as Iâve been explaining it in conversations and defining it through our work portfolio, is basically subprime lending or taking advantage of a customer for the sake of financial gain. So a lot of times that looks like very cryptic and underhanded paperwork or not being completely forthright in the terms, not going to great lengths to really make sure that the user understands what it is theyâre signing up for.
So itâs basically taking advantage of customer and consumer ignorance. And that typically tends to adversely impact people in black and brown communities, whose parents or grandparents also were susceptible and didnât know how to train them and break that cycle themselves. So itâs basically exploitation in the lending industry.
Andi Simon: Um, okay. Good. So understanding that, the other side of it is the ignorance of people to what that means and how to do it. And what you have had is now a dozen approximately folks who have gone through your program, which does two things, one of which is, begins to develop their career skills and the other helps them work off their debt, which if you combine the two, should get them a pathway to, Iâll say, prosperity at least, so that they can see the end of the tunnel and celebrate where theyâre actually going to arrive. And if you donât know where youâre going, itâs difficult to get there. And now weâve turned the nonprofit into a for-profit application for gamification, for younger borrowers. Is that what I hear?
Bri Franklin: You summed it up beautifully.
Andi Simon: Well, I heard what you said, but I also know sometimes, as the listener is paying attention to it, they donât quite necessarily put all the parts together. And I know that youâve gotten on the one hand a training and development program nonprofit is that going to stay around, or are you going to move everything into a for-profit mode?
Bri Franklin: In all transparency, thatâs a decision that weâre going to be huddling on in a couple of weeks just to weigh the pros and cons either way. I want it to be completely certain, whichever direction we move it in, so that it wasnât a start-stop, because thereâs still a lot of merit to keeping the nonprofit intact. But at the same time, in just taking stock of the current fundraising climate, I think, user listeners and audience members who are also in the philanthropic space, we can all collectively agree that 2023 was not a great year. And especially in our case, being a social justice-founded organization that was unapologetically Black, serving for so long, it was a moment in time and certainly not a forever movement.
And so weâve seen a lot of appetites go back to pre-George Floyd pre-COVID business as usual. Thereâs a diminished sense of urgency around closing the gap for the black and brown community. So, my inclination is that we will at least just focus our efforts on the for-profit, even if we donât legally retire the nonprofit, just perhaps having it on freeze for the time being until we can reintroduce these initiatives, perhaps through a foundation at some point down the line, once the for-profit is revenue-generating and off the ground.
Andi Simon: This is very important to hear, because your business challenge isnât like other business challenges. The not-for-profit side needs funding through different sources than a for-profit side does. Right. And the application is now up and ready to go. And in schools themselves, if I remember you were telling me, not yet.
Bri Franklin: The FinTech app, we are in the very early stages, looking to raise pre-seed funding and just building out our initial team. And we do have a target go to market by next January when we would be ready to roll it out, ideally as a first version into schools. But, we definitely got our work cut out for us before then.
Andi Simon: I think youâve opened up a very different opportunity where individuals, schools, training centersâŠmy headâs already thinking about folks who I need to introduce you to, who you get into the high school training milieu and are really concerned about developing those young folks with the right skills and tools to do it. Itâs very interesting and just curious, strategically, are you thinking of this being something bought by schools or by individuals or by parents? I mean, whoâs the market?
Bri Franklin: So my co-founder and I, we just ironed this out over the last 48 hours. So weâre looking at B2B to see, the sell would potentially be to perhaps like a large banking institution, perhaps a tech developer itself like Apple and have it pre-installed on devices that are going to schools from the distribution standpoint and honoring the fact that a lot of school budgets tend to be very shoestring and donât have a ton of money set aside for major app rollouts. Itâs subsidized largely from school partnerships. Weâre thinking that it would be one of those two routes as we see it right now.
Andi Simon: Thatâs exciting, because if you get the endorsement of a distribution channel like an Apple or something, or even the banks who could really see this as part of their community development initiatives, you get legitimacy and co-branding on it. And that takes it from a startup to something that could have great legs and go further. When you have tested it, have you tested it? I mean, Iâm sort of trying to remember what we talked about, but have you tested it among youngsters and do they find it a wonderful game?
Bri Franklin: So the game itself is still being developed behind the scenes. However, we have been in touch with their would-be gamersâ parents, so we do have some focus groups that weâve built out with mothers, fathers, of middle and high schoolers. And again, going back to drawing from my own experience, that know it all factor, weâre trying to get the best of both worlds, where we are that conduit for mom and dad, because we realize that a lot of this information is as simple as table talk, dinner table conversation. But thereâs the lalala, I canât hear you because you raised me sort of thing going on.
And so weâre trying to solve for that, but also not have it backfire to where it interferes with screentime parameters and household rules, parents keeping kids off of devices past certain hours or things like that. Certainly not letting it slide into an addictive user experience or anything. So we are trying to have those conversations now. So that informs the build out and saves us having to go back and rewrite or take out things once weâve already done the heavy lifting.
Andi Simon: Itâs so interesting because everything has its challenges. We have a society where the youngsters are quite not savvy on how to use applications like these. Can we use them to really educate them so that they can be wiser and make better decisions as theyâre approaching their adulthood? At the same time, that it could interfere with their focus on other studies and other pieces.
Bri, this is so profound because the problem isnât a little one. Itâs a big one. Iâm glad youâre sharing it with us because Iâm not sure how I would learn more about it. Itâs sort of like, where does this fit into the whole context of whatâs going on out there? You can hear about, a president wanting to eliminate student debt and then people objecting to it, and it just breaks your heart. To some degree, it is a reflection of our society.
Bri Franklin: It is. And thatâs where we also see the opportunities because itâs a knowledge gap on so many levels. And Iâve done personal crusading, you know, through going in and speaking to companies and trying to build the empathy because so many people put blinders on because they remember how it used to function when they were in college, which is how it was supposed to work. Higher education used to be a gap-closing convention. That was how people were achieving upward mobility in the 40s when the GI Bill was first introduced, that paved the way for the current student debt crisis. It looked nothing like it does now.
Student loans were capped at 1,000 USD per year, and it was directly tied to a boost and a measurable advantage in the job market post-graduation that you then use to repay the loans in full, get your mortgage, marry, start a family, and live your most prosperous life. And then, around in the 70s, people started to catch on just how lucrative it really was and how much demand there was. Thatâs when it privatized and opened the floodgates for the hell that we know today.
And, you know, the Student Loan Marketing Association became what we know as Sallie Mae. And then there was the lobbying in 2004 that prevented people from being able to discharge their loans through bankruptcy. So thereâs just been so many factors that are greed and profit driven, as opposed to opportunity and people driven. And so thatâs where weâre coming in to reset the clock and the board and just say, time out, things like this cannot go on.
My motto was that every bubble bursts, just like the housing bubble burst. And so many others. Weâve seen an economic collapse before. I donât think this will be any different. And so thatâs why we are positioning this as something that is not only innovative, but critically necessary. Iâve gone so far as to compare it to a vaccine against the virus of predatory lending, or the equivalent of equipping teenagers with a driverâs license so that they can legally operate a car.
Weâre saying debt doesnât have to be the enemy. Itâs the ignorance that creates the problem and has potential to turn it from a tool to a trap. So weâre solving for a lot, and itâs educational at every turn, which is why we want parents to be on board with us and to not look at this as a tool to create controversy or to challenge their beliefs in a way that undermines their parenting, but rather to bring them up to speed and help them understand whatâs at stake for their child.
Andi Simon: You are a very articulate young woman. Thank you. I loved listening to what you just said because you really understand the complexity of this. Thereâs no simple answer. And you have a passion and a purpose. You understand it and you want to stop it. And I am just honored that you are on our podcast today to share it. Thank you for joining us. Itâs just so much fun. I think weâre about ready to wrap up.
A couple of things you want our listeners to remember or our viewers to hear you say: one, two or three things that are really important for youngsters to know and parents to be aware of, and the universities that wonât pay attention to right now.
Bri Franklin: Yes, because I do have advice for all three groups, but Iâll stick to those first two. So for young people, if youâre listening, if you hear this in Mom and Dadâs car ride or come into it on your own, I would say think so carefully about who you want your future self to be, and you want to make sure that the you of 10 or 20 years from now thanks you and is appreciative for the actions that you take today. Because things as serious as taking out loans have potential to really either upgrade your life or set you far behind the eight ball, and take it from someone who has spent all of her 20s trying to catch up and get back on track to achieve the things that used to be so typical for my age group.
If I could do it all over again, I absolutely would have heeded the advice of being very careful before just blindly signing any paperwork. For parents on the other side of that coin, I know that thereâs a tendency to just say college or bust and to insist that our children, our nieces, our nephews are keeping the family legacy alive by going to our alma maters or just going to college. Itâs become more of a tradition.
But weâve got to remember the why again. College used to be unanimously gap closing, and now, unfortunately, because of some bad acting, itâs become the opposite and is growing the wealth gap between socioeconomic classes and race communities and everything. And so we want to just make sure weâre setting our kids up for success no matter what that educational means looks like.
Andi Simon: All right, now Iâll let you talk to those colleges. So the warning for them isâŠ?
Bri Franklin: Do better. I think that there certainly is a place for academia, and I have great respect for whatâs come out of colleges: vaccines, academic research, forward-thinking initiatives. And I remember the upsides of my own college experience, but itâs just unacceptable to keep driving tuition rates up with no correlation to how thatâs going to better the studentâs job experience post-graduation. So I would say that the short of it is that we have to remember that itâs about serving people and not gaining profit.
Andi Simon: Yes, I agree. What a wonderful podcast to share with our audiences today. I canât tell you how much Iâve enjoyed meeting Bri Franklin, and I think you should take a look at the Prosp(a)rity Project and see how you, too, can be of help to her and to those who are trying. Now, theyâre just the two of you, or is it a bigger organization than that?
Bri Franklin: So on the 24/7 main buildout it is myself and my co-founder, but we are basically migrating our existing task force from Prosperity Project over to Cadet Prosperity. Weâve begun to start getting feelers out there for advisors and potential board members. So weâre growing quickly. But in terms of the day to day diligence, it is myself and Kaylee for right now.
Andi Simon: Youâre great. Great. Well, Iâm honored to have you here today. Itâs been a pleasure. Let me say goodbye to our audience. Thank you for coming. Remember our newest book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success has just become a really cool book. And I can only tell you that Iâve written three but this one touches my heart because as I open it, people in the audience say, ah. I actually had a client who yellow marked it all and when I met with her, she went, oh, youâve changed my life. Itâs available on Amazon, Barnes and Noble in your local booksellers.
I can only tell you that I met Bri through a book tour event at Eileen Rosenthalâs in Washington, DC, and every time I do one, I meet some others who say, oh, this is a great book. Itâs the wisdom of 102 women, and they canât wait to share with you what theyâve learned and how you can succeed as well. Thanks for joining me today.
Bri Franklin: Thank you again for having me. The conversation just went by in a flash, and I look forward to this being the first of many dialogues that we have.
Andi Simon: Iâm looking forward to it as well. Iâm going to stop and say goodbye to all of you who come. You remember youâve taken us to the top 5% of global podcasts. Iâm honored. Thank you so much. Keep sharing and sharing Briâs so that her message can get out there to parents, kids and everyone else. Bye bye now.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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Hear this incredible story of steadfast bravery and human kindness
I am truly honored to bring to you today a very special guest, Panos Manias. A self-made entrepreneur who started his own industrial company in aluminium packaging materials, Panos is an inspirational and visionary businessman. But what we focus on in our interview is his personal story of how kindness and moral obligation saved lives during The Holocaust, and possibly can change the world today. You will feel uplifted and deeply moved, I know I was.
Watch and listen to our conversation here More stories of courage and human kindness: Blog: You Can Find Joy And Happiness In Turbulent Times! Podcast: Rebecca MorrisonâWomen, Are You Ready To Find Your Happiness? Is It All Around You? Podcast: Patrik BirkhaneâHelping Us Live Healthier, Happier And More Peaceful Lives Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD Our website: Simon Associates Management Consultants Read the transcript of our podcast hereAndi Simon: Welcome to On the Brink With Andi Simon. Iâm Andi Simon, and as you know, Iâm your host and your guide. And my job is to help you get off the brink, to understand things and see them through a fresh lens. Iâm a corporate anthropologist, and Iâd love to share with you information from different cultures and times that will help you put into perspective your own situation today, and how to make sense out of it and understand it better.
So Iâm really honored today to have Mr. Panos Manias with me. Panos is in Greece. Heâs in Athens. He was introduced to me by a wonderful woman here in New York who wanted me to share his story. Now, Panosâs story is set back in the period when the Germans came into Thessalonica and really took over the city. And so Iâd like him to begin to understand how to share that with you so that it is held in posterity so we donât lose the story, and that the wonderful actions that he and his family took then are preserved.
So let me tell you about Panos. Panos Manias was born in 1934. He was one of five children. Heâs married now and has two wonderful children and four grandchildren. He holds a bachelorâs degree in business, economics and international commerce from the Athens University of Economics and Business. Heâs a self-made entrepreneur who started his own industrial company in aluminum packaging material in 1965. Itâs now managed by his two children.
Panos, in his professional career, has spanned more than a half a century, and heâs proved to be an inspirational and visionary entrepreneur. His personal and business integrity, together with his determination on focusing on personal relationships, has been passed to the next generation of aluminum and continue to be the key drivers of the companyâs success. Now, Panos is an amazing man, and I know he wants to tell you about the situations when the Germans came into Thessalonica, but what Iâd like him to do is begin with his own journey. Tell us about yourself. How did you develop as an entrepreneur? Panos, give us some context to understand your own personal journey here. Can you do that, sir, please?
Panos Manias: Yeah. All right. Well, after finishing the American Veterans College, which is an American school and one of the best in the country in Greece, in Athens. I started working for a big company specializing in aluminum. And slowly they appreciated the job I was doing. And they offered me to go into a joint venture with this big company, whom I will never forget, because they really gave me a very good chance in my life. So I started working for them and they appreciated what I was doing, and they offered me to go into a joint venture in aluminum products.
And slowly but surely, it was expanding and expanding and expanding. And to make a long story short, after so many years, we are proud to say that we are a company which is 100% export oriented. We export everything all over the world and, thank God, both of my children, when they finished their studies in Greece and the United States, were both Brown University alumni. When they came back, I told them very openly and very clearly, now you are here, what do you want to do? Itâs up to you. You decide, and I will respect your decision.
So they both said they want to continue working for me, I mean, for the company. And they said something which I will never forget. Listen, itâs your decision. You are never going to tell me you are not happy. If you are not happy, tell me now. They both agreed. They followed my steps and I must say that they did much, much better than I did. And Iâm very proud of it.
The story weâre talking about starts in and stays where we were living. Before the war, we had the building, we had the big three stories building on our own, and we were living there. And the time was during the German occupation. It was a very difficult life, was very, very difficult, because people were asking questions and this and that and my aunt and my uncle who were living in the cellar, they were partners with my father, who was in Athens. They had both a joint venture in the food industry.
So one day he calls my father and he says in Salonika, there is a very good friend of the family, a Jewish family called Caruso. They were both living next to each other in a street in Salonika and were excellent friends together. They were not friends. They were brothers, although one was Jewish, neither was Christian. Every day they were going to meet together to discuss their problems, this and that. Before the war, everything was okay. And then when the German occupation started, everybody froze because they didnât know what would happen. And unluckily the Germans were trying to find out if there were Jewish people in every neighborhood.
