Are You a Helper or a Guide? with Rosanne Moore

Episode 117

I’m incredibly excited to introduce you to Rosanne Moore. Rosanne is my Communication Strategist and the producer of this podcast. Basically, she’s my right-hand woman.

Rosanne and I first met in 2012 and, while she did edit my book, UNFROZEN: Stop Holding Back and Release the Real You, she’s been officially part of my business since February 2019 and I’m so grateful for her. Not only has she been a joy to work with, but she’s also been my lifeline.

In this episode, we discuss how I knew Rosanne would be a good fit for my team, the time she called me out when I wasn’t owning my voice, how the movie Frozen inspired my book, how editing my book helped her process the ending of her marriage, the four conflicting voices she discovered in my book during the editing process, the difference between teaching a body of knowledge and teaching something you embody, the difference between being a helper and being a guide, and more!

Mentioned in this episode:

Play here (the red triangle below), on iTunes, Stitcher or TuneIn Radio (Amazon Alexa) or wherever you listen to podcasts.

 

Transcript

Hey, hey! It’s Andrea, and welcome to the Voice of Influence podcast. It is really my joy to have with me today Rosanne Moore. Rosanne is actually in our business. She is our podcast producer. She helps coordinate logistics for the podcast, and she helps with a number of other things, strategy to communication – communication strategist, I like to call her. But Rosanne is really my right-hand woman right now, so I’m really grateful for Rosanne. She’s been a part of the business since February, I believe it is, in 2019, and just has been such a joy for me to have and not just a joy, but, like a lifeline. It’s been really helpful, and I’m thrilled to introduce to you Rosanne Moore.

Andrea: Rosanne, welcome to the Voice of Influence podcast!

Rosanne: Thank you. This is an exciting opportunity and I have loved this year working with you.

Andrea: Awesome! Yes, yes, it’s been fun. It’s like, you know, when you get to do things with your friends and you know that it’s meaningful. How does it get better than that?

Rosanne: Right. And I love the fact that you really practice what you preach in terms of how you set up your teams. And so it’s fun working with you and knowing that we really are a team and that what I’m doing is making a difference.

Andrea: Absolutely.

Rosanne: So, it’s always a good thing for a job.

Andrea: Definitely. And I think one of the important pieces of that is just, first of all, the level of respect that I have for you. I think we have to start with that.  When you’re building a team, if you’re wanting to have everybody have a voice of influence, you want to have some respect for the people that are working in the team. And so for me, one of the ways that I knew that we would be a good fit was that you were the editor for my book Unfrozen.

Rosanne: Right.

Andrea: And the way that we knew that that would work…Well, shoot, let’s just take them back, shall we?

Rosanne: I was thinking the same thing.

Andrea: So, backtracking, step-by-step. So, we met in, I believe it was 2012 at Larry Crab’s School of Spiritual Direction, NextStep. He has this School of Spiritual Direction, two different levels. We’d both previously been to the first week individually, and then we were at the same one at the same time in 2012 for the NextStep, and that’s where I met Rosanne.

Rosanne: Yes. And I’ve done more than one of his schools, and that week in particular, our group, just kind of… a core part of us just stayed together and extended the relationship well beyond that week. And so when you approached me a few years later about the book, we had been in touch enough and had shared life enough that it was really exciting to me. We had so much in common.

Andrea: Yeah. Yeah, we stayed in touch. I remember, Rosanne, that was a really hard week for me, and I’m bringing us back to that because I do actually talk about it in the book. And it was a hard week for me because I had been depressed for a couple of years since having our son. So, he was still just two, and our daughter was four, or approximately those ages. And I went to NextStep thinking, “What am I supposed to…sort of, what’s my next step? Who in the world am I? What am I supposed to do with this person that I am?” I was in personal turmoil, for sure. And I know you had plenty going on in your life as well.

Rosanne: Right. I was in the midst of a marriage that was coming to a close, and that week was struggling with, “Is there any way to salvage this?” And so, yes, I was very much in transition at that point as well. And, yeah, different circumstances for both of us, but I think we were asking a lot of the same questions.

Andrea: Yes, yes. And I remember that we had a conversation in which…it was, like, at the dinner table.

