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Katherine Gyolai With Katherine Gyolai LLC And Find Love Safely

June 9, 2025 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Katherine Gyolai With Katherine Gyolai LLC And Find Love Safely
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Katherine Gyolai, CEO and Founder of Katherine Gyolai LLC.

She is an ICF-certified individual and team coach. Prior to launching her coaching practice, she built a successful career as a branding and marketing executive working in everything from boutique agencies to Fortune 4 companies, from startups to billion-dollar corporations.

In addition to her coaching practice, she is a healthcare marketing consultant as well as the founder and CEO of Find Love Safely, a personalized matchmaking service for adults with intellectual and developmental disabilities.

Connect with Katherine on LinkedIn.

What You’ll Learn In This Episode

  • CliftonStrengths assessment–leaning into what makes us unique and where our talents naturally lie
  • Coaching couples using CliftonStrengths (compatibility does NOT equal sameness!)
  • Building empathy within teams using CliftonStrengths
  • Coaching female entrepreneurs
  • Find Love Safely: matchmaking for adults with IDD

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Lee Kantor: Lee Kantor here. Another episode of High Velocity Radio, and this is going to be a good one. Today on the show we have Katherine Gyolai, who is the CEO and founder of Katherine Gyolai LLC, which is a coaching firm, and also Find Love Safely, which is a matchmaking service for adults with intellectual and developmental disabilities. Welcome.

Katherine Gyolai: Thanks so much, Lee. Thanks for having me.

Lee Kantor: Well, I am so excited to learn what you’re up to. Why don’t we start first with your coaching practice? How are you serving folks in that manner?

Katherine Gyolai: Sure. So through my coaching practice, I serve both individuals and teams. For individuals, my focus is primarily on women, specifically women owned or female entrepreneurs. I really love to coach anybody who is on the precipice of change. So that can be somebody in a business setting who is going from being an individual contributor to managing a team, perhaps, or it can be somebody in more of the of their personal life where perhaps they are a mother and they’ve stayed at home with their children as they were younger, and now their children are off to school or heading off to school. And so they’re the women are really wondering, what’s the next step in my life? Do I go back to work? Do I continue to stay home with my children? So those are sort of two of my sweet spots with the individual coaching. I also love to coach couples, and I do that through using Cliftonstrengths, which used to be called the Strengthsfinder assessment. And what we often think with couples is that sameness compatibility equals sameness. And that’s just not true. And what we learn through the Cliftonstrengths assessment and through that work is that it’s really the understanding of one another’s strengths that make a couple truly empathetic and and compatible more than it is the sameness of that couple. And then finally, through the coaching, I also coach teams. And again, I really enjoy using the Cliftonstrengths assessment to coach teams. I find that the team work, the team coaching helps to build empathy, and so we can put ourselves in other people’s shoes a little bit better. And in order to be able to make the team work better as a whole.

Lee Kantor: So when you’re doing your coaching, it sounds like you’re it’s not just strictly this is business, and I’m helping you become a better kind of business person or a better worker in your business. It expands beyond that into more personal areas.

Katherine Gyolai: It does. The coaching that I like to do really involves and incorporates all aspects of somebody’s life. And so we, you know, we look in the personal life and the personal support that people have and in terms of how that informs what their professional lives can be. And again, like in my example of the women who are, um, stay at home, currently stay at home moms and sort of wondering what the next role in their life is going to be, that wouldn’t you know, it’s finding it’s helping them find who they who they are beyond being a mother. It’s helping them tune in to that inner voice, what’s right for them. There’s so much pressure out there to either go to work or to stay home. We women are getting it, getting that kind of pressure from all over the place. And so my job and my passion is really around helping women find what is right for them and their circumstances, because it is not a blanket approach. For some women, it does make sense to go back to work, and some women it makes sense for them to stay home and that’s really where their heart is. And so I think of myself as as helping draw out that inner voice and then giving women permission to lean into what that voice is telling them.

Lee Kantor: So what’s your backstory? How did you get involved in this line of work? Were you always kind of involved in this type of coaching?

Katherine Gyolai: No, my my, my. I’ve spent most of my career in branding and marketing and around Covid, like many of us, I had a bit of an existential crisis and wondered, you know, am I really doing what I’m supposed to be doing? And while marketing is great, what I love about marketing, what I enjoyed about marketing throughout my career was the ability to try to figure out, uh, decode and then connect with the consumer on the other end. Not so much about what campaign is, is, um, flashy and and and that, but really more about how can we truly connect and communicate with that end consumer. That was always what really energized me about marketing. And, um, so around Covid, I decided to pursue a coaching certification. And, uh, and, you know, I went through I went through a whole journey of what do I what do I want to become? Do I want to go more into therapy? Do I want to become a therapist? I’ve always loved the the the inner workings of how people connect, how they communicate, how they relate to one another. That’s always been fascinating to me. I really like journeying with people, um, along the ups and the downs. And so I, I just decided at that point to pivot. I continued in marketing, but was pursuing a coaching degree, um, on the side. And so now I have made the the full pivot from the marketing world into full time coaching. And then also, um, my other business, Find Love safely.

Lee Kantor: So how did you, um, make the transition yourself, going through a big transition of having worked for somebody in kind of a worker kind of mentality, where now you’re an entrepreneur and now it’s kind of an eat what you kill world as a coach. How did you get your first customers, and how do you kind of keep your pipeline full when it comes to marketing, or you’re just using the same tactics you were using as a marketer for others?

Katherine Gyolai: Yeah, well, certainly having a marketing background helps and and having a passion for how to connect with people on the other side helps. Um, I would say I lean a lot and did in the beginning and continue to lean a lot on my networks and my relationships that I’ve built, um, in order to, to keep that pipeline full, um, continuing to connect with them authentically and, and provide, you know, valuable service, right? When you’re providing a service that is working and, people are appreciating, then it’s it’s pretty easy and word can spread. Not to say that keeping my pipeline full has always been a breeze, but it really, I find, is more about the relationships than anything else.

Lee Kantor: So for the listeners out there that may be contemplating their own coaching practice, how do you create that initial bridge when a person sees you a certain way and now you’re asking them to see you a slightly different way, how do you kind of make that transition?

Katherine Gyolai: Well, I can tell you how I how I did it for me. I don’t know, um, you know, I don’t I can’t say that I have, uh, you know, a magic wand that it, that I was able to use. But for me, I my, my whole, um, being my whole way of existing is sort of in that coaching realm. And I don’t mean that to sound so grandiose that it’s like what? You know. What are you even talking about? But for me, I really. When I told people I was a, I was becoming a coach. Um, the answer was not, you know, the response was not. Oh, really? It was more like, yeah, finally, finally you’re doing that because I that is what I, it’s sort of just how I show up in the world. I’m very curious. I ask people lots of questions. I want to get to know them. And I ask those deeper questions. I love to go deep. In fact, um, I that’s that’s my happy place. Small talk is really exhausting to me. Uh, I don’t enjoy it at all. And so I’m much more comfortable in that deep space of asking really thought provoking questions. And so the transition from marketing to coaching was a pretty seamless one for me, because that’s how I’ve been showing up in my career, um, for most of my career. And so that’s it was not a big leap for those who know me and for those in my network.

Lee Kantor: And so for those initial people that you were talking with to share and be vulnerable, they were already sharing and being vulnerable with you. That wasn’t kind of a leap.

Katherine Gyolai: No, not a leap at all. And that’s how they know me. That’s how they knew me for those initial ones. So they knew me as that person. Uh, it was a it was almost like I was I was finally becoming who I, who I really am, just in a work setting in a, in a professional setting, um, versus sort of trying to put the, the round peg in the, you know, what is it, square peg in the round hole. Um, so it was it was actually a really natural transition for me. It made a lot of sense to to those in my network and those in my support system.

Lee Kantor: Now, how did, uh, your business Find Love safely come about? Was that kind of an outgrowth of your couples coaching?

Katherine Gyolai: Yeah. So find love safely. I am a mother and stepmom to eight children, four of whom have an intellectual and developmental disability. And so when my son was 20, he is my son with down syndrome. He came to his father and I and said, can I join Tinder? And we just about panicked and said, no, you you cannot do that. And so I but he was clearly expressing a need and a desire for a girlfriend for connection with somebody other than his family and his coworkers. And so I began this search online for how I can help him date safely. Um, he is, you know, people with intellectual and developmental disabilities are extremely vulnerable to online scamming. Um, one of the recent statistics I saw, it’s not so recent, but, um, but I saw it recently. It was that in 2022, uh, people with disabilities lost $33.7 million to online scamming, and that was up 71% from 2021. It is a real problem when I am out in in in public at representing Find Love Safely, I have people standing in line waiting to tell me a story of a loved one who’s been taken advantage of online. Um, typically romantically, through a romantic scam. So I knew that online dating and apps and Tinder and match, right? Those just are not going to work for my son. And I began, um, seeking something that that would would work.

Katherine Gyolai: And I, you know, I’m a big fan of love on the spectrum, as so many are. And I thought, well, that must have been based on a real life service that exists already. And I did some digging and it just there’s nothing out there that exists. So I decided to create it. I was in a position to be able to create it. I have a real passion for this population. And so I built the kind of matchmaking service that I wanted for my son. And it is. It’s not an app. People like to say, oh, it’s an app or it’s an it’s an online dating service. It’s not at all. Um, the only thing that happens online is that you submit an interest form. Everything else happens with a real person, which is me in the Twin Cities. Or we have a matchmaker out in California as well who’s servicing that population. And so, uh, find love safely is really find love safely, I feel is a culmination, a true culmination of everything that I have done in my personal life and my professional life. Um, it brings together my coaching. I have coaching videos on my website that where I, um, coach members or find Love Safely members through some of those, um, not well, simple is a word, but some of those sort of basic dating concepts of what do you say when you are meeting that person for the first time.

Katherine Gyolai: How do you handle rejection? Um, what do you wear on your first date? Those those things that you and I have maybe had to learn through trial and error that are a harder lesson sometimes for the disabled community. So I’ve got my coaching videos there. I’ve got a blog for guardians, and then it really is a true matchmaking service. I’m trying to broaden the community, um, of the disabled. And, you know, we kind of tend to be in our own little circles, right? I’m in my little school district with my kids, and I know that I know that there are adults now, but and I know the other adults in this area and then, you know, go ten miles up the road and there’s another family that knows the adults in their area and the families in their area, but we’re not as connected. And if we don’t fill that space there, people, bad people are going to come in and fill it for us because there is still a deep longing for connection and relationship and friendship in the disabled community that, um, we need to be answering for that, and we need to be able to have an answer for that. Uh, otherwise the scamming is going to continue. It’s going to become more pervasive, um, which is a really, really scary thing and something I’m I’m pretty committed to stopping.

Lee Kantor: Now, I’m a big fan of that show as well, and it’s really kind of breaks your heart to see the parents rooting so hard for their children and the children trying their best. And then I think sometimes the the audience gets frustrated with, come on, you know, it’s right there. Like it seems doable. How do you, um, how do you kind of find the people to participate, to be part of this? Because I would imagine, like you said, you know, people’s networks are usually pretty small, and that just the geography of it and the, the convenience of it, I would imagine you’re going to find her in real life, you would find a match that somewhere near your work, or somewhere near where you hang out or where your hobbies are. Where do people with these kind of disabilities, where do they go if there wasn’t, you know, your service to help them? How was the matchmaking happening before you?

Katherine Gyolai: Uh, it’s a good question. Um, you know, I the answer is probably that it’s happening more organically. Maybe somebody at work, maybe somebody at the Special Olympics swim meet that they’re part of. Um, maybe somebody they went to school with. And the transition plus communities, which is the 18 and 2018 to 21 year old. Not every state has that Minnesota does. Um, so it was it just sort of was not happening. Actually, there’s nothing like this that solves that crisis. Um, if they’re not meeting organically, then you know, where where they’re just meeting somebody at work, or they’re meeting somebody as part of their Special Olympics team. Um, then they’re probably meeting people online. And, um, that rarely works out for the for for most people, and even less so for this precious community. So, um, the answer is that they they just aren’t meeting people necessarily that they are able to date. And and the other thing I find with this, with this, um, community, and when I say this community, I’m referring to the intellectually and developmentally disabled. My theory is that they silo their environments a little bit. So work is work. Church is church. Um, school is school. Dance class is dance class. And I’m not there to date in any of those. Uh, I’m there to do dancing or I’m there to work or I’m there to be in church. Um, and so to create this environment where you’re here to date Suddenly opens up their mind in ways that they maybe would not have been before. Um, we have speed dating events, which is really exciting and people love those. We have another one coming up, um, at the end of this, at the end of either end of June or beginning of July, we’re getting that date firmed up for, for Minnesota.

Katherine Gyolai: Um, and they’re, they’re to date, uh, we have a story of this is a great example, maybe a good answer to your question. Lee. Um, we have a story of a couple who saw each other every Wednesday night for eight years in their dance class. They have been in the same dance class for eight years together, and they never spoke. They saw each other at the speed dating event. They were immediately smitten and they have been inseparable ever since. So it just took creating an environment where dating is what you’re doing here, and dating is the purpose. And you can have a dating mindset at this event for that, for it to open up their minds a little bit to the possibilities of who could become a romantic partner or friendship partner. We also match for friendships. I have some people say to me, I just want to meet more friends, or I just want to have friends who aren’t toxic. Can you introduce me to more friends my age? Um, I do that. We do that as well at Find Love Safely. So, um, you know it. Just to answer your question, it’s it’s not happening. Uh, until now, Find Love Safely is really the first and only service of its kind, and, uh, I my dream is for it to be in every major city in the United States. Right now, it is just in the Twin Cities. And so in Minneapolis, Saint Paul and Minnesota. And we have a location in the San Francisco Bay area, and we’ve just recently launched a location in Los Angeles as well. Um, but my hope is that before too long, we have one everywhere.

Lee Kantor: And then in order for that to happen, you have to find. Are you looking for parents? Is that who typically is kind of launching in a new environment? Is the parent of a child that is going through this?

Katherine Gyolai: Yeah. It’s both. Um, and so the way that our model works is that essentially a parent or an appointed agent is the language we use now that an appointed agent can be a guardian, a conservator, a supported decision maker, power of attorney, someone who’s been appointed to care for that member or to to to support that member or a parent. So they essentially sign up with them. Um, safety is part of our name. It is paramount to to what find love safely is. And so member contact information is never shared. That’s what makes this a little bit different from, uh, Tinder or, um, you know, a hinge or some other service. All matches go through that support person, um, so that it keeps member phone number and email and even last name keeps those safe. So, um, that support person, that adult, it’s it’s 99% of the time. It’s the parent. They are signing up essentially to walk alongside the member throughout this journey. So I send matches to the Guardians. Those are the parents. That’s who I communicate with as the matchmaker. And then they work with their member to say, hey, we got a new match. Let’s take a look. Let’s look at Sophie and see what we think of Sophie. And does she is she seem like somebody you might want to meet that way? The parents have.

Katherine Gyolai: It’s almost like they can be a human firewall around these individuals who are normally so, so vulnerable. Um, so the parents are there to really protect their, their child’s information. And again, we say, child, I should be saying young adult, they’re, um, 18 and older is the age that, that people need to be to be part of, um, safely. But the parent is there then to guide throughout the dating process. They know who their member is talking to so they can help take care of that. You know, make sure that that process is going well, that that’s safe, that that’s a safe experience. Um, and, and that, that really they’re working together. Um, and then the final safely member always has the support of that parent or appointed agent. And at any point those parents can decide, yeah, let’s let’s have the kid, you know, let’s have our kids exchange phone numbers or let’s, um, you know, let’s have them go on a date first, and then if it goes well, then we can have them exchange phone numbers. But but that parent is in place to help make sure that the amount of support is right for that member and that, um, everybody’s on board with, with how it proceeds.

Lee Kantor: And then the the coaching element is you share, I guess, videos or some tips or some strategies for the individuals to kind of make the most out of those, um, matchmaking, uh, incidents.

Katherine Gyolai: That’s right. So I have videos, uh, on the website. I also, um, we’re considering adding coaching as a service to find love safely. So, um, Mary the matchmaker out in California? She’s an occupational therapist. She’s also a certified social skills trainer, so she has some coaching experience. I am, um, ICF certified, so I certainly have coaching, um, experience and certifications. And so what we are what we are going to be doing is adding an element of coaching before and after dates. So that’s going to be an an add on to the membership where you can purchase like uh, coaching for getting ready for the date. What are your concerns? What are you you know, let’s let’s kind of go through how we can show interest. How can we how can we end a date if we’re not interested in seeing somebody again? You know what? Let’s talk about consent. Let’s talk about what unhealthy date behaviors look like. Let’s talk about what healthy behaviors look like. So coaching them through the, you know, the experience before the date and then doing a debrief after and doing some coaching after. So that’s coming up. But currently, uh, we have videos on the website where I’m coaching them through things like how to decide what to wear on your first date. Um, those things may come really naturally to you and I to figure out how to dress, if it’s bowling versus a nice restaurant versus a walk out in the park. Um, it may not come as naturally to everybody. And so spelling some of those things out, uh, is really, really important for this population.

Lee Kantor: And then when they are going through, uh, the matchmaking, have you been doing it long enough where you’ve had matches?

Katherine Gyolai: I have, yes. Yeah. So I just launched this Live Safely in January. Um, I really launched it for my son. I, I, I used to tell people, if I can find a young woman for him to be happy with, then this nothing else can happen. And I this will have been a success and I’m really happy to say he is my first and favorite success story. He has found a young woman named Stella who has down syndrome and they share their lives together. They speak every night on the phone via FaceTime. They sing worship songs to one another. They love to sing Justin Bieber songs together. They do push up contests, they cook together and then they go on dates together. They just went to a movie together this week. So, um, I, you know, he he really feels that she is going she’s she’s his wife. He’s his future wife. So what a it’s been a wonderful success story and he’s not the only one. It’d be easy to say. Oh, great. Sure. The founder, the founder, uh, the founder’s son has success. It’s an easy one. But there are there are several others who’ve actually requested that we pause their membership so that because they have either found, um, found love and they’re like Matthew and Angela, who were the couple that I, um, told you met at, you know, had known each other for eight years, but then started dating, starting the Valentine’s Day event. So they have paused their membership. Several others have paused their memberships because they have expanded their community so much, either through friendships or through potential romantic partners that, um, you know, and our model is we send you unlimited matches until you tell us not to because it’s an annual membership. And so we we’ve certainly had success stories, and we’re building up those stories now and writing them and adding them, adding them to our website.

Lee Kantor: And how many, um, how many young adults are in this boat where this would be a useful is it millions? Like, how many are there about.

Katherine Gyolai: Uh, in the United States?

Lee Kantor: Yeah.

Katherine Gyolai: Oh, millions. Yes, yes. I don’t know the exact number, but it is certainly millions. Um, definitely. Definitely. Who are you know who? Uh, it can be, uh, anywhere from high functioning autism. And I just, you know, I tried out the dating apps, and it’s just not working for me. And I’ve gotten scammed out of money, and I’ve gotten scammed by people saying they are who they say they are or who are. People are not who they say they are. Um, high functioning autism. I have some members who are nonverbal, um, and they only sign. So it’s it is a wide, wide spectrum. And, and you know, I don’t even know if you could say that the you know, I don’t yeah. I don’t know that even I think this is I think this is something if, if people are willing to have that support person in place. Right, a person who doesn’t have disabilities would not be interested in having their mom vet their dates for them. Um, and so really that that alone, that model alone sort of filters out and makes sure that somebody has a disability before entering, uh, find love safely. But I am also laying eyes on them in a virtual call. So nobody is eligible for matches until a matchmaker has had a phone call or a zoom call with the member and their support person. It’s another way that we ensure safety. So, um, but to answer your question, Lee, certainly it’s in the it’s in the many millions, um, of people who would be eligible for this service.

Lee Kantor: And then when you started in Minnesota, was it something you just started running ads like, how did you even get or was it just through your network? Like you knew a lot of folks and you were like, hey, I’m going to start this thing. So sign your your, uh, young adult children up.