So one day they go to my fatherâs, to my uncleâs house, and they say that they would like to take it, not rent it. They wanted to have an officer living there, a German officer. They were frozen. So this is okay. And they didnât know what to do. So they decided to take the Jewish family in their own home, hide them in an attic, but nobody would see them in the morning. And thatâs okay. You can now have the home, the home which they knew was Jewish, but they left there. Theyâre not here. I donât know where they are because they disappeared. And the Germans were living next to them. And it was very difficult. Very difficult thing to do.
And my uncle wanted to take them out of Salonika again, because in Salonika it was terrible. The Germans were killing Jews by the thousands. It was a genocide. It was incredible. I have to say something. My uncle, my parents and my father, they were very good businessmen, but they were not, as today, educated and things like that. But they had a good straight mind. So he called my father from Thessaloniki, and he said to him, Listen, there is a family here, that we are brothers with them, father and mother and four siblings.
So they said they made the plan. First of all, my uncle had very good connections with them. Then probably what they laughed at is the guerrillas who were fighting against the Germans, they issued for them fraud identity cards with the name Angelides. For Angelides, that was the name. And then he said he discussed it with the father and the family left and went to a fishing village very close to this island to hide themselves, waiting for a boat to take them to Athens. The boat was not arriving and not arriving, and the mayor of this small fishing town started asking questions. Who are they? What are they doing? Why are they here?
Somebody told them that he was going to call the Germans, that there is a Jewish family living on this island. They were frozen to death. And then they left because the Germans said, if you donât give them up to us, weâre going to burn the whole island. They were doing it. Burn the whole island. Iâm sorry, village. So the mayor told them, Listen, the whole village is in your hands. So the fact that they said, no, forget it. We are leaving right away. And they left and went back to Thessaloniki. They decided to return to Athens for sure.
Then you know, at that time there were no trains, there were just big old buses that were going from Salonika to Athens, which would take ten hours. And he decided after having the fake identity cards to put them on a bus and take them to Athens, where my father was living, my family, so that they would hide in Athens and nobody would know anything about it. My uncle insisted that he send them to go all together. Listen, he said it is a massacre. They killed Jews by the thousands. You must all go together. No, Mr. Carlson said, No, Mr. Manius. No. Iâm going to stay here with my wife and the two children.
And he sent the other two with a bus. He didnât take no for the reply. So my uncle said, okay, you want to do that? Do that. So with the fake IDs, they went to the bus station. They stayed in the third row and the fifth row, but far apart from each other, so that they wouldnât know that their brother and sister and they were going in Larissa, which is half way from Athens to Thessaloniki, the bus stop for the rest. And the driver, who was not a good man, understood that something was wrong with these children. I donât know how. He went and looked at them and said nothing, and he was going down to report it to the Germans.
All of a sudden, and this is something which is unbelievable, one sturdy man, very big, with not a knife but with a stick, stood up and went to the driver and told him something in his ear. And the driver froze to death. And he didnât report to the Germans. He was going to tell the Germans they were Jewish and he would get money for it. So this was a big obstacle. Thank God they continued to Athens, where my family was living, and they were accepted by my family. And they stayed in our house. But, people there started talking. Who are they? What are they doing here and all that?
And my father thought of something very smart. In order to have them do something, he said, Listen, I will give you money. You will buy olive oil, which was during the German occupation, it was more than gold. I will give you bottles of oil. You will stay and you will sell them for peanuts and get some money. Not only this, they will say heâs a Greek doing some business to make some pocket money. And every day there was a Greek officer of the police passing by, and the guy in the garage gave him one bottle of oil free every day. Every day, every day, every day.
After maybe one month, the other policeman got a little bit suspicious. And what is this? So they go and ask him, who are you? Whatâs your name? His name was Angelita. They didnât believe him. Where are you coming from? Listen, Iâll take you to the Gestapo and they will take care of you. He took them. He took the boy. And he was going to the Gestapo. And then he asked a policeman to take them to the Gestapo. And I donât know how this happened. The policeman was the same who was getting the oil for free. So he gave back the little boy and he let him free. And the boy asked him, what are you going to say? I said, I slipped and you ran away. So he was saved.
He went back to our house where they were living. And then after that, I guess after that they started discussing who these are? Who is that? And my father went a little bit far away and rented a small apartment for them, and they were safe there because nobody knew them. And then they gave them the food and clothes and everything. And then the lady who owned the apartment started getting a little bit curious. Who are they?
By that time, the German occupation was finished. The Germans left the country and they were freed.They came back home and they said, we want to go now to the Serengeti to find our parents because the parents were there. So they went to Salonika again and my uncle told them they had to tell them where their parents were. The parents with three other children were caught by the Germans, and they were put on the last train from Thessaloniki.
Some years ago, we had a wonderful, very emotional meeting with the descendants of the Carrasco family in their house. That was maybe ten years ago. Maybe 15 years ago. They invited the whole Carrasco family and the whole Martinez family for dinner at their home, and we were about 35, 40 people. And I will never forget something that the old lady said. She said, of course she raised her glass to say hello to everybody and say, listen, Everybody listen. If there were not the Manias family, nobody would be here. Nobody. Both the Manias and the Carrasco, they would all be dead. This I will never forget.
So you know, we tell you all that because I think I have a moral obligation. I think because Iâm an old man now. I am 90 years old. And I think I have an obligation to the coming generations to hear this story, to have the same feelings. No matter if heâs Jewish or Armenian or Hebrew, I donât care. Human beings. Human beings must behave like human beings. And I hope this is going to be a good heritage to the coming generations. Thatâs why we tell you this story.
Andi Simon: The reason this is so beautiful is because at times you worry that humans have forgotten how to be human, and the Manias and Carrasco families are a tribute to what the good in us can do, isnât it? If we can be kind, we can care, we can love each other, and we can help each other thrive. And itâs a beautiful story. And Panos, your tribute to your family and to theirs and to everyone is absolutely exquisite. Itâs beautiful. Your English is very good too, sir.
Panos Manias: Thank you very much. Thank you very much.
Andi Simon: Would you like to say anything at the end here to your sons and daughters and their grandchildren and anything special you would like to end with? Because youâve told a beautiful story. But I have a hunch in your heart you just want to hug everybody.
Panos Manias: You mean to say something too.
Andi Simon: Did you want to say something in the ending to your story.
Panos Manias: Yes, yes. I just want to repeat that as human beings, we have the moral obligation to behave like human beings. And look at the people who are around us not according to the religion or the city, I donât care what they are. They are human beings. And we must behave like human beings. We must have the moral that God, Almighty God, whether itâs God or I donât know what the name Almighty gave it to us and we have to respect what we get.
And I believe very strongly that really in life you get what you give. You give love, you get love, you give hate, you get hate. So simple. But simple things are difficult to understand sometimes. So Iâm very proud that I leave this heritage to my family, and I hope they will have the same mentality to behave like human beings. Human beings.
Andi Simon: This is a beautiful story. Iâm honored that you gave us the opportunity to share it. Iâve been to Greece several times, and I did my research in Greece, and I was in love with Greek people because they embraced the work I was doing to better understand how people embrace change. And this is just a wonderful compliment.
So Iâm going to pause for a moment and say goodbye to my audience, and then I will come off the tape and we can talk for a moment further. So bear with me for a second, because I want to thank everyone who listened today or watched. And I know Panos is going to be sharing this. So for those of you who are not familiar with our podcast, what we try to do is help you see things through a fresh lens. I will tell you that we live the story thatâs in our mind. So think about Panosâs story and his desire to tell it. Itâs one thing to have it, itâs another thing to want to share it. And by sharing it, hoping to spread his own big heart with others.
Youâre smiling at me, Panos, because this is a gift that youâre giving to others, and thereâs nothing better for their well-being and your own than to share this gift. So I want to thank you all for coming today. If youâre watching or listening, and remember that our job is to help you get off the brink and soar. So thank you again. And thank you, Panos and your family for joining us
Panos Manias: And do me a favor when you come to Athens, you are going to visit us.
Andi Simon: Oh, absolutely. Letâs do it quickly. Is it sunny there? Because I need some sun.
Panos Manias: Oh, itâs beautiful today.
Andi Simon: I know, hold on while I say goodbye to everybody.
P.S. You can read a more in-depth version of Panosâs story here.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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Hear how to open yourself up to a world of infinite possibilities
As you know, I like a fresh lens. Thatâs what we do as anthropologists. We go out and help you see whatâs all around you, and sometimes you canât see whatâs right here. Today, I have a wonderful woman, Roberta Fernandez, whoâs going to help you do the same thing. Together, weâre going to help you realize that change is painful in some ways, but an opportunity for you to transform who you are in a great way. A personal and professional development consultant, Roberta takes your full self and helps you look at it a little bit differently. I love the word development. It isnât a coach. Itâs how do I help you grow? And how do we take a challenge and address it? Listen in to find out.
Watch and listen to our conversation here Key takeaways from our conversation: You cannot change a culture until the people in it change. Emotion drives all behavior. We all at some point in our lives should âclean out our closetâ â get rid of those limiting beliefs and the stuff that really isnât a part of you, and open the door for that higher self. If weâre only focused on the problem, thatâs all weâre going to be able to see. We have to focus on the solution, what we want. The story we tell is the life that we create for ourselves. And itâs the life that we get stuck in. We stand in our own way, and what we want to do is to be able to open ourselves to this world of infinite possibilities. Most of our thinking is habitual, just automated. When we become aware of how we think and what we feel as an individual, then we can recognize those things in other people. The reason why we want anything is because we think weâre going to feel better when we can have it. So even though we donât know the answer to something, we know how we want to feel when weâve accomplished it. If you look at any great artist or scientist or inventor or highly successful person in general, theyâre going to tell you that changing how they think, how they process, and how they see things differently than anybody else is what has contributed the most to their success.You can connect with Roberta on LinkedIn, Facebook, Instagram, and her three websites: Roberta Fernandez/AHARA, Conscious Napping and Conscious Napping For Business. You can also email her at [email protected].
Want more on how to actually bring about real change? Hereâs a start: Blog: Okay, Okay, Iâm Ready To Change. How Do I Do It? Blog: Three Ways Corporate Anthropology Can Help Your Company Change Podcast: Valerio Pascotto and Amit RaikarâYes Change Is Painful But Itâs Necessary! Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and Andi Simon, PhD Our website: Simon Associates Management Consultants Read the transcript of our podcast hereAndi Simon: Welcome to On the Brink With Andi Simon. Iâm Andi Simon, Iâm your host and your guide. And if you come to my podcast, like so many of you do, you know my job is to help you see, feel and think in new ways. And remember, I tell you that because until you see something, it doesnât exist. And if you donât feel it, you donât know how to respond to it. And so my job is to bring you people who, through their stories, will help you think about yourself through a fresh perspective.
Itâs not exactly the right metaphor, but I like a fresh lens. And thatâs what we do as anthropologists. We go out and help you see whatâs all around you, and sometimes you canât see whatâs right here. But today, I have a wonderful woman, and sheâs going to help you do the same thing. So together, weâre going to lift you up and help you realize that change is painful in some ways, but an opportunity for you to transform who you are in a great way. Sheâs smiling.
We are very aligned and itâs so exciting to meet Roberta Fernandez. Iâm going to read her bio a bit as a personal and professional development consultant. Itâs interesting, when I launched my business, it was as an anthropologist that helps companies and the people inside them change. Not that different, but to be a personal and professional development consultant takes your full self and helps you look at it a little bit differently. She offers programs for individuals and organizations that develop emotional intelligence, EQ, and guides them through a change process to awaken their full potential and realize their higher abilities.
Sheâs perfected individual personal development, and thatâs different from coaching. And I love the word development. It isnât a coach. Itâs how do I help you grow? And how do we take a challenge and begin to address it? And wellness. And I love self-care and well-being, executive managerial and team corporate training programs, particularly in the area of sustainability, culture change and emotional intelligence. Sheâll get you more familiar with the sustainability part of her career, but thereâs a whole package here that comes together with Roberta that youâre going to enjoy.
Sheâs conducted thousands of individual client sessions, more than 85 noteworthy presentations and trainings over the past 15 years. Sheâs going to talk to you about her new program called AHARA. Iâm going to let her tell you about it in just a little bit. Itâs a sacred term that refers to the support of consciousness, eliminating everything which is not the intrinsic or higher nature of yourself. Itâs interesting, I was supposed to do a podcast with somebody earlier who was going to talk about something similar in her own discovery. When we got together, she wasnât quite ready to talk about it, but in some ways, we must be facing an interesting moment where we are looking for our higher nature and the world is a very fragile place. And sheâll also talk about cleaning your own closet and conscious napping. Sheâs very clever lady. Roberta, thank you for joining me today.
Roberta Fernandez: Thanks for having me, Andi. Iâm really excited to be here. And Iâm excited too, because I think we are such a good fit for each other with how we think.
Andi Simon: I think it is, and itâs always interesting how we came to think the way we think.
Roberta Fernandez: Right it is. Itâs been a journey. It is.
Andi Simon: So letâs talk about your journey. This didnât all just drop into the bucket right here. Youâve had a wonderful life professionally and personally. Share it with us. And thatâll set the stage for what the programs are that youâre offering today. Please. Who is Roberta?
Roberta Fernandez: Well, I think I am a culmination of many, many years, getting into that last third of my life now, which is a pretty exciting time. Iâve been a serial entrepreneur since my 20s. Iâve done a lot of different things, but I think the thing that really changed my life, I had founded a Montessori school for 3- to 12-year-olds. So talk about anthropology. Montessori. She was an anthropologist, too, as well as a doctor way ahead of her time.
I didnât know what I was going to do with my life. And I was sitting in a theater one day and I saw this movie, An Inconvenient Truth, and it just rocked my world, I have to tell you. And so I went home on the website and buried deep with this link, âApply to be a presenter.â And I thought, okay, I can talk, I know how to talk, right? So I did. I forgot all about it. Probably 5 or 6 weeks later I get a call, itâs Al Goreâs office, and he invited me to be one of the first 50 people that they were going to train to give this climate talk.
Andi Simon: It was, see, I believe in serendipity. Absolutely.
Roberta Fernandez: And I was looking for my next stage and I had no idea what it was going to be. And so I went to Nashville. Long story. Mr. Gore trained a thousand people to give that climate talk over probably a six month period. And it was a wonderful grassroots, nonpartisan movement. I learned a lot from it. It opened my world, my look at my world, to a whole new area of sustainability, which was at that time not a very common term.
And I ended up working with a company out of Sweden on sustainability, and became a consultant in that field. But what I learned really quickly is there was such resistance to that term, and you canât imagine why. Oh my gosh, you cannot change a culture until the people in it change. I mean, you can fire them, you can get rid of them, which sometimes is the right thing to do. But really you canât delegate the way people think. You canât do that top-down.
So I did that for quite a few years, and I did a lot of corporate training for really big companies and universities and even cities. And then I found hypnosis, which really is a whole different way to take my career. But in actuality, itâs the same thing. Itâs just a different tool. With hypnosis, weâre looking at changing peopleâs perspectives with the way they think and the way they behave, because emotion drives all behavior. And so the last 12 years of my life, Iâve been working with individuals, helping them to change.