Rosanne: Uh-huh.

Andrea: I don’t know if you remember this, but I remember I got on fire about something, and I can get on fire. I don’t always do that in front of people, but because sometimes I get too fiery, you know, or too icy, if you will, which we’ll get to in a second. But, anyway, I was on fire about something, and I think it had to do with women and their voice in the church.

Rosanne: Yeah.

Andrea: And I knew that I was really struggling and didn’t know what to talk about it. I didn’t really want to sort of be known for questioning that.

Rosanne: Right.

Andrea: And we got into the room with Larry Crabb, and everybody’s sitting there. And then I remember you said, “Andrea had something to say about this at supper.”

Rosanne: I put you on the spot without meaning to, right?

Andrea: You called me out!

Rosanne: I so related to what you said, and I thought you articulated it so well, so clearly. And then the questions that you were bringing up, the battle that you were wrestling with was one that so many women in particular wrestle with. And the whole thing of, “How do I juggle it all” and “Who do I really want to be, apart from all the stereotypes of what I ‘should’ be as a good woman”, and all of that. And you just articulated that so well. That is why I wanted more discussion on it and then, yeah, I put you on the spot without meaning to.

Andrea: It was good for me. It was good for me, for sure, because there were a lot of times that I hold back because I know I have something fiery inside, and, quite frankly, I am afraid of it.

Rosanne: Yeah, yeah.

Andrea: I’m afraid of that passion and that energy because, what if I’m wrong, number one. What if I hurt somebody, number two, and what if I alienate myself, number three. So, for me, to be in that environment where I needed to go ahead and step out, and say what I needed to say because you felt like it resonated… I feel like that is such an interesting picture of the way that our relationship has progressed, Rosanne, and how we believe that God has been putting us together, and using us and the way that we move in the world now, yeah.

Rosanne: Yeah. I remember the concern at the time, because you were concerned that it was going to come on too strong, and Larry’s response initially was kind of, “Well, don’t be about your own voice just for your own voice’s sake, about ‘being heard.’” And what I said at the time was – what resonated with me was – I didn’t feel a selfish, self-directed element to what you had shared. It really was about, “How do I show up and be the woman that God has called me to be? How do I bring to the world what I’m called to do?” Not in a, like, demanding “here I am” sort of way, but not being afraid, like you said, of being present, and showing up, and offering as a gift whatever it is that God has put in our hearts. And that was what I so strongly resonated with and still do.

Andrea: That’s awesome! So, yeah, so fast forward a couple of years, I needed help. I remember I had a blog post… an article that I was writing for an, I don’t know, what do you call them, an online magazine, I guess. And I needed some editing help. So, you helped me with that, and then I realized your capabilities in that area, which then led to me asking you to be the editor of Unfrozen when it was time.

So, let’s talk for a minute. When this episode comes out, it’s interesting because Frozen II will have just come out. So we are actually recording before I’ve even seen that movie, before I’ve seen Frozen II, and the sort of impetus for Unfrozen and the title for the book, the reason why I started writing it in the first place had to do with the movie Frozen. So, the reason why it matters is that when I initially saw that movie Frozen, I was so struck by all the parallels that I saw between my life and Elsa’s life. And those were very conceptual.

I wasn’t literally locked away in a castle but, you know, the ideas of holding back and hiding and covering up one’s hands so that you didn’t feel everything. You know, lots of different things like that that I could relate to and then finally, in the end, the idea of offering oneself in love, not worrying about what other people thought, that was the ultimate kind of reason why I felt called to do something, to do more, whatever more meant.

Rosanne: Right, right. Yeah.

Andrea: So now we have Frozen II coming out, and I will have seen it by the time this comes out, I can tell you that. But we don’t know yet what the whole plot of the movie is. I don’t know yet how it will relate to me, or if I’ll feel like I relate to it at all or anything. But we do feel like it’s a good time to kind of bring back up some of the reasons why we put together the book Unfrozen.

