0:05

Welcome to the show.

0:06

I am Rashan McDonald, the host of Money

0:08

Making Conversations Masterclass, where

0:10

we encourage people to stop reading other people's

0:12

success stories and start planning their

0:15

own. Listen up as I interview

0:17

entrepreneurs from around the country, talk

0:20

to celebrities and ask them how

0:22

they are running their companies, and speak with

0:24

nod profits who are making a.

0:25

Difference in their local communities. Now,

0:28

sit back and listen as we unlock the secrets

0:30

to their success on.

0:31

Money Making Conversations Masterclass.

0:34

Hello, I am Rashan McDonald, our host is

0:36

weekly Money Making Conversation Master Class

0:38

show. The interviews and information that

0:41

this show provides are for everyone. It's

0:43

time to stop reading other people's success

0:45

stories and start living your own.

0:47

I'm here to help you reach your American dream.

0:50

Just keep listening. My guest today

0:52

really is a high growth strategy

0:54

specialist, bestselling author, executive

0:57

advisor and consultant

1:00

sure at the London Business School. Please

1:02

welcome to Money Making Conversation Masterclass,

1:05

Doctor Rebecca Humpkiss.

1:06

How you doing, my friend, I am excellent.

1:09

Thank you so much for having me.

1:10

Well, thank you where you're right now? I know

1:12

London Business School?

1:13

Yes, So I live

1:16

in San Francisco, Miami, in London. So I live

1:18

in three cities, but today I am joining you from

1:20

London, England.

1:21

Oh great, fantastic reason

1:23

I brought on the show because we're

1:26

kind of like in political volatile times

1:28

and as business or people who are

1:30

in the business of trying small entrepreneurs,

1:33

it affects us. It can affect how we do strategy,

1:35

how we hire people, and sometimes

1:37

we can get frozen. And that's

1:39

not a good thing because you want

1:42

people still want their pay checks, people still

1:44

want their products, and people still want

1:46

your business be active. So why

1:49

we talk about economic and business decisions?

1:52

What should not be delayed or should

1:54

we delay at all doing this little window prior

1:57

to the election.

1:58

Yeah, well go back to you.

2:00

People want their paychecks, but they also want

2:02

to work for organizations that are moving

2:05

forward, right, and we are

2:07

as leaders going to be constantly running

2:09

organizations through uncertain times.

2:11

You know, tell me, Rashan, the last time you run a business

2:13

through certain times, like when you had perfect predictability

2:16

of what was going to happen next. So while

2:18

we have more geopltical uncertainty

2:21

now, we need to distinguish that

2:23

from the key decisions that we have to make, and

2:26

if we don't do that, we end up putting our organizations

2:28

in these constant holding patterns, you know, always

2:30

waiting for another few months, tell me no more,

2:32

always waiting for another few months, and tell me more

2:34

more, and then we've actually fallen behind

2:37

everybody else. You've got to be very purposeful

2:39

and only wait when that's the right thing to

2:42

do. Now, there might be a few decisions.

2:44

If you're a manufacturing company deciding your new

2:46

site location, you might want to wait until

2:48

after the election, but the majority of our

2:50

strategic decisions can proceed as planned

2:52

as long as you're ready for the as long as

2:55

you're very clear on your beliefs. So

2:57

we're saying, you know, we have this belief

3:00

as an organization. Because of this belief,

3:02

this is the decision that we're going to make. But

3:04

I'm going to incrementally so kind

3:06

of peace by piece, invest in that decision

3:09

as I am testing my beliefs. So

3:11

we can keep moving and acting if

3:14

we make decisions based on beliefs. But

3:16

we've got to keep testing those beliefs as we're

3:18

executing.

3:19

Now, I'm a minority company, Rebecca,

3:21

Yeah, and so there's some diversity,

3:24

diversity, equity inclusion. THEI fact,

3:27

there's a movie I right now that's anti DEI,

3:30

and so certain companies have set aside and

3:32

we know that that the political

3:35

one political size of anti DEI saying

3:37

it. Yeah, in fact, they've said that the VP

3:39

is a DEIH that's how.