Katherine Gyolai: It was um, I didn’t do ads. It’s a combination. Um, it is of, you know, the latter. So I, I have two children with down syndrome. Two children with autism. Um, actually, one of my children has a dual diagnosis of autism and down syndrome. And so then I have a daughter with autism and a son with down syndrome, and then another son with, um, undiagnosed disabilities or unspecified. They’re not. There just wasn’t a diagnosis to go along. So we’ve got the range even just within our own family. Um, and so I had lots of connections that way, just by being in this world very organically and naturally of of having children in this world. Um, so I had lots of connections that way. I will say the excitement around Find Love Safely when it first launched and continues is just remarkable because there’s there really, truly is nothing like this that exists anywhere. And so this has answered find love safely is the answer to many, many, many, many, many parents and guardians and members needs. Um. And so when people heard about it, it was extremely easy to gain traction because people were so excited because nothing like this exists. It really it got its own traction. And, um, it was it’s been so successful in the Twin Cities. That’s why we I knew, I knew I have to get this out to the rest of the world, and I want to do it sooner than later.

Lee Kantor: And then it just organically grew into California through people you had already known.

Katherine Gyolai: Yeah. I was introduced to Mary in California through somebody seeing me on LinkedIn saying, would you mind if I made an introduction between you and my friend Mary, who’s out in California? I talked to Mary ten minutes into the conversation. I said, how would you feel about being a matchmaker out in San Francisco? Let’s see how this goes. And she said, yeah, let’s do it. Um, and so we just launched in San Francisco in May, and we already have members there growing every day. Um, launched in, in Los Angeles just about a week ago. Um, so it’s, you know, it’s it’s really growing. It’s really taking off. We’re doing a speed dating event in partnership with the San Francisco Autism Society out in the Bay area, um, in August. So that’ll be really, really exciting. Um, the traction is just there because there is a huge need to get our this vulnerable population off of online dating apps just off of them. It is it’s really, really, really scary as a parent and guardian to worry about what your kids are able to access online anyway. Um, and then knowing that you’ve got, you’ve got, uh, a loved one with a disability, it’s just even it’s just that much scarier. So the traction has been really I haven’t had to pay for any PR, I haven’t had to take out any ads. It’s just been people willing to share because this is such a needed service.

Lee Kantor: Does the folks at love on the spectrum know about you and what you’re doing?

Katherine Gyolai: Uh, I don’t believe they do. I’m trying to get them to know about me. Um. Very much. I’d love for them to know about me. I think there’d be a really great synergy there. Um, I know some people who know the love on the spectrum producers, and so, um, if you’re listening, keen, I’d love to have a conversation with you, but know that people I’ve been approached to potentially do, um, a series about this work and and about the journey of the actual matchmaking, you know, and love on the spectrum. You see the relationships unfold between the adults with disabilities. But it it could perhaps be really interesting to see the process of the matchmaking and then the experience of the parents. You know what what the what the back. You know what the back story is before they get to the date. What it might be really interesting to see all of that too, and I’d love to share it.

Lee Kantor: Yeah, I saw that some of the parents of the of the people on there have their own podcasts and they are, you know, kind of sharing their stories about them in particular, but I think there’s a a lot of people care about those folks and they are interested and want to help if they could. So this is, I think, an amazing service and what a gift you’re giving folks. I mean, um, you know, this is this must be such rewarding work for you to be able to take something that’s so challenging and to make something so useful from that.

Katherine Gyolai: Yeah. Thanks, Lee. It it is incredibly rewarding. I mean, I just really I said it earlier, I feel like this is a culmination of everything in my life has led to this. And being able to do this, to do this work. Um, it’s been exciting to solve the problems and to figure out how are we going to make this work in a way that’s safe but appealing and not restrictive, but also, um, protecting, uh, this population? Um, it’s it’s it’s extremely exciting. Uh, and I’m so privileged to be able to be in a position to do this work, so I’m excited to see where it goes.

Lee Kantor: So if somebody wants to learn more about your coaching or find love safely, what is the website? What is the best way to connect with you?

Katherine Gyolai: Yes. So for my coaching website is just Kathryn Jolie. So that’s k a t h e r I n e last name g o l a.com. And then for my matchmaking service, that website is Find Love. Com.

Lee Kantor: Well Kathryn, thank you so much for sharing your story today doing such important work. And we appreciate you.

Katherine Gyolai: Thanks so much, Leigh. I appreciate the time.

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

Tagged With: Find Love Safely, Katherine Gyolai, Katherine Gyolai LLC

Stéphane Breault With Imagine Franchise Consultant Inc.

June 9, 2025 by Jacob Lapera

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Stéphane Breault With Imagine Franchise Consultant Inc.
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In this episode of High Velocity Radio, Lee Kantor is joined by Stéphane Breault, founder of Imagine Franchise Consultant, shares insights from his 15 years in franchise consulting. He discusses the challenges franchise owners face, the importance of leadership and franchisee engagement, and the impact of private equity on franchise networks. Stéphane also offers advice on attracting quality franchisees and emphasizes the need for steady, sustainable growth. The conversation highlights strategies for scaling franchise businesses and the qualities that make both franchisors and franchisees successful in today’s evolving franchising landscape.

Stéphane Breault – Elite franchisor executive coach & author of For Franchise Leaders Eyes Only ABOUT THE GUEST (for host reference only) 20+ years as a franchise CEO and 15+ years as an executive coach has worked with over 100 franchise networks in North America and Europe Creator of the Franchisexcel© system for franchise growth and leadership, Founder of Imagine Franchise Consultant Inc., a firm specializing in strategy, leadership, and executive coaching for franchisors.

He’s a former Chairman of the Board of the Canadian Franchise Association Elected to the Quebec Franchise Council’s Hall of Fame in 2018 Author of For Franchise Leaders Eyes Only, a strategic and actionable leadership guide for franchisors Stephane brings a rare blend of real-world franchise experience and bold, results-driven coaching.

With over two decades leading franchise networks and another 15 years advising CEOs across Canada and Europe, he knows what it takes to turn potential into performance. He’s helped more than 100 franchise systems navigate growth challenges, build stronger leadership cultures, and scale in a way that creates both economic and human value.

He’s also the author of the book For Franchise Leaders Eyes Only, a straight-talking playbook for anyone serious about building a world-class franchise network.

Connect with Stéphane on LinkedIn.

What You’ll Learn In This Episode

  • What is the biggest misconception franchisors hold when it comes to growth
  • What mindset shifts distinguish founders who successfully scale from those who stall
  • What impact does leadership from the franchisor have on overall network performance
  • What elements must be present to achieve true alignment across a franchise network
  • What recurring errors do even seasoned franchisors continue to make

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Lee Kantor: Lee Kantor here. Another episode of High Velocity Radio, and this is going to be a good one. Today on the show we have Stephane Breault and he is with Imagine Franchise Consultant. Welcome.

Stephane Breault: Thanks. Yeah. Thank you.

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

Stephane Breault: Oh, okay. I started imagine 15 years ago after a career as a CEO of Franchise Network. We sold the publicly traded company, and I decided to start my own and help franchisors to face, uh, you know, all the challenges that franchisors have and, you know, share my experience, but also share my knowledge and help them to grow. So what we do basically at imagine franchises executive coaching. So I work with franchise CEOs who are owner of the franchise and, you know, network of about, you know, 25 to 200 franchise operation, mainly in Canada. I’m from Montreal, Canada, mainly in Canada, but since the beginning of 2025, aiming to, uh, to work with, uh, American franchises, because we share a lot of things in common. And I really want to help as much people as I can.

Lee Kantor: Now, when you’re talking about a franchise or you’re talking about people who have already got their PhDs, they’re already in the business of franchising, not someone who has a concept that might consider being a franchisor.

Stephane Breault: Yeah. That’s it. So the existing franchisor, so they’re they’re active. They have, uh, you know, 25, 30, 50, 100 units. And uh, mainly I concentrate, I focus on the CEOs because normally that’s that’s where we start. And, you know, Enfranchising, we have a bunch of entrepreneurs and that the tough the toughest part for those CEOs is because, you know, switching from the entrepreneur to the franchisor leader, that’s a that’s a tough call. And I’m there to help them to step up so they can step up and scale up.

Lee Kantor: Now in a lot of cases is does it require kind of a change of leadership because the person who got you there may not be the person who is going to be able to grow the business because they are two separate things. One is creating a concept from a blank piece of paper and then having it grow. And then another thing is taking an existing thing and then scaling it. So do you find that in some cases, it’s best to just kind of leave the founder behind and then just find a CEO slash manager who can take the growth to a new level?

Stephane Breault: Yeah, sometimes, sometimes the discussions, you know, we have this discussion. I’m, you know, depending on the level of the franchise, you know, the number of franchisees and stuff like that. This this can be really true. Say, sorry, but you’re not the guy who will, you know, be the next step. So we might find you a COO or find, you know, you must you must find someone, a general manager, someone who will lead the network. And as a CEO, you will learn to become a CEO with not necessarily an operating role. So that’s that’s the toughest part. You know, uh, that’s one of the one of the toughest challenge. The other the other challenge I see, uh, is the CEO who’s really great. A great CEO, but, uh, the team is too weak. But those people are the ones who help the CEO to build the network to up the up, up to their what they are today. So, uh, you know, changing those people, finding new roles for the introducing new people. It’s it’s really hard to. So it’s kind of both. Boat. Boat. The toughest challenge I see with the CEO in franchise now.

Lee Kantor: Do you work primarily in, um, food, in um services, B2B, B2C? Do you have a niche that you have kind of, uh, kind of a sweet spot in?

Stephane Breault: No, that’s I have a quick service, uh, franchise background, but I’ve been franchisor of other kind of system. And since 15 years I’ve learned a lot about a lot of systems. So quick service is, uh, you know, I know it very well. So it’s not the point. Uh, now I focus a bit more on the wellness, the fitness, the education, uh, and helping people around the house, you know, or so. So it’s more like that, uh, quick service is part of my clientele. Actually. I have what, uh, three clients out of ten, which are in the quick service. The other part is are in other type of, uh, franchise industry.

Lee Kantor: Now, when you’re working with, um, kind of franchisees, uh, how has it changed over the years since you’ve been involved in this industry? I mean, um, I’ve done a lot of work interviewing franchisors over the years, and it just seems like now the franchisor is more of a professional franchisor, where they might have a portfolio of brands that they’re working with, or they might be in one kind of cluster group where they’re just serving, like you mentioned, home. So they could be the doing pool service, they could be doing painting, they could be doing landscaping. They could have a variety of businesses built around this one. Um, homeowner, consumer.

Stephane Breault: Um.

Stephane Breault: But the, uh, I think because of the, the technology, a lot of things are a lot simpler, uh, to, to manage compared to what it used to be. So the information is a lot simpler to get. And, uh, it changes a lot, uh, when you have franchisors with multiple brands to to lead. It’s a it’s another type of challenge. So they need those brand leaders to be a different type of people. Uh, keeping the entrepreneurship in within the network is tougher. So sometimes, uh, it’s not always nice. You know, uh, multi being a multi brand franchisor looks good on paper, but it could be a real challenge because you have your own you know, the first brand you build will always be your favorite. And uh that that’s tough to manage when you look with the large groups which have uh, you know, I mean like large group with thousands of restaurants. I don’t work with them, uh, mainly because I like to. I love to work with entrepreneurs. So that’s that’s why I’m not necessarily looking for a large franchisors like that, but with large groups, the, the key there, I think it’s getting to be more too much financial, not enough franchise oriented. So that’s that’s another culture, which I think is very different. So for entrepreneur who wants to go multi brands, I think they should think a lot about it because it’s a it’s not an easy game. It looks easy but it’s not easy.

Lee Kantor: Now any advice for the franchisors out there that like you said they’re in that kind of emerging where they’ve already proven themselves but they’re maybe are frustrated at the speed of their growth and maybe they’re at 25 and they’d like to get to 100. Or is there a way to attract potential franchisees that you found to be more effective than other things? Is there any advice around attracting, you know, great franchisees to the system?

Stephane Breault: I what I see, which is.

Stephane Breault: The most powerful is share the right stories, the franchisee stories. Stop. Stop saying you’re good. Let your franchisees talk about it and use those franchisees testimonials. Uh, real video, stuff like that. In your recruitment. It’s going to be a lot more powerful than you saying that. You’re a great franchise and you got the best business model in the world. That won’t be. It’s not as effective as making sure that you let your franchisees, uh, be a brand ambassador and and having them talk about it. The rest is more, uh, you know, everybody wants to grow, uh, growing fast is not necessarily good. Um, growing too fast is not good, that’s for sure. But, uh, you know, there’s a speed there, and there’s kind of a time, you know, time. Time will help you. So growing fast. Too fast. You don’t have the route. So it’s to support. So it’s going to be tough. You know it looks good. But then a year or two after, it’s, uh, it’s not good. So so yes, it’s fun to grow and to grow fast, but making sure that you follow the the real path and it takes, you know, people look at the franchise and say, how come they got 500 units? Well, but they’ve been around for 25 years. You’ve been around for five years, so don’t expect to be a 500 franchisees in five years. It’s not realistic. So it’s it’s tough to get the right one. So steady growth is probably the best the best thing to do compared to growth to rapidly. Then you get other business model like ads or regional, uh, franchisees or whatever. But that’s that’s technical. The point that I want to say is as a franchisor, you want to grow, make sure that your franchisees are your brand ambassadors, and the steady pace is more important than the speed.

Lee Kantor: Now, are there certain qualities you look like look for in a potential franchisee? If you’re the franchisor, are there some must haves and some some red flags for you. Like, do they get extra credit if they’ve already been a franchisee at a different brand, or is that a negative in your mind? Do they have to, um, you know, have run a business or is that a negative? Like, what are kind of the do’s and don’ts of choosing the right franchisee for the franchisor?

Stephane Breault: That’s a good question. Um, depends. I would say depending on on the type of franchise, uh, being in having been in business before is a good is a good, uh, asset. Uh, some some not necessarily. But uh, depending on the type of franchise, uh, the the question about, uh, are you a have you ever been another franchisee in another system, or are you still active in another system and wants to, you know, acquire a franchise of our brand? That depends on on the character of the person. And the character takes time to discover the character, so it’s not a fast process. So, so my my advice to all franchisors is take the time you need to know the person before trying to get to a deal. You know and know the person is not 1 or 2 interview. It’s more than that. So so you you need to make sure it makes sense for both of you. Because otherwise, you know, it might look good. So you you sell a franchise. But if if you have a how can I say if your franchisee is in the mentality of I’m the buyer, I’m the client, you’re the you’re the supplier. It won’t go far. So that’s that’s what I see often.

Lee Kantor: Now, um, when you’re working with the franchisors, what are kind of some signals to you that, hey, this franchise has some legs. Uh, what are some milestones or markers you like to see where you’re like. Okay, I can see this one. We got a chance on this one. And then maybe the flip side of, okay, if this is happening, that’s kind of not great.

Stephane Breault: Mm. Um, the first one is, uh, the quality of the, uh, the differentiation in the marketplace. I don’t care if you sell, uh, great burgers, but if you cannot differentiate yourself in the marketplace, um, you’re going to be like everyone. So it’s not a it’s. So I’m looking for differentiation. The other part is because they already have franchisees, I work with franchisees, and I ask my clients to to give me the financials of the franchisees. I want to make sure that the franchisees are making money. If they’re not making money, we won’t talk about growth. We’ll talk about let’s make sure those guys make money. See? So depending on the situation, uh, if it’s too bad, that’s another thing. But that’s also the other factor too, that I’m looking at is, uh, the the qualification, the franchisee qualification process. If it’s too thin and, you know, like, oh, you got the money, so let’s go and move on. Uh, probably I won’t work with this kind of franchise. So I’m looking for brand builders and not promoters. So someone who just wants to sell, sell, sell, sell franchise to be able to sell to a larger organization won’t won’t be my client, that’s for sure. I really love to work with brand builders who will, uh, put not only their heart, but also their head into it and, and, uh, work for, for the long term of their brand and their, their franchisees.

Lee Kantor: Now, is there a story you can share about, um, a franchise that came to you or franchise leader that came to you and you were able to help them get to a new level? Don’t name the name, but maybe share the challenge that they were having and how you were able to help them?

Stephane Breault: Yeah. Uh, just one, uh, just, you know, five minutes ago, I was with him as a, as a, you know, a CEO, and I coach him, uh, he recalled me three years ago when we started working together. Uh, he defined himself as being a restaurant operator, opening restaurants. Okay. And his view of franchisor was very limited on, uh, you know, get those guys to do the job, and we’ll take care of the take care of the rest. And today, three years later, uh, he’s opening one franchise, uh, every second week, uh, two weeks, 111 per two weeks. Uh, and it’s slow. It’s growth a bit because of the capacity of his team to absorb everything. But once every two weeks, he open a franchise. Uh, the the philosophy is the culture changed a lot. The franchisees are a lot more, uh, engaged and responsible. Just for an example, the franchisees are making their, uh, their audits themselves. And, uh, the business, uh, advisor, which we call success coach, uh, in this network, uh, are working with the with the franchisees, uh, based on their evaluation of their franchise and not on their, uh, franchise performance report. So it’s it’s another way to look at it. And they really improve the quality and the the success, the, the, their, uh, throughput there in, in quick service. Their throughput is, uh, is, uh, phenomenal. Uh, they just, uh, share with me that last month the, their, uh, comp sales were plus 37. Uh, so that’s, that’s massive. And and they just did you know, they’re doing the right stuff because they focus on the right the culture. The mission is clear. The the the the values are here and they work with their franchisees. They don’t work like a franchisor telling stuff to their franchisees. They work with a franchisor working with the franchisees to make things happen.

Lee Kantor: Now, do you have any thoughts about, at least in the United States right now, there is a drive for more private equity firms and these large financial conglomerates that seem to be scooping up a lot of franchises. Can you share your opinion of whether that’s a good thing, or that’s something that maybe has some unintended consequences down the road that we might be dealing with?

Stephane Breault: Same thing in Canada, by the way. Uh, so, um, I think on the value, you know, on one side for the franchisor work, you know, ten, 15, 20 years to build a brand. And, you know, it’s great because they can have a lot of, uh, you know, the wealth creation is, is is massive. Um, Uh, what I’ve seen so far is some are great because they let the, the, the, the management in place and they’re trying to not to disturb the culture. So some fun. You know, I a couple last year I worked with with one investment fund who acquired a franchise network in Canada. And the reason I work with them is because they have a philosophy of you let the management do what they do and you help them to succeed. And we’re not there to control the operations. So their philosophy was a lot more, uh, effective. And to making sure that the changes of ownership was not destructive. So that’s that’s one of the things. So some are more disruptive, some are less. So I think that the ones who are less will have greater success, because what I see with the others. And we, you know, I have a couple of examples of franchise network who were super good with the owners. They’ve been sold to a large investment fund, and two years later, nothing is working. You know, it’s all the culture. People are gone. Uh, I can talk about the famous chain in Canada who’s been bought by, uh, an American investment fund a great deal for for the shareholders. But, uh, you know, now you look at this chain and it’s it’s now an ordinary chain. And it used to be an extraordinary chain network. So sometimes it’s, you know, it’s ordinary. And I think we will we will, you know, this is a timing for that. Uh, I think we’ll see a lot of resale of those networks because the investment fund, uh, will will not be able to generate the value that they were looking at.

Lee Kantor: Yeah, that’s what I’ve seen as well, where the, you know, when you get a bunch of math people into a room to try to to buy a brand, like you said, the importance of the brand and the differentiation, and they’re just looking at it from a standpoint of mathematics. You know, then it makes sense to, okay, let’s get rid of one pickle. Let’s get rid of, you know, instead of this type of, uh, ketchup, we’ll use this type of ketchup because we’re going to save a penny. And then all of a sudden you just suck the personality out of the brand.

Stephane Breault: Yeah. And it’s, you know, uh, one, one thing managing a franchise network with a PNL is probably the worst thing to do, because franchise network is not about. It’s about the people we’re creating everyday, the experience with the consumer. So if you if you just manage by the PNL, you know what? It’s not about the numbers. It’s about, you know, the top numbers. And franchisees will make the money if it’s a good system. Them, uh, and you help them. But the day you decide to cheap or to, you know, just to look at it from an ROI perspective or for a EBITDA perspective, you get into a situations where you lose the the faith. One of the critical in my book, I talk about, uh, franchise Excel, which is my the model I use to, uh, to work with my clients. But there’s a part which in there which I call the formula of success. And the first, the first part of the formula of success is faith and faith, not in God, but faith. Faith in the, the, the, the network, the the franchisees, the management’s working together and so, so, so. And when you buy, when large large investment fund buy, the faith is going away. So the the one of the key essential part for the success is just going away, people. You know, the management is gone. People change and it’s now just a job and stuff like that. So you know, it’s it’s it’s sad for a lot of network. See.