Rosanne: Right. When you first approached me about it, I was excited about the idea simply because I like writing, and I like editing, and I’ve worked as a reading instruction specialist, so I love getting children hooked on reading, children who have struggled with reading. I love seeing the lights come on and have them enjoy reading. So anything bookish, I like. So it was an exciting project from the beginning when you approached me about that. But when I got into the content of where you were going as we talked through it, because when you first presented kind of your first “brain-dump” on paper, there were a whole lot of things you wanted to say, and you weren’t quite sure which pieces fit, and which didn’t, and what you wanted to do with it.

But when that happened, when I read where you were coming from, I got really excited because I’ve spent most of my life in the South in conservative circles where female roles felt very, very prescribed and very narrow. And I thought maybe it was just a cultural thing, but you were from the Midwest and here you were asking very similar questions. You were struggling with very similar dynamics, in terms of what was okay and what wasn’t okay, and “You might be overpowering if…” and “Too much if…”, and all of that.

And so it helped me not only think through messages that I had received because I was very much in the process of sifting through the impact of all of that on my marriage and the loss of my marriage and questioning. I happened to have been in an abusive situation and so there were a lot of accusations that were being thrown. So, working on the book with you actually helped me sift through what’s true, what’s not true, what’s mine, what’s not mine. And what does God have to say about all of this? That was the anchor, and then how do I share that with my daughter, who at the time was 13. So, it was a privilege to go through that process with you.

Andrea:   You know, it’s interesting that the process of finding my voice, if you will, you helping me find my voice because I think that, as you mentioned, I had so many different things that I was wanting to say and that was really plaguing me. I mean, it was this dark, dark cloud around me feeling like there were too many things. There was too much. Again, that theme of feeling like it was too much, I felt like I had too many things to say. I was trying to sort through them, but when you’re in your own head, it’s very difficult. It’s very difficult to do that for yourself, for anybody, especially when you’re me and you’re like a crazy person inside, your brain just going… all these things.

So, one of the things that you helped me do was to identify that. Number one, when I started writing the book, I wanted it to be like a workbook for children and their parents because I thought, how can we help kids to understand some of the connections that I had made with Elsa and sensitivity and gifting and all those things and how to use that as a way for kids to be able to open their eyes to who they are and even maybe even make an impact on parents. But, as we got going, you were telling me, “Andrea, there are like four different voices right now in your book.” So, you want to tell a little bit about that?

Rosanne: Yeah. You would give this narrative in one place and draw somebody in and they were really engaged in the story, and then you’d switch kind of to teaching mode. And then there would be kind of this like Bible study mode. I don’t remember what the fourth one… I remember there were multiple voices, and you were flipping back and forth. And so part of what you were struggling with was the many voices that you were listening to.

And what I said to you, basically what it came down to was, it’s your story. It’s your voice, your narrative that people need to hear. That’s what’s going to have the power that people will relate to.   It’s not all the things you can give them. It’s yourself, your story.

Andrea: And that right there, everybody needs to hear that.

Rosanne: Yeah.

Andrea: Everybody watching or listening to this needs to hear that because I see it so often with people who are wanting to make a difference, where they do what I tend to do, which is go into teaching mode and neglect to truly connect with the audience. And even if they do give a little piece of it, but, not that you’re giving everything but, you know, the full picture, I guess. You know, we tend to give people a taste, I guess. And so for me to go through the process of saying, “Whoa, wait a second, what is the story?” I didn’t want to be the story and still sometimes wish that I wasn’t the story.

But yet I can see, I understand now, you know, people will tell me that they got the book, and then they sat down, and they read it all in one sitting. Like, really? That’s crazy. But apparently they connected with me and my story and the way that you helped me frame it. So, I have a different perspective now I think on what I need to be, who I need to be for people in general. I don’t necessarily want to be the teacher. I mean, I’m typically, I’m like, “That is what I am. I do that. I teach.” I always thought to myself, you know, I learned so that I can teach other people. And in a lot of ways, that’s true, but I have found over and over and over again that people respond a lot better to me telling my story about how you learned something than to them, you know, listening to some training.

Rosanne: Right, sure. Yeah, and I think for all of us growing in that authenticity where we show up with ourselves – and some of us are strategic thinkers and some of us are teachers by nature – but you do have a sense of the difference between somebody who’s teaching a body of knowledge, and somebody who is teaching something that they embody. It’s different, and the dynamic is different.