3:42

She got a position.

3:43

And so as a person who deals

3:45

with companies like that, then I'm I'm

3:48

not saying the word fearful, but it does make

3:50

me wonder about opportunities that may

3:52

not exist if one

3:54

side wins versus the democratic

3:57

side wins, DEI will probably prosper.

4:00

How should I view that and how should deal

4:03

with that?

4:04

It's a great question. Look, and we are in

4:07

very divisive times right. We

4:09

are very bifurcated as a country

4:11

between one side or another, and there's

4:13

many of these social topics are very clearly

4:15

falling into one line or the other. Now,

4:18

my first challenge is always Now, there

4:20

will be a difference perhaps in regulation, like

4:22

and what is actually regulated, what is mandated,

4:24

what is forced, But that's not why most companies

4:26

are doing their deb strategy. They're doing it

4:28

because it's part of their organizational purpose. They're

4:31

doing it because that's what their talent and employees say

4:33

that they want and say that they appreciate,

4:35

and so all of those things, as long as it's still part of

4:37

your organizational purpose, it's still Cordier strategy.

4:40

We should continue going forward with that. Now,

4:42

again, we could say that might affect some of the

4:44

talent that I get, It could affect some of the funding

4:47

that I might have access to, But as far

4:49

as making those decisions, think about my organization,

4:52

my beliefs, my purpose, right

4:54

then I would still be making those same decisions along

4:56

the way. Now, one thing

4:58

we could do burn strategy,

5:00

we have different options. We have an action

5:03

to take action to get results. We

5:05

can also do something called acting to shape,

5:07

where we take purposeful action in the market,

5:09

not to get immediate results from my business now,

5:12

but to shape the environment in my favor.

5:14

And so in strategy, especially growth

5:17

strategies, we've got to make sure we're taking advantage

5:19

of all of our stances, which include

5:21

not just acting for results, but acting to shape

5:23

and acting to learn. So this might be an

5:25

instance where your organization needs to do

5:28

some shaping strategy as well,

5:30

right.

5:30

And that's why I asked that question.

5:32

Sometimes these questions are personal,

5:34

doctor River, So yes, that was a personal

5:36

question.

5:37

Ask me anything, asking individuals

5:39

who are.

5:39

Listening to my show now, because we are all leaders,

5:42

and when you are a leader, you're

5:44

always talking about developing practical

5:46

strategy. Yes, and I

5:48

always say that because these are uncertain

5:50

times. You know, the interest rate went down,

5:53

gas princes are dropping, that may affect

5:56

home mortgages, that may affect inflation.

5:58

They say it's a stable or that's

6:01

why they was able to drop the interest rate.

6:04

These are uncertain times.

6:05

What are the practical strategies for

6:07

small businesses and entrepreneurs? We're

6:09

not talking about the big corporation.

6:10

Yeah, I want I

6:13

want to talk to you. I want to talk to people like you

6:15

who are running small businesses, which of course are

6:17

the backbone of the American economy. Now,

6:20

before we can talk about practical strategies,

6:22

though, I want to talk about the word uncertainty. Okay,

6:25

And here's how I want you to define it. A series

6:27

of future events which may or may

6:29

not occur. Whether or not those events

6:31

are good or bad depends on what we're

6:33

trying to do and how we're set up.

6:36

So that's your job as an entrepreneur figure

6:38

out what you're trying to do and then set your business

6:40

up to succeed regardless of that situation

6:42

in front of you. So that's the first very

6:45

critical step. And the second one

6:47

is setting your beliefs. We

6:50

talked about this a bit on DEI and B, but

6:52

you know all of these trends, you know, elections,

6:55

interest rates, geopolitical instability,

6:57

immigration policies. These are trends,

7:00

right. We don't actually do any strategy by

7:02

listing trends. Sit down with your team and

7:04

say what's our beliefs, what's our stance,

7:06

and how these things will go forward? And

7:09

it's this sentence, I'm

7:11

seeing X and we believe

7:13

why, which means Z for us.