Lee Kantor: So yeah I mean it’s tempting like you said because it can be a lot of money for a handful of people at the top, but it usually doesn’t trickle down to the franchisees who are really the heart of the brand after after the franchisor has kind of created it, but the franchisees are living it in different markets around their country, so they’re the ones who take the hit. They don’t get any of the financial benefit. They just take the hit from that transaction.

Stephane Breault: That’s sad. So yeah, but I’ve seen some good I mean like, uh, good transaction and make sense and help the as a matter of fact, you know, help to grow the franchise. The at the right level so they could have, you know you know, benefit franchisee could benefit. But too often I see just a PNL Personnel management and just financial. Just looking for the return and the exit strategy. Uh, so growth for, you know, some those investment funds, their horizon is, you know, 5 to 7 years. So, uh, you know, in franchise, uh, you can do a lot of damage in five years, right?

Lee Kantor: And that’s and that’s when they’re buying it. They’re looking to offload it at some point. It isn’t somebody with a dream that is like, hey, I’m gonna, you know, build this world, uh, based on my idea. These people are it’s a financial transaction that they’re looking to get out of it at some point. So that means the numbers have to keep going up, or else they’re going to lose money and they don’t want to do that.

Stephane Breault: So what they do, they force the, uh they will force growth. They will force everything to, uh, to make sure. But that doesn’t mean that it’s going to stay and it’s quality, and franchisees will pay for that. Most of the time. That’s right. You’re right.

Lee Kantor: So if somebody wants to learn more about your book, the franchise Excel system, um, or just coaching from you or somebody on your team. What is the website? What’s the best way to connect?

Stephane Breault: Yeah, the best way to connect will be with my, my website as uh, imagine franchise.com. Uh, and then you’ll, you’ll find me and we can have a discovery session talk, uh, you know, whatever are the issues and see what we can do or not together. And, uh, in all respect of, uh, what I the entrepreneurship and the entrepreneur.

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

Stephane Breault: Thank you, thank you.

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

Tagged With: Imagine Franchise Consultant Inc., Stephane Breault

Dr. Diane Dreher With Diane Dreher Coaching & Consulting, LLC

June 6, 2025 by Jacob Lapera

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Dr. Diane Dreher With Diane Dreher Coaching & Consulting, LLC
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Diane Dreher, PhD, PCC, is a positive psychology coach, professor of Diane Dreher Coaching & Consulting, LLC and author of The Tao of Inner Peace, The Tao of Personal Leadership, The Tao of Womanhood, Inner Gardening, and Your Personal Renaissance.

A graduate of the University of California, Riverside, she has a PhD in Renaissance English literature from UCLA, a Master’s degree in counseling from Santa Clara University, and PCC certification from the International Coaching Federation.

She is a regular blogger for PsychologyToday.com, professor emeritus and associate director of the Applied Spirituality Institute at Santa Clara University and senior research advisor/lecturer for the Positive Psychology Guild in the United Kingdom.

Connect with Diane on LinkedIn and Facebook.

What You’ll Learn In This Episode

  • About Diane Dreher Coaching & Consulting, LLC
  • Her mission

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Lee Kantor: Lee Kantor here. Another episode of High Velocity Radio, and this is going to be a good one. Today on the show we have Doctor Diane Dreyer and she is with Diane Dreher Coaching and Consulting. Welcome.

Dr Diane Dreher: Thank you Lee.

Lee Kantor: I am so excited to learn what you’re up to. Tell us about your practice. How you serving folks?

Dr Diane Dreher: Oh my gosh, I do lots of things these days. I guess we all need to. I’m a positive psychology coach, researcher, and author. I do individual coaching and workshops. I give I do research on hope. I write books and articles to help people discover their strengths and move forward in life with greater direction, joy and hope.

Lee Kantor: Now, for folks who aren’t familiar, do you mind sharing a little bit about positive psychology. Um, what are kind of the the principles behind that and what attracted you to it?

Dr Diane Dreher: Oh, yeah. Okay. Well, about around the year 2000, a group of psychologists, including Martin Seligman, who had been elected to the presidency of the Association of Psychology AA, decided that psychologists had been looking at dysfunction. They’d been studying depression, attention deficit disorder, anxiety, mood swings, all the problems that people have, and they hadn’t really studied what helps people flourish. You know, they’d been looking at the dark side of human nature, which is there, but they hadn’t really focused on the bright side. So since then, there have been lots of studies of what helps people flourish positive emotions, obviously. Goals. Hope. Relationships. In fact, Martin Seligman has an acronym Perma, which is Positive Emotions. You know, a sense of engagement, relationships, positive relationships, meaning, and a sense of achievement or accomplishment. And that positive psychologists have been branching out, but they realize that we need to have the light in our lives. You know, we need to have something to look forward to. So that’s what’s been happening in the field of psychology. Positive psychology.

Lee Kantor: So how did your career path lead you to that? Did you sample the other kind of types of psychology to pursue? And then you landed on this one like because it resonated. Like what? How did you get here from there?

Dr Diane Dreher: Oh, wow. That’s a great question. My background I’m now a professor emeritus of English and associate director of the Applied Spirituality Institute at Santa Clara University. And I’m a senior research associate in the Positive Psychology Guild in the UK. But to get there, I started out majoring in English because I found a lot of inspiration reading Renaissance literature when people were discovering themselves in the world on a new level. So I got a I went to UC University of California, Riverside for my bachelor’s degree, UCLA for my master’s, and PhD in English Renaissance Literature. And for years I taught Renaissance literature and creative writing at Santa Clara University. But my students kept coming to me asking for advice. And I felt like, okay, I need to know more. So I went back to school at night while I was teaching during the day, earned a master’s degree in counseling from Santa Clara University and got really excited about, again, health psychology, positive psychology, and how I could help my students really discover the power within them to go out and make a difference. I also got a coaching credential from Mentor coach. I’m now a professional certified coach with the International Coaching Federation, and I use positive psychology techniques in my coaching. I ask all of my clients to take a short survey to discover their strengths, to set goals, to develop a sense of agency and possibility, and to really move forward with positive energy, which we need a lot more these days.

Lee Kantor: Now, um, I’m a big believer in focusing on strengths. Um, but there’s another side of the coin where they say that it’s important to work on your weaknesses. What do you say to that?

Dr Diane Dreher: Oh my gosh. Um, there, you know, obviously we need to be aware of our strengths and our weaknesses. Like, for example, if a person really wants to be a professional basketball player, but is about five foot three. That may not work okay, because, you know, I went to UCLA when Kareem Abdul Jabbar was there as Lew Alcindor. Standing in front of me in the lunch line. And I looked up at him and thought, oh, wow. We have certain innate tendencies and and, you know, strengths, physical strains, intellectual strength, artistic strengths. Uh, and we need to be aware of those and also be realistic about what’s possible for us. But if we spend too much time focusing on our weaknesses, uh, we don’t see the possibilities in front of us. There’s a a philosophy in business, uh, consulting called appreciative inquiry, where people go. I did this one time, uh, with a group going through transitions, trying to figure out what to do next. If they look at what didn’t work, they can’t really begin to think about what could work. So Appreciative Inquiry takes people through, uh, you know, inquiry, looking at what worked in the past. When in your company, did you feel a real sense of joy, energy and purpose? And, you know, success, a sense of camaraderie, what was going on, what was a bright spot, and collect all these insights from people and then use those to help them plot their way to a more possible future. And then along the way, with appreciative inquiry, the, uh, the problems, the weaknesses get taken care of because they’re they’re moving through, a plan that really moves them toward achieving their strengths. Does that make sense?

Lee Kantor: Yeah, absolutely. I’m with you on that. I think more time spent making your strengths stronger is a better use of your time.

Dr Diane Dreher: Yeah. And there’s research that shows that. Absolutely.

Lee Kantor: Now in your work with your coaching and consulting, is that primarily with individuals or do you work with companies as well?

Dr Diane Dreher: I mainly work with individuals one on one, but I do, uh, give kind of presentations and workshops to groups. I did a recent presentation on hope for relay for life in my community, which is a group of cancer survivors. And so there was a group, and it was fun to to sort of, uh, give a presentation on hope and have people set goals and respond and all that. So I like to work with groups. I guess it comes from my many years as a college professor. I like to work with a group of people and bring out what we collectively can come up with together.

Lee Kantor: Now, when you’re working with your coaching clients, what is kind of the the challenges that they’re struggling with where they’re like, I better call Doctor Diane because I need some help here. I’m I’m frustrated. I’m not getting to where I want to go.

Dr Diane Dreher: Mm. Good question. Um, people come to coaching and my coaching clients reflect this when they’re at a transition point in their lives, when they. I have a lot of people who have, uh, recently graduated from college, and then they’re trying to find their first job. And this is a transition point or, uh, sadly, uh, a number of people who are currently unemployed and figuring out what do I do next? Or a person who, uh, was trying to finish writing her dissertation, and she’d never done that before. So I was her dissertation coach, and we had a big celebration after she finished and became a doctor. You know, uh, client name. So, um, when when people are. Yeah. Well, they’re wrestling with a new challenge and they don’t really know where to go, and there’s there are no roadmaps. So collectively in a coaching partnership, we create the steps and we discover the path together.

Lee Kantor: Now, how do you discern when a person should go down a path for coaching versus going down a path with like some psychologist or somebody, um, in that, in that, um, kind of field?

Dr Diane Dreher: Oh, yeah. Very good question. Um, the International Coaching Federation says that coaching clients are creative, resourceful and whole. There are people who, uh, are functioning, You know, they may be frustrated and confused, but they don’t have a major psychological dysfunction that they’re wrestling with. If, uh, and I’ve had to do this, actually, if I have a person who comes to me as a client, we have an intake interview and seems to be chronically depressed or have a bipolar, you know, dramatic ups and downs. I’ll refer that person to a therapist.

Lee Kantor: Now, when you’re working, when you’re working with your clients, are you sometimes their first coach they ever had, or is coaching now so ubiquitous that people are having it earlier and earlier?

Dr Diane Dreher: I’m usually their first coach. There are a lot of people who get referred to me through the alumni office at a number of universities. And so I’m their first coach. Or they get referred to me by mentor coach where I did my training.

Lee Kantor: Now, what are kind of some of the do’s and don’ts when starting with a coach for the first time? How do you prepare them to get the most out of that interaction?

Dr Diane Dreher: Okay, well, I have an intake interview. I ask them what their what they want to get out of coaching, what their goals are. But first of all, I assure them that everything we we say, uh, either in person, you know, zoom whatever is confidential. Because without trust, there can be no, uh, no coaching. I mean, it has to be just as as, uh, as meeting with a therapist is confidential. So also meeting with the coaches confidential. And I ask them for permission to coach them at that point, because that’s something I have to do. Uh, in terms of my coaching, uh, background. And then we talk about, you know, what they want, what they’re looking for, what their goals are, what’s been stopping them. And I very often take them on a visualization, having them tell me visualize where they are now, and then going up in a helicopter and looking at where they’d like to be, and describe that in as much detail as possible. Because I’m a firm believer in the the power of positive visualization and also actually putting it into words, expressing what it is they want. And how does that feel? And then we look at the distance between where they are now and where they’d like to be, and the steps they need to take to get there and any roadblocks that might come up. And then coaching is a partnership. So I work with them on their timeline. We meet as often as they would choose, and we check in about the action items that they choose for themselves at the end of each session, and then at the beginning of the next session, they give me a progress report and we move forward.

Lee Kantor: Now, do you think that this type of support and accountability, this, you know, hearing people and listening to what their challenges are, that this type of interaction, this coaching dynamic is something that more and more people should at least try, especially in today’s uncertain world that we live in. There’s so much chaos. It seems that people do need kind of fresh eyes on things.

Dr Diane Dreher: Yeah, I feel like we need, uh, we need partners, we need mentors. We need, uh, people that can, you know, have our back, listen to us, give us unconditional positive regard, as Carl Rogers would say, and believe in our possibilities. Because, uh, as you just pointed out, our world is very confusing, very challenging, and it’s very easy to lose hope.

Lee Kantor: So what do you say to the people that are kind of at that point where they’re losing hope?

Dr Diane Dreher: Oh, well, um, I actually have done research on hope, uh, which has three strategic steps. So I tell them what those steps are. My colleague Dave Feldman, who’s a clinical psychologist, and I published a research study on Hope in 2012 which took the the psychological definition of hope, which is positive attitude and positive action. And there are three steps in hope theory goals, pathways which are steps to the goal and then a sense of agency or motivation. And we took a group, groups of students through these three steps had them write down their goal, had them write down three steps to their goal. And, uh, an obstacle that might come up for each step, and then an alternative that they could take for each step. And then we led them through, uh, some encouraging, uh, possibilities. How could they build their motivation? How can they confront some something called the inner Critic that visits a lot of us when we’re doing something we don’t really know how to do and we haven’t done before? Okay. And tell ourselves. Yeah, but the last time I did something, you know, look at your past achievements, I did it. Then I can do this now. Give yourself positive self-talk. Um, have little affirmations that you can put by by your desk or up on the, uh, your mirror in the bathroom.

Dr Diane Dreher: Have have a friend that you can share goals with, you know, build and and take care of yourself. Get enough sleep, enough good food, enough exercise to keep your energy up. What can you do? Goals. Pathways. Agency. So we took our participants through this. Had them visualize themselves with their goal after they’d written down all the steps and taking each step, meeting each obstacle, overcoming each obstacle, building a sense of momentum and visualizing themselves reaching their goal. Hey, terrific. We got significant results in goal, achievement and hope. And, uh, our article was published in a positive psychology journal and has had over 500, uh, acknowledgments included in other studies throughout the world, because these three steps really work. So I, I tell my my clients, this is hope. Really these steps work. We can all do these things. They’re simple and but to focus on positive attitude and positive action and to take these actions can really make a difference. So I have my clients set goals steps, and if they try something and it doesn’t work okay, what else can they do? And you just keep moving forward because it’s too easy in this world to get distracted, depressed and just give up.

Lee Kantor: Yeah, I was when I was younger, I, I read a book called Hope is Not a Strategy, but it sounds like you figured out a strategy for hope.

Dr Diane Dreher: Yeah. Um, the concept of active hope was developed by C.R. Snyder, a psychologist at the University of Kansas, which has these three component parts goals, pathways, and agency. And Snyder was the dissertation advisor for my friend Dave Feldman. Apparently, Dave told me that Rick Snyder used to go around and ask all these successful people what what they did to get to where they were and, you know, leading a successful life and all these different fields. And they all had these three components. They had set a goal. They had, you know, developed steps to reach the goal. And they did things that that built their sense of motivation or agency. So he had these three components describe them, developed a hope scale that you can take to see how high your hope is. And what Dave and I did was we applied Rick Snyder’s definition to active steps which help people build hope.

Lee Kantor: It’s so funny that people, a lot of people, have all this negative self-talk within them. The first move is something negative usually, and then there’s so much value to having this positive self-talk and reminders of all the positive things you’ve done and all the accomplishments that you’ve made in your career or life, and that all the hard things you’ve done and people just either they forget it or take those for granted and they dwell on the negative.

Dr Diane Dreher: Yeah, we have psychologists who pointed this out. We have a negativity bias all human beings do. Because when we lived in, uh, you know, the jungle, as it were, uh, and you heard some strange noise, you’d have to expect the worst. Instead of having a sense of curiosity and saying, oh, what is that? You know, because it could be a snake that could bite you and, you know, be rattlesnake. That would be pretty fatal. Um, so it’s a survival tactic. You know, there’s there’s a part of us that that looks for threats and that scans for threats, and that can save our lives in an emergency. But if we let it become a constant in our in our way of looking at life, then we don’t see the possibilities. You know, we need to be able to open ourselves up at the appropriate time, which is most of the time we’re not in a survival mode. But, you know, our negativity bias puts us there unless we have something that we can do, like building active hope to counteract that.

Lee Kantor: Or having conversations with people like you.

Dr Diane Dreher: Yeah, or people like you. Yeah. In fact, one of the ways of building motivation is to hang out with positive people, be each other’s cheerleaders, as it were. My friends and I got through grad school at UCLA by doing that. Uh, when I first got to UCLA, I graduated from Riverside in June, and in late August, I moved to LA to begin graduate school in the PhD program. And I was a first generation college student I had. Nobody in my family had had, uh, you know, gone to college and, uh, let alone in a PhD program. So I was visited by the inner critic which said, who do you think you are? You can’t do this. And furthermore, at orientation, most of the other grad students in my class already had master’s degrees. So I thought, oh, gosh, this is this is challenging. And then we had a test in one of our classes and I thought, okay, what can I do about this? So I invited all my, uh, accomplished colleagues with master’s degrees to my apartment for a study session and said, I’ll bring pizza. You know, come over, let’s my place. Let’s all study together. I figured I could use this session to, uh, pick the brains of my smart friends so I could survive the exam. Well, what happened was we all helped each other, and we became a very close set of friends. And we went through grad school meeting, celebrating, sharing our our wins, sharing our struggles, and that that sense of community was such a positive aspect of grad school. And it happened because that was that was my strategy to pass this one test, because I figured they all knew more than I did.

Lee Kantor: It sounds like a variation of Benjamin Franklin’s, uh, strategy of, um, asking for a favor in order to make a friend.

Dr Diane Dreher: Yeah. Yeah. Um, in fact, one of the one of the things I also believe we need more of is a sense of community and companionship, a sense of support, which since Covid, uh, really eliminated a lot of our neighborhoods. I don’t know about where you live, but a lot of places that I used to go, the coffee shop. I used to have lunch with my friend Tina is closed. The local pharmacy has closed. Uh, a lot of restaurants closed because during Covid, people didn’t go anywhere. They just stayed home and had things delivered. And understandably, because, you know, there was a threat to, uh, their lives. But now, uh, a lot of what is what was familiar to us has gone away. And we have to rebuild community. And if a person is moving to a new town or a new place or a new job, that person community doesn’t just happen. We have to build it. And that’s part of what it takes to be a whole, you know, flourishing human being is to have a sense of community.

Lee Kantor: Yeah, I think that there and people have to relearn how to be part of a community, too. It’s it’s different than an online community. An in-person community is a living, breathing thing. It’s it’s different.

Dr Diane Dreher: Yeah, absolutely. Late. And again, there’s really interesting research by a psychologist named Barbara Fredrickson who talks about the importance of cultivating community, even what she calls micro-moments of connectivity, which, uh, was, you know, waving at a neighbor, uh, exchanging a kind word with somebody that you meet at the grocery store or whatever. She’s found that these little split second probably, you know, small connections can strengthen the immune system and lower the sense of inflammation in both people, you know? So, uh, I read Barbara Fredrickson, and I’d be walking around the neighborhood with my dog waving at neighbors.

Lee Kantor: Yeah. Having a dog is a great way to do that. That’s a an easy way to, uh, get yourself out of the house and interacting with folks.

Dr Diane Dreher: Yeah. And just, uh, I. Frederickson has also found that if enough of us do that, there’s a kind of a ripple effect that can bring a sense of connection and positivity to an entire community. So I wave at my neighbors thinking, hi, it’s good for me, it’s good for you. It’s good for all of us.

Lee Kantor: Yeah. You’re improving the the value of your neighborhood. Yeah.

Dr Diane Dreher: With just a simple gesture. Right. I mean, it’s not really altruistic because it benefits us, too. So it’s a win win.

Lee Kantor: So if somebody wants to learn more about your practice or connect with you, what is the website? What’s the best way to learn more? And we didn’t even get time to talk about all your books, but I’m sure on your website is information about those as well.

Dr Diane Dreher: Sure. My website is comm, which is d I e d r e h e uh. And it has my books. It has As meditations. My blog. Uh, positive insights about what we can all do to, uh, to help make our our lives more positive, to help us achieve our goals, to help us discover the power within us and around us to flourish.

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

Dr Diane Dreher: Thank you, Lee, and I appreciate being on this wonderful program, and I’m very happy for all the positivity that you spread out there to everyone who’s listening.

Lee Kantor: All right. It’s been a joy. Uh, this is Lee Kantor. We will see you all next time on High Velocity Radio.

Tagged With: Diane Dreher Coaching & Consulting, Dr. Diane Dreher, LLC

Kevin Eikenberry With The Kevin Eikenberry Group

June 6, 2025 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Kevin Eikenberry With The Kevin Eikenberry Group
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Kevin Eikenberry is the Chief Potential Officer of The Kevin Eikenberry Group – a leadership and learning company based in Indianapolis, IN with a team across the United States.

He has spent over 30 years helping organizations and leaders from at least 53 countries become more effective. Global Gurus has listed him on the list of most influential thinkers on leadership for the last four years. His blog and podcast are among the most popular on leadership.