Andrea: OK, go into that a little bit more. That sounds really interesting.

Rosanne: If you’re teaching a body of knowledge, it’s all out here. It’s all analytical. It’s all in your head. But if it’s something that you’ve incorporated into who you are, and so you’re teaching from a standpoint of the whole of who you are, you’re bringing yourself, you’re being present as you bring it and you’re being authentic with your audience, which is what you do very well. I think that’s very different, and it’s far more powerful. There’s an authority that goes with that that expertise by itself doesn’t command.

I think people are hungry for authentic people who show up and say, “I’ve been where you are. I can guide you because I’ve been over this terrain.” I think we’ve talked about this ourselves before. I think there’s a difference between helpers and guides. There’s a place for helpers, but guides have had to walk the terrain themselves, and they ask different questions. They listen better. They’re willing to make sacrifices that helpers don’t necessarily know to make or understand to ask, things like that. It’s different.

Andrea: So a helper – let’s just flesh that out just a little bit more – a helper does what exactly then? A guide has been through the terrain and is showing you sort of the way, what does a helper do?

Rosanne: I think helpers can provide encouragement. They can provide support. They can meet practical needs in the moment. The danger is when a helper thinks they’re a guide, and so along with their effort to give you a boost, they also try to tell you what to do. And guides don’t do that. Guides listen. Guides ask questions before they start giving advice. Guides make sure they understand what’s happening. They don’t try to fix it. They try to lead you.

Andrea:  I like that. When I first started trying to, like, nail down what it was that I do or what my calling was or how to describe myself, I remember one of the phrases that came to mind was sort of this idea of helping people navigate the deeper places in their soul. And I think that helping people navigate, guiding, is foundational for having a voice of influence the way that we talk about it, because people can lead. You can definitely lead and tell people where to go and that sort of thing, or what to do or give them the help that they need to get there.

But what does it mean to embody that voice of influence, to be the guide, to be the person helping navigate? That, to me – it’s harder to explain sometimes because a lot of times we feel we’re very practical, and we want to see practical results immediately. Whereas, what would you say, Rosanne, what would you say that a guide does and the results that end up coming from being guided versus being helped?

Rosanne: I think a guide honors the journey of the person that’s in front of them. They’re not in a hurry to ease the discomfort of it because there’s a recognition that there’s a process that that person has to go through themselves. They can have someone alongside them that can be a sounding board, but growth is very individual. Nobody can do it for you. And so a guide recognizes that there is a journey each person has to take themselves. And so they can encourage that journey, they can give you feedback on that journey, they can give direction so that you don’t get lost on that journey. But it’s not something they try to do for you.

And I think helpers – when helpers are at their best – they supply resources for the journey. They encourage you. They can give practical help, but when they step in and they try to do the journey for you or they try to rescue you from it, that’s when they do damage instead of actually help. And a guide is wise enough to know, “I can walk alongside you, but there’s a process you have to take internally that you have to be willing to show up for in order to get where you need to go.”

Andrea: I think that one way to describe the difference there would be the difference between, kind of immediate impact and transformation over a period of time.

Rosanne: Right, right.

Andrea: So, if you’re wanting to become somebody, if you’re wanting to begin to embody something, if you’re wanting to be the person that you are called to be, if you’re wanting to, you know, help your people transform into brand ambassadors, you know, that’s one of the things that we help companies do. That is a transformational process. It’s not something that’s a one-and-done like, “Here is this aid, this thing that’s going to help you.” It’s a transformational thing that comes from the inside, and it grows out which is, you know, a concept that I think is just incredibly important to remember.

Rosanne: Yeah. It’s the difference between a quick boost –  that gives energy in the moment that’s going to fade – and strength building. You may be able to do something to give you a burst of energy, but it’s not the same as training over time, putting in the time, putting in the effort.

Andrea: Eating the right foods.

Rosanne: Exactly, all of that process. Anything worth building requires time. It just does. Growth is a process that requires perseverance – genuine growth, anyway.