And a few years ago during Covid, Covid changed everything for everybody in some way, I decided Iâm in the last third of my life. Whatâs my legacy really going to be? And I decided to take the last 20 years of my experience and roll them into a process that I call AHARA. So thereâs several things that I do: cleaning out your closet is really getting rid of those limiting beliefs and kind of getting rid of the stuff that really isnât a part of you, and opening the door for that higher self.
And then we start the Aha process, which is a year-long program where people learn to change how they think. I was really inspired by Einsteinâs quote: âI look at the world and all the problems that we have that seem insurmountable and weâre not making very good progress with changing some of them.â And he said, âthe problems that we have canât be solved by the same level of thinking that created them.â
And as a hypnotist, I know that what we focus on expands. And if weâre only focused on the problem, thatâs all weâre going to be able to see. We have to focus on the solution, what we want. So if we look at that, that is the basis of an aha, and that is exactly what you described: changing how people think, how they feel and then how they behave in the world.
Andi Simon: You know, Roberta, Iâm an anthropologist. Iâm a reader in neurosciences and the cognitive sciences. And, you know, weâre remarkable critters. Weâre meaning-makers. I love the work that begins to show us that we have a story in our mind. And where it comes from is complicated. Iâve actually done hypnosis, so Iâm sort of fascinated with our talk today. But once you have that story in your mind, it becomes your reality.
Roberta Fernandez: It does.
Andi Simon: And I tell folks, it really is an illusion. There is no reality. The only truth is thereâs no truth. Thatâs right. And once you have it, though, you look for other people who are part of your tribe, the place you belong with your story that fits their story, and you all reinforce each otherâs common reality. Thereâs nothing but one story.
And so when I get into a corporation or community group thatâs stuck or stalled and you try to pull them away from that story, the first thing they say is, oh, no, we donât do that. And I laugh and I said, well, thatâs the problem because you donât see it. You donât see whatâs right in front of you. And so youâre onto something for our conversation today thatâs extremely important, a little different perspective. But this mind is really powerful at creating something that may or may not be good anymore.
So as if youâre thinking about the next phase in your own career, I want to hear more about what youâre creating and how youâre applying it, and why itâs working.
Roberta Fernandez: Yeah. Thank you for that. And youâre absolutely right. The story we tell is, it is the life that we create for ourselves. And itâs the life that we get stuck in. And the problem is, thatâs just me and you. When youâre in an organization, youâre in a sea of those different perspectives and learning how to navigate all of those perspectives without losing your own identity, without losing your own opinion. And yet respecting and honoring those other perspectives allows us to do something amazing. And that is to create a new story and create a new reality.
I think when we look at how stuck people get in their own way of thinking, we stand in our way, and what we want to do is to be able to open ourselves to this world of infinite possibilities. And when we really look at how our mind works and how we function in a traditional environment, weâre only really looking at about 25% of what our opportunities are.
And so AHARA, at its core, is really teaching people to become aware of their own thinking because, as you know, most of our thinking is habitual. It is just totally not responsive, itâs just automated. And so when we become aware of how we think and what we feel as an individual, then you can recognize those things in other people. And the Aha process is designed to teach you how to navigate that sea of perspectives.
Andi Simon: Well, you said something very powerful there. The thinking is habitual and what AHARA allows you to do is, Iâm not going to say break the habit, but maybe itâs part of that. Habits are very powerful and very important. I mean, they make you very efficient. And the problem with breaking them is the brain doesnât really want to work hard on learning something new, even when youâre getting educated.
You can feel your brain working really hard, trying to figure out what they are saying and how they are telling me to do this. And until you actually do it, it really doesnât exist. And then all of a sudden, you practice and you practice, and you get it. Itâs a little like learning golf. I was thinking of which metaphor I could use. Iâm a 12-year golfer, and I remember having a club and a ball and a book, and I donât know why someone gave me a book to learn to play golf. It was irrelevant because I could read about it. But until I hit the ball, I went, oh, is that what they meant? And then I hit it twice. That was bad because now I could play this game. I canât play the game. It takes a long time to finally get it so that it works.
So this is important now when youâre helping people through the process. There are multiple levels at which youâre working. You want to talk about the differences between the elite and the club and all of this because I think itâs important for people to hear that.
Roberta Fernandez: Yeah. Thank you. So really, it is one-on-one. So that is a very intensive way to look and learn the AHARA tenets. When I started three years ago, thatâs the only way I offered it. I would work with a client over six months and weâd meet twice a week. So it was pretty intense. Thereâs some advantage to working one on one in that. Itâs like immersion and thatâs always a good thing. And youâre focused and youâre really into it. So you become acclimated to it pretty quickly, thatâs not reasonable for a lot of people. And itâs also very expensive to do that.
So AHARA Club and AHARA Team are the same program. Itâs just in the delivery thatâs different. So both programs last a year. We have a couple of group sessions a month, a one-on-one session a month, and a whole slew of other things that go into the program. Team is just within one company. And the advantage there, and this is what I found in my sustainability work, especially the larger companies, theyâre so siloed.
I remember in Target, for example, they had two sustainability divisions. One was architectural and one was in-store and processes. They never talked to each other. And so this idea of having a common language and a common approach and common goals that you set with each other. So a team is just within a company, it might be the leadership team, it might be the advertising team, the sales team, but theyâre focused on their companyâs issues.
AHARA Club involves people from lots of different backgrounds. So entrepreneurs, leaders, individuals who want to better themselves. And I love that too because you get such a different perspective on how people are applying what theyâre actually learning. The key to AHARA, I believe, is that everything that we talk about, all these things you and I are talking about, are some of the basic tenets of AHARA. But itâs one thing to know them, itâs another thing to integrate them as a permanent part of your being, of how you function in life.
And so over the course of the year, as the members of the cohorts participate, they have activities that take these tenants and encourage them to use them in real life scenarios. So it really is an integration process. Itâs not like a coaching program where Iâm holding people accountable and coaching them. It really is about changing the way you think, the way you problem solve and and the way you live your life. And that starts individually. So thereâs a big focus on the self. But once that awareness of how youâre thinking of how youâre interacting with the world, then how do we incorporate that on a personal and professional level? And thatâs what it is.
Andi Simon: Possible to share an illustrative case with the listener or the viewer to concretize what youâre saying because Iâm trying to imagine what youâre saying, and I am not getting a good imagination on it, and I donât want it to be external from us. This is something that goes inside us and is extremely transformative, if I hear you correctly. Can you give an example?
Roberta Fernandez: Yes. So an example would be one of the women that went through AHARA, she was very successful in what she did, but she was bored to tears and she was thinking she needed to change careers, but had no idea what that was. And even though she was very successful in what she did, we found in working together that imposter syndrome was a big part of her life, and even thinking about doing something totally different was just beyond her capability because of a lack of confidence.
So first we had to work on those issues. We had to clean out the closet, so to speak, of those limiting beliefs and really look at what was driving those things to begin with so that she could better understand who she was. And once we accomplished that, then it became looking at the specific tenets of AHARA. For example, you mentioned how reality, how your thoughts create your reality, how that reality shapes your life because there is no reality, thereâs a map, but we all use that map in different ways. We all experience that territory differently.
And so looking at where her focus was was really challenging for her because she didnât know what she wanted to do. So we started with having her vision, the solution. And when I talk about problem solving from the solution, what I really mean is the first thing, because she didnât know what the solution was. She didnât know what she wanted, but she knew one thing, and that was how she wanted to feel when she was there.
Andi Simon: Love it, love it, love it.
Roberta Fernandez: Because hereâs the thing: the reason why we want anything is because we think weâre going to feel better when we can have it. So even though we donât know the answer to something, we know how we want to feel when weâve accomplished it. So we started visioning, doing some visioning work with her on how she wanted to feel. And it was really interesting to see how that vision started to work its way backwards. And bottom line, what she found was she didnât want to do anything different. She wanted to do what she was doing differently. Itâs a huge idea and it made all the difference in the world.
And itâs so interesting because sheâs a mortgage broker and that industry has taken a beating lately, and a lot of mortgage brokers donât exist anymore. When I look at her website, when I look at her posts on Facebook and Instagram and social media, I see AHARA all over it and sheâs still actually attracting people that think like she does because her whole thing was in her company, she built a company, but she had not built a family, and that was super important for her. When she first started implementing AHARA, it was very much in her family, juggling her kids and her husband and all their responsibilities. And then that started integrating very much with her as a person, as a business person, and gave her a gift.
Andi Simon: You gave her a gift, didnât you?
Roberta Fernandez: Well, she gave it to herself. I have a process that helps you discover your own answers. And I think that is really essential for all of us.
Andi Simon: I have a leadership academy, I have several, and Iâve been doing them for several years. And I love taking emerging leaders, once a month, beginning to get them to see themselves as no longer those managers, but as leaders. What do those words mean? I often say that the words create the worlds we live in, and if youâre going to go from manager to leader, something has to stop and something has to start. You canât just add more on.
Yeah, well, the first session and itâs coming up, I asked them to draw pictures and tell us stories about themselves today. And then I asked them to visualize what it is they would like to see themselves become. Tell us a story about that, because I got to start them to see, feel and think about themselves through the story in their mind. And what youâre telling us, itâs a different approach, but very much the same. If I canât see it, I canât ever become it. And then we try to backward plan, small wins to begin to move ourselves closer to that. The vision changes, you know, as life gets in the way of where I want to be. It actually takes you in better places, because you can begin to see it as part of this complex thing that youâre crafting.
Roberta Fernandez: Absolutely. And I think when you look at, and this is the value that I have gotten from being a hypnotist for 12 years, the imagination, the subconscious mind, which is home to the imagination, home to your emotions, home to your rules about life and how you think. What created you as a person when you can tap into that? I always tell people, everybody came to me as a hypnotist for one reason and one reason only, and they would be dumbfounded by that. They would say, well, how will you deal with all these people with all these different problems? And I would say thatâs only the symptom.
The reason why people would come to see me is that there was a disconnect between what they consciously wanted and what their subconscious mind believed was possible. And inside of you, the one thing that I am absolutely sure inside of each one of us are the answers. We just canât connect to them. And thatâs the bridge that I played as a hypnotist. And I learned so much about human behavior and how the mind works and how really simple those answers are. Once you can get clear.
Andi Simon: Pretty, pretty cool stuff, huh?
Roberta Fernandez: It is. Yeah.
Andi Simon: So now, how are you building? This is a new line of business for you. As if itâs not quite a startup, but it is the next step in it.
Roberta Fernandez: You know, itâs new and itâs old because this is really the same work that I did in the corporate sector. I just did it on larger scales, right? I would have large training sessions and that kind of thing. So AHARA, any of the group ones are 12, we limit it to 12, 8-12 people at the most, but still more than one-on-one, because I also realize when weâre looking at it professionally, having a variety of opinions and ways of applying what youâre learning is so very important because people ask questions that I never would have thought of. And thatâs a learning experience for me. So I love the idea of working in small groups, but it really is the same thing I was doing before. Iâm just packaging what Iâve learned from several careers, actually, and putting it all into one tool, if that makes sense.
Andi Simon: I think thatâs wonderful. So itâs not a startup, itâs a restart instead of branding. Itâs a rebranding. But it is your skills, well-honed in your expertise and experience. This is not an imposter syndrome stuff. This is a woman who has had a great experience listeners might benefit by and do it in a very different way.
I canât tell you how many times I became an executive coach. I donât sell it, but often my clients need it. And so I go from consulting into coaching, mostly to become a listener and to help them get some perspective, but itâs amazing to me how without that, people have a hard time thinking. They have a hard time doing and they need to somehow, I wonât say the word vent, but to express the dilemmas that theyâre facing.
And often itâs well beyond what you ever could have imagined and sort of like, Iâve had some clients and theyâve had family issues, and we get on a phone call or a Zoom for a business conversation. We never get to the business, the whole people and the combination of home and work sometimes just need a hand, you know? Letâs see if we can help you rethink what youâre doing and move forward some way, right?
Roberta Fernandez: Yeah. You know, I remember when I was young, there was the attitude of, you have to leave your problems at the door when you get to work. And no, that was a thing, right? Youâre right.
Andi Simon: I am the same age. It was exactly. Absolutely.
Roberta Fernandez: And itâs impossible. Itâs like saying you can separate the body from the mind and the spirit. You canât. We are a whole package deal. And how we are personally definitely impacts who we are professionally. And we tend to think of ourselves as a different person when we walk in that door. And that is not the truth. It is not the truth.
And what is really cool is when we realize that and we can learn how to integrate these processes as part of who we are, we become more efficient in both our personal and professional life. And so when I was rebranding myself as not just a consultant, I really was specific and intentional in saying a personal and professional development consultant because theyâre inextricably connected.
Andi Simon: And if you can structure a process for yourself of moving between roles, I often tell my clients that life is like theater. You donât see it that way, but itâs just another metaphor. And in each place you are, youâre playing a role, sometimes well-honed, in others not. But I used to find that when I came home from business and my two kids were there waiting for time, Iâd say to them, mom has to take a shower first. And I took the shower, I sat on the floor outside the shower, and I took the shower as a quiet downtime to move from business to mom.
And then I came out as a mom, and I vividly remember saying to myself, this is very healthy for them and for you because as you walk through the door, youâre still there and now you have to come here. The mom and I never quite tried to master that, but I remember having to because it was intense, both the business side and the mom side and being a professional person, you know, it was always managing a blended life. You had to figure out how one person could keep shifting rolls. And I remember we had one party for one client and it was on my birthday. My daughter came with me, and it was with great pride that I showed her off and brought her in. It was okay. So I think that these were complicated critters, and I do think itâs time that more people need them.
Roberta Fernandez: Absolutely. Absolutely. Yes. So I think I agree with everything that youâre saying, Andi. And I think if the audience can really take something away from this is that, really exploring, you mentioned that youâre a neuroscientist. My daughter is a neuroscientist as well. And we have very interesting discussions as a hypnotist and a neuroscientist together about how the brain works. Itâs really important to understand that; you mentioned earlier the brain has to be efficient.
And so the majority of things that we do day in and day out are just habits. Itâs something, and our thoughts too, just thoughts. We keep thinking over and over again but change is possible because it just is. And the way itâs possible is by becoming aware of how we think.
And when I look at the acronym of AHARA, A Higher Awareness leads us to Realize our Abilities, because we cannot fully realize our potential and reach that potential until we are aware of who we are, how we think, and how we navigate this world. And once we can tap into that, then the sky is absolutely the limit.
Andi Simon: You almost answered my question, which was, Roberta, tell the listener one or 2 or 3 things you donât want them to forget. That sounded like the one.
Roberta Fernandez: Oh, itâs one.
Andi Simon: Yes it is. You know, because weâre about ready to wrap up. Is there a 2 or 3 you can add to that, or shall we just end on that note?
Roberta Fernandez: I think hereâs how Iâd like to end it. If you look at any great artist or scientist or inventor or just a highly successful person in general, theyâre going to tell you that changing how they think, how they process, and how they see things differently than anybody else is what has contributed the most to their success.
Andi Simon: Good. So now we have a great podcast to share that you can change. It is painful. The amygdala really hijacks most new ideas. The habits make you efficient, but not necessarily productive. I love the story of the woman who wanted to stay and do what she did, but do it differently to add real value to herself and others.
And change is painful. But it happens. And I also love the fact that when youâre understanding that the words we use create the worlds we live in, sometimes we have to shed some ideas deliberately. And I like the idea of doing it in groups of 8 or 10, so you can help each other stay on course and not fall back. Because sometimes we fall back, even though we really donât want to.