Remarkable Leadership, From Bud to Boss, and The Long-Distance Leader, The Long-Distance Teammate, The Long-Distance Team, are among the books he has authored or co-authored.

He believes his new book Flexible Leadership: Navigate Uncertainty and Lead with Confidence, is his best and most important work yet.

Connect with Kevin on LinkedIn, Facebook, and Twitter.

What You’ll Learn In This Episode

  • Flexibility as a Leadership Skill: Why adaptability is essential for today’s leaders and how to develop it.
  • The Power of Adaptability: How leaders can cultivate a flexible mindset to thrive in uncertainty.
  • Leadership Mindset Shifts: Overcoming traditional leadership barriers to embrace a more adaptable approach.
  • Moving Beyond Style: How leadership styles, and strengths can keep leaders from being as effective as they want and need to be.
  • Adapting to Change: How leaders can shift their strategies to remain effective amidst uncertainty.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Lee Kantor: Lee Kantor here. Another episode of High Velocity Radio, and this is going to be a good one. Today on the show, we have Kevin Eikenberry, who is the chief potential officer with The Kevin Eikenberry Group. Welcome.

Kevin Eikenberry: Thanks for thanks for having me. Lee.

Lee Kantor: I am excited to learn what you’re up to. Tell us about the Eikenberry Group. How are you serving folks?

Kevin Eikenberry: Well, we’re in the business of helping leaders get better so the world can be a better place. Because you know what, Lee? Nothing positive happens in the world without someone leading. And so leadership is a high leverage sort of activity. And that’s what we spend our time doing, is helping leaders and their teams get more effective so they can get better results.

Lee Kantor: So what’s your back story? How did you get involved in this line of work?

Kevin Eikenberry: Well, I was born. Oh, you don’t want to go back that far. So I have been doing this kind of work for a long time. I started the company almost 32 years ago, and prior to that I worked in corporate America. And really our business started in that all around learning in general. And we very, very quickly moved into focusing on helping leaders learn again from that leverage perspective that we talked about. So the back story is working in corporate America involved before I left, after doing sales and marketing roles, getting involved in sort of adult learning stuff, corporate learning inside of a large fortune ten company and then left to start the company. That’s now the Kevin Eichenberger.

Lee Kantor: Now before that, as I understand, you grew up on a farm. How had how did that impact kind of your view on the world?

Kevin Eikenberry: It it absolutely is true. And it did impact my view of the world. I think it has a lot to do with my work ethic. It has a lot to do with because we had a farm and other farm related businesses about thinking about what what customers really mean and how do we take care of customers. So I think it helped me in a lot of those kinds of ways. And, you know, I went to Purdue and studied agriculture and people said, how do you end up doing what you’re doing now? Well, I went to school to learn about growing things, mechanical systems and biological systems, and now we deal with human systems. So it’s still about systems. It’s about thinking in the big picture and then helping to create the learning that’s required so that those important things we want to have happen can actually happen.

Lee Kantor: And then you have a new book out, Flexible Leadership, Navigate uncertainty and Lead with confidence. What what kind of drew you to the concept of flexible leadership?

Kevin Eikenberry: Well, I’ve been as I said, I’ve been in this business doing this kind of work, written a bunch of books over the years. And and to me, this is the, the time. What’s different about our world today is things are more uncertain and complex than ever. And so if we think that we can lead the way we did five years ago and get as good of results as we did five years ago. That’s not a very good bet. In fact, I don’t think we can get as good a results because the world is changing and if we’re not changing with it, we can’t get the results we need. Now, I’m not talking about changing everything. A whole lot about leadership. Lee hasn’t changed at all. But the stuff that has changed matters a lot. And mostly this comes down to changing how we lead, not the what of leadership. Not the principles, not the not our values. I’m not talking about changing those things. Those things are rooted like a tree, but just like a tree. It has to bend and flex in the breeze. We have to be able to approach things in new ways. When we see the context is changing and that’s what the world is, is changing. So what do we need to do to adapt to those changes, to get to get the results we really want?

Lee Kantor: So now how do you recommend to your clients? Um, how to know what change is real? What change is fleeting? What changes? Is foundational.

Kevin Eikenberry: Yeah, that’s a really good question. And I think the first thing we have to recognize is let’s just talk about the word change for a second. So when when organizations talk about making organizational change or changes happening, what we end up doing is acting as if everything is changing. When the reality is everything is not changing. Much of about what’s going on in our business and about our work processes aren’t changing. But if we only focus on the change and we don’t have the context of what’s not changing, then we overreact, right? So we have to keep that in mind. And that will actually help us lead the changes that are happening. If we can get people to be clear on here’s what’s the same and here’s what’s new. That’s the first piece. And the second thing is to look at the change from the context of where it’s taking us. Right. So we talk about, uh, a context map or a framework that helps us see the situations that we’re in to help us decide how we might need to flex. And so five years ago, ten years ago, 15 years ago, a whole lot of our work, the work of of organizations, the work of leaders was in what we would call the clear context. We knew that we knew the cause and effects. We could apply best practices we could build, process processes that allowed us to continually and repeatedly get the same result every time, which was awesome, because we had an awful lot of things that we knew about. And as long as we applied based on what we knew, we’d be in good shape. But there are far fewer things that we know have all the information about anymore, right? With with globalization, with further specialization, with new technologies, with new ways of work, because of pandemic. All of those things create more unknowns. Um, and in fact, oftentimes we don’t even know all the things that we don’t know. And so once we can recognize that, that’s the context that we’re in. We can start to recognize that we need we need to lead differently in those moments.

Lee Kantor: But then how, as a leader, do you lead in the moments where there is so much chaos and so much uncertainty? Or how do you know where where the true north is if it seems like it’s always moving?

Kevin Eikenberry: So the first thing is the true north should still be what? Excuse me? What the goals and purpose of our organization is. So we have to keep that in focus and then say, what do we need? What do we need to do or try now? And I think the word the word try becomes really important. Because what. Excuse me again. So if you look back over the last few years, what organizations wanted to do after we came out of a pandemic was do what they’ve always done, which was create a new policy, which would be the new way we would do work. And we can now look back over the last 2 or 3 years and see that those policies that people implemented didn’t work very well because they were operating as if they now had all of the all the Intel they had all the insight, and they knew everything. When we don’t. So when we’re in a situation where we’re sure that we don’t know everything, we need to not try to set policy, but rather pilot things, try stuff, take small risks, do small experiments and experiment doesn’t mean try something. Just we’re going to try this and then we’re going to roll everybody else into that in six weeks.

Kevin Eikenberry: Try this, try this, try this. We’re thinking about an organizationally. We got to try multiple things so we can start to see what we learn from those experiments to help us make better decisions, because we start to get more information as we do that. And that’s not typically the way we’ve led in the past. We’ve tried to come up with a new way, and now this is where we’re headed. And and that’s getting us the kind of results we’ve gotten in the past, which think about it this way. Oftentimes people will say, Lee. Uh, man, if I know now if I had known six months ago what I know now, I’d have done something differently. And every time that we see that happening to us, that was a time that we should have done more testing and trying rather than just taking a single action six months ago. So the better we become at recognizing that we don’t have all the answers, the better chance we have to adjust the way we would lead compared to what is our natural or learned response.

Lee Kantor: Now, how do you help companies that may, like you described historically, might have experimented on a whiteboard and, you know, spent months and months of planning and then implementing whatever that brilliant idea was, and then tell everybody to fall in line to this more nimble, um, experimentation way to innovate and grow. That requires that’s going to have more failures and learnings, uh, rather than, you know, a big success or in some cases might have been a big failure. How do you kind of get that cultural shift? Because in order to have a culture that embraces experimentation, there is going to be people who are going to try things that aren’t going to work. And in a lot of organizations, especially large ones, they’re not very, um, they’re not usually holding up the people who, uh, who created a bunch of failed experiments. Those are the people who usually get fired.

Kevin Eikenberry: I think I think you’re right. So I think there’s a couple of things. First of all, that’s a really astute point that that in many organizations we can talk people talk about we want people learning, but they don’t really want them to make mistakes. Right?

Lee Kantor: You can learn all you want as long as it works, if it doesn’t work.

Kevin Eikenberry: And yet we all know individually that’s not how learning really works, right? So I would say a couple of things. So if you’re listening to me and you’re a CEO, then you have a chance to start to change that culture. But most people who are listening are probably somewhere in the middle of the organization. Maybe you’re a frontline leader. Maybe you’re a leader of leaders somewhere in the middle. And I would say the best thing you can do is to start trying this in small ways. And I mean, the way you described it, Lee, is the way people often think about it. Like, we’re going to try this on a big scale. I’m saying try it on small stuff. I’m saying just try stuff in little ways. Start getting people to work on that adaptation muscle, if you will, and and don’t make it on things that are sort of career limiting if we fail at first because as people get used to having the psychological safety to try stuff, uh, then there’ll be they’ll get better at the trying, we’ll get better at the learning. And the other piece is when we’ve only done one thing, and then if it fails, it’s a problem. It’s just it’s a big deal. But if we’re if we’re trying to fail forward rapidly, then the steps are smaller. The mistakes are smaller, and we we move on to the next one quicker. So, uh, in every one of those cases, it helps make it a bit safer. In the big picture, if all we’re talking about is big things, big tests, uh, that are highly visible, those are going to be more risky if we’re in the middle of the organization. But there’s lots of smaller things we can be trying just to see. And if we’ll do that, we got a better we have a better chance of success. We do, though, as leaders, to your point, need to recognize that we’re now asking people to do stuff that might not be what they’re used to or initially comfortable with.

Lee Kantor: So how do you build the culture that allows, you know, failed experiments to exist and still get a high five and still keep their job like it? To me, there’s a trust gap in the sense that a lot of times leaders tell people to take chances and to do experiments, but when it comes to the actual it not working. You know, that’s not like, oh, that was a good learning. You’re promoted. That’s usually not the case. It’s like, wow, that person doesn’t have a lot of good ideas. Why are they on the team?

Kevin Eikenberry: Yeah, it’s easy to say that I want that. And then it’s also then easy to blame people when they’re the one. They’re the ones that make the mistake. Right? So what I would say to leaders in A is as kind and yet as direct a way as I can, is that you need to go first. Being a leader means going first, which means don’t just start asking other people to try stuff. Try stuff yourself. Uh, and when we do that, we’re sending a different message, and we make. And when we’re the ones that have done the testing or we’ve tried something different, which fundamentally is what I’m suggesting, if we’re going to be flexible as a leader, we’re going to do it differently. You know, in a conversation, in a coaching moment, um, in a decision that we make, we might do it differently than we’ve done it before. If we’re willing to try things, adapt ourselves, we start to set the tone for others. Um, if you as a leader are listening and say this all sounds really good as long as they do it right. Uh, then you’re running all the risks that Lee’s talking about.

Lee Kantor: So when you’re working with your clients, do you have kind of a sweet spot in the type of firms you work with? Um, are they small? Are they large? Are they. You mentioned working for the largest of the large enterprises. Is that kind of where you spend your time? What’s the ideal client fit for you?

Kevin Eikenberry: So, uh, we’ve worked with with people, you know, in doing this for over 30 years, we’ve worked with just about every kind of industry you can imagine. But typically we are best suited because of the size of our organization to work with organizations or decision units of 10,000 employees or less. So we obviously work with some very large organizations, but but often that’s with a division with a. Region or something where they have decision making power and it’s not 50 or 70 or 100,000 employees, but it’s ten, five, eight, 10,000 employees that they have some buying power around. And so organizations really in the 2 to 10,000 employee range or decision makers in that 2 to 10,000 employee range is probably where we’re best suited and have had most success.

Lee Kantor: And industry agnostic, like it could be a service company, it could be a manufacturer. Doesn’t matter.

Kevin Eikenberry: Yeah pretty much we’ve we’ve had the chance to work across a lot of industries over the years. And you know, at the end of the day, everyone wants to ask, Lee, have you worked with people in our industry? Have you done this? Have you done that? And the answer is whether it’s yes or no. The reality is what they’re trying to find out is can you help our situation. And the situations are way more the same than different, right. Um, and so we have had a chance to work with folks in lots of different industries, both manufacturing, service and pretty much name it over the years.

Lee Kantor: So what’s the pain that your customer or prospective customer is having the day before they call you? What is frustrating them where they’re like, I got to get Kevin and his team in here.

Kevin Eikenberry: Well, it could be one of three things. It could be that they’re having trouble developing the leaders that they need for the future. So that could look like succession planning leadership pipeline. It could be that they’re that the leaders are the fact that their leaders aren’t as effective as they could be is causing retention or turnover problems. Those are probably the two biggest ones. And then the third one is just organizations that recognize that if we’re going to be more successful, we know that the the, the leaders are what will help us get there and are willing to invest in them, sort of, regardless of any other specific situation.

Lee Kantor: Now, do you have any advice for folks that maybe have grown up leading teams that were all in the office altogether human to human? I bump into people at the water cooler and now they’re dealing with more remote work. Maybe it’s global. Maybe it’s they’re just not seeing their people in person as much as they used to. Any advice for that type of a leader?

Kevin Eikenberry: Yeah. Well, um, before the pandemic happened, I co-wrote a book called the Long-Distance leader, and I’ve been leading a virtual, almost entirely remote team for about 15 years. And so I would say about three things. Number one is, as leaders of teams who are remote, virtual, hybrid, whatever way you want to say that, number one is you have to be more intentional about everything because you’re not going to see people a lot of water cooler. You have to make sure that you’re making time to interact with folks along the way. That’s the first thing. You have to be more intentional. Number two is you have to think differently about the way you communicate. We have so many different ways, mediums with which we can communicate, and we need to make sure that we’re using the right communication tools for the right times. And that includes don’t forget the phone and remember the webcam, because that’s the next best thing to being there in person. And then the third thing I would say is that we have to acknowledge that not everyone’s experience about where they’re working and when they’re working is the same. How they’re experiencing it may be different than us. We need to make sure that we’re connecting with our folks well enough to know how they’re doing, so that we can help them succeed moving forward.

Lee Kantor: What about advice to the young person who, um, hasn’t learned what it’s like to be in close proximity with their boss? How should they? What should they be doing in order to be promoted, to kind of get the most out of their experience in this new job? That might be remote?

Kevin Eikenberry: Yeah. You know, it’s really interesting. The first part of what you said is we have we have a we have a group of folks who came into the workplace and never went to the office. Right. And so now maybe they still haven’t, or now their challenge is I’m now in the office. What do I do? But whether that’s the situation or they are remote. Either way, we would suggest that you think about how do I become more visible, but do that in an ethical way. You don’t want to be the person that is just trying to be seen, but rather what you want to do is be seen in ways that’s that’s in alignment with the culture of your organization. But it’s also seen as not being just for you personally, but for the good and benefit, and with the intention of helping the entire team. If you’re doing those kinds of things, if you’re willing to volunteer not just to be seen, but because you want to add value, if you are willing to offer the chance to mentor others that are coming into the organization or whatever those things might be, as long as folks see you as doing it with good intention and see you as getting your core work done, as well as the things that help you be seen as adding additional value. You’ll be in good shape.

Lee Kantor: So if somebody wants to learn more, where should they go? Is there a website? What’s the best way to connect with you and learn more about your books and your practice?

Kevin Eikenberry: Yeah, if you go to the you want to learn more about US organization, just go to Kevin eikenberry.com. That’s Kevin e I k e n b e r r y.com. If you want to learn more about the book, just put a slash flexible. After that that’ll point you to everything related to the book. Flexible leadership including getting you a sample chapter. And in terms of me personally, along with those locations, you can also just connect with me on LinkedIn. I’d love to have you do that.

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

Kevin Eikenberry: Thanks so much.

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

Tagged With: Kevin Eikenberry, The Kevin Eikenberry Group

Vladimir Baranov With Human Interfaces

June 3, 2025 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Vladimir Baranov With Human Interfaces
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Vladimir Baranov is an Executive Coach at Human Interfaces for Founders and Technical Leaders. He coached and mentored at various U.S. and U.K. incubators and accelerators, with a primary focus on launching, developing, and sustaining startups. He champions innovation, particularly in transforming ideas into tangible businesses (zero-to-one approach). He also focuses on integration of frequently misaligned perspectives of business and technical challenges.

He’s a serial entrepreneur, having founded three companies with successful exits in fintech and spacetech, demonstrating proficiency in scaling businesses through various funding stages. His entrepreneurial journey, encompassing roles such as Founder, CTO, COO, and CISO, lends him a comprehensive perspective on creating optimal data and technology services.

Vladimir holds MBAs from Columbia and London Business Schools and dual degrees in Computer Science and Computer Engineering from Stony Brook University, where his studies spanned software development and robotics. He is passionate about enhancing communication strategies, studies organizational and social behavior, and is an avid reader.

Connect with Vladimir on LinkedIn.

What You’ll Learn In This Episode

  • How engineers and scientists struggle at running the business
  • Getting mindset right is one of the important things when running a company
  • Analogies help cross knowledge gaps
  • AI makes a lot of things easier

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Lee Kantor: Lee Kantor here. Another episode of High Velocity Radio, and this is going to be a good one. Today on the show we have Vladimir Baranov, who is a founder coach of Human Interfaces. Welcome.

Vladimir Baranov: Thank you. Thank you for having me. Lee. Excited to talk with you.

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

Vladimir Baranov: Yeah, yeah. So I serve a lot of tech founders and help them embrace the human side. A lot of technologists, including myself, have spent so much time with computers. We don’t spend enough time with people and figure them out. And as you go and grow your own business, it’s one of the most important things to master is how do you interact with market? How do you interact with your own team? How do you be a leader to the teams that you are leading.

Lee Kantor: So what’s your backstory?

Vladimir Baranov: Yeah, that’s a great question. I started out as an engineer. I spent about 15 years in finance. Uh, one is exposure to large banks, building trading systems. And then I co-founded a business in wealth management, SaaS, and grew that from two people from about 150 and eventually selling after seven years to a larger company. Then I had a little bit of realignment to purpose. Uh, and I joined a aerospace company as a third person. We grew that to about 35 people with a few million dollars in government contracts. We were able to launch two space instruments. So it was a very exciting journey, but I wanted to see how much more impact can I make. I was, uh, basically having a proverbial lever in my hands, and I was looking for a pivot point. If I’m to quote Archimedes, and I feel that right now I’m in the right place where I am helping others to start their businesses and be better leaders, and I could be the small multiplier in their success.

Lee Kantor: So why did you choose coaching rather than consulting?

Vladimir Baranov: That is a great question. I feel consulting is a great profession, but it is predetermined by the client who is asking you what you want to consult for. Well, in coaching it’s a lot of conversational interpersonal discovery, the Socratic method of that, that is very attractive to me. You get to know the client much better and then together you define what is their destination. Well, in the consulting, I feel when you are coming in and obviously there are different variations of everything in consulting, you come in already for a task that has been predetermined for you, and sometimes you cannot refine the problem statement.

Lee Kantor: Now, when you’re doing coaching, is it difficult for you to see maybe some engineering solutions that would be easy for you to either implement or do when the client that may be struggling. And in coaching, obviously you’re asking a lot of questions. You’re not you know, you’re not the doer anymore. You’re just the asker.

Vladimir Baranov: Yeah, yeah, yeah, that is a very interesting question and actually comes down to the nature of coaching in a sense. I always tell the people that I work with is I’m very careful with my mentorship kind of moves or advice because I can teach them how to catch tuna in the pond, but their reality in their context, is catching shark in the ocean. And I do appreciate the Socratic method of coaching, where it helps us discover their context together, because the best person who can make the right decision in that context is my client, and my responsibility there is to provide them with instruments and questions which help them discover that context. By me. Introducing my own bias of my experience kind of shatters the connections that they can make between my experience and their reality, if they’re still in the process of discovering it themselves.

Lee Kantor: So have you landed on kind of that ideal client profile for yourself?

Vladimir Baranov: Oh, that’s a that’s a great question. I’d say there is a two different people that I work with. One is a founder who is pre idea, uh, who perhaps maybe is hesitant to kick the project off. They might not know where to start. They might not know what kind of business they want to work on. And the second kind is somebody who’s been in the business for maybe a few years, and now they’re starting to encounter those, uh, leadership, uh, issues where team starts growing and their ambitions start growing, but they’re lacking, uh, the experience or perhaps they’re ignorant of their reality, which prevents them from moving forward.

Lee Kantor: So they get to a point, um, where they they need kind of the fresh eyes on things.