7:16

And if you just keep completing that sentence,

7:18

we're seeing this trend and

7:20

we take this belief for the midterm, which

7:22

means this implication for us. Men,

7:24

you're building yourself this framework that

7:27

you know which choices you're making based on what

7:29

beliefs. As those beliefs are

7:31

affirmed, we're going to invest more in those in

7:33

those activities. As those beliefs

7:35

are not, we might start pausing

7:37

and even stopping some activities and replacing

7:40

them with those where our beliefs are still

7:42

affirming.

7:43

We know.

7:43

It's really what basically what you're saying is that stay

7:46

strong in your beliefs, have a plan of action.

7:48

Yeah, you know, you know this is kind of like different.

7:50

You know, we always talk about budget. We always talking about

7:52

financial planning. That we're talking about structure

7:55

planning. Yes, the strategy

7:57

being practical, that's what we're talking about right

7:59

now.

7:59

Yes, Because here's the thing. Here's the thing, Krettie.

8:02

As we sit down to review strategies,

8:04

we tend to start these meetings with the question.

8:07

We tend to start the meetings with the question

8:10

are we on track to plan? Right? We

8:12

love to ask our team if we're on track to plan. I'm

8:14

going to challenge you. I want you to ask your

8:16

team a different question at the beginning of

8:18

the review meeting. Instead, ask the

8:20

question, has the situation

8:23

changed?

8:23

Please don't go anywhere. We'll

8:25

be right back with more Money Making Conversations

8:28

Masterclass. Welcome

8:35

back to the Money Making Conversations Masterclass

8:38

hosted by Rashaan MacDonald.

8:40

Right has the situation changed?

8:43

Because see, sometimes being

8:45

on track to plan is not a good thing if

8:47

the situation's change, and asking that question

8:49

takes the assumption there was only

8:52

one track and we got it right the first time.

8:54

So I like to start my review meetings with the question

8:57

has a situation changed? Are

8:59

our beliefs still tracking? If so, our

9:01

strategy should be two. If our beliefs

9:03

aren't track, here not affirm we might

9:05

need to replace something we're doing, because here's the

9:07

cool thing about strategy. It can

9:10

and should change as we're executing,

9:13

as we're learning and bringing new information

9:15

in.

9:17

Okay, Now here's something that's interesting.

9:20

Team building? Yes, okay, I

9:22

hear that a lot. I'm in fact that as

9:24

a small company, I'm about to help my first team

9:27

building all right, event you know, I'm

9:29

a ward winding cook, so I always cook at the office.

9:31

But oh I'm jealous and make score

9:34

an insight to the steam building thing.

9:35

Now, yes, and so,

9:37

so tell me the value

9:39

of team building within

9:42

the company.

9:44

Human beings crave connectivity,

9:47

and as much as we speak about you know, fully

9:49

remote offices and AI replacing

9:51

human beings, I'm not yet convinced

9:53

that human beings don't crave connectivity

9:56

with others and wanting to work for an organization

9:58

where they have aligned per with

10:00

others. Right, and are striving towards the same

10:02

event, and so there's a higher

10:04

level, right, which is that there's also a

10:06

more execution level. Why these team

10:09

building things matter is

10:11

because one of the biggest differentiators

10:14

of organizations from super small

10:16

to super large do really

10:18

well in external uncertainty, which we've

10:20

been speaking about, is they build something

10:23

called internal predictability.

10:25

And it's a little bit non sexy phrase, I know,

10:28

but this is what sets companies apart who

10:30

do really well when the world around them is changing,

10:33

is they build something called internal predictability.

10:36

And it comes to show when you can answer yes to

10:38

four questions. Okay, and I won't ask you to

10:40

say if you can say yes, but I want you to think about your team.