We donât even see ourselves. Itâs just the old habits rising to the surface. Oh, weâre complicated humans. God, if only it were easy but thereâs progress. Now, remember, Judith Glaser does great work with conversational intelligence, and her stuff about the brain literally changes when you hear stories like weâre telling. So just so you know, listeners, you listen and your brain is adapting to what youâre hearing. Your story is changing, and thereâs actually DNA thatâs gone through a transformation there. Maybe.
But I love the idea that this is casual and outside of us, but comes inside of us and begins to be transformative, like your work. So absolutely, Iâm going to say itâs time to wrap. I always love our podcasts. This is a great one. Iâm so glad you came to me. I donât know where, serendipity and there you are, but itâs been a great conversation about things that I sort of knew, but I didnât know a lot about for our audience. Thank you for coming. Itâs always a pleasure to help you see, feel and think in new ways.
Remember my new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success is on Amazon, Barnes and Noble and elsewhere, and I think that itâs a time for us to begin to understand how change is possible, and we should be changing. The joy of writing this book is that 102 women want to share their wisdom with others so you can thrive in business as well. And that is a very big change. When you read those stories and look at their wisdoms, you go, oh my gosh, thatâs a great point. I can do that. Not the least of which is serendipity is a great way to start the day, and we have been serendipitously happy today.
Goodbye my friends. Thanks. Send us your emails at [email protected] and we will bring more great people onto the show. Goodbye again. Bye bye. Have a great day. Thanks, Roberta.
Roberta Fernandez: Thank you.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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Roseann and Clara SunwooâHow Did Roseann And Clara Sunwoo Build A Successful Womenâs Fashion Brand? POSTED ON JANUARY 20, 2024 Hear how a great idea and hard work made this dynamic duo succeed
This is one of those amazing stories that youâve heard 100 times but it never ceases to make me smile. Clara Sunwoo and her husband came to the United States from Seoul, Korea in 1975 with two suitcases and $1,000. Now, 49 years later, Clara and her daughter Roseann are riding the wave of the very successful fashion business they built together, ClaraSunwoo. I have one of their jackets and I love it. I am honored that they are part of our book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and myself, and even more honored to bring them to you today. Enjoy.
Watch and listen to our conversation here Wisdoms for entrepreneurs from Roseann and Clara Sunwoo: You need to be fearless. All the women out there, if you are having second thoughts or you have a great idea, donât wait on it. Give it a try. Learn as you go. We saw a need and we filled it (very Blue Ocean Strategy!). Just take that leap of faith. A lot of women in business, or women who want to go into business or become entrepreneurs, have fabulous ideas, but think they have to have all the certificates or degrees. You donât. Sometimes I would be the youngest female or the only female in a meeting. We as women really need to empower ourselves and get to another place here. The way you get through the tough times is with the people that surround you. Go with your gut in the beginning and take those risks. Data is so important. Pay attention to what it is telling you. Really love yourself. Never say youâll never do something or never say no to something, because you might find youâll be surprised.To connect with Roseann and Clara, you can find them on LinkedIn, Facebook, Twitter, Instagram, YouTube, Vimeo and their company website Clara Sunwoo.
Want more on how to succeed as an entrepreneur, especially as a woman? Start with these: Marsha FriedmanâHow A Woman Entrepreneur Took A Little Idea And Turned It Into A Big Business Amanda ZuckermanâHow To Turn A Big Idea Into A Huge Blue Ocean Success! Finding The âHoles in the Cheeseâ To Build A Successful Business! Meet Kim Shepherd Stephanie Breedlove: How Women Entrepreneurs Can Think Bigger, Build Sustainable Businesses, and Change the World Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored with Edie Fraser and Robyn Freedman Spizman Our website: Simon Associates Management Consultants Read the transcript of our podcast hereAndi Simon: Welcome to On the Brink With Andi Simon. Iâm Andi Simon, Iâm your host and your guide. And as you know, my job is to get you off the brink. We want to bring you people who are going to help you see, feel and think in new ways. Because itâs only when you see something and you feel it that your brain can start to think about, how can I apply this? And how can I do it in a way thatâs going to help me soar? And thatâs what we love to do.
I have today two marvelous women who are going to help share with you their own journey. And when you listen to their journey, youâre going to go, oh my, if they can, I can. And what kind of wisdom have they brought to their whole industry of womenâs fashion? I met Roseann and Clara Sunwoo as I was doing our book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success. And their pages in here are just gorgeous.
What we did was, we collected the wisdoms of 102 women, and Roseann and Clara came to us, I think, from Robin Spizman, one of our co-authors, and we were so excited to share. So first, I want to tell you a little bit about them. I want to thank them for joining us. Itâs going to be fun to really dig into two creative women who have built something unusual. Iâm wearing their jacket today and their blouse and their pants and I wear it all the time. Itâs so comfortable and it looks good and itâs really designed for me without them knowing me.
So who are they? Clara Sunwoo, the name of the company that they founded. They make clothing thatâs strong and feminine and every day ready. Itâs true. Since 1997, Clara Sunwoo and her daughter Roseann have worked together to create timeless designs that fuse classic styles with modern edge. And this fabric is really fascinating. Youâre going to really understand it as they talk about it. Their goal is to have women not just look, but experience and feel edgy, empowered and beautiful. Yes I do, itâs so much fun. Weâre a cross-generation ageless lifestyle brand. Every design they create must be wrinkle free, travel friendly and effortless.
They know me. Iâve already got 3 million miles on American, over 100,000 this year alone. Every week on a plane. You need clothes that move with you. So today weâre going to hear about their journey, because I do think itâs a journey that is going to inspire you. Itâs going to absolutely celebrate what theyâve done, but elevate what you can do and educate you about how to think about whatâs happening and what change can bring to you and your brand or your business. Roseann and Clara, thank you for being here today.
Clara and Roseann Sunwoo: Oh, thank you so much for having us. Weâre really happy to be here.
Andi Simon: I canât tell you how, and itâs really fun to share them. Everytime I see them, I go, oh, this is so much fun. Please share your story because itâs a very touching story. It touches my heart and I donât want to share it for you. Please.
Roseann Sunwoo: So one of the things I really want to let everyone know that is listening is we did not go to fashion design school. Weâre not from that background. My mother and father came to the United States from Seoul, Korea back in 1975 with two suitcases and $1,000. $1,000. So you can imagine with $1,000, youâre not buying much. Then I was born and I remember I became an unknowing apprentice in the family. So I know, mom, we have a lot of photos in the family. Weâre wearing the same watermelon prints as children. We would make everything. We made curtains, pillowcases. We were hands on, and it really came from necessity, the talent to make things, to use your hands. We were not going in a direction, going into fashion in any sense. However, we were making clothing for friends, family or for ourselves. And a lot of people would ask you all the time to make clothing for them.
Andi Simon: My motherâs mother came here from Russia through England to here, and she was a seamstress, not an uncommon job or career. Iâm not sure she thought of it as a career. It was what made enough money for her to raise six children. So I fully appreciate this. As you were making clothes for others, what did you discover?
Roseann Sunwoo: They were gorgeous, like all shapes and body types. What we noticed is, the fashion industry, and we were feeling the same thing, they put us in categories. I felt like women had to, if youâre this type of person or this age bracket, you must look like this. And it was really tiring and it was really just in our minds, weâre very modern and weâre very forward thinking. And it seemed backwards to us, and it was really frustrating to try things on where things were ill-fitting.
I think what weâre known for as designers is the perfect fit. Weâre both perfectionists, weâre very detail oriented. And itâs the subtle, the subtle work that we do that really just, things drape well and we understand the body, the form, really well because we work with so many different body shapes, so many different women. And it really allowed us to understand how to design better. And also we knew who our audience was. We realized there were so many women out there that were feeling the same things we were.
When we talk about an Ageless Lifestyle Brand, we have so many different types of women wear our collection, and itâs really about how you put it together. And I want to go back to the way you feel. Looking good is wonderful because itâs going to make you feel good when you look good. But itâs really the feeling, the empowered on the inside. And when you wear fabrics that let you move and breathe and you feel really comfortable in it, but itâs high fashion because weâre not cutting corners, I think thatâs going to empower women, and itâs going to make them really elevate in so many ways. I think thatâs important. And thatâs our main reason for creating the line. We did it in 1997.
We started with a capsule collection. There was a lot of risk because we used our life savings. I think we said, I had approached my mother and I said, why donât we create a very tight collection, debut it at a tradeshow and just see what happens. And I was actually possibly heading towards law school, being the good immigrant child, everyone expects you to go to law school or med school, thatâs what happenss. That was my parentâs dream back then. But I made a U-turn, and Iâm so glad we did make that U-turn.
It was very, very nerve wracking because trade shows are expensive to do. But in the beginning, you learn as you go. We did not come from the business background, the fashion background. It was winging it a little bit. And I want to talk about this too. I think a lot of women in business, or women who want to go into business or become entrepreneurs, have fabulous ideas, but I think they never get to the other side until they feel like, I need to learn everything. I need to make sure that I have this degree, this certificate, and then once I get there, Iâm going to jump to that other side.
I think in reality, it doesnât work like that. I think there are certain things that you need. You need to get those licenses and certificates. But for many to jump, to start your business, itâs a little bit of just taking that leap of faith and the hope, and it does go back to hope, where obviously our back was against the wall and we were hoping that this would work. And it did.
Andi Simon: You know, I often talk aboutâŠIâm an anthropologist and I love to talk about taking observations and turning them into innovation. At the time, were you already seeing what you know now about the clothing industry? I can fully appreciate how the clothing industry categorized women and made clothes for particular clients without any larger philosophy, because what youâre talking about is a very different philosophy than something for a 50 year old or for a 30 year old. I mean, you were talking about being able to travel with it, feeling flexible, letting them feel goodâŠwas that early in your observations about this or did it come with time and maybe both?
Roseann Sunwoo: I think it was actually early on because it started with just ill-fitting things. And you know, if we give it more shape. It made us happy to give shape. We noticed a lot of women were wearing, if they felt uncomfortable with themselves, they would wear larger, looser pieces. And we saw that that wasnât helping them. And they could have fun with fashion.
And I feel like fashion is, thereâs a sense of joy when someone feels, thereâs joy in that. And we really felt some of our best moments where women would come out of the dressing room and theyâre almost in tears. And when you feel and experience that, we realized we had something to share. And it made us feel really good.
So I think it started off with fit and seeing that joy and then really understanding thatâŠI think also women and business at that point, I remember being in a lot of meetings as I was working with different companies, sometimes I would be the youngest female or the only female in that meeting. I noticed that. I started to realize, we really need to empower ourselves and get to another place here. This is not, especially in the fashion industry. Thatâs what I saw.
Andi Simon: I was that woman. I left academics and went into banking as a consultant, and I was always the only, the first, whether it was a boardroom or it was the C-suite and I didnât really know how to dress, I felt like it was theater. What is the part Iâm supposed to play and how do I dress the right way to fit that? What do I say?
People talk about imposter syndrome, and I said, Iâve always been an imposter. I was going into venues with folks who didnât look like me, and they didnât say anything, but you try to figure out, how do I belong, what do I do to fit in? And the clothing. Brooks Brothers was for men. And you bought their clothes for women. But you look like a man. And it wasnât me, but I wasnât quite sure what was me. And so, you know, youâre raising some important questions for women and for you who are watching or listening. Think carefully. Who are you? How do you dress so that you thrive and you feel exhilarated about putting it on? This is a great jacket. I put it on, I go, oh. Please continue. As your journey went, how did it become 3000 boutiques? Because this didnât happen overnight.
Roseann Sunwoo: No, it didnât happen overnight. But, I think we like doing things locally, being hands on. We noticed that we like to know who our buyers were. They gave us feedback. It was almost like a patchwork of boutiques where, and that wasnât something that we originally said, okay, this is our business plan and this is what weâre going to do. But we realized that the whole department store model was just not quiteâŠ.
I felt like as designers, we were going to work for them. And they were going to box us in in a way where we have to design for what they were looking for during that season. And I donât think, we would not be able to shine in that realm. So once we started working with all these local boutiques, a lot of it was word of mouth. We also had a lot of celebrities find our collection. A friend, they were shopping at a boutique, they would get gifts that led to a lot of big surprises. And Iâm going to mention, we were on Oprahâs favorite list not that long ago. And actually they did a commercial on us, which was amazing. We had a Today Show segment. Weâre in this book, Women Mean Business.
We are so lucky. We work hard and weâre always, I think we donât know how not to work because thatâs who we are, we love what we do. However, the consumer out there reached out to us. We didnât use PR companies. It was a very organic way of growing. And then we just grew into 3000 boutiques with boutiques in every state. And we realized that that was where we belong.
Andi Simon: Now, how do you manufacture to support 3000 boutiques? I mean, are you like Zara that makes it just in time or do you have a lot of inventory? I think itâs interesting to think about, you made a good point before. People want to be really competent before they go into something. And you illustrate that we learn on the job and we grow and prosper. You can too. But how do you do that part?
Roseann Sunwoo: So sometimes we wish there was a crystal ball. We do. And I have to say the business has changed a lot. The fashion industry has changed a lot in terms of the calendar, after the pandemic. Even department store buyers, corporate buyers, down to boutique buyers, they are buying a little bit closer to season. So the calendar has changed.
Knock on wood, weâre confident enough to have built a loyal clientele that we do tend to create our collection and maintain inventory up to a certain point so that we can be ready when the stores are buying later than the season, because you canât just turn things around overnight. Weâre always living a year ahead or a whole season ahead.
I think itâs definitely, my heart goes out to a lot of newcomers in the fashion industry, because I donât think itâs fair to expect everyone to have the merchandise. But we are very fairly lucky where weâre able to have that loyal clientele that we know that theyâre going to support us.
Andi Simon: Because to your point, itâs a challenging time, both in terms of cash flow, inventory, financing and the complexity. You didnât go to law school, but in some ways you are very analytical and lawyer-like. Are you a data person?
Roseann Sunwoo: Yes. So I believe In the very beginning when we started our company, there wasnât much data to go with so you go with your gut, youâre creating relationships, which, by the way, I think are so important because the mills and the relationships that I have made 25 years ago are the same mills I work with now.
Andi Simon: Thatâs wonderful.
Roseann Sunwoo: And itâs just so much better when you have that trust and the relationship and that history. I think thatâs how you get through the tough times with the people that surround you. Going with your gut in the beginning and taking those risks, data is so important. And now with the computers and all of the information that youâre getting, whether it be on the wholesale end or the retail end, we really need to know what the consumer is thinking. We need to know how sheâs changing, where sheâs going, what sheâs looking for.
And our data is really showing that women are starting to break away from this traditional sense of, I need to look like this because this is my age. Even 20 or, 30 year old women, theyâre starting to break away from, I donât need to wear these things, I can wear what I want, I love vintage clothes. I see a lot of mother-daughter teams just exchanging clothing. I think itâs a beautiful thing because I think women need to support each other more, through generations. Bring them up. And it should not be separated because thereâs so much to learn from each other. And I think fashion too, we shouldnât separate.
Andi Simon: And youâve also given them a way not to separate. And I think thatâs the beauty of what youâve created, because you could preach that. But if you canât find clothes that allow you to feel and look good at any age, itâs difficult to believe that you can do that. And the magic in what you have is that, I donât care whether youâre 25 or 75, this jacket will fit you and look gorgeous on you. And when you see it on stars, I go, oh, they were in the same jacket I am. So, youâve brought a life, a philosophy, that is just extraordinary because youâre living it, but youâre letting others do the same. Clara, Youâre smiling. You are a happy woman, arenât you?