Andrea: Yeah, yeah.   Well, our time is about up, Rosanne. I wanted to real quickly reiterate that if anybody is interested in the book that I am the author of, and Rosanne is the editor, it’s Unfrozen: Stop Holding Back and Release the Real You. You can find information about that on our website, voiceofinfluence.net. We also do work with people. We work with companies to help them turn their people into brand ambassadors, to help people connect with the meaning and purpose of the company, the strategic vision and mission of the company in order to sort of activate them as a person who is going to go out and do their best for their company.

When you invest in people, they realize that you care. My mom would always use the quote, and I don’t know who exactly said it originally. I’ve heard Roosevelt, I’ve heard various people saying it originally, but, “They don’t care how much you know, until they know how much you care.” And this is the truth. I’ve seen it over and over and over again. My mom said it, so you should believe it. And the fact of the matter is that when you invest in people, when you show them how to own their own voice and to find it, to own it, to embrace who they are, to release who they are so that they can use it for all over their lives, especially in your company, they’re going to give your customers better service. They’re going to provide more insight to you as a business owner, as a manager.

You know, people appreciate being invested in and that is what we do. We will help you make sure that your team is truly connected to the vision and mission of your company, that they have a voice of influence with the customers and within your company. So we would love to talk to you about that at some point. Go ahead and, you know, on our website there’s a contact form, fill that thing out and we’ll connect. We’d love to be able to have a conversation.

Rosanne: Absolutely.

Andrea: Rosanne, is there anything that you want to leave with the audience today?

Rosanne: I was just thinking, you know, in terms of how much creativity is released when people know that it’s safe to go there, you know, to not simply show up and check the boxes. But that when they actually have a voice, then creativity begins to flow. Creativity they didn’t even necessarily, perhaps, know that they had. If you want to build a company that’s long-term going to be financially stable and really matters – it does something that really matters – then you want to build a team that works together well, and takes care of one another, and takes care of your customers as well so that there’s loyalty, and we can help you do that.

Andrea: That’s right. And I guarantee you that our team will give our best for yours.

Rosanne: Absolutely!

Andrea: So, I’m very proud of the team that we have and as it continues to grow, as our client base continues to grow, it’s a special thing to be a part of. And so thank you, Rosanne, for being with me today. I look forward to having more conversations with you on the Voice of Influence podcast here in the future.

Rosanne: Absolutely!

Andrea: All right, everybody. Come on over to voiceofinfluence.net and hit that “Let’s Talk” button. We’d love to schedule a conversation. All right, we’ll see you soon.

Unlock Tangible Business Results While Sharing Your Message with Angelique Rewers

Episode 116

Angelique Rewers is the CEO of The Corporate Agent and she is “the undisputed champion at helping small businesses land big clients” according to Inc. Magazine.

Having successfully navigated all sides of the corporate buying table for two decades, Angelique and her team have taught thousands of small businesses, including mine, across 72 countries worldwide how to secure 5, 6, and 7-figure corporate contracts. Angelique has been featured by Huffington Post, Forbes, Inc., Lucky, Washington Post, Entrepreneur, CBS, and more.

In this episode, Angelique talks about why people feel compelled to listen to her even when they don’t really care about her message, the bullying Angelique faced both as a child and as an adult that she’s had to overcome, how she’s transformed over the past few years to get to a place where she’s not concerned about what others think of her, the importance of realizing that we always have a choice and control over our actions, why business is going to save the world, the importance of fitting your message into a keyhole in the beginning, the advice she has for those wanting to have a voice of influence, and more!

Mentioned in this episode:

Play here (the red triangle below), on iTunes, Stitcher or TuneIn Radio (Amazon Alexa) or wherever you listen to podcasts.

Angelique Rewers Voice of Influence Podcast Andrea Joy Wenburg

 

Transcript

Hey, Hey!  It’s Andrea and welcome to the Voice of Influence podcast.  I am so thrilled to have with us today Angelique Rewers.  She is the CEO of The Corporate Agent.  She is “the undisputed champion at helping small businesses land big clients” according to Inc. Magazine.  Having successfully navigated all sides of the corporate buying table for two decades, Angelique and her team have taught thousands of small businesses, including me, across 72 countries worldwide how to secure 5-, 6- and 7- figure corporate contracts.  Angelique has been featured by Huffington Post, Forbes, Inc., Lucky, Washington Post, Entrepreneur, CBS, and more.