10:42

Here's the four questions. Can everyone

10:44

on your teams say yes too. I

10:46

know what we're trying to achieve and why

10:49

it matters. That's question one. I know we're

10:51

trying to achieve and why it matters. Question

10:53

two, I know where critical decisions

10:56

take place. Question three,

10:59

I can rely on other to do what they say

11:01

they will do. In question four,

11:03

when I do adapt, it's recognized

11:06

and rewarded. How do you do on

11:08

the four questions of internal predictability.

11:10

Well, I think that two

11:12

and four yeah, superstar,

11:15

all right, one in three shakey,

11:19

Okay.

11:20

So here's here's the bad news. You need all

11:22

four to build this element. And that

11:25

goes back to why team building is so important,

11:27

because these things about the reliability are

11:29

so much easier when we know the people on the other side

11:31

of that commitment. The decision making so

11:34

much easier to route the decisions

11:36

to the right place. But tell me more on how

11:38

you did well.

11:39

I'll want tell you if you know, just overall,

11:41

because this is a good conversation regards to I

11:43

hope people who are listening to taking all

11:45

this in because it's about honesty. You

11:48

know what I've done in the last

11:50

I say year and a half, doctor Rebecca,

11:52

is.

11:52

That I have been honest about

11:55

my flaws.

11:56

And in other words, I reset

11:58

my company in April twenty twenty

12:00

three, and I looked back and I went

12:02

the employees I have now and

12:05

employees I have previously, The ployeres I have previously

12:07

can't even work for me now.

12:09

So I had to make that honest reset. And I think

12:12

that when I go through these courses one through

12:14

four, I evaluate them based

12:16

on the fact that I'm in the process

12:18

of maturing as a leader.

12:22

I also being more open to Like

12:24

I said, I'm doing a team building event. I

12:26

always felt that, you know, snacks

12:28

at the office, come

12:31

in, you got a cake waiting, and then we'll share a cake

12:33

and then go to work where I'm actually

12:36

actually setting aside in the moment shutting

12:39

down activity.

12:40

We finished the event, go home.

12:42

And so I have built my whole

12:44

career as an individual, and

12:47

as an individual, translating

12:49

that to a company has been difficult

12:52

because I've been winning by myself, and

12:55

so that's been the term for me when I go through

12:57

these questions, because understand.

13:00

That as a solo artist, oh

13:02

you're all star.

13:04

You run at a company, you have to value

13:06

other people's feelings. I

13:09

tell you some things like because I get to

13:11

work on time. And so I had to understand

13:13

sit down with my hr Sa Rashaan, give people

13:16

a little window, you know, don't don't you

13:18

know they might be eight oh five, eight oh

13:20

six, don't hold

13:23

them to that same brand

13:26

that you're hell holding yourself to. Because

13:28

other people have traffic, they come from different loans,

13:30

they might have a flat tie, all these different

13:32

things and put into perspective. So these

13:35

questions that you asked me are

13:37

working for me now. But if you'd

13:39

asked me a year ago, I'd have been

13:41

a failure on all four.

13:43

And that again, this internal predictability.

13:46

That's the secret sauce. We could talk about all

13:48

the external uncertainty, but doing

13:50

well on it it's building this internal predictability because

13:53

you just said it. Look, growth is a team sport, right,

13:55

it's not an individual one. We're playing football,

13:57

not tennis when we're trying to grow urban

13:59

ISAs. And that's why it's so hard.

14:02

Now doable, very doable. Don't want to make it

14:04

sound to any listener like it's not doable.

14:06

But you've got to commit to having a gross

14:08

strategy because it's not just about having

14:10

the strategy, it's about committing to building

14:12

the capability of growth with your team. But

14:15

you use the critical word there, use the word

14:17

reset, and that I love hearing

14:19

that word because reset is the power move.

14:22

You know, it's very easy to say, you know, don't

14:24

just survive, thrive, right, But

14:26

organizations and entrepreneurs who are willing to

14:28

go through these purposeful resets, that's

14:31

a power booth. Being able to thrive through

14:33

different changing external conditions.