Clara Sunwoo: I try.
Andi Simon: If you are, itâs really wonderful to watch you smile. Iâm curious, you have the 3000 boutiques, but I bought online. How big is your online business?
Roseann Sunwoo: So our online business started ramping up more, so I think during the pandemic. So we were focused more on a wholesale buyer. I think the world changed real fast. I mean, we had an online presence before the pandemic, but we werenât focused on it as much. However, I think with the pandemic everyone sped up with online shopping, even customers that would normally not shop online and say, I have to feel the fabrics, I have to try it on. They had to shop online at that point too.
And now what weâre seeing is the growth on the e-commerce side, on the online shops. However, our boutiques are wonderful with carrying the line and keeping in touch with their loyal customers. So at the end of the day, itâs a patchwork. And so it just keeps feeding the whole ecosystem of both the wholesale, the brick and mortar, the online, the e-com.
So weâre in a very good position right now, but again, going back to data, and I think going into e-comm, data is so important because now youâre not face to face with the customer but they can also share a lot. We get a lot of exchange and information and also just through social media. I mean, what I love about our social media, you see women of different ages, different body shapes, maybe not so much online. You could see our models.
Weâre still a small company, so we donât have the budget to have 20 different models. Weâre not there yet. But what I love to show in social media are the real women because then you can really see what weâre doing.
Andi Simon: And I think that reality takes the abstraction. Remember, we live this kind of illusion and we imagine and then when you see it and you go, oh, thatâs what that is. Because if I hadnât met you and Robin hadnât told me how great you guys were, Iâm not sure I would have been that curious about what it was. It didnât seem to fit me. And then I saw it, and I went, oh, my goodness, that not only fits me, so, now I have two jackets, two pairs of pants, two blouses, and Iâm not quite sure Iâm ready for the next one yet, but I donât have enough time to wear them all.
But it is exciting to be part of something, and I share that with you, because now I donât feel like Iâm buying a thing, Iâm buying part of us, and that collaboration, that sense of celebration is really so very exciting. I am curious and Iâll be satisfied with my curiosity. How did you come up with this fabric? Itâs not leather.
Roseann Sunwoo: No, itâs not leather. And a lot of women donât like leather. I personally donât either. Itâs very restrictive, itâs stiff. So what you are wearing is a special fabric we had invented, and we call it liquid leather. And liquid leather really feels like, itâs a knit. Itâs very soft. Itâs butter soft. Itâs stretchy. Itâs so lightweight and thin that you can actually roll up your jacket and put it in your purse. I know that it almost looks like a leather blazer on you right now, but itâs very lightweight.
We spent a lot of time trying to invent this fabric because we felt like leather, or blazers and jackets, itâs a sign of a woman thatâs empowered, at least to us. Itâs a very powerful jacket but we donât like that stiff feel. And again, thatâs very masculine. And I felt like we could take that idea, invent something that was so just feminine and comfortable and travel friendly and let women feel empowered because when you put a leather jacket on or a blazer, thereâs this, at least I feel something, I stand differently. I think itâs a sign of empowerment. And I love the fact that, itâs made for everyone.
Andi Simon: And it travels. I swear it travels amazingly.
Roseann Sunwoo: You could put 50 of those jackets in a carry on.
Andi Simon: Yeah. And, it comes out looking perfect. And I went, this is really amazing, amazing, amazing. So thank you for satisfying my curiosity because I did have to figure out how you do this. Itâs not leather, it looks like leather. It feels like that blazer. I love to wear it. Do you know many blazers Iâve worn over my lifetime? It truly is part of my style. Pair of gray pants and a blue blazer and youâre ready to go.
Roaseann Sunwoo: We call it the new modern cardigan. And thatâs how women should think about it. Itâs like, do you grab a cardigan when youâre chilly at the office? Or if youâre out to dinner or youâre at the movie theater? Iâm always kind of cold with the AC. This is something that you could just pull out of your bag. Itâs very light.
Andi Simon: So I want to wrap us up because Iâm about ready, but before weâre gone, you wrote something really wonderful here. I donât want to lose it. In our book Women Mean Business, you write: âThe modern woman is ageless and fearless.â What a great view. âAnd the fashion industry must not categorize her. We are obsessed with changing the way women think about style and comfort. Our mantra: to make women feel good and spread joy, one woman at a time.â
It captures the power and essence of who you are, how youâve come from an immigrant with $1,000 in your bag and turned it into an amazing experience. And I donât think youâre done. Do you see much in the future thatâs going to be coming soon that we should pay attention to. And then we can wrap us up.
Roseann Sunwoo: I donât think weâre done either. I think the creativity that we have, I think we just got started because we feel the energy. The women now, I feel like theyâre finally understanding what weâre doing. And I think weâre on the same page now, and thereâs a lot of women, like, itâs not just a brand to shop, but itâs like, join the club. Itâs a mentality.
Andi Simon: Donât lose that thought because you pull us into belonging, to the next stage in our personal lives and your design. So I think youâre absolutely right. It isnât the end. Itâs the beginning of the next phase. And this is a collaboration thatâs going to be very exciting. Okay, my dear friends, one or two things you donât want our listener or viewer to forget because they always remember the end better than the beginning.
Roseann Sunwoo: Well, we both think that you need to be fearless. All the women out there, if you are having second thoughts or you have a great idea, donât wait on it. Think about what you can you lose? If itâs not grave, try, because you donât need to know everything to start.
The other thing is, really love yourself, find joy in fashion and donât let people categorize you because every day could be something different. Iâm a big believer of, never say youâll never do something or never say no to something, because you might find youâll be surprised. And I do want to say, if you do want to look for our brand online, please head to clarasunwoo.com. And we are so happy that you have invited us for this podcast and this is a great time. Thank you.
Andi Simon: Itâs a great time and Iâm happy to be part of your club. And so send me a little membership card because I think that the clothes are transformative. The book that we wrote was to celebrate and elevate women. I am so delighted that I had the opportunity to meet you and to share you. You really are taking women off the brink and helping them see, feel and think in new ways so they can soar. It is fun and youâre also smiling a lot, which I think is great.
Iâm going to thank you and everyone for coming today. I do want to recognize the fact that Women Mean Business, the title of our book, is a trademark owned by the National Association of Women Business Owners, who have really done an amazing job helping women business owners grow, thrive, and build their businesses together. So I thank them for the opportunity to use the title for our book, Women Mean Business. It has been a pleasure.
For those of you who come, send me new people to bring on. I have no shortage of a line out the door, but I always love my listeners to come and send along people they met who they thought are worth listening to. As you heard today, the journeys are all very important because they open your mind to what you can be. All my books are on Amazon, Barnes and Noble, and I would love you to give me a review on Amazon if you really love it, because itâs great fun to share it and Iâm a sharer. Been a pleasure. Thank you for coming to On the Brink. Iâm going to say goodbye now and have a wonderful day. Bye bye.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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Hear about perseverance, pivoting, and putting yourself out there
In todayâs podcast I bring you Gemma Toner, former media and telecommunications innovator and one of the 102 amazing women leaders featured in our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and myself. Gemma and I talk about not being afraid to take a job or head up a project even if you think youâre not 100% quailified. Believe in yourself and offer yourself as a smart person who can growâthatâs when amazing things can happen. Listen in!
Watch and listen to our conversation here 8 takeaways from Gemma for your own journey Just start. And then keep going. This the best advice Gemma received from one of her mentors. Everybody makes mistakes. Learn and start again. Find people that are like you that can support you, in good times and bad. We all need a support team. Donât forget where you came from. Remember your roots. Be open to lateral moves. There are many ways to build your career. Even roles you donât like can lead to great opportunities. Sometimes you donât know what you donât know. Be open and curious. Share your wisdom and experiences with other women. As you rise, lift others. Donât let setbacks limit you. Handle the disappointment, learn as much as you can from it, then let it go and move on.To connect with Gemma, you can find her on LinkedIn, Facebook, Twitter, Instagram, YouTube, and her company website Tone Networks. You can also email her at [email protected].
For more on becoming the best you can be, here are some of our favorite podcasts: Elizabeth RosenbergâCan An Extraordinary Coach Bring Out The Unseen Beauty In Your Strengths? Jodi Flynn Takes You From Dreaming To Doing Shayna BergmanâHow To Identify Your Values And Live Them Every Day Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored with Edie Fraser and Robyn Freedman Spizman Our website: Simon Associates Management Consultants Read the transcript of our podcast hereAndi Simon: Welcome to On the Brink With Andi Simon. Iâm Andi Simon and as you know, Iâm your host and your guide, and I love doing podcasts so that you can see, feel and think in new ways. Why is that important? Well, these are very fast changing times, and regardless of who you are or where you are, something is pushing against you a little bit and youâre not quite sure. Do I like it? Donât I like it? Most humans hate change. It creates pain in the brain. But itâs time to change. And the sooner you make change your friend, the more happy youâre going to be.
My job is to get you off the brink. So today I have an amazing woman here. Gemma Toner is a fabulous woman. Sheâs part of our book Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success. You can see behind us, and Iâm going to show you her picture. And each of them provide five wisdoms. And what I love doing is sharing their wisdom on the podcast because sometimes it comes alive even better. Gemma, thank you for being with me today. Youâre smiling, I love you.
Gemma Toner: I am so grateful to be here. Thank you.
Andi Simon: Gemma and I are going to have a great lunch after our podcast. But first we have to get through our podcast. Let me tell you about her so that you, our viewers and our listeners, know why you should listen up because itâs important.
Gemma is a media and telecommunications leader known for driving innovation. In 2017, she created Tone Networks. And weâre going to talk about Tone today as a SAS microlearning platform designed for early- to mid-career women. Although as I looked at them, I think itâs for all women to stay in advance in the workplace. Sheâs been a board member of publicly traded companies including Sandvine, and is currently Co-Chair of the Women Business Collaborative.
Before founding Tone Networks, Gemma held executive positions in media and technology for AMC and Cablevision Media, running the fastest ISP in the country. Weâre going to hear more about that in a moment. Sheâs been granted patents for data analytics, and she proudly serves on the board of the global humanitarian organization Concern Worldwide. Donât you love that bio, audience? I think this is a wonderful time because you had that great article in February of 2023 about The Great Breakup. So here youâre going to hear about Gemma in the corporate world and then founding a new company to help women do even better. And this is something that is extremely important to me and to her. Tell us about your journey. How did you get into corporate? What was it like?
Gemma Toner: All right. Let me tell you about my journey, because it is not one that people immediately think of or hear. And that is that. I think of myself as a mother and a wife and a business person, a technologist, and Iâm a data geek, but Iâm also an immigrant. And thatâs important because itâs such a strong part of my identity. And itâs also kind of driven me throughout my whole life. And so you ask how I got into corporate? Well, Iâll tell you.
My parents immigrated from Northern Ireland when I was about 4 or 6 months old. When youâre an immigrant, and this was back in the 60s, your family actually became your friends. And at least for our family, we were packed up every summer and spent time with all our family that my parents had left back in Ireland. So I have this kind of bifurcated life which sometimes I didnât always appreciate.
You ask me again how I got into corporate. Well, I kind of looked at my dad and saw what he accomplished, and I was the oldest in a family of three girls. I thought, well, Iâve got to do better because he came here literally with nothing. He had very little money, very little education, but he had the dream that the American dream was possible. And you know what? It really was for him. And he became wildly successful here in the United States. So I had some big shoes to fill. And my dad didnât go to college.
So the first step for me to get to corporate America was actually to get to college. And so I did. I got into Villanova and had a great experience there and ended up studying accounting. That wasnât necessarily the most strategic. I happen to be really good at it. I happen to also be one of the few women in the room, and I didnât mind that. So it was a great school, great experience. And I popped into corporate America and my first job was at a great company now called Ernst and Young. And I got to spend a lot of time at Time Inc. and again, this was again for this immigrant girl, this was corporate.
America was not something I grew up with. I did not know about mentors or sponsors. I didnât even know that those names or terms existed. I certainly didnât know anything about networking. But what I did know was that, keep your head down and work really hard. So I got to see corporate America kind of in its heyday. When youâre working for those types of firms, you actually get to see the world at a pretty high level, even though you might be doing pretty mundane things as an entry level employee.
But what it turned me on to and what Iâm very grateful for was I got to really learn about the media business. And I realized pretty quickly that, Hey, this is actually where I want to be. And so I came home to my father, who had worked so hard and given us so much opportunity and said, Dad, I really donât like this accounting thing very much. I think I want to try something else. And he said, Gemma, you can do anything. And he didnât make me feel bad that I had just spent four years studying accounting, which is a great degree. I highly recommend it. Working at Ernst and Young was a great experience. But, it was time for me to make the jump.
Youâll hear often in my career, I kind of jump off cliffs and eventually fly. It doesnât always go seamlessly, but it happens. And so I jumped. And so it wasnât easy to have someone to have a media company hire an accountant, because certainly they didnât think I had a marketing background and I didnât, but I was entry level. And so it was a great time to kind of jump in and make a career switch. So I was fortunate enough. I actually started out at a company called Rainbow Advertising. So I got to see the world of advertising. And then I landed this fantastic job working for a woman. Her name is Katie McEnroe at AMC Networks. And that was where I had that first moment of: I see her, I want to be her.
Andi Simon: Ah.
Gemma Toner: And she was president of this network. We were in heavy distribution and marketing mode. And it was run by Josh Sapan at the time, another fantastic human being to work for. And it was probably one of the best experiences I could ever have. I got to see so much. I got to do so much. We were all so supportive of each other. We were very aggressive, but in an okay way, at a time in the telecommunications industry where it was really a bonanza of creativity and technology and distribution, it was just all these new things that were coming out.
And so from there, that was sort of how I landed in corporate, and then towards the end of my time at AMC Networks, I got really fascinated with this thing, Iâm going to date myself a bit, called New Media. And I was always a bit of a geek. And, you know, I love computers and machines and things like that. And so I was able to persuade my boss at the time to create a new job, which was, how do we create content for this new medium, the internet. And more importantly, it wasnât just about the internet because this was, again, where you had to dial up. It was really about this next thing that was coming, which was high speed data, which most people didnât even know the name of.
So I got to create content. We learned, we made a lot of mistakes. I learned very early on that the programming and the content had to be really short. And this was way back, like in 2000. We knew it needed to be short. So we made a lot of mistakes along the way. But it was a great ride, and I share that because that transitioned me to yet my next gig, which was, I got asked to interview for this job working at a company here in New York called Cablevision to run this fledgling product called Optimum Online. And at the time it had a lot of optimism. And the CEO of Cablevision and President wanted someone that had a really good branding background. And if thereâs anything AMC Networks can do, it really teaches you how to brand and how important it is and to understand your audience. And all of that will follow through as we talk about Tone Networks.
So anyway, I was fortunate enough to land the job, and at the time, Iâll just say, so for anyone that ever has had this experience, I landed the job, I got married and then ended up becoming pregnant all within like three months. So I thought to myself, what in the world have I just done to myself? But I did it. So I jumped again, jumping into a big cliff or off a big cliff. And it was probably the hardest job Iâve ever had. You know, it was, now I was working at a cable company. It was heavy in the technology space. We were also in a place where people didnât know what high speed access was and they kind of liked that old dial up sound. So it was quite a challenge.