Vladimir Baranov: It’s a fresh eyes and fresh questions if it comes from coaching, because one of the biggest things that we do for ourselves, unfortunately, is we lie to ourselves all the time about our own reality, and I’m not in the process of calling somebody a liar, it’s more highlighting the opportunities that might exist on somebody’s plate, but they’re not visible because they obscured by our own belief in our own greatness.

Lee Kantor: Now, are there kind of symptoms that these people are going through that are maybe signals that they should open themselves up to some coaching with you or any coach, really?

Vladimir Baranov: That is a fantastic question. Actually, I’m going to write it down for my own purposes. Um, what, uh, I generally notice is that a lot of founders who are getting help through coaching might experience things like overwhelm there, where now they start seeing that they have so many things to do, and there is no way that they accomplish them all. And they need, uh, help figuring out the context of prioritization and figuring out which one to start working on. Um, another one is, uh, going through options. One of the privileged and non-privileged and stressful position of the leader is that sometimes there are decisions that needs to be discussed in a very private and confidential way, where somebody who is not in any way involved with the company, um, and that is another opportunity to kind of walk through the options, to kind of have a hold that space, hold that privileged, uh, hold that, um, confidential space to process the options and help the client, uh, through questions to select the right approach. So the two components that I see, one is, uh, figuring out how to get things off the plate, uh, to, um, how to process options and three, how to get started. Uh, because sometimes when we haven’t done things, that’s where a lot of ignorance and help, uh, helps.

Lee Kantor: So now when you’re working with somebody, Um, what does the first conversation look like? Is it just you asking questions, or is it them asking questions like, what are those initial conversations like? Can you give us kind of a rundown of what that experience feels like?

Vladimir Baranov: Yeah, yeah. If I have to label that our first initial conversation is more bound in discovery. Uh, I am not in my client’s context. And also, uh, this is the first time I’m meeting the person, and we haven’t talked about it before. And also, sometimes client themselves might not have the thing which they want to discuss figure it out on their own. Structured, labeled uh, approached, organized. And first a session or two we spend doing two things. One is discover a context where they’re coming from, what is actually the problem and where they would like to end up, and the kind of the last part of the conversation. We try to work out the outcomes, which we can quantify and certify as we’re going through coaching in a sense, like, are we actually able to see whether or not coaching is being successful?

Lee Kantor: So you’re really going to, um, hold your coaching to kind of a really strict ROI, like, are you getting something tangible out of this? I expect this to happen at the end of this amount of time. Like, so you’re looking at it like you would as an engineer.

Vladimir Baranov: That is that is correct. I would say as an engineer, as a business person who likes their KPIs. And a lot of my founders who I work with, they also like, uh, KPIs to work with. Um, there is a slight challenge with coaching and because of the nature of the conversations, can get esoteric. Like how would somebody know that they are now a better leader? And we have to rely on more qualitative measures of where the client themselves assesses whether or not they have achieved certain outcomes. But for most of the outcomes, we try to get it down to more specific accomplishment. Like, for example, I was feeling more overwhelmed or less overwhelmed. Do you feel like you have figured out prioritization? I have not figured out prioritization. Do you feel the conflict with your team or your co-founders, or your C-suite is at the same level or below? Uh, before you start a coaching.

Lee Kantor: So at the beginning, are you are you asking them those same questions to get some sort of a baseline?

Vladimir Baranov: Uh, yes. And my question would be very much open ended in the sense, like, what kind of outcomes would you like to achieve and how would we know we get there? And once they list out those priorities, we’ll have a conversation about how we would know for sure that we got there. So then you can walk away with a positive feeling that we’ve done good work.

Lee Kantor: So now, um, how I mean, how does or does it, um, does I have anything to do with your work nowadays? It seems like every business is, um, playing around, at least at some level with AI.

Vladimir Baranov: Yeah. No, absolutely. Um, I think AI is here to stay. It’s a marvelous tool. Um, for me, it helps me with a lot of things, like, uh, thought patterns, uh, creating options. Uh, in a sense, if I have an inkling of certain scenarios, um, I would like to plug it in sometimes into a limb and say, like, tell me like 25 different ways this can evolve. And then I would select the scenario which is more applicable to what I’m thinking about, and then develop further on my own. Um, I can go ahead and plug in multiple podcasts that I’m listening to and ask it to summarize, say, saving me countless of hours. Um, sometimes with, uh, agreement of the client, I would record our calls to keep our notes for the following conversations. Uh, ready? Um, I think it’s also pretty good for suggesting posts. It’s a really good for crafting plans. Coaching plans? Um, so I’d say, like, I’m using it a lot.

Lee Kantor: So that’s how you’re using it. How do you recommend your clients use it?

Vladimir Baranov: That’s that’s that’s a great clarification. Um, what actually happens is that, uh, when I speak to founders, there’s definitely tends to conversations to go towards, uh, social presence and marketing and advertising. And I think that’s where I right now is the greatest, where it can generate almost infinite amount of, uh, different kinds of ads and presentations. And those are the kind of tools that I, uh, hand off, uh, with certain instructions, uh, for my clients. Um, I definitely, uh, suggest that, uh, anytime they get stuck, that LM is really one of the best ways as a first step to get options for the ways forward.

Lee Kantor: Now, um, in your work previously, you were part of startups that scaled and were able to you were able to exit, um, does does the wins in that world. Can you share a little bit about emotionally how that makes you feel, as opposed to working with one of your coaching clients and they get some aha moment or they move to a new level. How does that compare?

Vladimir Baranov: Yeah, I can tell you, um, if I can be open for a little bit, uh, when I started a coaching, initially, it felt incredibly lonely that I had no team around me to with who I can process things with. I feel like as if I need a coach at that point. Um, no wins to share. Um, what I have discovered as becoming coach and become more experienced coach myself is that through the longer relationships, not one off coaching, not like two session coaching, but with the clients that I have, uh, worked with for six, seven months, a year and longer. Um, I am in tune with what they’re going through in a way that their wins become my wins. Um, and their struggles become my struggles. And I feel responsible to, uh, serve them in a way that they become wins over a longer period of time. So I would say that sort of feeling of loneliness eventually disappeared, and my clients became an extension of that team and that transfer of emotion that I was able to give, uh, there. Now, I have inkling that working with a smaller team and working on specific project together, having the same context, will give me a different kind of satisfaction, but I think I will have to try it at the same time, if I’m ever done with coaching and report back to you.

Lee Kantor: So when you decided to become a coach, um, did you was this just kind of based on your own knowledge in your life of, hey, I’ve talked to a lot of people. I’ve mentored people in my job, so I think I can pull this off. Or did you kind of go through some sort of a methodology to learn a certain style of coaching? Um, like how did you develop your own kind of authentic coaching voice.

Vladimir Baranov: Yeah, that’s that’s a great question. Um, I has been always a student of self-improvement. Uh, since my early 20s. I was fascinated by the fact that you can go ahead, read something on the internet or in a book, try it yourself and just be a become a little bit better in whatever thing you’re trying to perfect. Communication, presentation, your speech, uh, your body language, your business habits. And it kind of that habit stayed with me throughout my life, um, as part of being executive at my startups and the companies that I’ve scaled, I was able to experience, uh, mentoring and coaching at work when I was working with my coworkers and my employees, and it gave me inkling and understanding of what that might be. Um, what I did to formalize that is I went ahead and I took training with the Berkeley Coaching Executive Institute, and thereafter also got certified with International Coaching Federation to make it more formal. So, um, I was able to get, uh, that understanding how to data properly. And on top of that, I had a privilege of experience of being coached by other great coaches, which led me to the path which I’m on now, and I’m able to leverage that experience to be a better coach myself.

Lee Kantor: So do you have any advice for other coaches out there when it comes to growing their own practice? Um, did you have, um, a built in pipeline for your kind of initial discovery calls and the, and the path towards clients? Um, and any advice you can share for others when it comes to growing a practice, you know, from scratch, like like you’ve done.

Vladimir Baranov: Yeah. No, that’s that’s a great question. And one of the discoveries that I had to make for myself, uh, is that coaching is 30% coaching and 70%, uh, marketing. So creating that pipeline, um, some of us are privileged to be in the highest echelons of corporations, and that becomes a little bit easier. I actually have an anecdote where I spoke with one of the coaches recently. They retired after a while, and they and I asked them, so what? How did you create your pipeline? And the person said, well, I send an email to 14 of my reports and ask them, like, would they sign up as coaches? And and they said that, uh, 12 out of 14 signed up right away. So that’s that does not reflect reality for a lot of coaches who are trying to build a pipeline. Uh, for me, I would say I had to build it from scratch, leveraging my own network and eventually studying more of art, of marketing and advertising and sales in order to develop that. But for more specific, um, uh, kind of, uh, tips if, uh, your audience is looking for that, um, the best people to match is the ones who already support you, the ones supported you in the past and have a conversation with them of where whether or not they or maybe somebody around them could be a client for you. Um, I can obviously dive into many details, but I’d say that’s where the core of it. Because in a sense, like supports like. And people who were champion or champions before will be your champions again now as you’re developing this pipeline.

Lee Kantor: So now is um, what do you need more of? How can we help you?

Vladimir Baranov: I love it. Um, I would like, uh, more introductions to people who are running into types of issues that I mentioned before because I would like to help them change their life.

Lee Kantor: And then so is it tech startups? Is that a sweet spot? Or it could be any business.

Vladimir Baranov: Good question. So, uh, the sweet point is, um, a technology founder, somebody with a lot of engineering and technology background who is either about to start a business or have been working a business for a few years. Um, this is where, uh, they start encountering the problems as the as far as prioritization, team conflict, uh vision, uh setting option selection, uh which I can help process uh, for them.

Lee Kantor: And if somebody wants to learn more, have a more substantive conversation with you or somebody on your team, what is the website? What’s the best way to connect?

Vladimir Baranov: Great question Lee. Uh, so I’ve created a link and it’s, uh, human interfaces SEO slash podcast. Uh, and if you go through that link, uh, you can, uh, reserve a complimentary coaching session as part of being audience for this great show.

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

Vladimir Baranov: Thank you so much, Lee.

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

Tagged With: Human Interfaces, Vladimir Baranov

Elisabeth Constantin With Abreo Executive Services

June 3, 2025 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Elisabeth Constantin With Abreo Executive Services
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Based in Nashville, TN, ABREO is an outplacement and executive transition services firm born out of the Executive Education communities at Harvard, Wharton, and Stanford. We support CHROs and CLOs when it matters the most: in high-risk exit scenarios at the C-Suite, President, and Director levels.

Elisabeth Constantin, M.A., M.Ed., began her professional journey in Europe in Marketing, Communications, and B2B Commerce. After moving to the United States, she built a career in global HR Service Delivery, Total Compensation, and Expatriate Consulting. She founded ABREO after a decade of supporting Fortune executives’ career transitions across the global manufacturing, IT consulting, bio-engineering, and raw materials industries in North and Latin America, Europe, and the Middle East.

As a public speaker focused on executive and C-Level career ROI, Elisabeth Constantin has been invited by Ivy League Clubs across the U.S., the Harvard Business School National Women’s Association, and leading industry organizations, including Finance Executives International (FEI), the Association for Corporate Growth (ACG), Dell, and EuroFinance (Economist Group).

Constantin serves as a board member for the Center for Global Citizenship at Belmont University in Nashville. She was educated in Germany and furthered her studies at Harvard Business School in Cambridge, MA.

Connect with Elisabeth on LinkedIn.

What You’ll Learn In This Episode

  • What does ABREO do.
  • Why do companies offer this service. What’s in it for them.
  • What sets her business apart from other players in this field.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Lee Kantor: Lee Kantor here. Another episode of High Velocity Radio, and this is going to be a good one. Today on the show we have Elisabeth Constantin, who is with a ABREO Executive Services. Welcome.

Elisabeth Constantin: Yeah. Thank you so much for having me, Lee. It’s a pleasure to be here.

Lee Kantor: Well, I’m so excited to learn what you’re up to. Tell us about a brio. How you serving folks?

Elisabeth Constantin: Yeah. So we are an executive, outplacement and transition provider based in Nashville serving C-suites nationwide. So that’s probably a little bit obscure, if you will. But like what we do essentially is the best way to describe it is when large publicly traded companies and large private companies led top level people go. So CEOs, C level leaders and a couple layers down. We get brought in to help those transitioning executives find their next opportunity. And in the US, that demographic like C-suite vice president directors, is approximately 2.5% of the workforce. So you could say essentially that it’s job search support for the top 3%. And it’s needed because the job search at those top levels is very different than what it is for middle management or vocational demographics, and it takes a lot longer. So companies will often provide this support as part of the executive severance package when they’re letting senior leaders go.

Lee Kantor: So when a company is contacting you, that means that changes already happened or it’s on the way.

Elisabeth Constantin: Yeah, it can be either. So, you know, I don’t terminate top executives myself. Like, sometimes I’m in the room, but most of the time we get brought in in the aftermath to move the leader forward towards their market reentry. So it’s not necessarily the sexy or the glamorous work, but it’s deeply impactful and important work. And we’re not meant to be seen. We serve quietly behind the scenes, and when we do come on site, sometimes it’s very interesting, like we get brought in under a different name, get rushed past security because it’s all very hush hush at that level. And a lot of people understand that world and companies don’t want to start rumor, but it’s typically, yeah, top level shakeups. New CEO comes in, wants to clean house or an opportunity. Simply didn’t work out with the leader where it’s not a where it’s not a fit. Or it could be large scale change from like M&A or other activities. It’s very case to case.

Lee Kantor: And then so is the board the one that kind of contacts you or is it, like you said, a new leader comes in and they’re like, okay, I want my own crew in here. So we are going to transition.

Elisabeth Constantin: It really depends. So we are a business that has grown over the past four years entirely by word of mouth. So oftentimes it’s the chief human resources officer or the corporate general counsel who reaches out. Sometimes CEOs know us and pass us down. Sometimes board directors that we are connected with bring us into their organizations. It truly always depends. It’s always different.

Lee Kantor: So that movie with George Clooney up in the air, is that kind of about kind of what you do? It seems a little different, though, than what the way you described it.

Elisabeth Constantin: Yeah, it’s it’s it’s relatable. So I would say, you know, I’m a I’m definitely not as like good looking as Ryan Bingham in the movie. I would like to say we’re a little more qualified because the Bingham approach in the movie with this whole like, sorry, you’re fired. Here’s a brochure for your path towards greatness. That sort of approach doesn’t exactly cut it for top level terminations, but, um, you know, it is similar in the sense that, you know, we we catch the departing leader with empathy when they are getting let go. We then get them ready for market. We write the resumes for them, their LinkedIn profile. They get a lot of consulting from us on how to navigate the hidden job market, because it’s different at a certain level. So, you know, the the, the up in the air approach isn’t quite how it works at the top. Um, but it is it is a good reference.

Lee Kantor: But don’t, um, anybody at the C-suite level, they know that this typically isn’t a job for life, that they are on a clock. And there is kind of certain expectations. And, I mean, I would imagine that some of them kind of see the writing on the wall. They know that at some point this is going to happen.

Elisabeth Constantin: Yes. You would think so. But, uh, a lot of, you know, leaders at that level still need the support, because if you think about how people get to those levels, oftentimes it’s not by job hopping from company to company, like they get to the executive ranks through internal promotions, and they don’t necessarily know how the game is played in the market and the hidden job market, how those jobs are found sourced, how relationships need to be cultivated with a large executive search firm. So, um, there’s absolutely a need for support. And also, um, if you think about it, just from from what this means, from a change in life perspective, this is a very high stress situation for leaders at that level, even though change should be expected. And you’re absolutely right that roles at that level often have a shelf life. It still catches a lot of people by surprise, because a lot of people tend to think that it only ever happens to other people. And when when folks are in a situation where they are often pulling kids out of private school or they’re selling assets like vacation homes because liquidity is at stake, you know, that’s a that’s a tough time. And that’s when companies often provide support for different reasons. And we can dig deeper into that. But yeah.

Lee Kantor: Right. But I would imagine that your service, I mean, is, uh, comforting in a way to these people that, like you said, they just I guess got, you know, punched in the face here with a, you know, a change of life that’s about to happen and there’s nothing more for them to do. They’re not going to be able to talk their way out of it. So they need help now to get, you know, resituated in a, in somewhere else. And then at that level, I would imagine that that often means moving out of the city they’re in. I mean, so it’s very turbulent and it’s very stressful. So to have somebody like you and your team on board to help them kind of land gently somewhere else, I would think it’s much appreciated and very rewarding on your part.

Elisabeth Constantin: Yeah. Yeah, it’s definitely, you know, it’s meaningful, deep work that happens behind the scenes. I mean, the reason why companies offer this service varies. It’s circumstantial. Um, often there’s an element of risk reduction to it. So oftentimes companies provide the service because they legitimately want to do the right thing and help a good employee find their next opportunity. But oftentimes an executive exits. These situations are deeply political, highly volatile, and often very unpleasant for everyone involved. And, um, more so there’s often substantial legal risk for the company. So good outplacement support, if it’s done right, is an effective way to smooth things over and sort of reduce risk by incentivizing the employee to sign the exit paperwork. So it’s a good tool for companies to manage the not so pleasant reality of corporate life, which is that sometimes things don’t work out for a variety of reasons, and people are being asked to move on. And obviously, like you said, like to the leader who is impacted by this, if they get good support, um, it is, uh, life changing and it can reduce the runway in the market to, to find their next opportunity.

Lee Kantor: Now, um, I’m sure you’ve done or seen a lot of research when it comes to this stuff, but in the C-suite, like, what is the shelf life of a typical kind of a CEO or CFO or COO? Like, I would imagine it’s under five years. I mean, on average. Yeah.

Elisabeth Constantin: Yeah. 3 to 5. In typical corporate and private equity. Sometimes it can be a little shorter. But, you know, 3 to 5 years these days is a pretty good.

Lee Kantor: That’s a good run. Pretty good.

Elisabeth Constantin: Pretty good run. Yeah. But but you have to factor in that there is often an expiration date and there’s downside. Right. Like the executive job search uh, at that level can easily take six, nine, 12 months. So if you factor if you’re kind of forced to factor that in and then you do the math, you know, it’s, uh, you, I mean, you I think you know what I’m getting at, right? Like you have it’s it’s not as glamorous as it looks. And there’s a lot of risk. And you have to take that risk into your overall financial situation.

Lee Kantor: So, um, when they’re working with you, what does that engagement look like? Are you kind of working as a consultant in the terms of your giving them tools for them to implement? Or are you kind of like an agent where you’re kind of helping connect them to possible next opportunities?

Elisabeth Constantin: It’s a little bit of both. So, um, there are a few areas where we operate different from other companies, um, and where our service scope, you know, tends to surprise. And, um, if I can say so, like also impress HR and legal departments. The biggest one is so we get hired by the company for those kind of executive odd placement situations. And then we work with the individual in like a 1 to 3 month engagement, depending on how much service the company wants to provide. Um, where we are different is in how concierge and hands on we are with the departing leader. So as an example, we completely take the resume writing and LinkedIn writing process from the leaders plate so other companies they may provide feedback or provide like self-study tutorials, but that doesn’t really cut it at the executive level. And that’s why this space has a historically not so great reputation, high decline rates among top level executives because most people can’t write a financials based resume on a good day that meets the strict demands of the executive search space. And then they certainly can’t do it under substantial stress after losing their job.

Elisabeth Constantin: So that’s where we take the heavy lifting off of the plate to get them ready for market. And then they also get a lot of consulting from us. On how do you navigate the agency world? How and why should you negotiate your severance on the way in, in the next opportunity to protect your downside? How do you weave legal into an already pretty high stress, multi swimlane negotiation process? So that’s where departing leaders we really get them ready so that their next entry is more financially rewarding for them. They protect their downside, and they will also speak more favorably about their past employer. Because while no one will ever be happy that they lost their job, the ideal situation is that, you know, they land pretty quickly and then a few months later they’ll say, you know, I’m still not happy that my job with, you know, ABC Fun Corporation ended. But I do respect them for the fact that they gave me good support to help me find my next opportunity. And that is a lot more than a lot of companies will will get now.

Lee Kantor: Um, so when you’re working with them, you’re helping craft the resume. You’re helping, you know, polish their LinkedIn. Um, and are you actively kind of looking for opportunities for them, or is it something that you recommend like, okay, these are target companies you should think about. Like, like, um, where I’m trying to get the edges of where your work begins and ends.

Elisabeth Constantin: Yeah, exactly. So we will connect them to headhunting firms where we have connections.

Lee Kantor: So you’re not a headhunting firm.