Andrea:  Angelique, it is so fun to have you on the Voice of Influence podcast.

Angelique Rewers:  It’s fun to be here.  I know so much about the amazing work that you do in the world, Andrea, and so, it’s genuinely an honor.

Andrea:  Well, let me just start by setting it up that I am one of your clients and the reason that is the case is because when I was at a speaking conference, you happened to be there.  I had no idea who you were.  I didn’t really have any idea of what was going on in the corporate space for speaking.  But when I saw you up on stage, I saw somebody that was really powerful, confident, ambitious, and I thought, “I want to hear what she has to say.”  So, when you had a breakout session, I went to your breakout session.  No interest in your topic whatsoever.  It was you that I was drawn to.  And I think that that is really significant for our listeners today because I do think that it is like people sort of draw people to themselves.

Angelique Rewers:  Yeah.

Andrea:  What is your take on that?

Angelique Rewers:  You know, we actually hear that all the time. People, at conferences, will say “I had no interest in working with corporate clients.  I didn’t think that that was something that I wanted to do.  But you maybe had three minutes, Angelique, on the main stage before your session, or you were on a panel before your session and I was going to skip your session and go check email back in my room.  But after hearing a few minutes, I had a sit in on your session.”

And so I think there are two lessons in that.  I think the first; I mean, this podcast is about the voice of influence. If you want to influence others, you need to have conviction and energy in your message.  It’s electric.  It’s magnetic.  And so people, all the time, they say that they want to hear what I have to say, even if they don’t really give a crap about my topic, because, “You believe in it so much, and there’s just something about it that is inspiring, and I want to be a part of it.”

So, I think if you’re looking to gain influence in the world, you need to not be a wet dishrag.  You need to have conviction.  You need to have energy.  You need to care.  There needs to be a fire in your eyes.  When people look in your eyes, they need to see that something is going on in there because then they want to be a part of it.  Even if they don’t want to be a part of it, they just want to be around you.  That’s number one.

The second lesson for me that’s in it is that when you are out, whether you’re on a podcast or you are speaking in an event or you’re writing articles, if what you’re teaching, Andrea, has integrity and truth in it, it can be infinitely applicable to other fields and industries.  And so people will come to our session, even if they don’t necessarily want to work with corporate, but they’re like “Angelique, the stuff you’re teaching, I can use it in my business anyway because it makes sense.”

There is a degree of, “Oh my gosh, what this woman is saying is legitimate and it is like a breath of fresh air.  So even though I’m not going to sell to corporate, I’m still gonna use what she’s saying in whatever marketing field I’m in.” So, I think if you can make your strategies universal in some ways and then have that fire in you when you’re communicating it, you’re going to gain a lot more influence in your message.

Andrea:  All right.  So where did that come from for you?  What is the fire?  What do you really care about?

Angelique Rewers:  Yeah, people actually ask me this all the time, and in fact, you and I have both been on podcasts on Mindset and you’ve had Mindset guests on and so this comes up a lot.  I think that it’s twofold for me.  I do think that people are born with a degree of fire in their belly.  So, you know, I was kind of a spitfire at five years, four years old, or three years old.  You know, I’ve been a spitfire since I landed on this earth.

Andrea:  I could totally believe all this.

Angelique Rewers:  So, in kindergarten there was a school play.  Now this was when you could still call them Christmas plays.  They didn’t have to be sort of like generic, so it was the Christmas play.  And so they were having these different parts, and they wanted a few kids from each of the grades.  And I went up to my kindergarten teacher, Mrs. Persigan-Risick, and I said, “I want to be the narrator.”  And she looked at me and she said, “But Angel, you don’t know how to read.”  And I said, “Well, I’ll just learn tonight.”  And she was just like, “Uhm.”  And so, I’m like, “I want to be the narrator.”