But it was really the beginning of a fantastic career journey at this cable company because not only did I get to be a part of launching and building that, but I also got to be a part of launching other new technologies at the company, namely Optimum Voice. I got to be a part of that team, as well as Optimum WiFi and then again at Cablevision. It was very entrepreneurial, even though we were a publicly traded company. It had great visionaries at the top and mentors.
Quite honestly, I got picked to solve a problem. And the problem was, Here we were, this company that had all of this data, and this was again early, before it was even called big data. And what could we do with it? How could we monetize it? How can we make products? And so I got to do something that I never in my wildest dreams imagined I would do, which was to run this data analytics team. And they were brilliant. And, again, it really speaks to you may not have to know how to do it. You just need to know how to lead and have some vision.
Because truly, Andi, you and I were talking about one of my main criteria was, I needed a social anthropologist. We needed to understand what all this data and behavioral data meant. But we had data scientists. I mean, it was just an extraordinary time and we ended up creating new products. We ended up getting some patents. And so that was really my life in corporate America. And it was a wild ride. It was not easy, I want to be really clear. I think so many people come on podcasts or do media and interviews and they donât share that. It was hard. It was really hard. I cried a lot, I want to be honest. I cried myself to work some days with the pressure and everything that was coming at me.
But, you know, I think one of my mentors always said, keep going. And I think that is something that I want everyone to remember. Just keep going. Keep going through it. Youâll get through it. And so I stuck with it. I had this great opportunity, and then I had something very personal happen. And that was, a very good friend of mine who I had watched struggle with colon cancer for five years, passed away. And I went into the office after she had died. I watched her fight day in and day out for another day with her boys. I had this great gig. I got picked for the really cool stuff. It was the hard stuff. But I loved the hard stuff. I had an executive coach. I got to go to Stanford. I lived 20 minutes from my job. You couldnât have asked for a better dream job. But I walked in and I was like, Iâm done. And I didnât know it was very emotional. So I wouldnât say, go do this, but I did. So Iâm just being honest and vulnerable. But, I came home that day and I spoke to my husband and I said, I donât know what it is, but itâs just not this anymore. And so I retired.
When you retire, when youâre kind of at the top of your game and you have a really great gig, people look at you funny. So again, I will let you know that people are like, Why are you leaving right now? You know, here you are a woman, youâre at the top of it, it didnât make a lot of sense. But what I knew inside was that I needed something different. And thatâs all I knew. I did not have a strategic plan, so I recommend others have a strategic plan. Mine was a very emotional decision, but I also needed to take a break.
And so what I did was having had an executive coach, which is truly life-changing and transformative, I knew enough about myself and my own neuroses and my A-type that I am, that I might squander this gift that I had given myself, which I thought was retirement. And I thought, I need to have my executive coach help me through this because the last thing I want to do was to lose this time worrying about whatâs next and not use it. Iâve worked for as long as I can remember. Well, we had monthly meetings, and she really helped me keep on that path of taking this time for yourself, rediscover yourself. I also had a girlfriend who gave me a book, which I highly recommend. And BrenĂ© Brown, if youâre listening, I want to be your best friend, which is daring greatly. And it was really about vulnerability. And that really resonated with me because I did not grow up in an environment where I felt I could be vulnerable. Making vulnerability equate with courage really spoke to me. It really sung to me.
And so during my retirement, I got asked to be on those boards, which was fantastic. And I have another story which will take way too long, but it is about saying no. So weâll save that for the next podcast. But that was about how I ended up getting on those boards and how that snowballed, which was fantastic. And then during my, I guess you would call it a sabbatical, I got asked to serve on the Board of Concern Worldwide, and I hadnât heard of it. They were happening. They were looking for someone with a data analytics and marketing background. So I just happened to get lucky and interview for that position, and I thought this was for me, Andi. I thought, this is it. I want to give back. I need something more. Iâve done the corporate America thing and I thought, okay, thank you, thank you God, here it is. And so thatâs how I proceeded.
Now, as being a board member, I was supposed to go to Haiti and go on a trip. And at the time, Haiti became too unstable for us to go. And so that trip was canceled, and I got to speak at a womenâs leadership conference because I was able to say yes to that. And I was very vulnerable. I didnât know what I was doing. It was for women in cable and telecommunications. And Maria Brennan, who was the CEO, called me and said, You need to talk about career pivots at the senior leadership conference. I was like, Marie, Maria, Iâm in a personal pivot. Why would anyone want to hear from me? Itâs like, thatâs exactly why you have to. So I think BrenĂ© Brown is playing in my head and I think, I have to go and be brave, got to be courageous. And so I go and that blows my mind.
This is a senior leadership conference in an industry where thereâs a lot of access to learning and great organizations that deliver education. And I was like, why are these women, some of them I know, why are they who are here to talk, going to listen to what I have to say? So I said, hereâs how I did it. And I was retired. So I had some headspace and Iâm walking back to get the train home. And I thought, Iâm no different than all those women that were in that room. So what was it that made me able to make the jumps that I did? And all these super talented women are struggling, and I thought I had access. And what does that mean, access? That means, for better or worse, somehow, because I didnât know what a mentor sponsor was, I got access to a mentor, I got access to role models, I got access to sponsors, I got that executive coach.
And all of those things are scarce resources. Right at the end of the day, thereâs not enough of them. Not everybody gets that. I understand the economics of executive coaching. Itâs really expensive. And so I started to think about, what can I do about this? And I was like, Hang on, I know how to build software, I know content, I know data analytics. Wait a second. And so then I just started rocking on what could this be? And there you have it. So that was a very long-winded story of my drift from getting into being an immigrant, getting into corporate America, and then actually starting to create the idea of what a company could be.
Andi Simon: But, I mean, remember, our job is to help people get off the brink. And you are an extraordinary role model, because in many ways, it wasnât as if you had a destination. You were curious and that curiosity and trust in yourself, and you can call it vulnerability. But thatâs a word that often doesnât mean anything. So just a cool word. Just supposed to be vulnerable. Well, what does that really mean? But what you found was that if you trusted your own feelings, calm instincts, you made some good decisions. Doesnât sound like you had many detours along the way, but you might have.
Gemma Toner: Oh, I did.
Andi Simon: Yeah, I know we wonât talk about it again. I want to be honest.
Gemma Toner: I made lots of mistakes. You know, those were the highlights. You know, everybody makes mistakes. And so, again, I just like to be practical and honest. If youâre not out there swinging and youâre going to miss a lot, youâre not going to get some of those peaks, right? I think thatâs really important for us to communicate because none of this is all hard.
Andi Simon: Well, youâre talking about chance. You know, it could have been luck, yes, but life is a series of showing up. People say, How did you grow your business? I say, I showed up because who knows whatâs going to happen in the elevator when you meet RenĂ©e Mauborgne and she becomes a blue ocean strategist? I mean, the conversations are trusting that thereâs some magic here thatâs going to be, I donât know, magical. And so you have moved along without saying, I need to go help women, but you had an experience.
And I want to emphasize that to our listeners. There was something experiential that said, Ooh, what is it? I could help those women because they need to see things through a fresh lens, and have the trust that this is why they feel the way they do?
Why donât you begin your next story? Talk to us about Tone Networks because I am intrigued by how we can help women become the best they can be. I like men too, but it doesnât matter whether youâre a guy or gal. Iâve coached both. I have many of them as clients but they all come and the brain hates change. It creates cortisol that says, This hurts. Help me do it. How am I going to help you do this? Because you need to do it. We need to figure out a way for you to see yourself in a new fashion, try some new things.
So Tone Networks. And Iâm not even sure how to understand the name of it because itâs not physical. Itâs not toning you up, but it is toning you up. Um, so Iâm curious. Iâm curious. Out of it came this platform that is helping people, women in particular, become the best they can be. You share with us. How do you see it? How did you create it?
Gemma Toner: You know, itâs so funny yourself. It really is. Everything that I learned throughout that long-winded story I just shared with you really is used in the creation of this business. And so the data geek in me, how do you start a company? You know, again, I came from corporate, where I had started lots of new products. And so I knew my process which isnât necessarily what most startups do. So I was starting up as someone with corporate experience, so I donât know that I did it the right way, but I did it my way and my way was to start to really understand what the challenges women had. I didnât want to just trust my own self.
And so we went out and did research and we did primary research. We did a national study, and we asked questions like, What stands in the way of your personal and professional development? Because long before the pandemic shone a light on the challenges that women have, I was a firm believer in my personal life did not get left at the threshold of my office door, that my personal and professional life were deeply intertwined, and the technology was going to make it even deeper.
And so if we were going to solve and try to help women, I think we had to acknowledge that you didnât have clear boundaries. An example would be, Iâm just about to go into a meeting and my daughter would text me. You know, Mom, I need you. But I mean, it happens to everyone. And whether itâs a child or a parent or whatever, the gift of technology is weâre more connected. It also interrupts us in some ways. So thatâs what we really looked to solve and what we did tons of research on, and I love research. So again, this is the geeky part of me.
And what it bubbled up to were a couple of things. And it was when you asked women, all different ages, quite honestly, not just early- to mid-, all different types of women in different types of business categories. And it was this time factor. I donât have time to do sort of traditional learning. Access was made for me. I donât have time to go searching for everything and I just make it what I can. Itâs just for me, make it feel like itâs just for me. And then the last, which is sort of the saddest, but itâs a reality. It was confidence. And tucked under confidence was permission. And that whether we like it or not, the majority of women that were part of this study, and it was a statistically significant study, weâre like, I need permission to take care of me. And Iâm like, okay, so if thatâs what we need to do, then letâs figure out how we can do this.
And so that was really the beginning. And that became the pillars of Tone Networks. And so what Tone sets out to do is use microlearning. I am not a learning and development specialist. I know what it is to build products and content that engage audiences. And so thatâs really how weâve created this learning tool. Weâve created it more like you would create a media experience than an education experience. We have no textbooks because what weâre really looking to be is your TikTok for your personal professional development.
So instead of going into that death scroll of Instagram or Snapchat or whatever, you can just jump on Tone and do something good for yourself and really enrich yourself. And so thatâs really our goal. Thatâs how we make an impact. And whatâs really cool is we use technology to make it very personalized. So we ask you what youâre interested in. The last thing I want to do is waste your time because I know how precious it is, because Iâve been there and I do not want to serve you things that youâre not interested in. So if you are not a working parent, a working mom, weâre not going to send you progressive parenting videos because thatâs not respectful. We need to be respectful of your time so that if you only have 3 or 5 minutes today because honestly, you just canât breathe, you canât catch a break, itâs okay. Weâve got you.
And so thatâs really how we developed the product. But we also developed it knowing, and again I know youâre expert in this, behavioral change. And how do you know the nudge theory of behavioral change? So weâve listened to women and they say, Make it for me. Make it easy. Give me a one, two, three because the last thing I want to do is write an essay or get homework, I have a long enough to-do list. And so what we did was, we made these really short-form videos, and at the end of every video we have your Tone Takeaways, which is kind of your one, two, three. The system actually sends you positive reinforcement the next morning and says, thank you for watching. Here are your Tone Takeaways. Why not? Because Iâm being polite, but I am a very polite person. But because I want to remind you, you did something good for yourself and here you go.
You can tell we worked with neuroscientists as well. We can pull that information out and recall it. And you know what, maybe you can take that first step or maybe youâll just watch it again. Thatâs okay. Change is hard. Iâm so with you when you say that, right? It is so hard. So thatâs part of the way the product works for the end user because we were designed to be both a consumer platform and a B2B platform. Right now weâre working on the B2B front, but trust me, I want all women to get access to this, whether youâre in corporate America or not. But today, thatâs where we are.
And so what we can also do is help inform our business partners, the companies we work with, with a new data set. But this comes back to, my data geek days are anonymized. Why is it anonymized? Because if you wonât watch, my boss is a narcissist. If you know that your company is tracking you. And you know what, if you have a boss thatâs a narcissist, you should know how to handle that. And Iâm okay with that. If you donât have a boss, you have someone in your life. Everyoneâs got a narcissist somewhere. I mean, itâs just an upward trend in our society.
But the game plan here is to add value and new insights and to really be a contender. We are not looking to be your typical learning and development platform. Thereâs plenty of companies out there doing that. Weâre really looking to deliver the knowledge that you get from having access to executive coaches and experts. The really good stuff that you get deeper in your career. Why shouldnât women have that earlier? Because my goodness, it really is life changing.
And so thatâs really how we set out to do it. It was really listening to the audience talk about mistakes. I made a lot of mistakes. It took us a long time to get the format right, to get the tone right. Weâre in a good place now. I have to brag a little. We do have an NPS of 66, which is pretty darn amazing for such a young company.
Andi Simon: So just saying, are you better with an NPS?
Gemma Toner: Net promoter score? And so thatâs when you just have a simple question. You know, Would you refer a friend or family member to this? And the good news is, a majority, and thatâs a really hard number to get, of people are saying, Yeah, I would. So we have 95% of our business clients renewing. We know weâre hitting it. And I think weâre hitting it because, again, women donât have much time. And we have to really redesign and re-engineer how we run our lives, and you know how we are.
Andi Simon: You know, Gemma, Iâm listening and smiling because I share many of the same purposes and passions of wanting to take what we know and multiply it so others can rise with it. Sandra Quince says, As I climb the ladder, I lift other women with me. And I said, What a beautiful way of talking about what all of us are really interested in doing, not simply being acknowledged for accomplishments as you were and staying there, but thinking, I mean, your sabbatical was a growth period for you, but it didnât stay there. It wasnât just me on board. It was what I learned that I can now share and multiply joyfully so that I can lift others. And that is not inconsequential. And yeah, you can go speak, but when I walk out of the room at the end of a gig, as I know I want them to do one small win, you know, do an Oprah, one small win to lead you forward. But when will that be? How will I change? And it is purposeful and passionate. But youâre also having a good time, arenât you?
Gemma Toner: I am, and I have to also credit my mom and dad for, again, you know, being immigrants and coming here with not much in their pockets. I think what they instilled in us was, and I saw it, there were so many people that helped them along the way and I recognized that but I didnât know the terms. But the people that I would say helped me along the way, those mentors and sponsors, I donât forget them. And what I recognized when I had a moment to like, think and take a beat, was that not everybody gets that. And so thatâs where I think my father would always say, Never forget where you came from, always put out a helping hand. And thatâs the truth.
And so I think, it does for me, it matters about my humble beginnings and being able to help more because we live in this country and weâve been really fortunate. That means you give back. Let me clarify, Iâm a capitalist. So this is not a nonprofit business. I believe in capitalism. And I also believe capitalism is probably the most effective way to create social change and upward mobility for women. But thatâs why Iâm doing this.
Andi Simon: You donât have to justify yourself.
Gemma Toner: Itâs just, I think itâs really important because someone says, Oh, is this a non-profit? Iâm like, no, no, weâre not.
Andi Simon: You know, I met someone whoâs trying to change the way kids understand debt and itâs not a not-for-profit. Sheâs finally made herself a for-profit. And I said, Thatâs good. Itâs okay to make money and to spread it. Itâs okay to remove the guilt factor because Iâm in here for some profit. I donât quite know why weâve given that such a bad name, but I do think thereâs something else about you as a woman leading others.