14:36

Well your bore reset, okay, capital,

14:39

I'm.

14:43

Trying the power of the reset, the power of the reset.

14:45

Power to reset, you know. But we needs uncertainy

14:47

times.

14:48

And that's why when I saw an opportunity to bring

14:50

in, I wanted to reset my

14:52

audience because we all ain't on

14:54

certain times. And when this election happens, you're still

14:56

going to be under certain time. Yes, because yes,

14:58

a lot of things are done political, you know, and

15:02

I think kind of convenient. The gas prices

15:04

are dropping and we yeah, election

15:06

times coming up, and interest rates

15:08

dropping, the election drop, ye,

15:12

when the election happens, and how the

15:14

party wins, are they going to go back up? You

15:16

know, that type of volatility. But I'm

15:18

gonna talk about I'm gon going a little deeper. When I

15:20

hear people talking about immigration, trade and

15:22

offshore exploration and fracking

15:25

and all that stuff as they small

15:27

business, we're hitting things because immigration

15:30

can affect everybody.

15:31

Yes, sorry, it does affect everybody.

15:34

How do we look at these things when we're watching TV,

15:36

watching these people making decisions and

15:39

voting, and half the country is this

15:41

side of the table, and half the country is this side

15:43

of the table. How is a gross from

15:45

a gross strategy standpoint,

15:47

how do we react?

15:49

Well, I'm not being silly when I say take

15:52

a breath. Sometimes right in the American

15:54

news cycle, take a breath and go back to

15:56

there's this very simple question I

15:59

am and we've already said this question.

16:01

I am seeing X and I believe why,

16:04

which means Z for us. And

16:06

you know we're seeing these things in immigration, Well, what's

16:08

our belief How is it going to pan out over

16:10

the next two to three years and what would that mean

16:12

for us? And here's what I found with Sean.

16:15

If you force your team and force sounds

16:17

bad, but you know, if you work with your team to

16:19

go through these you realize a lot

16:21

of these trends won't really have an

16:23

impact on your strategy. They're noise. A

16:25

lot of trends are noise. Only

16:27

a few will truly impact our choices.

16:30

So here's what I like to do. I like to take all of

16:32

those trends we're talking about and complete that sentence

16:35

I'm seeing X and we believe why,

16:37

which means Z for us. And then I want

16:39

you to rank them. You know, in the Office of Virtual

16:42

get out that classic two by two and

16:44

rank them by impact to our industry

16:47

and criticality to our choices. And

16:49

you'll see that a lot of things are really moving

16:52

the macro environment our industry, but

16:55

they're not really going to impact our choices. You know, we're already

16:57

there, or we've got plenty of time. Others

16:59

might be super critical to us. And then just

17:02

focus your time on those choices and those

17:04

trends that meet both of those things. But

17:06

I've got something else. One of my favorite exercises

17:09

to do when I've got all of these

17:11

big trends is here's what I do with Sean. I

17:14

I tell my team, look, let's stop asking

17:16

what could happen? Because here's the bad

17:18

news slash good news. I can't predict the

17:20

future, and I don't think you can predict the future,

17:22

right. But what I

17:24

want to do with my team is get great at making

17:27

good decisions even though I can't make great

17:29

predictions. So I challenge teams

17:31

stop spending more and more time trying to

17:33

predict the future, trying to do scenario planning,

17:36

trying to do trend setting. Instead, we're

17:38

building the capability and making great decisions

17:40

even though we can't make great predictions. So

17:43

I change the question. Instead of asking

17:45

what could happen? Ask what

17:47

could make us and what could break

17:49

us. Most things that happen,

17:52

even with you know, a Trump presidency, are

17:54

still going to fall under the bell curve, which means

17:56

roughly within the realm of profitability. But

17:59

there's going to be some tales, some outside

18:01

events that are big risks and are

18:03

big opportunities. Most

18:05

people, even entrepreneurs, are

18:07

great at answering what could kill

18:09

us. They're terrible about saying

18:12

like what could make us? And go to call them kickers and killers?