And so she gave me the script for the entire school play and I took it home.  And the next morning I came in, and I went to the audition, and I knew how to read the whole damn thing, and I got the part of narrator at five years old of my school play.  And I thought I was the shit narrating the school play.  Like, I even remember my outfit down to my red velvet skirt, you know. And so there is a part of it that I think you’re born with.  But the other part of it comes from finding something that you care about that isn’t manufactured, that you genuinely care about it.  And I think for me it’s a confluence of caring about business owners.

I care about people in that I don’t like to see people holding back.  I pushed people really to the edge, edge, edge of even beyond their comfort zone because we have one life, so we know.  The clock is ticking.  It’s almost to me like a football match or something where it’s a game, and the clock is ticking, and it’s like, “Well, you better leave it on the field because that’s it.”

So, I care about just getting people out there and doing something with their life. And the place that I’ve chosen as my inflection point of that is by taking these people who are woke and pushing them kind of to really get out of their comfort zone, go into companies, change companies from the inside out because companies change the world.  Not government, not nonprofits, really business is the language of this planet.

So, if I can sort of take this conscious, woke group of people, get them inside these companies, we can really make a difference in this world.  And it’s the place that I think my gifts best serve.  And that’s I guess the last piece of it.  It should be something you care about, but your gifts should align with it.  So it’s somewhere you can really make a difference.  And for me, I speak the language of sales.  I speak the language of marketing, so it’s where I think I can make the biggest difference.

Andrea:  Hmm.  Okay, I’m going to come back to why you think that companies change the world.  But first, let’s stick with the girl that, you know, just learned how to read overnight or memorized or whatever you did to make it happen.  As somebody with that kind of ambition that you always had, that’s like a really bright fire.  Has it ever been dimmed? I mean, have you ever gone through a point where “Gosh, it was smothered” or you know, you felt like you couldn’t be that person?

Angelique Rewers:  Oh, yeah.

Andrea:  Okay.

Angelique Rewers:  Oh yeah, yeah, yeah.  I mean, I’m in middle school, so that was kind of who I was all the way up until the seventh grade.  And I know we all kind of have the seventh-grade story.  You know, for me in the seventh grade, things were kind of tough at home.  My mom and I were living with my grandparents. My mom was trying to save up to be able to buy a home, and so we were living in this really tiny little house.  I was sharing a bedroom with my mom.  You know, here I am at twelve, I guess, twelve or thirteen, and I’m sharing a bedroom with my mom.  Can you imagine like, just remember your twelve-year-old self.  We have one bathroom in the house.  I mean this is a teeny, teeny, tiny little house.

And I went to a very, very rough middle school, and I was there because, ironically, they had the program for the gifted and talented kids in this particular school, which was one of like the roughest middle schools that there were in the area.  So, but I had to go there to be part of the gifted and talented program.  So, it was sort of a trade-off.  At any rate, the other girls really did not like that bright fire so much.  As the expression goes, the tallest nail gets the hammer, and so they actually formed a club called Kids against Angelique Rewers, KAAR.

They had a logo. They had buttons. They had what’s called a slambook, which is where they write horrible things about you.  They had meetings.  They had a schedule of who would bully me in between each and every class because we would change periods, you know, from science to math. And they would knock me down, they would punch me, they would push me in the lockers, they’d tear up my homework, they would threaten me.  At one point, the worst was when I was dragged by my hair in the hallway.  I mean, really, really brutal stuff.

And so this went on and on and on and on, and it was really almost a two year kind of situation.  It finally came to an end when I finally spoke up for myself, but I was embarrassed to go to the teachers.  I was embarrassed to go to the guidance counselors.  I hid it from my family.  It finally got addressed, but, boy, it stayed with me for a really long time.  And it probably took until… it was really in 2009 that I had an adult bullying experience, which by the way, I think adults today are almost worse than middle schoolers.

We have just gotten ourselves into a situation in this world where we just tolerate so much bullying online that it’s just unbelievable.  So, anyways, so I had an adult bullying experience, and then I realized I had come full circle.  And so in 2010, I decided to kind of step back into the light.  So that means that from thirteen until twenty-seven, so fourteen years, I sort of hid, and then you know, around twenty-seven, twenty-eight, I started to come back out again.  And then it’s been every year since then, it’s been another step into the light, another step into the light.  And in the last couple of years, I really did kind of go through a transformation of “The hell with it, here I am, World.”  So, but yeah, it really lasts a long time, Andrea.