Elisabeth Constantin: Correct? Yeah, we are purely outplacement. We don’t play in the search space. We’re not a Korn Ferry or hydrogen struggles or an ego. And Zander, we do purely market readiness prep. Um, the reason why we don’t do that, you know, legwork for them of finding opportunities for them is because 80% of positions at that level are found through executives networks, which means that, you know, the agent, um, approach in in what I’ve seen in like eight years of doing this work, um, doesn’t really work at that level. So if we do the heavy lifting and get the person ready for market, they have to walk the talk and connect, uh, reach out to their network, connect with with headhunting firms, contact target companies, and we advise them how to do that, but at the end of the day, they need to get active, and that’s also part of taking them off the job loss, shock, paralysis and then getting them to move forward and start, you know, hitting the road.

Lee Kantor: And how it sounds like it’s part therapist too, because when they’re dealing with this kind of a blow, I would imagine their first move is not to, okay, I have to go out and look for another job. A lot of times it’s just like what just happened to me. You know, I just got hit by a truck. Um, so, you know, I’m going to mourn this loss for a period of time. And I’m sure you’re trying to get them to start being proactive as quickly as possible.

Elisabeth Constantin: Yeah, very much so, because time is money, right? And, um, also, you know, yes, there’s a big empathy and, you know, confidence rebuilding component as part of the work. There’s obviously, you know, high skilled, high touch transition work that needs to be done to get the resume ready. The LinkedIn, the consulting piece. But a lot of the work we do is really to get them emotionally and mentally ready, because they will need a lot of resilience when they reenter the market. It’s I like to compare it to kind of like a football player who may not have had such a great season when they when top level executives lose their jobs. One thing that always hits them the hardest, hardest is that their market value is down. Their leverage is down. The phone isn’t necessarily ringing with opportunities, and they really have to get over that and put themselves out there. And um, oftentimes leaders say, you know, I’ve been working for 20, 25 years. I just want to take a sabbatical and do nothing for six months because I have like 12 months or 18 months of severance. And that is the least optimal thing that anyone in that position can do, because the longer you’re out of work, the worse it looks on paper. So our job is to get them ready so they can start spinning wheels and contacting their network. And if they want to do the rest of their job search from the from the Bahamas or wherever, like that’s great. But it’s important to get out there quickly and to also catch them with empathy, because it is a very substantial cut on someone’s confidence.

Lee Kantor: Now, you mentioned that 80% of the their next jobs are going to come from probably somebody they know or their network rather than the recruiter or, you know, somebody, you know, finding, you know, choosing them and saying, hey, you’re the perfect fit for this next thing. Um, any advice or tips to kind of manage your network, to let people know in an elegant manner that you’re available and like, how do you go about, um, you know, targeting the, the right people in the right places in order to let them know that you’re available now. Without sounding desperate.

Elisabeth Constantin: Yeah. The key to not sounding desperate at that level, because everyone understands that, you know, executive terminations because of the shelf life should be expected, right? Some people skate through their careers and they never let get let go. But downsides in careers, they do happen, right? And, um, because of that, one of the biggest or most important areas of advice that I can give is if you are an executive director level or higher, people cannot afford to let quality connections lapse, right? Because if something happens, you don’t want to be the person who hasn’t checked in in five years. And now you call and you say, hey, uh, I haven’t talked to you in five years, but I just got let go. Can you help me by keeping your ears open? And you’re asking for a favor, right? That’s all. No one wants to be the person who only gets called when someone needs something. So it’s really important for top level leaders to like, curate, grow, and also maintain their network to like, stay in touch with people when they are on the sunny side of life, if you will. You know, check in, um, even if there’s kind of like a transactional component to relationships, make it personal, stay in touch about the family and what matters to people. And then when you are in a position that you need help, you’re not coming from a place of neediness, but you have, you know, a trusted relationship. And that’s when people will be, um, empathetic and willing to to help and go beyond, right, open their networks, make further introductions and things like that. So I think that’s the piece that’s really important to to stay in touch with quality connections, whether that’s former bosses, CEOs, board directors in your network, like people who often hear about open positions before even the headhunting firms get involved. Like, um, relationship building at that level is everything.

Lee Kantor: And that’s a good lesson for folks that are right now seemingly secure in their, uh, in whatever they’re doing today. They should be thinking about tomorrow and kind of planting the seeds that might help them later on. Right. Like this should be in your calendar that you touch base with X number of people a week or a month, just because you might need them down the road. So it’s it’s probably worth investing the time and doing that type of, you know, kind of casual networking.

Elisabeth Constantin: Absolutely. Yeah. I mean, relationship equity and change. Change readiness doesn’t happen or shouldn’t happen when the change happens, right? It should happen long before. And it also gives an opportunity to maybe help someone. Someone in the in the network. If you reach out and you come from a place of care and wanting to stay in touch, there might be an opportunity to help them with something, an introduction or doing something for them. And then you have elegantly activated what I like to call the reciprocity reflex. And then you’re really not going to feel bad if like two years later something happens and you call and you have you have to make the phone call and you are asking, you know, look, you know, something happened here. If you hear something, would you mind keeping your ears open? For me, it’s a lot more elegant than the other way around.

Lee Kantor: Yeah, absolutely. Now, you recently published a book, Like a Boss How Top Executives Elevate status, Grow wealth, and Protect their Downside are tips like this inside the book? Like, what’s the book about?

Elisabeth Constantin: Yeah. So the book was a fun departure from, uh, from the from the day job, if you will. And it does incorporate a lot of those lessons and a lot of the topics that we consult on with senior leaders in transitions, especially those lesser known areas around navigating your servants on the way in incorporating legal breaking into paid board service sooner so that you can open up other runways for revenues like pass the pass the corporate career. Um, so all those areas where leaders have blind spots, um, and so they can better protect their downside. That’s kind of what the book is about. And clients had asked me for it, you know, for a long time that I should make this information available to a broader audience. And I suppose at some point you have to give the people what they want. So here we are. But, um, you know, I’m pretty excited about it because it’s this kind of book where readers send me private messages and they say, you know, Elizabeth, I can’t say anything publicly, but I’m telling all my friends about it at the country club, and I’m giving it to my kids who are in senior management right now because they need to know how to play the corporate game. And, you know, in my mind that’s that’s perfect because the wind in the markets is getting rougher out there. Um, so I don’t care how we raise the tide of all boats as long as we do raise it, because at the end of the day, you know, careers are not charity and people are not a commodity.

Lee Kantor: So now, um, is there a story you can share? Don’t name the name of the person, but maybe, uh, share what happened when they got let go and how you were able to help them transition into a new opportunity.

Elisabeth Constantin: Yeah. I mean, we obviously see a lot of different transition stories and circumstances. Um, I would say, you know, irrespective of what happened, I have always believed that, you know, good things always happen to good people and preparedness is everything, and then it’s really a matter of putting yourself out there once you’re ready. So with us, we are often able to reduce the the time to market by a good bit. So you heard me say earlier, like executive search can often take six, 9 or 12 months or even longer, depending on how picky they are. Um, we have had over the course of the past two years, you know, several leaders, CEOs, CFOs who, um, where we took the heavy lifting off the plate, we, you know, aggressively wrote, rewrote their resume with financials and metrics and KPIs that the next CEO would want to see. We advised them on how to go about their search, the multi-pronged approach they should take when it comes to networking. And we’ve had several leaders who found their next opportunity in under three months, which is unheard of at that level. Um, and that’s obviously really great for them, especially if they negotiated a 12 month, um, you know, severance agreement because then they get to double dip for like nine months, which is, uh, that really moves the needle financially at that level for people. So, um, that’s I would say that is how we drive value, not just for the departing leader, but also for the companies who bring us in, because they also want to see good value for for the service they’re paying for. And that’s fair.

Lee Kantor: Now, do you just exclusively work for these large enterprises that are going through transition, or do executives sometimes that are struggling to find their next opportunity contact you, as well as a way to kind of relaunch their job search?

Elisabeth Constantin: Yeah. So we started as a private client business. So, um, corporate outplacement work came later. I originally started the business four years ago as a resume writing business for senior executives, um, mostly out of the executive ed At communities of like Harvard, Wharton, Stanford where executives just spent $100,000 on like an executive education program. And now they want to level up. That’s how it started, and we’re still doing that. But we are doing more and more corporate work because the leaders who know us, trust us, refer us, work with us privately. They then bring us into their corporations when they, um, have to make difficult decisions in their next opportunity or make cuts. And, um, again, this this space doesn’t historically always have a high utilization rate by senior executives because very few companies go the extra mile in terms of actually writing the documents, etc.. So that’s how we’ve always grown as a as a word of mouth business that operates pretty under the radar, if you will. So yes, we still do. We still do both. But, um, growing more and more into the corporate work side.

Lee Kantor: So, um, if somebody wants to learn more, have a more substantive conversation with you or somebody on the team, uh, what is the website? What’s the best way to connect or get Ahold of your book? Um, any and all.

Elisabeth Constantin: Yeah. Yeah, certainly. So they can contact us on LinkedIn and maybe we can put the information into the into the show notes. Um, our website is, uh, the farm. Com and those would be the best ways to reach out. And then our book is available on Amazon and all the major book retailers like a boss.

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

Elisabeth Constantin: Yeah. Thank you so much for having me. It’s been a pleasure.

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

Tagged With: Abreo Executive Services, Elisabeth Constantin

Tracey Powell With PEER Center/Tarkenton/gener8tor

June 3, 2025 by Jacob Lapera

Atlanta Business Radio
Atlanta Business Radio
Tracey Powell With PEER Center/Tarkenton/gener8tor
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Tracey Powell is the Senior Vice President – Office Leader for the PNFP Economic Empowerment Resource Center in Atlanta, GA.  In addition to leading a full-service bank office, she promotes financial dignity through assisting mastermind participants in increasing their credit scores, increasing their savings and reducing their debts while creating a mentality of wealth that will last them a lifetime. She focuses on educating and providing the tools necessary for her clients to live a wealthy life – mentally and financially.

She is a leader in financial literacy, banking and finance.  She is dedicated to the wellness and personal growth of families in metropolitan communities, as well as rural areas.  She strives for excellence as she creates, directs and participates in programs that empower individuals and families to be productive members of their community.

Her career has mainly focused on the banking and finance industry.  She has always found time to educate clients on how to improve their credit scores, create savings plans and follow their budgets.  Many of her clients have become homeowners and small business owners with her guidance and coaching.  She continues to be an active volunteer at Marietta Housing Authority where she facilitates financial literacy workshops.

She has a Bachelor of Arts Degree in Business Management and a Master’s of Business Administration – Marketing from Saint Leo University.   She is a certified Housing Development Finance Professional (HDFP), a certified HUD Housing Counselor and a Toastmasters Competent Communicator.

Connect with Tracey on LinkedIn.

What You’ll Learn In This Episode

  • Pinnacle Financial Partners
  • Tarkenton
  • gener8tor Launch FinTech Accelerator for Underrepresented Founders in Atlanta

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studio in Atlanta, Georgia. It’s time for Atlanta Business Radio, brought to you by Kennesaw State University’s Executive MBA program, the accelerated degree program for working professionals looking to advance their career and enhance their leadership skills. And now, here’s your host.

Lee Kantor: Lee Kantor here, another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor, CSU’s executive MBA program. Without them, we couldn’t be sharing these important stories. Today on Atlanta Business Radio, we have Tracy Powell, who is with PEER. Tracy, can you hear me? All right.

Tracey Powell: I can hear you. Great.

Lee Kantor: All right, Tracy, tell us a little bit about the PEER Center. How are you serving folks?

Tracey Powell: We’re serving folks each and every day, one person at a time, to help them be the best versions of themselves financially. But I want to start off just letting you know that the Pinnacle Pier Center stands for Pinnacle Economic Empowerment Resource Center. So we are a full service bank. But in addition to that, we have the Economic Empowerment Resource Center connected to us, where we have a learning center, and we help individuals, as well as small businesses realize the tools necessary and use those tools in order to be successful.

Lee Kantor: So how did you get involved with the Pier Center?

Tracey Powell: I got involved with the Pier Center because I’ve been in banking for over 25 years, and I was actually working my own business, and someone reached out to me and told me that they were going to have a pier center in, in Atlanta and in the Pier Center they were going to be facilitating classes, doing masterminds, working with other agencies, nonprofits and governmental entities that wanted to help businesses start, grow and scale. My background is in facilitating those classes and bringing people together to help them grow their businesses. And so I got involved, starting off as someone that would facilitate those classes. And it turned out that I became the office leader. And so with that, I’ve been able to have a vision that takes us into a space where we’re connected to the community in a way where people are now seeing that we’re here. We are hosting masterminds for businesses and consumers. So we’re helping people understand how money works, what that looks like, how we create, help them create wealth and give them the tools necessary for individuals to actually increase their credit scores, increase their savings, reduce their debt, and become more viable when it comes down to what they look like on paper, so that if they were to apply for a home or if they wanted to start a business, or if they just wanted to get out of the out of debt and give themselves a raise, we help them do that. For small businesses, we have our masterminds where we walk them through the process, understanding how to put the business together the right way the first time so that as you work your business, then you’re able to actually set up a succession plan or whatever you want to do with it, to help you grow and to go into new states of mind, whether it’s to get another business or expand or, you know, branch out, whatever that looks like, we’re going to give you those tools necessary to be successful in what your goals are.

Lee Kantor: And you said that this is all kind of housed within a pinnacle financial office.

Tracey Powell: Yes. It’s housed within the Pinnacle Financial Partners Economic Empowerment Resource Center. And this is the first one in Atlanta. We do have others, but we are looking to be so successful that we’re going to need even more so.

Lee Kantor: But this is like a rethinking of what banking can be.

Tracey Powell: Yes, yes. A lot of times people are given tools, but they don’t know what to do with those tools. And so we can sit at your feet or sit at your table and tell you, here’s the instruction manual on how you can be successful in whatever you’re doing financially. But if we don’t walk you through that, if we don’t take the time to help you understand how to use those tools, then it really didn’t make sense for us to put it out there for you. So we’re here to walk with you, to help you understand what we have to give, to help you implement the tools and the different, um, resources that we’ve put before you so that you can have success, but we can walk through that success with you. So we’re creating relationships that last a lifetime. We’re creating an environment where you don’t have to come here and leave. You come here and you stay, and we help you grow. And if we don’t have what you need, we have partners that do. So we are actually that hub to that allows you to come into this space to grow, whether it’s personally or in business. But we want to see you succeed and we want to see you do well. And we’re not just doing that with lip service. We’re actually here physically working with you to help you be the best version of you.

Lee Kantor: Now, um, this services is geared to the, um, like, founders of businesses, um, in the area. Is that the is that kind of at the heart of this.

Tracey Powell: For our, uh, general program, which is our pinnacle Atlantic Innovation accelerator program? Yes, it is geared towards people that are starting their businesses or. They’re actually needing help in order to launch their business in the correct way. Um, so we’re looking for early stage startups that are looking, um, that are having challenges, maybe in innovations in banking or regulatory compliance or fintech solutions. And we’re going to help them by creating an ecosystem that will help them grow.

Lee Kantor: So that’s that’s just one aspect of the pier Center. So you also have um services for just consumers, just regular folks that don’t have businesses necessarily. You can help them as well.

Tracey Powell: We can we can we can help anyone that walks in that door if they are ready for change, if they’re ready for growth, we have a program that can help them.

Lee Kantor: So let’s dig in a little bit about this accelerator for underrepresented Founders. Um. How did that come about?

Tracey Powell: Um, that came about with a partnership that we have with the Tarkenton group and generator. Um, generator has been around doing the different accelerator programs in different states. And, uh, thank goodness they were able to actually come to the table and find partners such as Pinnacle and Tarkenton to work with them to offer this accelerator program in Georgia and in Atlanta specifically.

Lee Kantor: And then what does that, um, what what’s involved with the program? Like who who is it for? And is it something that you apply to be part of, or it’s open to anybody who wants to kind of become part.

Tracey Powell: Of actually accepting applications right now? Um, the application deadline is July 22nd. Um, is going to the program’s going to kick off September 23rd and it will end December 19th. Um, we’re going to invest in five high growth Startups and they’re going to focus on fintech or related industry.

Lee Kantor: Okay. So it has to be a technology firm that you’re going to be helping.

Tracey Powell: Yes. Yes. And then and they have to be actually, um, to be eligible, your startup must be majority owned by underserved founders and have a significant business presence in DeKalb County, Cobb County, Fulton County, Gwinnett County.

Lee Kantor: And then, um, so do they have to be generating revenue at this point, or is it is it kind of a pitch competition? So if they have a good idea, they can apply.

Tracey Powell: If they don’t have to be generating income at this point. But if they have a good idea they can apply, they do need to be in a space where we can help them get to a point where they are generating income, right.

Lee Kantor: So I’m sure as part of the application, they have to fill out a questionnaire about what they’re doing and what they aim to do.

Tracey Powell: Yes. And then the easy questionnaire is not long at all. Um, we actually have a link, um, and that people can use if they reach out to us, uh, that they can actually use to apply, uh, but they can also just reach out directly to generator.com and they’ll see the link on their website as well.

Lee Kantor: And then and um, but this is open to anybody in the counties you mentioned that have an idea or a company that’s in the fintech space.

Tracey Powell: Correct, correct.

Lee Kantor: Now is there um, so once they’re admitted into the accelerator, what are the benefits of being in this accelerator as opposed to any of the other accelerators we have around town?

Tracey Powell: I think one of the best benefits is the fact that we’re, uh, selecting five businesses, five high growth startups. Um, And that to receive $100,000 investment in return for a 7.5% equity in the company. So if you are in business and you need funds to help your business grow, and then this may be the right place for you, because as we walk you through the accelerator and help you get where you need to be in order to fund your business or get to the place where you are actually making money, you can actually have someone come in as a partner with you and seed you $100,000 in return for 7.5% equity in your business.

Lee Kantor: Is it 100,000 in cash or is that in services?

Tracey Powell: It’s in investments so that we’re looking at cash. But also it could be services as well. So it’s possibly a mixture of all of that depending on the business and what’s needed now.

Lee Kantor: Um, what type of help are they getting? Is it is it just folks from pinnacle that’s consulting and advising them or, um, or you know, what kind of advice are they getting? And, you know, if someone’s investing in my business, one of the biggest things they can do for me is, uh, connect me with other people within their network to help me grow and maybe help me get clients and things like that. Or like, who are the people that are going to be helping these startups grow?

Tracey Powell: Now, pinnacle is the main partner. We also have the Tarkenton group, but as we work through this, we are going to have a managing director from generator that’s going to partner with us at pinnacle, uh, to actually go through the process with these business owners as they sit at the table, we will have experts in different topics come to the table that partner with us. So that doesn’t mean that it’s all going to be under the umbrella of pinnacle or Generator. Um, but we will have experts in the field, whether we’re talking about insurance or what have you, we’ll have experts come in and talk with them as well. So it’s a partnership, a community partnership as a whole.

Lee Kantor: And then, um, so does when pinnacle is setting up these, um, accelerators. Are they is that the typical Mo. They partner with other people locally to help the participants grow?

Tracey Powell: Yes. We want to give them all the tools necessary to be successful. And in that we will have partners come to the table with us. Um, of course, if we have the experts in-house, we will use them. Um, but we can always find additional information from experts in the community that have already proven to be successful in the different areas that we’re looking in. And so we’ll bring them to the table as well.

Lee Kantor: So now, right now, uh, I’m sure you have a search for who are these five companies going to be, right? Like right now that’s a priority is to have people start applying and start, and you start kind of trying to hone in on those five that you’re going to be able to help through this program.

Tracey Powell: Yes, Lisa, we do have the application already out. People are applying right now and they have until July 22nd to submit their application.

Lee Kantor: And then, uh, is there a website for them to go to to apply?

Tracey Powell: Yes. They can actually apply@generator.com. And that’s g e r t o r. So it’s not an A it’s an eight. So gener8tor.com. And if they look at investment accelerators they will see the upcoming program which is the Pinnacle Atlanta Innovation Accelerator fall 2025. And they’ll be able to apply now just by clicking on the link that says apply now. And once they submit their information, um, all of the applications will be held and until July 22nd. And so all of the information, all the information that they submit will be reviewed. And then the applicants from those who are reviewed will be reviewed. Um, sent to the table. And the top five will be chosen to be a part of this, this uh, accelerator.

Lee Kantor: And how long does the accelerator program last?

Tracey Powell: It’s actually 12 weeks. So it’s going to be from September 20th 3rd to December 19th.