18:14

What could make us and what could break

18:16

us? And you sit down with your team and you say,

18:18

Okay, here's the trends for each of these

18:21

trends. What are five kickers? What

18:23

are five ways this trend could be a growth

18:25

opportunity for us? And you've got to train

18:27

your brain. You've got to start with the

18:29

kickers. Because every team I work

18:31

with, and I'm not being hyperbolic, every

18:34

team I work with can give me twenty

18:36

killers in five minutes. Every

18:38

team takes a long time to get

18:41

down to five kickers. We have not

18:43

trained our brains to see

18:45

big, uncertain things as growth opportunities.

18:48

So you've got to build that capability. So

18:50

again, you sit with your team and I'm going to check

18:52

for your homework on this. When you're Sean, You're going to ask them

18:54

what could make us and what could break

18:56

us? And what I like to do is say you've got

18:58

to do ten kickers before he can do

19:00

any killers, because this is how we're

19:03

going to start building our brains as a

19:05

team. That all of these trends

19:07

contain an opportunity for those who are willing

19:09

to look for it and then shape or learn

19:11

to grab it.

19:13

You know, this is so cool because

19:15

of the fact that you know

19:18

when you when you out

19:20

there, trusted yourself. I'm gonna

19:22

tell you something about me, Dr Rebecca.

19:25

I've always had people

19:27

around me that have known me for

19:30

a long time working for me, and

19:32

I will be honest with you that tended

19:35

that turned out to be a flaw in my business

19:37

model because people they

19:40

think they know you, they have stereotypes

19:43

they've developed about you, and then

19:45

all of a sudden, so they function a way instead

19:48

of being an active thinking

19:50

peryer. Well, Rashan, you know he's gonna do

19:52

that anyway. Rashaan's going to do that anyway. So

19:55

I've learned this might be a recommendation of other people

19:57

out there when they hear these things coming to my office,

19:59

that hire the right person for

20:01

the position. Anybody you hire, I don't

20:03

care if your sister or brother make them feel out an application.

20:07

Everybody you hire should have a resume. They

20:09

shouldn't just be somebody you know. Their

20:12

skill sets should have value, not just

20:14

value to that one, but

20:17

the value to several things within

20:19

your company. Because you're a small business, and so

20:21

the people I have working for me

20:23

now don't know me. I hire

20:26

them on what they could do for me.

20:29

And previously, prior

20:31

to the reset, I hired

20:33

people who knew me and

20:36

didn't really take in strong

20:38

consideration about their work

20:40

history, about their resume, and

20:43

about what they can do for me five or

20:45

ten years from now. And that's when the growth strategy

20:48

that you're talking about is so important.

20:49

Correct, Yes, absolutely, Yeah.

20:52

You want to bring a team around you who

20:54

is going to share this commitment to growth.

20:57

And while there's comfort around working

20:59

with people who know us, you leads

21:01

into a tramp if they make these implicit assumptions,

21:04

you know, they just assume they know what you're gonna do. They

21:06

just assume you know where we're going. To go and

21:08

so we're going away from that making great

21:10

decisions even though we can't make great predictions.

21:13

Right. So you can build it with people you know, but you've

21:15

got to be very purposeful about it, right. But

21:17

I like to be very clear talent coming

21:19

in, do we have this very clear role

21:21

that we know that they're playing for us. Or here's

21:24

I like to divide it. Because you're a small business. You

21:26

can't just hire anybody, right, right, It

21:28

split all of your hires into two

21:30

right, Either what I call a tour

21:32

of duty, as in I have one very

21:34

specific thing, like maybe I need to

21:37

build a CRM system for the first time and integrate

21:40

it with my old systems. Maybe I

21:42

want to open a new product line or

21:44

go into a new state. Right, So a very

21:46

specific tour of duty. But you know when you make that hire,

21:49

when this is completed, I might not need this

21:51

individual anymore. But you're being very purposeful about

21:53

this. You're gonna hire the perfect person for that job.