People ask me, Do women lead differently? And I say, Well, Iâve had dozens of clients. And I was in corporate life for a long time. And are women different from men? Yes. But leaders need followers, and they donât follow people casually. They follow people they trust who can get them someplace together and who they believe are authentic and want to be accountable to. Do you find, youâve had some good women bosses and men bosses, and do you think that women are leading differently or are we just women?
Gemma Toner: I think it depends, and I think itâs, men, women, it really depends on the individuals. Thereâs some great male leaders. Thereâs some great women leaders. Thereâs also both not so great, so do I think I led differently? Probably not early in my career. I would say I, probably just like the female role models that I was emulating, they were leading like men. And so I would say as I became more comfortable as a leader, I definitely had a different approach. I actually sometimes, early in my career, when I was running a region, when I saw my old team, I apologized to them. And Iâm like, Thank you for still being my friend because I was really rough around the edges as a young leader. And you kind of grow into, at least I did, grow into the way you want to lead.
Andi Simon: Well, I do think that the value you brought to everyone along the entire way was your curiosity, this kind of openness to see things through. You wanted to bring a social anthropologist on because we know that out of context, data do not exist. What does all this data mean? Well, it can mean anything. I want it for myself. So which data do I have to do? And then how do I interpret it so that it makes the most sense. So itâs really interesting.
I think you and I could talk a great deal for a lot of reasons, and Iâm enjoying every minute of it. Thank you for sharing with us today. For our audience, one or two or three things you donât want them to forget? What would be some real good takeaways?
Gemma Toner: You know, I have to say, the takeaway, as much as I was long-winded is, You donât forget where you came from. You know, always look back. I also think some of the takeaways that I had in the book really are important to me. And that is, Get out there and just start, raise your hand. Even though I can tell you, most of the big opportunities I had, I was not the first choice. And thatâs okay. Itâs okay to be the consolation prize because itâs what you make of it. And they were great opportunities. Two of my big opportunities, I was not the first choice, but I hung in there and I didnât have all the skills they wanted. But, last man standing, I got it, you know? So I think thatâs really important because so many of us are just like, Oh no, thatâs over my head. No itâs not, give it a go.
I think the other is, Just keep going. Itâs hard. Letâs not kid ourselves and letâs not mislead each other with, sort of saying, itâs all perfect. Itâs not, but you will get through it. And I think whatâs really important about that is, and it does take a little time, and I didnât always do this myself, so I want to be really honest about finding people that are like you that can support you. So itâs having that personal board of directors. Itâs also having a few friends and friendly faces that can help you when youâre just having a really tough day and can also celebrate with you as well.
Andi Simon: Well, weâre people and we need others, and they need to be trusting and trustworthy. And trusting is important, that we have folks we can turn to and can I just vent? You know, itâs not an uncommon call I make to my favorite friend, can I just vent? Then by the time Iâm done, she says, You feel better? I said, Oh, that was perfect. I just needed a safe and an executive coach. But even there, sometimes you just go talk to your friend, let it come out.
You know, we had an ERG presentation the other day, for Eightfold, a company out on the West Coast, a software designing company. Really cool folks. One of the women said, you know, do women really have to check off all the boxes before they can move up? And all of us, there were three of us, said, Thatâs not how youâre going to move up. The move up really comes when you really donât know what you donât know, because you canât possibly ever have all the boxes checked. Believe in yourself and offer yourself as a smart person who can grow. And those are better words than, Am I ready? Youâre never ready then. You know, I never became ready.
Gemma Toner: And I like to remind my team, Weâll figure it out.
Andi Simon: Yes, weâll figure it out. Itâs a complex problem to solve. Thatâs exactly right.
Gemma Toner: Figure it out and just know you donât have to figure it out by yourself. You can ask a lot of people to help you.
Andi Simon: Yes, and you wonât ever be exactly right. Perfection isnât really necessary. And so all kinds of wisdoms. This is such fun. So let me wrap up. I do want to thank you, and the National Association of Women Business Owners, who owns the trademark on our book Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success. And we always like to recognize them and thank them for the use of their title for our book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success.
And as you can hear, Gemma Toner is one of those extraordinary leaders. And our conversation today was to help you spark your success. Get off the brink. Keep going. Be perfect. The books are all on Amazon and Barnes & Noble. My three books are there, with the third one, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored with Edie Fraser and Robyn Freedman Spizman. I hope you have fun with them. I actually had somebody shoot a picture of one of my books on the beach where he was reading it and I went, Oh my gosh, a beach read. I didnât know I had a beach read!
Gemma Toner: Andi, can I plug one event that we have coming up? Itâs going to be in March. Itâs a pay equity event thatâs free for all women. So all of your listeners and men are welcome. LinkedIn will be promoting it everywhere. Itâs really about getting women particularly equitable pay. And this will not be about talking about the stats. This will actually be practical tips as to how you make sure you are getting paid fairly. So mark your calendar in March.
Andi Simon: Sometime in March though, we have to come back to Tone sometime in March.
Gemma Toner: Itâll be on the day. Yeah, itâs actually, weâre just waiting to get the actual date. March 15th, something like that. Itâs on Pay Equity Day. Itâs something, again, you talk about purpose. Itâs very important to us.
Andi Simon: Despite the fact that Barack Obama signed the Lilly Ledbetter Law in January of 2009. Itâs not always true that women get paid what they should get paid for the same job that the guy is, much less at the same time. Itâs really tough. Oh, boy, we can keep going, but weâre not. Weâre going to sign off, say goodbye. Come again. Send me your favorites so I can bring them on. And I have a lot of great women and men to share with you coming up. Itâs been wonderful. Goodbye now, and thanks again. Bye bye.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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Learn how to nurture your unique gifts for a career you really love.
I bring to you today Lorraine Hariton, a brilliant women with a brilliant career who shows us that success doesnât have to come in a straight line, it can have many twists and turns. As one of the 102 women featured in our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored by Edie Fraser, Robyn Freedman Spizman and myself, Lorraine is President and CEO of Catalyst, a powerhouse non-profit dedicated to helping women thrive, from the shop floor to the C-suite, so that everyone can be successful by their own definition. What I love is that Catalyst not only focuses on how women can be effective and improve their capabilities and skills, but on changing the work environment by creating workplaces that work for women. Want to learn about the future of work? Listen in.
Watch and listen to our conversation here Key takeaways from my conversation with Lorraine Life is a journey. And that journey is to understand what your passions are, what gets you excited, what gets you up every day enjoying it. In terms of your skills, what do you have with which you can contribute the most to this world? There are lots of chapters in life. Make sure that you have the resiliency and the learning mindset to go from one chapter to the next. Life can take you in different directions, but youâve got to be a lifelong learner. Youâve got to lean into your strengths. Periods of transition can be real opportunities. Align your strengths and what you really love to do behind your passions.To connect with Lorraine, you can find her on LinkedIn.
Want to know more about women breaking barriers in the workforce? Start with these: Blog: How Can Women Overcome The Roadblocks To Building Their Businesses? Blog: Best Tips And Tricks For Women To Work In Male-Dominated Industries Podcast: Kerry Flynn BarrettâLearn Why So Many Brilliant Women Have Ditched The Corporate Ladder To Start Their Own Business Pocast: Jennifer McCollumâHow Will You Change The Face Of Womenâs Leadership In Your Organization? Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored with Edie Fraser and Robyn Freedman Spizman Our website: Simon Associates Management Consultants Read the transcript of our podcast hereAndi Simon: Welcome to On the Brink With Andi Simon. Iâm Andi Simon, Iâm your host and your guide. And as you know, because so many of you come to listen to our podcast, my job is to get you off the brink. I want you to see, feel and think in new ways so you can change, and the times are changing quickly now. I look for guests who are going to help you understand things from a fresh perspective.
Today I have Lorraine Hariton here with me. She is a marvelous person who is in our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success. And when you hear what sheâs going to tell you today, youâll know why Women Mean Business has been such an absolutely amazing experience. Every time I open the book, it sheds new light on what women are doing in business. Lorraineâs bio: Sheâs president and CEO of Catalyst. Now, if youâre not familiar with Catalyst, itâs a global nonprofit working with the worldâs most powerful CEOs and leading companies to build workplaces that work for women.
Catalystâs vision and mission are to accelerate progress for women through workplace inclusion. This lifelong passion for Lorraine has helped her build a career with senior level positions in Silicon Valley as an entrepreneur and executive, and beginning at IBM, Lorraine then served in the administration in the Department of State and developed the global STEM Alliance at the New York Academy of Sciences. She has also served on the UN Women Global Innovation Coalition For Change, the Clayman Institute for Gender Research at Stanford University, and the Forum for Women Entrepreneurs and Executives, but it is as president of Catalyst that I met Lorraine. And thatâs what weâre going to talk about today: about what organizations can do to really build workplaces that work for women. Lorraine, thank you so much for coming today.
Lorraine Hariton: Andrea, thank you so much. Itâs my pleasure to be here.
Andi Simon: Itâs so much fun. Tell the audience more about your journey because I can read the bio. But youâve had a wonderful career with a passion and purpose, and Iâd like you to share that if you could.
Lorraine Hariton: So first of all, I want to say that the career that you just talked about is very different from the career I might have imagined when I was young. Itâs gone in a lot of different directions. And I look forward to sort of talking about that. So when I was a child, my biggest influence was really my mother, specifically when she came into the workplace, which was in the 50s. She was originally a teacher. And like many of her generation, she went back. She left the workplace when she had her three children. But then she went back and got a masterâs degree and eventually a PhD in psychology, actually around womenâs sexual fantasies during intercourse. It was very controversial. She ended up on the front cover of Psychology Today, and then she had the next phase, a career as a psychologist and a lecturer out on Long Island. So she really gave me a sense that you can have different phases in your life, you can accomplish different things, and women should have independent, strong careers.
So she was a big influence. Then the other big influence on me was, I had dyslexia, I still have dyslexia. And because of that, I had certain real strengths and certain things that were limitations. I wasnât very popular. I wasnât a great athlete, but I was good in math. I ended up using that math ability to have a career in technology very early on. In fact, when I was in college â I originally went to college in upstate New York, at Hamilton College â my calculus professor suggested that I take an independent study computer science course at Hamilton College before there were even computers on campus. We just had a teletype terminal into the Air Force base in Rome, New York. But I wrote my own computer program. I fell in love with it, and it caused me to transfer to Stanford, where even at Stanford, they didnât actually have a computer science degree. Undergraduate is math sciences, math, computer science, statistics, and operations research. But it really gave me this great foundation into something that my first passion was really around: computers and the application of computers into solving problems.
So I transferred to Stanford. I got a sense of that environment. I ended up taking a job, actually, back in New York for American Airlines, doing a big linear programming model for ferrying fuel around the American Airline system. But, I decided I didnât really like just programming. I wanted to do something that was more people oriented within the computer industry. So at that time, IBM was a big place to work. It was like the Google or the Apple of the time.
So I got a job actually in sales working for IBM, and I worked in the apparel industry in New York, knocking on doors, selling mid-sized computers to the apparel industry, which was really fun. I really enjoyed it and I excelled at it. So I decided I wanted to be on the business side of the technology industry. I went back to Harvard Business School, got my MBA, and decided to go back to California working for IBM, the next level in the sales track at IBM. And there was the other reason I went back to IBM: to look into all the jobs at Harvard Business School that IBM had for women in leadership roles. It had the ability to balance career and family and a proven track record of enabling women to do that. I was really looking for a workplace where I could be successful balancing career and family, which is still the number one challenge for women in business.
And, through my work at Catalyst, I see that every day. So I went back to IBM, but eventually I went into Silicon Valley. IBM actually acquired a company in Silicon Valley. I went to work for them. And then I ended up having a career at IBM. So I started in Silicon Valley, started at IBM, and then I left them to go to become an executive at a mid-sized company. And eventually I actually did two startups in Silicon Valley. So I had a career at all these different levels.
But in my early 50s, I wanted to really do something that was more impactful. I had had a successful career there and I became involved in womenâs leadership issues because really that was a defining thing around my success and my lived experience. I initially got involved in the Forum for Women Entrepreneurs and Executives that became WaterMark. That was a womenâs leadership network in Silicon Valley. I really benefited from my relationships that I had with women in Silicon Valley. We all bonded together. We even did great trips, like we went to India and Vietnam together. I went to the Clayman Institute for Gender Research. I then decided to, after I left my second startup, to get involved in helping Hillary Clinton run for President of the United States in the 2008 cycle.
So I took all my sales skills and my business skills that I had learned, and I focused on fundraising for her. And as a result of that, I became one of her top fundraisers in the Bay area and really expanded my network. I got to know a lot of people and that enabled me to go to work for her, even though she didnât win the the nomination, of course, we all know, but to work for her at the State Department as a special representative for commercial and business affairs. And, by the way, through all of this, I had my two children. I raised my two children in Palo Alto, California. And of course, that was the other part of my life that was, is, and continues to be very important. I now have three grandchildren as well as part of that.
So that balance of career and family has always been important to me. I also will mention that being in Silicon Valley in tech in those days had a lot of challenges. And I think that is why thatâs been so important to me as the second major passion that has driven my life. This focus on women in the workplace, and understanding that I was part of the first generation of women who really came of age after the very substantial change in the womenâs movement that happened in the late 60s and early 70s, that opened up the doors for women to have real careers.
Like my mother, in her generation, you didnât have young children and work. You couldnât go into the workplace and have a career. We read about Sandra Day OâConnor recently. We know that she wasnât able to do that. Ruth Bader Ginsburg wasnât able to do that. I was part of that generation that went into the workplace that was able to look ahead and develop a career, and was thinking about balancing career and family. But we had a very, very rigid environment.
You know, when I had my first child in 1985, we had to order business maternity suits from a catalog. I could only take six weeks off because they didnât have maternity leaves. They just had disability, and when Iâve met with some of my friends and we talked about this, we all had the same circumstances, didnât have the type of environment that you have right now. So I have that perspective of wanting to change that workplace. And we still have work to do on that.
So my reason for wanting to help Hillary at the time when I had the luxury to be able to do that, was because I really wanted to see the world change in the first woman president. But not only did I pursue that passion and use the skills that I had learned through my business and for my sales career to help her, it opened up a whole new avenue for me that became the next chapter in my life for ten years, really focused on that.
So I went to the State Department, and in the State Department, it was great. I was able to travel all around the world representing the United States, help businesses overseas, do diplomatic agenda around economic and business issues. And I also launched a big program called the Global Entrepreneurship Program, which is still at the State Department, where we worked on capacity-building in countries to take our innovation agenda and bring it overseas as part of our diplomatic agenda. So that was a very fulfilling experience.
I left in 2014 because it was a political appointment. It ended and then I thought, well, I think thereâs a very good chance she would run again. So I did a portfolio career of doing consulting. I worked at the New York Academy of Science, as you mentioned, doing business development for them, and launched this Global STEM Alliance program. I launched a great program called 1000 Girls, 1000 Futures, which was a virtual mentoring program for girls in STEM.
I helped Hillary but of course, we know the end of that story and that didnât happen. And by then I was lucky enough to be recruited to Catalyst, which has been just a wonderful opportunity for me. So I joined them in 2018. I am going to be retiring from Catalyst when we find a replacement. So itâs been about a five and a half yearsâ journey at this point thatâs been really fulfilling for me because it really has aligned this great passion I have with all the things Iâve learned over my career to really make change for that organization and to really impact women in the workplace.