Lee Kantor: And then it will take place at the Pier Center.

Tracey Powell: Yes. It’s actually going to take place right here at the Pier Center. Uh, we’re actually located next door to the gathering spot at 384 North Boulevard, right in Atlanta.

Lee Kantor: And then. Is that something they’ll have to go to every day, or is it there’s going to be sessions weekly or how is that going to work?

Tracey Powell: Well, it may change, but right now it’s going to be weekly sessions. Um, and they will have things that they will have to do each week before they come back.

Lee Kantor: Right. So, you know, this isn’t something that they just, you know, submit their name and get a check for $100,000 and go on their way. This is a very hands on work together, get you moving quickly. Kind of a boot camp accelerator, right?

Tracey Powell: You hit it on the head? Yes. It is. Um, they have to put the work in, and it is going to be hard work, but it’s going to be worth it.

Lee Kantor: Now, at the Pier Center, are there other, um, kind of programs like this one that you work with, uh, business owners and help them grow, or is this the only thing that’s kind of geared to the small business community?

Tracey Powell: No, this is the icing on the cake. This is one of the many programs that we have. And for businesses, the main program that we offer is the Small Business Mastermind. And through that we actually use Our, um, the the E-myth revisited as the book that we walk through with our small business owners to help them with the process of understanding how they set their business up. Is it, uh, working for them or are they working for the business? How have they set it up to just work as a job? Or are they truly business owners, or are they looking at it as an entrepreneur or a manager or a technician? You know, how are they working the business? And so we walk them through the process of understanding all of that and what it looks like to set their business up for succession, what it looks like to build a great business plan and understand how to develop the business itself, and making sure that they have their organization set up correctly with the appropriate strategies, uh, necessary in order to be successful. So we do have the small business Is a mastermind that we do, um, on a regular basis. And in addition to that, we were actually fortunate enough to be a part of the generator program where we now have the Innovation Accelerator program.

Lee Kantor: So the Innovation Accelerator program is kind of happening for a 12 week period. But that other thing you described is happening throughout the year.

Tracey Powell: Yes. Continuous.

Lee Kantor: And then that do you have to is there an application process where you choose certain people, or is that kind of open to the public or anybody who has a business in the area?

Tracey Powell: It’s actually open to the public, though. The business mastermind is a 6 to 8 week process, and we take up to 15 businesses at a time. And so if you make it into this cohort then or you don’t make it, we’ll put you on the list for the next one. Um, but we do those throughout the year, and they usually run 6 to 8 weeks. Um, and basically as long as you, um, are business looking to start growing and scale, then you can be a part of that business mastermind.

Lee Kantor: And then if somebody wants to learn about that, how do they find more information?

Tracey Powell: They can actually reach out to me. Um, and, or they can go to our website at. Com and look up Business Mastermind. Or they can reach out to me directly, um, just by shooting me an email at Tracy Powell at dot com.

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

Tracey Powell: Thank you so much, Lee.

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

Tagged With: PEER Center/Tarkenton/gener8tor, Tracey Powell

Jennifer Einolf With Bold Whisper LLC

June 2, 2025 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Jennifer Einolf With Bold Whisper LLC
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Jennifer Einolf is a leadership coach, speaker, and founder of Bold Whisper LLC, where she partners with visionary leaders to translate complexity into clarity and channel creativity into powerful, aligned action.

Drawing on her background in design and her unwavering belief in human potential, she leads Ditch the Doom—a revolution that rejects the paralyzing narratives of fear and scarcity in favor of courage, collaboration, and creative leadership.

Her work challenges the norms of marketing by rooting visibility in trust and positions coaching as a strategic, truth-centered engagement that catalyzes bold outcomes.

Connect with Jennifer on LinkedIn and Facebook.

What You’ll Learn In This Episode

  • Visionary leadership and everyone is creative–cultivating creativity for leaders and teams
  • Ditch the Doom–the revolution she’s starting to move is from the Doom song to singing hope with courage, collaboration, and creativity
  • Pain points and coaches–building trust and still being able to market to pain points

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Lee Kantor: Lee Kantor here. Another episode of High Velocity Radio, and this is going to be a good one. Today on the show we have Jennifer Einolf. She is the clarity coach and founder and CEO of Bold Whisper. Welcome.

Jennifer Einolf: Thank you. So glad you invited me for this conversation.

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

Jennifer Einolf: Certainly. So I work with creative leaders, the kinds that think of 4 to 5 new worlds before breakfast, and then bring that to their team and create a lot of chaos. So I work with leaders who need to design the clarity necessary to be able to explain what it is they see, and then uplevel their communications so that they can communicate that to the people, the key stakeholders that are going to make it happen and support it, and to harvest all of that creativity in themselves and their teams. I also work with teams doing retreats because I believe everybody is creative, and sometimes we label some people as creative, but everybody is. You wouldn’t still be here if you weren’t creative. You’ve solved a problem at some point. And so it’s really critical for organizations, for leaders and teams, to understand their own brand of creativity so that they can nourish it and they can harvest it.

Lee Kantor: So what’s it like working with leaders who are kind of in the classic, like you described, the the creative that the visionary who’s coming up with idea after idea and then, you know, excitedly shares that with the team and then kind of intellectually moves on to their next great idea that they’re having at lunch. And then while the rest of the team is just like, are we not doing what we did yesterday? Like, is this the new most important thing? Like, how do they actually create systems to move from idea to execution?

Jennifer Einolf: Yeah, absolutely. One of the big misunderstandings that you just outlined so beautifully is the difference between something that occurs to you and something you want them to do. And so working to leave plenty of space for all of that messy ideation and creativity and starting to build, build an awareness and a skill set around determining which ones they need to pay attention to. And when I’ve worked with leaders who mention things off the cuff and everyone thought they meant by next Tuesday and they meant, oh, in the next 30 years, this is probably what’s going to happen. And their brains require that they need to play. They need to poke at it and say, well, what if we do this? And what if we do that? They also need if they want to have the most important things actually happen, differentiate between that bucket of interesting things and the pointed things they want to get done. So that’s why communication is a big part of what I do with my clients. It’s not just communication skills. How do you stand up and speak in front of people? A lot of them are very accomplished at that. It’s the communication skills of how do you design your clarity sufficiently, and then how do you bring that to people? A lot of leaders feel like if I said it once, then they should know.

Jennifer Einolf: But the very dynamic that you just outlined is the reason that most people aren’t sure. Is this the one? Is this the one? And so there’s a negotiation in it. There’s a if you need a certain way of processing, how do you get the space for that processing and create enough social contract with your direct reports, with your colleagues, even with your bosses to say, okay, this is one of those situations where I’m doing this and in a minute I’ll tell you what the outcome is. So there’s a lot of reframing that can go on that doesn’t eliminate all of that beautiful mess. And I think a lot of creative leaders, a lot of creative people in general, are very afraid that someone’s going to cut them off. They’re going to shut it down and say, no, you have to be like everyone else. We really don’t want them to be like everyone else. We need those beautiful brains, but they need to find that touch point where they can communicate effectively with everyone else. And so how do you, like I said, how do you create enough space for all that beautiful mess and signal? When the mess is over, you’ve put the toys away and now it’s time to actually do this. One version of it.

Lee Kantor: Now does.

Jennifer Einolf: It.

Lee Kantor: Does it require somebody on the team to be kind of the translator or the intermediary that the the creative can, you know, kind of vent and process and, and bounce ideas off of and that person then kind of hones in on the priorities it can.

Jennifer Einolf: And a lot of times that happens organically anyway, you know, you gravitate towards the person that understands you, especially one that’s had success in explaining you to other people. Um, it’s what a coach is for. It’s it’s what I do too. Um, and by working with a coach, you can start to understand how to develop those relationships with different members of your teams, because there may be different people for different messes, there may be different people for different forms of creative iteration and design cycle thinking that have different strengths, and identifying who those people are. Yeah, that’s really critically important.

Lee Kantor: So does it ever occur where you have a visionary who has ideas and maybe started as a solopreneur themselves? So they were kind of executing the stuff. Then they grew a little bit, and then they get to the point where they’re now like a frustrated visionary, where no one really understands and no one’s, you know, getting their their ideas out the door in a, you know, monetized manner.

Jennifer Einolf: Yeah. I was very tempted to respond in a sarcastic manner, but I wasn’t sure it would read properly. Of course. Absolutely. There is a growth pattern in all leaders and the the founder to leader that well, the crazy idea guy founder leader. Pipeline is a is a very common story where you did these amazing things and you attracted these amazing people to you and you said things no one else was saying, and you created all this energy, and then you went and you took that, and you venture pitched it and everybody was excited. And then you go into the office one day and you realize, wait a minute, now I have to execute on this. I have to herd these cats that I have attracted to me. I have to I have to be able to make good on this. And that is a crisis point for a lot of leaders. It’s an absolute crisis point. It’s also the place of amazing opportunity for both growth and development of them as leaders, but also for what their organizations can do when that traction starts to happen. So yeah, absolutely. It also happens in in the corporate world where they hire in the, the the bright new guy, the bright new woman who’s going to change everything. And then the organization itself Self begins to resist that person. Yeah, but we’ve never done it that way. And even if they don’t say it out loud, you can kind of hear it. And so those transition moments where what got you there isn’t going to get you there. Those are absolutely the moments where having a coach, having someone who is very much invested in what happens to you without being invested in the situation can really help you see, what am I not seeing? What’s missing here? What’s the potential? Because in those moments of crisis, you have a choice to either shut down or go fish for where the opportunity is. And I’d much rather that they fish for where the opportunity is now.

Lee Kantor: Um, is most of your work with, uh, kind of smaller, more nimble firms, or do you work also with kind of larger enterprise where, like you mentioned, they hire, you know, somebody into a more bureaucratic environment and they say this person’s here to disrupt the status quo, and then everybody realizes that they’re part of the status quo and they don’t want to be disruptive.

Jennifer Einolf: Wait a minute. I didn’t mean for them to disrupt me.

Lee Kantor: I didn’t want any of that on me. That was for the other people.

Jennifer Einolf: Well, that’s it. Go fix. Go fix them. Um, the mandate to go fix them. I work in a variety of settings. A lot of times it’s, uh, someone will meet me or hear from me and realize that this is the time. And that time happens in a lot of contexts. So I work in a lot of contexts. I’ve worked in corporate, I’ve worked in, I’ve worked I’ve done a lot of work with the federal government over the last few years, and you can imagine that that’s that’s a transition for me right now. Um, and also small firms. Uh, firms that are about to venture pitch firms that are, uh, post funded. And so it’s really more about those moments of leadership transition of, okay, how do I continue to harvest this incredible creativity that I’m bringing to the plate because something is resisting, whether it’s the situation has changed or the people who hired me don’t know whether they want me to do this thing, or just that deer in the headlights look of your team. You know, everybody knows that it’s really lonely at the top. But what people don’t realize is it can be very lonely out in front where you think you’re charging forward and everybody is with you, and you turn around and there’s nobody there. And that happens in all kinds of contexts. So I work in those moments, and as I said earlier, I also work with teams. So doing, um, retreats or team trainings or team coaching to really get at. He’s not the only creative person. She’s not the only one here with spark. Let’s see what your spark is, because you’re going to need to be creative in delivering this thing. And I love when I get to do, you know, get to play the dynamic in that direction where we get to bring people closer to that center point where the ignition actually happens. So, yeah, an answer to your question. I work in a variety of contexts. It happens everywhere.

Lee Kantor: But it sounds like one of the kind of linchpin, uh, People involved in working with you. There has to be somebody that’s a creative visionary, either for themselves, they need help, or they see the value of bringing that type of skill to their team.

Jennifer Einolf: Yeah, it’s usually the visionary themselves. Sometimes I’m brought in to work with a visionary, but I find that that often doesn’t work because the person who’s bringing me in often feels like they need to fix the visionary instead of enable the vision or enhance the visionary. I have been able to do that successfully a few times, but often it’s it’s partnering, partnering with that leader that I just really believe that the quality of our leadership right now is what determines what happens for us as a species on this planet. And partnering with the people who are hearing things and seeing things, the rest of us aren’t to make sure that those things happen, because that’s how we go forward. That’s absolute jet fuel for me. So it tends to be me forming, forming partnership with the leader. And then if I’m working with their team, it’s in service of getting everybody forward.

Lee Kantor: So what’s the what’s a symptom that that leader may or may not have the self-awareness to know that they have a problem. But there’s if certain things are happening, it probably warrants at least a rethinking. Is there some things that happen in their organization or in their kind of emotional state that is signaling, hey, maybe you need a coach to help you get through something.

Jennifer Einolf: I love.

Jennifer Einolf: That question. So how do you know if we’re talking about you? That’s such a good question. That’s a really good question. So some of the things that happen are the leader starts to get really frustrated because they keep being brought, things that they didn’t know they asked for. And they see their team getting frustrated because the team has worked on this thing. You know, that’s that’s the most obvious version. And then you don’t know. You said this last Tuesday and they’ve been working on it for a week or for a quarter or whatever. A real disconnect between it’s those points of resistance when when you when you have a vision of what you want to see happen, how smoothly is that happening? You know, you’ve got good people. You trust your people, you’re amazed by your people, and yet somehow you’re getting beat to market by other companies with similar products that you didn’t know anybody else had even thought of. You’re just feeling that resistance. And like I said, that deer in the headlights look. Or it can be employee retention issues where people are wandering off because they’re frustrated, looking for signs of that frustration. In a high functioning team, that frustration is not happening. And so, yeah, one of the one of the first awareness points are I had a I had a coach, I had a coach for me at one point who asked me to carry a paperclip around in my pocket, in my pocket, in my wallet. And it was to remind me that a paperclip is sometimes simply for putting two pieces of paper together, because I’m the kind of person that looks at a paperclip and thinks of all the hundreds of things you could do with a paperclip. Sometimes if you if you enjoy that, that’s the light of your skill. The shadow is is that disrupting other people? Is that disrupting your ability to ever get traction on the things that you really want to move forward? Do you need to carry a paper clip just to be reminded that sometimes simple things aren’t the enemy? They’re the answer.

Lee Kantor: Now, when you’re working with somebody, what are those early conversations look like? Uh, you know, how do you kind of assess where they’re at and the outcome they desire?

Jennifer Einolf: Oh, absolutely. So I’m trained in ontological coaching, and ontological coaching is based on the idea that we take actions, we get outcomes, we don’t like those outcomes. So we go and take a totally different action and we get the same outcome. So it must be this must live somewhere else. So it’s about building our awareness of who we are and how we see the world that starts to create opportunities for us to open up new possibilities. So working with my clients includes a variety of ways of getting at that. So we use words. We use words beautifully. We can use words. We can also use physical awareness. How does that feel in your body? I know that sounds really woo woo, but this idea that you are living in this body and it may have some things to tell you and emotion. We in our culture, we’re not very good with emotion. And so what are your emotions telling you? What? I was really surprised that I felt sad or I really surprised that I felt angry. Okay, what might that have been telling you about your response to what was happening? So we go back to really fundamental ways of knowing who you are. Um, I use some really fun modalities. I’m trained in Lego serious Play. Sometimes when you’re stuck, you can export what you’re thinking into a physical object, and in exploring that object and making meaning out of what you just built, you can unlock things.

Jennifer Einolf: So much of coaching is about unlocking. And then when you’ve decided that you’ve seen something new, something you haven’t seen before, what are you going to do with that? So co-creating an experiment with my client. Okay, wait a minute. I just realized that this thing is happening that I have been ignoring, or I really want to do something with this. All right, what does that look like? Is it a new habit? Is it an experiment we’re going to run? What does that look like? And that’s why coaching unfolds over time, for the most part, because you need that time to have the aha moment with the coach and then go do something with it in between. And that’s where the real transformation starts to happen. And when it comes to leadership skills, there is a real need for awareness. And I think a lot of us are afraid if we go too much into what we think or what. How is that helping me communicate with other people? But it’s the it’s the things we’re not seeing. It’s, you know, the fish is the last one to understand that they’re swimming in water. It’s the things that we’re not seeing that blind us. It’s not that we’re blind.

Jennifer Einolf: And so working with a coach to really build awareness, to figure out where you even want to work on things. And then there’s the skill set. There’s working on communication skills. There’s you know, sometimes we do we do role play. There’s a difficult conversation coming up. Let’s talk about how you’re going to approach that. Or there’s a really critical thing you want people to understand. Let’s let’s really play with that and think of all the ways that this could this could be delivered and what the what the outcome is that you’re, that you’re shooting for. So it’s a, it’s an ongoing unfolding of, of possibility of potential with a lot of real world practice in between sessions, which gives you a real edge on people who are not learning, not growing, and not trying to figure out what they need to do. So basically that’s yeah, that’s how that’s how I work. We go in, we rearrange your brain. I, I have an interior design background. I used to be a commercial interior designer. So I always laugh and say I used to do external interior design, moving furniture around. Now I do internal interior design, moving your internal furniture around. But you never know. Are you tripping over the same chair in your head over and over again? Let’s let’s move the chair now.

Lee Kantor: Is there an exercise you can share with our listeners that maybe would kind of at least spark a glimmer of light in what they’re doing now that might uncover something that they need help with. Do you have kind of a basic homework or an assignment you give people or something? They can just try right now?

Jennifer Einolf: Yeah. Basic homework. You know, if you’re trying to build awareness and, you know, we all have people have meditation practices or they are resisting meditation practices, which is a whole other thing. Um, but awareness really comes from having a moment to notice what’s happening. And so one of the things I like to do that, uh, with my clients is set some random alarms. We’re all carrying alarm clocks around in our pockets now, so set some random alarms and on the alarm rate. What’s happening right now? It can be that simple. How do you break into the flow of what you’re doing anyway? To create a moment of awareness? And you may catch yourself, oh, I thought I was doing this, but I feel really angry or I, I am doing something that I would rather do because I’m putting off doing the thing I should do. I don’t know, I don’t know what it is. But if having having passed you ask present you an intrusive question can start to build that awareness. How else are you going to break into the flow of what you’re doing? So set 4 or 5 alarms for tomorrow. Set them at random times, and when they get when they go off, ask yourself, wait, what’s happening right now? It’s worth a shot.

Lee Kantor: Yeah. And you’ll find out if you’re doing the things that you want to be doing to lead that ideal life that you think you want to lead, so.

Jennifer Einolf: Your life to build.

Jennifer Einolf: Are you building relationships or tearing them down in that moment?

Jennifer Einolf: Right.

Jennifer Einolf: Are you, um, are you moving forward or are you spinning wheels? How are you feeling about it? I’m doing it, but I’m really upset about it. Well, what could you do to be a little less angry about what you’re doing? Whatever emotions come to tell you what you’re up to, you don’t have to stick with them. You can say, well, I think I would rather do this from a place of and maybe there’s a shift of mood you could make, which might make things easier. So yeah, just just doing that basic awareness can be a really good start. And what’s happening because I’m doing this might be that’s your extra credit question. So what am I doing right now. And then what’s happening. Because I’m doing this. Well I’m really angry because I got cut off in traffic this morning and I’m talking to my colleague. Oh, and I’m still angry. And and they have this frown on their face. So in the flow of it, I don’t know if it’s worth the experiment to check in on ourselves occasionally, you know. A big part of building creativity or nurturing creativity, um, is breaking through habits. Our brains do a lot of things to save energy because our brains are energy hogs. They they use a tremendous amount of energy, which is good.

Jennifer Einolf: That’s why we’re so successful. And if we never ask our brains to do something outside of those habits, then we don’t know what else is possible. So something as simple as writing with your other hand, or taking a different route to get to where you’re going, even if you’re walking from one office to the other or driving to the supermarket, taking a different path, you know that road that you’ve passed a hundred times and you don’t know where it goes. Take that road every once in a while in in asking your brain to do something new, you are growing your capacity for creativity and creative people still need to nurture their creativity. That’s why famous artists, famous writers get writer’s block because they haven’t nurtured it. They’ve just continued to utilize it until they’ve depleted it. And so having a habit, like having a trying a little experiment, like, what am I up to right now, can give you some insight into that too. I need a creative break. I need to take a breath. I need to take a drink of water. But maybe I need to just soak in this beautiful view outside the window. Or maybe I need to o engage my creativity here. You never know what your brain’s going to answer when you ask that question.

Lee Kantor: Now, is there a story you can share that maybe from one of your clients? Don’t name the name of the client, but maybe share the challenge they came to you with and how you were able to help them get to a new level?