21:56

Or you hire for what I call repurposability,

22:00

which I made up that word to be clear, which

22:02

means this person has this skill set as

22:04

I constantly reset my business, this

22:06

individual has a skill set that can constantly

22:09

repurpose for value creation. And

22:11

I like to just put everyone in two streams

22:14

because we tend to overhire for kind of a jack

22:16

of all trades. You know, well, this person can

22:18

do this and that and that, but if you really

22:21

force yourself, no, as a small

22:23

business, every hire has to be very purposeful.

22:25

This is a tour of duty or repurposability

22:28

for value creation.

22:30

We know as we wrap up this interview,

22:33

Yah, I've used the word reset a lot.

22:35

Yeah, and I love it, and I love it you're speaking my love

22:37

language by using the word reset y because.

22:39

I didn't want to bring that up early.

22:40

On because that's your book, Survive, Reset Rive,

22:43

because I wanted to personalize it and let

22:45

you understand that one of the

22:47

things that motivated me for this interview. Because

22:50

I'm doing that and more importantly, give

22:52

us a brief overview of your book

22:55

and encourage us to and motivate us

22:57

because it is Survive, Reset and

22:59

thrive leading breakthrough growth

23:01

strategy in bottatal times.

23:04

Lois Yes, thank you. And the notion

23:06

is growth is a loop, not

23:08

aligned. Is that if we really want to constantly

23:11

grow our businesses regardless of

23:13

the environment around us, we need to embrace

23:15

this loop thinking, and it's constantly

23:17

going through this loop of survive or

23:19

stabilize when the market throws a shock

23:21

at us, reset or change when

23:23

the situation around us changes, then

23:25

go back to being a thriving organization.

23:28

And as an entrepreneur, it's the movement

23:30

across these three modes that are just as

23:32

powerful as a place within

23:35

each one. And in the book I Guide Entrepreneurs

23:37

of how can you be better at surviving and move out

23:39

of that phase faster? How can you do a

23:41

really good reset? Then what

23:43

does it take to be one of these thriving

23:46

organizations that can grow through any market

23:48

circumstances?

23:49

Wow, thank you for coming on my show.

23:51

Money made No Thank you so much for having

23:54

me. It was that an absolute pleasure.

23:55

Well, you know it's really great because you know, I

23:58

got personal, which is it's unusual

24:01

for my show, but I felt that this

24:03

is what had to be an honest show. When you talk about

24:05

resetting and you're starting challenging, I'm living

24:07

these same volatile times that my

24:10

listeners are, and so

24:12

I'm that same entrepreneur, I'm that same person

24:14

dealing with DEI. I'm that same person

24:16

who has to cast a vote,

24:19

and that vote will make a difference in this country

24:21

and we're gonna have to deal with it for four years. What

24:23

you've allowed by coming on this show today, Doctor

24:26

Rebecca, is that Humpkins. Is

24:28

that you allowed me to say, Rushan,

24:31

don't be comparalyzed

24:33

by the situation. Continue to move

24:35

forward, continue to have growth strategy,

24:38

continue to have team team

24:40

building events. Understand

24:42

your employees have a voice, Acknowledge

24:45

their voice. Implement some of the things that work

24:47

within your company. This is what I might

24:49

take away and hopefully take away from the people

24:51

who enjoy this interview. Thank you again for

24:53

coming on Money Making Conversation Masterclass.

24:56

Thank you my pleasure.

24:58

This has been another edition of Money Making Conversation

25:00

Masterclass hosted by me Rushaun

25:03

McDonald. Thank you to our guests on the show

25:05

today, and thank you for listening

25:07

to audience now. If you want to listen to any

25:09

episode I want to be a guest on the show,

25:11

visit Moneymakingconversations dot

25:13

com. Our social media handle is money

25:16

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