Andi Simon: You know, as I listen to you, and I want to stay focused on your career, but for the listener or the viewer, there wasnât a straight line. This was a journey with detours and serendipity and moments and all kinds of things that you capitalized on. Were you particularly risk averse or were you particularly adventuresome? I mean, when I take my archetype, Iâm an explorer or a philosopher, and Iâve been to 37 countries and I worked abroad many times. I, like you, donât need a structure, I need opportunity. I need an adventure. Sounds like you have had adventure through life without care about whether or not it was the end, it was onto something new. Tell the listener a little bit about how you do that? Do you do that with that particular mindset that simply says, go for it, what the heck? Or do you have to plan it out?
Lorraine Hariton: Well, you know, Iâve evolved over time. I am very planful. And in the beginning of my career, I was focused. When I joined IBM, they had a clear path for you. You didnât have to think about it. âThis is what you needed to do.â And I bought into that path. Over time, sometimes when I had my biggest bumps in my life because Iâve been fired, Iâve been put someplace else, maybe not fired, but it was a detour. Those things have happened. But, you know, out of those things, in those moments of reflection, is when I think I was able to grow the most, to really learn and reflect on my strengths and weaknesses and what motivates me and to reorient myself. These periods of transition can be real opportunities.
And in my late 40s and early 50s is when I really started to understand that what I needed to do is to align my strengths and what I really love to do behind my passions, and to let the universe help me understand what those passions are. And in fact, thatâs what Iâm doing right now, as I look to my next chapter after Catalyst. Iâm trying to open up the aperture and give myself time to evolve and think and let the universe take me in the direction, but with an understanding of what I really enjoy, where I have passion, what Iâm really good at, where I give, and even in this moment, I try this out, Iâm not that excited. Try this out, yes, Iâm really excited about it.
And yes, I find that I can do the things that I really am in the zone on, that I naturally do well and then I focus on those things. So that evolution, itâs not really a risk thing. Iâm a pragmatist. Iâm very practical, focused, like a doer, but this understanding that life can take you in different directions, but youâve got to be a lifelong learner. Youâve got to lean into your strengths. You got to evolve those is the way I found the most meaning and purpose and fulfillment.
Andi Simon: And to your point, when people say to me, how did you get to be a corporate anthropologist? I say, I made it up. And they say, you know, the imposter syndrome. I say, Iâve lived my whole life doing imposter stuff. Iâve never been fully skilled at whatever Iâve been. I spent 20 years in industry as an executive, in banks and in health care. I was a tenured professor, and Iâve been in business for 21 years now, making it up as we go along because each clientâs different, each opportunity is different. But the joy is the joy of creating.
And I think that what youâve done at Catalyst, and I want to go back to Catalyst for a moment, because I do think itâs been joyful for you, but itâs been a creative process. My hunch is, youâve brought it along in a way that has been quite meaningful for you in the organization. Can you share with us a little bit about your own thoughts about Catalyst, about whatâs happened in women in the workplace? Because this is not inconsequential. When I was an executive, I went to board meetings. There were 49 men and no other women than me. We didnât say much. We sat there hoping we could finish the meeting without getting in trouble. Itâs a different world today. What do you see happening and how is Catalyst doing stuff?
Lorraine Hariton: Well, when I came to Catalyst in 2018, Catalyst had been around almost 60 years, and itâs an iconic organization. For those of you who are not familiar, we have around 500 major corporations. We have a board of directors made up of CEOs of major organizations. I mean, itâs really a whoâs who and has a tremendous brand, but the organization itself had lost some momentum. So I was brought as a change agent. I sometimes say, it was this beautiful brownstone in Brooklyn Heights that the old lady had not been renovating as much as they should have.
So I had to do a lot of infrastructure and internal changes as well as set the strategy and the plan. Itâs really been a transformation. And weâre still transforming. The rate of change, the rate of technological change, is so great that every organization needs to move forward. And what Catalyst needed to do as an organization has changed over time. We celebrated our 60th anniversary a couple of years ago, so I really had a lot of opportunities to reflect on what Catalyst was.
Catalyst started with a woman who had been a Smith College graduate who wanted to go into business, and after her children got into school, she saw the doors were closed for her because in many cases, classified as gendered. You know, you could be a secretary, but you couldnât be a salesperson. You couldnât be an executive. Very limited choice. So her objective was to provide part time work for educated women after their kids were in school. Thatâs what she was trying to do.
Today weâre trying to help women thrive, from the shop floor to the C-suite, so that everyone can be successful by their own definition. Now, along the way, thereâs been a lot of changes in what Catalyst focused on. And of course, what happened for women in the workplace. One of the key things that changes Catalyst is a focus not only on how women can be effective and improve their capabilities and skills, but how we change the work environment. Thatâs why we now talk about our mission of creating workplaces that work for women.
So a lot of Catalystâs work is helping these companies create the environment where women can be successful. Catalyst does research and it provides a whole range of tools and capabilities to help these companies be successful, and then a lot of community and convenings to bring them together to share best practices, the need for tools and capabilities, in addition to research, has accelerated over the last ten years or so as companies really dig in to make those changes to create that environment that works for women.
So we think about things like: now we call them paternity leaves, not just maternity leaves. And in many cases in the large companies, theyâre as much as four months and theyâre trying to get men to do them as well as women. Thatâs a sea change, more flexibility. The whole pandemic accelerated this move to more flexible working, but thatâs something Catalyst has been talking about for a long time. Measuring change is really important and thatâs evolved.
Our most recent report that weâre going to be putting out shows that 93% of companies, large companies in the Catalyst portfolio, do pay equity studies. Now, even five years ago, they were not doing that. So thatâs changed. The environment has changed radically and Catalyst has evolved with it. Also the infrastructure to support the types of skills we need, the type of technology we need, has evolved with it. But you know, just to think about this, today there are over 10% women CEOs in the Fortune 500. In my early career in the 80s and the 90s, every year that they would come out with the Fortune 500, I would look and the only person who was the CEO was Katharine Graham, who took over The Washington Post when her husband committed suicide. Now she did a great job, but she was not doing it all on her own merit.
What we see is the women who came into the workplace, like I did in the early 70s, early to mid-70s, all but in the 1950s, all entered the workplace in the 70s. Those are the ones who became CEOs around the turn of the 21st century, starting with Jill Barad at Mattel, Andrea Jung at Avon, Anne Mulcahy at Xerox, followed by Ursula Burns, Ginni Rometty at IBM, Indra Nooyi at PepsiCoâŠa diverse group of really talented, amazing women were the first group who really were able to do that.
Over the last five years, weâve doubled. We now have over 30% women on boards. And in the Catalyst community, we have over 30% in senior leadership, in our membership. So what that means is thereâs a new norm thatâs a critical mass, 30% is critical mass. So we are critical mass on a lot of these measures. That is why Catalyst now is not focusing on women on boards. Weâre focusing on how all women can thrive from the shopfloor to the sweep and every level.
So thatâs an evolution of who Catalyst is. Iâve been driving that broader definition of success as weâve evolved to what really needs to be done, and also in response to companies who understand that women have 60% of the undergraduate degrees now. Theyâre graduating more law degrees and more medical degrees. We have a much more diverse population. Weâre focused on diversity. And that is why thereâs a lot of things, a lot of political issues around DEI as a word. But the fact of the matter is, companies are very committed, so they know they have to have a diverse workforce. Theyâve all got to work together. Theyâve all got to feel like they belong. And in the United States and around the world, we have to be able to work together to have a really impactful, innovative workforce. So thatâs what weâre working on.
Andi Simon: I am having such fun listening to you. And I donât know if you and I have had enough time for me to hear, or my audience to hear, how the world has changed. Remember, Iâm a corporate anthropologist who helps companies change. What I love to do is change, and what you are articulating is your own career evolved. Catalystâs whole mission and purpose have evolved, and the workplace that you are focused on is evolving into a whole new and much better, inclusive, exciting place for women to thrive. And isnât this exciting to watch and see?
Iâm not quite sure itâs going to go backwards, because I think that the pressure from talented women for new ways of doing things is going to transform the workplace. You know, how do you have a blended life, if not a balanced life. I met one person who was building childcare at the office because he knew that was the only way he was going to keep his workforce. Whatâs so hard? Why are we not paying attention to our children? You know, bring them to work and make them part of the whole culture that we have here.
And I donât think the pandemic has been all that bad. My clients that I coached during that time, weâre actually having a wonderful experience of being home and working and doing it with a different use of time and space. But itâs a really interesting opportunity for you to see that and now to think through whatâs next, a radical next. Because I have a hunch youâd love to radically change the next phase in some fashion. Itâs technology, itâs transformation, itâs new openness to it. What do you see coming next?
Lorraine Hariton: Well, you mentioned technology and I mentioned I am a technologist by training. Technology drives change now. The changes that allowed women to become part of the workforce were driven by the birth control field, the vacuum cleaner, electrification, the reduction of the need for women to stay home and do all these tasks. The knowledge worker being the key person in the workplace. And thatâs only accelerating. So we should understand we are the result of the worlds we live in.
My mother was a result of that. RBG was a result of that. My daughter is going to be a result of the environment that sheâs a part of, as well as my grandchildren. So technology is the biggest driver of those changes. We are going to be living in a world where I hope we have more flexibility to integrate career and family, and to really be able to have women really have equal ability to make their own decisions on how they want to balance their life. I mean, thatâs what weâre trying to do so that every woman thrives by their own definition of success. So thatâs what weâre working towards.
Andi Simon: You know, Iâm sitting and listening and Iâm hopeful. I have a woman I know whoâs president of a large insurance company. And we were sitting and talking not too long ago. She said, Well, let me tell you, I was a coat girl. She said, Iâd walk into Lloydâs of London with a deal, and theyâd hand me their coats as the men walked in, one after another, they thought I was a coat girl. And finally after they all had sat down, and I turned around and sat at the head of the table and saidy, Now let me tell you about the deal I brought you. And the guys all went, Oh! And she said, Do you think that will ever stop? And I said, Yes. Iâm not sure when but I guess you could have stopped it if you wanted to at that moment. But somehow the woman has to be able to comfortably say, Iâm sorry, but the coat rack is over there, or No, Iâm not taking notes today. Who shall we have as our note-taker today? How do we assert ourselves in a way that establishes a more balanced role? Now youâre smiling at me. Youâre thinking about something. What are you thinking of?
Lorraine Hariton: I think thereâs a two way street here. Catalyst has done a lot of work on this. Not only do the women need to do that, but the men need to become advocates and allies for women in the workplace. In fact, Catalyst has a whole initiative called MARC: Men Advocating Real Change. Weâre helping the men understand how they can be part of that change because I think the clearest example is, they say that women donât negotiate for salary increases as well as men. Thereâs a big pay gap, and itâs a result of this. Itâs not just the women not negotiating. Itâs the culture that doesnât enable them to negotiate.
So a woman in general is much better off with someone else asking. Because itâs like this poster that I have in the back here from an unconscious bias campaign we did which says: Sheâs not aggressive, sheâs assertive. Well, if a man goes and asks for a raise, heâs assertive and he should get a raise. A woman goes in, sheâs aggressive, you know. So, weâve got to do both of those things.
Andi Simon: I often preach that the words we use create the worlds we live in. And you just made an important point there, because the word that you use takes the same behavior and makes it good or bad. And it is very interesting because the definers of those meaningsâŠhumans are meaning makers. And if the guys are the definers of the meaning, one thing happens. But somehow weâve got to get a balance in how we think about the behavior as being. Is it assertive or is it aggressive? Well, itâs the same behavior. Whoâs defining it? And how do we then create a mirror back so the women know that thatâs the right behavior and the guys understand that thatâs not acceptable from them.
I work with some companies where I watch the guysâ backlash and I say, Why donât we collaborate on the transformation instead of becoming adversarial or resisters to it? Change is humanly painful. The brain hates it. So letâs create a new story because weâre story-makers. And if I can create a new story, then we can live that new story. But if weâre going to fight the story out, itâs going to be quite interesting.
I know too many women who have left corporate because they were tired of the story that put them in the wrong role, and they went out to launch their own business or find some other place. And so itâs an interesting time for women to see what can be done and for men to help create a new environment. Are there some illustrative cases that you can share, or are they all proprietary and itâs not possible to share them? Any kind of story that might illustrate how itâs actually happening?
Lorraine Hariton: Well, I will say there are many, many stories of success. If you go to the Catalyst website, we have tons of success stories, the stories of companies that transformed themselves. We have The Catalyst Award that we give out every year at our big annual conference in Denver. People nominate themselves. They go through an application process. It was very rigorous last year. The Hartford is one of the winners of it. They have transformed the company at every level with all the things weâre talking about, measurements. They were able to get affecting bias sponsorship programs, really changing the fundamental culture of the organization. You can listen to what they do, but thereâs hundreds of examples of companies that have done great jobs around it.
And of course, we have lots of examples. I mentioned some of the trailblazers, the Fortune 500, you read interviews, and books. And so there are many, many examples of successes, people whoâve affected the odds. People, companies whoâve done a great job of changing the culture. Itâs all over the place. So rather than name a specific one, I think thatâs good.
Andi Simon: And if people are looking for companies to work for, they probably can find illustrations at Catalyst and your website to begin to go through. And that is a real resource to be available. You know, this has been such fun. I think that weâre probably ready to share with our listeners or our viewers 1 or 2 things you want them to remember and then how to reach you if theyâd like more information about you or about Catalyst. What do you think?
Lorraine Hariton: That sounds great. I think the overriding thing to say is that life is a journey. And that journey is to understand what your passions are, what gets you excited, what gets you up every day enjoying it, and then what do you really enjoy? In terms of your skills, what do you have the most to contribute to this world? And if you can align those, thatâs what I try to do.
The other thing is to realize that there are lots of chapters in life, and you would need to make sure that you have the resiliency and the learning mindset to go from one chapter to the next and open the aperture around it. Iâm happy to talk to anyone on this call. You can go to the Catalyst website at catalyst.org if you want to learn more about the work that weâre doing. You can get ahold of me that way as well. Iâm going to be going on to my next chapter as well. So Iâm opening the aperture up.
Andi Simon: Well, I canât wait to hear about your next chapter. I have a hunch itâs going to be full of adventure and joy and beauty. And you leave behind you better places and with great purpose. Move forward. So itâs been a pleasure. Thank you for joining us today.
Lorraine Hariton: Thank you. Thank you for the opportunity. I really enjoyed it.
Andi Simon: I just think itâs a special moment to be able to go both into your life and all the work that youâre doing in the wonderful way itâs making a difference for my listeners and my viewers. Thank you for always coming. Remember, our job is to help you see, feel and think of new ways. And I think that a visit to Catalyst might help you see organizations that are already doing this and want to keep it going, and you can as well.
My books Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights, and our new book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success with Edie Fraser and Robyn Freedman Spizman are all available at Amazon and Barnes & Noble for you. It gives you a perspective both of how anthropology sees the world and helps you change, and what we see happening, particularly for women. 102 women in Women Mean Business are all here to help you change your life.
We often say turn a page and change your life. Lorraineâs chapter is wonderful. I love her little thing. Here she talks about how she navigated with her dyslexia and her principal is major. Your major is to nurture your unique gifts. And thatâs what we heard about today. Thanks again. Thanks, Lorraine. Itâs been a pleasure. Bye bye.
WOMEN MEAN BUSINESSÂź is a registered trademark of the National Association of Women Business OwnersÂź (NAWBO)
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