Jennifer Einolf: Yeah, that’s always a difficult question because trust is the most important thing with my clients. And so how do I tell these stories without ever running the risk of having someone know, um, that that’s who I was talking about. But I worked with leaders. This has happened several times, so maybe they won’t hear themselves in the story. I’ve worked with leaders where the container that they’re in, the room that they’re walking into is impacting how they’re communicating. So for instance, um, a, a large space where you are an afterthought way down below the slides and you’re, you’re needing to command that room. Sometimes it’s as simple as booking a different room. So don’t have 50 people in a room that seats 300, have 50 people in a room that’s almost standing room only. And make sure you’re positioned up and up and in front. So some of the some of the things that some of the solutions that pop into people’s heads come when we shift, what question we’re asking and we shift shifting the question from, why am I uncomfortable doing this? To what am I trying to accomplish here? And what might help that happen. What might what might facilitate that. So yeah, that’s a that’s a pretty decent example because that has happened on numerous occasions where the answer was hiding in plain sight, and it was a matter of asking a different question.

Lee Kantor: So if somebody wants to learn more, have a more substantive conversation with you or somebody on the team, uh, what is the website? What’s the best way to connect?

Jennifer Einolf: Absolutely. Bold whisper comm. And if you go to the About About Me page, there’s a place there to connect with me, and I, I love conversation, I would love to speak with you.

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

Jennifer Einolf: Thank you so much. I really appreciate the chance to come in and speak with you.

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

Tagged With: Bold Whisper LLC, Jennifer Einolf

Shatrela Washington-Hubbard, Ph.D. Brenau University And Kimber Armstrong With Better Business Bureau

June 2, 2025 by Jacob Lapera

Atlanta Business Radio
Atlanta Business Radio
Shatrela Washington-Hubbard, Ph.D. Brenau University And Kimber Armstrong With Better Business Bureau
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Dr. Shatrela Washington-Hubbard currently serves as the Swinton A. Griffith III dean and program director of human resource management programs for the College of Business & Communication at Brenau University. As dean of the College of Business & Communication, Washington-Hubbard is focusing on building strategic alliances to grow the college, differentiate the program offerings, and create programs that are regionally and nationally recognized.

Prior to her current role at Brenau, she instructed various business courses in the Technical College System of Georgia and served as the director of the Center for Entrepreneurship and Business Development. Washington-Hubbard has also worked as an educator in the Georgia Public School System and in corporate America as a human resources professional.

Washington-Hubbard’s research areas include entrepreneurial mindset, leadership development and women’s career development. She has presented her findings at regional and national conferences. Washington-Hubbard has volunteered for several organizations, including the Atlanta Children’s Shelter, where she facilitated computer training programs for parents seeking employment as they transitioned from homelessness to lifelong stability.

Various boards have also benefited from her membership, with her longest tenure being with NGBC Educational & Community Services Inc. She is actively involved in several professional organizations and provides coaching and consulting services for various companies and professionals.

Connect with Shatrela on LinkedIn.

Kimber Armstrong is a versatile professional with extensive expertise in strategic partnerships, business development, and program coordination. Her impressive career includes pivotal roles at the Better Business Bureau in both Atlanta and Middle Tennessee, where she has been instrumental in developing and managing programs aimed at enhancing business awareness and education.

Kimber’s dedication to supporting business growth is complemented by her passion for motivational speaking, where she collaborates with community and government organizations to strengthen partnerships and outreach initiatives. Her ability to efficiently multitask, swiftly analyze issues, and implement innovative solutions ensures that projects are completed successfully, on time, and within budget.

A motivational leader, Kimber excels in fostering a productive team work environment through her skills in team supervision, training, performance development, and mentoring. She is a certified Life Coach, Everything DiSCCertified Trainer, and Dental Hygiene Board Exam Grader, with ongoing training to become a DEI Trainer. Kimber’s educational background includes an AA in Dental Hygiene from the University of Mississippi School of Health-Related Professions, where she graduated with honors and received the Clinical Excellence Award.

Through her work at Tools for Empowering Women &Armstrong Professional Training Solutions, Kimber has made significant contributions as a published author, motivational speaker, and development trainer, empowering individuals and establishing trusted relationships with boards, donors, staff, volunteers, and community supporters.

Connect with Kimber on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studio in Atlanta, Georgia. It’s time for Atlanta Business Radio, brought to you by Kennesaw State University’s Executive MBA program, the accelerated degree program for working professionals looking to advance their career and enhance their leadership skills. And now, here’s your host.

Lee Kantor: Lee Kantor here, another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor, CSU’s executive MBA program. Without them, we couldn’t be sharing these important stories. Today on the show, we have Shatrela Washington Hubbard, who is with Brenau University, and we have Kimber Armstrong with the Better Business Bureau. Welcome.

Shatrela Washington-Hubbard: Thank you for having us.

Lee Kantor: Well, why don’t we get started with Kimber? Uh, Kimber. We’re here to talk about this exciting program, bridge. And can you share a little bit about mission purpose? What is bridge doing for folks?

Kimber Armstrong: Yeah, absolutely. So bridge is a 501 C3 non-profit, and we have just launched, um, just in this last month, and our initial launch was at Brunel University. And we are a mobile resource center that goes out into the communities across the whole state of Georgia, providing actionable resources for small business owners. And we do, um, have a focus on minority and women owned businesses because they usually need more help. So our mission is to empower those businesses that are struggling and to help them succeed and to improve the survival rate for for those businesses in the state.

Lee Kantor: So now, why was it important for the Better Business Bureau to partner with them? Him.

Kimber Armstrong: Well, Better Business Bureau is steeped in the small business community, and it was just kind of a natural progression for us to branch out and provide, you know, resources we see up front in the community what the needs are. Customer complaints, customer reviews. We process about 65,000 customer complaints every year and around 26,000 customer reviews. So we have a front row seat to what’s going on in the market and who needs help. And we just we see entrepreneurs. We know that they have a passion and they they hit the ground running from sunup to sundown and they’re wearing all the hats. And while there are many, many great resources in metro Atlanta, we know that small business owners typically don’t have a half day or a whole day to spend chasing down those resources. So that’s why we come up with the idea to come directly to them. And so we partner with experts. Um, we pretty much stick to two main buckets of content that we’re teaching them. So it’s access to capital and financial management and legal and administrative services. So we have a broad network of amazing partners that help us.

Kimber Armstrong: A partner can like host an event. They can sponsor us, they can provide subject matter expertise, or they can help us get the word out to get businesses there. Um, and it is this mobile resource center is an expandable trailer. It’s 53ft long. And once we park it, it expands 15ft wide and it ends up being about 850ft² of Oval Office space. So it’s really cool. And it’s it’s kind of futuristic looking. It’s it’s drawing a lot of attention in the state of Georgia so far. Uh, when we went to the DMV to get our, our title, they said, oops, you’re going to have to come back. We don’t have one of these in the state of Georgia yet, so we’ve got to come up with a number. We’ve got to assign it a number. So it’s it’s new and exciting. And um, like I said, people just seem to be enamored with the whole whole trailer aspect, and there seems to be a great need in the state for it now.

Lee Kantor: Uh, Doctor Washington Hubbard, um, what was the thinking behind Brunel’s involvement with this venture?

Shatrela Washington-Hubbard: So when Kimber initially reached out to me about what bridge was trying to do in communities, it was a natural fit for us. Um, Hall County has been number one in the state of Georgia for small businesses. And so we know that small businesses are growing in the community. However, as Kimber said, there are some small business owners who do not have access to certain resources. And so, as the College of Business and Communication has been trying to infuse experiential learning into our courses and partner with the community more, this seemed like a natural fit for us to support the community as well as the college and that entrepreneurial ventures.

Lee Kantor: So can you tell us a little bit about how the event went?

Shatrela Washington-Hubbard: So for the event, we had a two day event as our kickoff. There was a networking night on Thursday, and that was the arrival of the Mobile Resource unit. During the networking event, we had representatives from bridge from Brunel University as well as community partners, faculty, staff and students in attendance. Individuals were able to network with each other and sign up for the day two um, which was on that Friday, to actually receive um services on the mobile resource unit for day two, which was that Friday. That was when the mobile unit was open, and we had partners here who were able to provide one on one, um, consultations with small business owners to support them with their small businesses. Individuals were also able to tour the mobile unit on that day. So, um, from the statistics that I received, I think that we serviced over 35 individuals on that Friday. So for the initial launch, I would say that this was a very big success. And we’re just appreciative, um, to bridge for having the honor of having the first, um, service date at Brunel University.

Lee Kantor: So now is it touring around other is that the plan to go around to other universities around the state, or are you going to other locales as well?

Kimber Armstrong: Yes we are. So we um, we just got the trailer about a month ago and, um, you know, very quickly have done the kickoff and, um, have been at some other events and, um, we’ve got 25 confirmed events on the calendar so far. And we know that, you know, we’ve heard from, um, some state leaders that there are plenty of communities that need help. And whenever you know we’re ready, there’s a list they’ll give us so that we can go into other communities. We are building this initiative to scale. We plan to serve a thousand businesses within the first 12 months and 3000in the next 12 months. And by year four, we plan to have about five of these mobile resource centers.

Lee Kantor: And then so then, can you share a little bit about what exactly is happening? Say, I’m a small business owner. I see that you’re coming to town. Um, what is what what should I be doing in order to get the most out of this?

Kimber Armstrong: Yeah. So we we have an events page on our website. Um, the, our parent company is called M works m w o r x. Uh, so it’s powered by M works. And if you go check out the events page, there are registration links. We’re going to be in Henry County. Um, we’ve got a commitment with them to go out monthly. Um, we’ve got a commitment with Doctor Washington, Hubbard and Brunel University to provide ongoing resources for their community for three years at least. Um, and so some some of the events we do are like more of a pop up event. Um, but we are providing actionable resources. It’s really important to for us to provide, you know, we don’t just want to we don’t want an entrepreneur to come spend a couple of hours with us and then feel like they’ve just been handed off to someone else. So, like when we were at Brunel, um, the, the individual business owners came on board and they sat down with, um, like access capital for entrepreneurs who actually can offer lending products and can tell them whether they qualify for those loans. And as we progress and, um, you know, build out the programing more, we’ll be very intentional about advising business owners who are coming, like if it is a loan application, they want, you know, you need three months of bank statements and a couple years of tax returns, whatever the requirements, because there’s so many different lending products out there and so many different things that are needed at the time. So, um, and then also we have attorneys that we’re partners with. We know that what we hear is small business owners don’t, you know, it’s kind of intimidating if you don’t know the legalities of maybe it’s contracts with customers or vendors, vendors. Um, so anything like that, if we have an attorney that day, um, and they need to bring anything that they need to have looked over, um, it could also be like their formative documents for their corporation, as a corporation, those kind of things.

Lee Kantor: So they’re actually getting it’s not just like, oh, you need to call a lawyer and here’s my card. And then, you know, this is something they have to purchase. This is actually giving them free consultations and actionable things at the event. It’s not just, like you said, passing them on to somebody who’s going to charge them a lot of money down the road.

Kimber Armstrong: Yes. That’s correct. So we’re actually providing the services there. Um, one of our upcoming events, we have our Department of Revenue partner that will be there with us. And it’s always interesting. She’s done um, some educational programing with us before. And it’s interesting to see this audience of entrepreneurs, their eyes get really big when they when they, they are understanding what is required from them through the Department of Revenue and running their business. They’re like, oh, I didn’t know that. You know, so, um, just a lot of really helpful information like that to steer them in the right direction, to do business the right way so that they can, um, thrive and grow.

Lee Kantor: So you mentioned ace, um, the access to capital for entrepreneurs, folks, are they they’re like actually filling out applications to, you know, help them get some money or funding.

Kimber Armstrong: Yes. So they, they, um, and we have, we have like 18 financial partners. We’ve got an extensive array of, loan products and other type of financing, credit, business credit, those kind of products that ace is very you know, they have their criteria. And so there’s a certain, um, business owner where they are in their business life cycle that fits in with their loan products very well. Um, and then we have other lenders who may offer, um, like equipment loans, you know, small, smaller loans. We have, you know, ones that offer bigger loans. It’s just there’s so many different products out there. So it’s it’s kind of like a little matchmaking game to, um, you know, work with our partners to decide who we’re inviting, who’s going to be there, and exactly what services we’re going to offer. And then also like in what language, because Doctor Washington Hubbard, um, when she and I first started talking about this, she said there’s a large Hispanic small business population. And so that’s, you know, that’s something that we’re factoring in as we’re, planning and building out the programing that we will have Spanish speaking professionals, because we know that they they need that in order to trust the information that they’re getting. So it’s very tailored to the community and the businesses that we serve.

Lee Kantor: Now what stage of an entrepreneur life cycle are you dealing with? Are these folks that have been around for like a year, or are they folks that have been around for ten years, or are they people that have an idea on a napkin?

Kimber Armstrong: It could be all of the above. So, um, our our definition of a small business is a business up to $1 million in gross annual revenue.

Lee Kantor: So up to a million, which is kind of the opposite of what, uh, the, the official government small business description is.

Kimber Armstrong: Well, and we’re so we’re, you know, in private nonprofit. So we, um, it’s, it’s important to us to help the businesses that really need it. And so at this point, that’s our guideline, right?

Lee Kantor: No, that seems that’s the majority of the businesses I would imagine. I think what small business definition, according to the government, is like $50 million or something.

Kimber Armstrong: Oh, wow. Yeah, I didn’t I would I would have had to look that up.

Lee Kantor: But yeah, it’s.

Shatrela Washington-Hubbard: That’s not.

Kimber Armstrong: That’s not very small.

Lee Kantor: Exactly. At least in my experience though, I think you’re going to hit a lot more people.

Kimber Armstrong: Yeah.

Lee Kantor: Now you mentioned.

Kimber Armstrong: Out there that need it.

Lee Kantor: Absolutely. And and the most fragile like this is where this type of information and resources are the things that, you know, make or break an organization. So if you’re really trying to give them the best chance to thrive and survive and grow, you’re doing it at the right time.

Kimber Armstrong: Yeah, I think that sweet spot is kind of somewhere in that 2 to 3 year mark where things are either they’re going to they’re going to figure it out and they’re going to soar with their business or they start really floundering, you know, and they need they need to grow. But they may have, um, maybe on poor advice or just not knowing. They, they report, you know, no earnings to the IRS. They, you know, write everything off. And then they want to go to a bank and get a loan. And you can’t do that. A bank’s not going to loan you money if you’re not showing any income. So it’s really taking those things that we know, um, that they need help with and getting out ahead of it so that we can, you know, help them not get to that point where it’s like, oh my gosh, like, the wheels are falling off and I’m just gonna have to close the doors like there’s so many steps leading up to that. And that’s what we hope to accomplish is to interject at the time that they need it the most.

Lee Kantor: And you’re partnering with, uh, other folks like Doctor Washington Hubbard at universities, but you’re also partnering with chambers of commerce and other kind of business hubs and communities.

Kimber Armstrong: Yes, absolutely. So honestly, like a host partner needs to be able to, um, accommodate a 53 foot trailer number one, which they have the perfect space at Brunel University. And, um, you know, chambers are a great partner too, because they have those networks of small businesses that they can help get the businesses there. Um, so yeah, that’s you’re exactly right.

Lee Kantor: Now, Doctor Washington Hubbard. Um, what was your thinking? Your, um, the dean of the College of Business and Communication, but you were also the first one in and you took action before anybody else. Um, what was so compelling about this, um, organization and this vision that that got you to take action so quickly? And if you have any other advice for other folks out there that should be hosting this type of, uh, an event, uh, what would you tell them?

Shatrela Washington-Hubbard: Well, as a university, um, and specifically as a college, we’ve been working with a lot of organizations, specifically with small business owners. And when they told me the population that they were really targeting, it was really a passion for me. Um, we’ve been servicing small business owners, not just in the United States, but we have been partnering as a university with different municipalities, with, um, different universities and programs in Costa Rica and Panama as well. So this is an expansion of the work that we’ve been doing as a university and a college. And so with Kimber, I’ve actually worked with her on a few other projects, and we serve on a board together with the Georgia Women’s Chamber of Commerce. And so, um, we both have always said that we felt like we would be doing more work together. And so she pitched the idea to me, and I knew that in the Hall County area, there’s a real diverse group of small businesses. And so I brought together a small group of individuals to see if this is something that the community would want and need. And everyone was in agreement that we should move forward with this. So even with being the first, one of the things that I told Kimber is I know we would have hiccups, but I was willing to just power forward. And I think it’s a great initiative. It’s very needed. A lot of businesses are still going through that post pandemic struggle, um, and trying to recover. So I thought that this was the right time. And so I was glad to step in to, um, be the first.

Lee Kantor: So what do you all need more of? And how can we help you? Do you need more sponsors? You need more locations to host the, um.

Kimber Armstrong: Yes, yes we do. Like, as I mentioned, we, um, our intention is to serve thousands of small businesses and to grow, um, you know how many vehicles we have out there across the state. So we we definitely desperately need sponsorships. We, um, we need host partners. Like for now, University. Um, we need other organizations that can help us get people there. So we’re bringing the mobile office space and our network of partners. Although as we’re growing this and building this like it’s very community focused. And Doctor Hubbard has introduced me to leaders in Gainesville with many more to be introduced to. So as we’re going into each of these communities, we’re reaching out to, um, leaders and professionals in those communities so that the small businesses that are there have, you know, have somebody that they know and trust where it’s not like we’re, um, our office is in Alpharetta, but it’s not like we’re bringing in, you know, all these folks from metro Atlanta with their great, great, great resources in metro Atlanta. But we’re unearthing and building those partnerships in the communities that we serve in.

Lee Kantor: Now, are you also building community for the entrepreneurs that are going through this, um, experience? Is there a place for them to connect with each other and to. You know, as a alumni of going through there. Is there a an effort to create community around them as well?

Kimber Armstrong: Yes there is. That’s a great question. And it’s not something that I that’s like completely finalized at this point. But we’ve talked to them about it internally among our team that they absolutely need to have that, um, that core group that they’re, you know, working through these stages with and that they can, um, mentorship is huge. And I hear that from, from small business owners often, like from, um, black female entrepreneur. Like, I don’t even know how my white counterpart is networking at the level that she is. Like, I don’t even have that access. So providing that ecosystem, it’s right now it’s a mobile ecosystem, um, which we know we can address digitally, but we can also address by, um, you know, reconvening at these at these Yeah. Community locations. I foresee that with Grinnell University that as we go along, we talked about having, you know, whether it’s quarterly or bi annually, um, you know, a congregation, a high level networking group where we can go and have leaders present, um, and also these businesses that are, um, committed to, you know, doing what it takes to, to succeed.

Lee Kantor: So let’s, um, help people connect. Um, what is the best way is there a kind of a center point for learning more and getting on a list if they’re coming to a community near them?

Kimber Armstrong: Yes. Um, our website is worksource. And you’ll you can, um, become a member there. There’s no charge for that. You can look at the events page and register for upcoming events. You can reach out through the contact form on the website. And that comes directly to me. So I just encourage, you know, anybody who has a desire to learn more, go to the website and reach out. I’m happy to connect with you. Um, we’re also having a kickoff at State Farm Arena on June 16th. That is, um, there’s a registration link on our website. We do ask people to register, but there’s no charge to attend. And that’s pretty exciting. We’re going to have the trailer actually, um, in the arena, and we’re fingers crossed we’re trying to get Mary Dickens there to speak and some other, um, some leaders from the Hawks and the Atlanta Dream. So, um, check that out on our website, too. We’d love to have a big crowd show up.

Lee Kantor: And then if somebody wants to learn more about brenau, uh, Doctor Washington Hubbard, is there a website you can share? Uh, if somebody wants to learn more about Brenau or connect with you or somebody on your team.

Shatrela Washington-Hubbard: Yes. So Brenau University, our website is brenau b r e a u.edu. We’re also on social media channels so you can look up Renown University and specifically the College of Business and Communication. So we are CBC at Renown on Instagram. And um, you can connect with us on LinkedIn as well.

Lee Kantor: And Kimber, if somebody wants to learn more about the Better Business Bureau or connect with you.

Kimber Armstrong: Yeah. So we’re we’re all over LinkedIn and Instagram and Facebook. So we are um, our handle on LinkedIn is Better Business Bureau Atlanta and Northeast Georgia, I believe that’s kind of our official name for this, um, locale.

Lee Kantor: Good stuff. Well, thank you both for sharing your story. You’re doing important work, and we appreciate you.

Shatrela Washington-Hubbard: Thank you for having us.

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

Tagged With: brenau university, Kimber Armstrong, Ph.D., Shatrela Washington-Hubbard

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