Andrea:  You know, I have seen that transformation in you in the last couple of years because that’s how long I’ve been around you and your programs.  And I was wondering if you would want to tell us a little bit about that.  It seems like there’s been this fire that’s been lit under you, that’s even greater and you were already doing so much.  You already had such big vision and then something happened or some sort of transformation.  Can you tell us a little bit about that?

Angelique Rewers:  Yeah, I think it was definitely the sort of perfect storm of a few things coming together.  You know, one is age, right?  So, I’m in my forties now and so you become, I think, just increasingly aware of the speed of time as you get older and you’re watching your kids grow up so fast before your eyes.  My twins now are ten.  I’m like, “How did this happen?”  So there’s definitely the age-time thing.  Another piece of it is a couple of years ago, I did do some work, which I recommend that people do, on their shadow side from a mindset perspective.  And I did some shadow side work and that was really liberating to just accept all of who you are.

When you really get to the point that you genuinely accept 100 percent of who you are and you connect in with spirit and really everything you do is between you and spirit, whether you want to call it source, God, you know, universe, whatever works for you.  When you accept all of yourself, and then you connect into your mission and your purpose, if you believe in that.  You know, for me, I do, you’d go “Well, it really doesn’t matter what other humans think about me so much.  This is really between me, my soul and God and you know, what I’m doing on that front.”  And then the other piece of it is I started to put myself in rooms with people like Richard Branson.

So, I’ve been part of the Virgin Unite efforts.  I went to South Africa with Virgin Unite.  I went to Sir Richard Branson’s wildlife reserve in South Africa and spent four days with him, you know, on game drives. And then went to Necker Island and heard from people all around the world who are changing the world.  We’re not often allowed to mention who was there, but these are world leaders who’ve brought wars to an end.  I mean, people literally who’ve brought wars to an end.

And so you put yourself in rooms like that, and you just realize that there’s no difference per se between, I mean, sure everybody has a different talent or a different IQ and et cetera, but at the end of the day, we’re all the same.  We all have the same immense, infinite potential. I think that those things all come together and you just, you know, you make a decision of “Am I gonna let the genie out of the bottle or am I not?”  And I think that the saddest thing is how many people go to their grave really never even coming close to their potential.

Andrea:  Hmm.  What do you suppose is that factor that helped you to see that you really wanted, first of all, that there was a genie in the bottle and then second of all, that you were going to release it?

Angelique Rewers:  I mean, I have to say, I’m very fortunate because even though I grew up in a very low-income household in a blue-collar town, where most people don’t go anywhere, I had the most loving family, I really did.  And my great grandmother, my grandmother and my mother, very matriarchal family and I’m an only child and an only grandchild.  And so there was definitely a lot of support for me as a kid to really go for it.  My grandmother always said, “Go, go do it.  Whatever you want to do, go.”  You know, that was always my word, “Go.”  And she also really understood some universal laws, even though she didn’t know that they were universal laws.

So, she would say things to me like, “Be very careful what you wish for because in this family we create it overnight.”  And so she really understood the power of manifesting and how when we got really clear as women in our family, things would happen.  So, I had some of that going on.  And I think the other thing, Andrea, is just I think everybody has the ability to make the choice.  I mean, I think anybody listening to your podcast right now can go look in the mirror and say, “Am I happy with what I’ve accomplished in my life?  Where am I holding back and do I want more?”  And that’s really it.  I mean, at the end of the day, you just have to kind of go literally have a conversation with yourself and choose.

Andrea:  It seems to me that it’s a choice that almost has to be made more than once.  Maybe there’s like this really big moment where you choose, but maybe there are successions of choices too.  Do you see that for yourself?

Angelique Rewers:  Yeah, well, I think what it is, I think, one, there’s the choice.  I think, one, there’s a choice of how you just want to show up in life in general.  Like, there’s that moment that you make that choice in your life of “I’m going to show up a certain way in life.”  But then there are daily choices that we have to make as to whether or not, you know, we’re really going to do it.  So, I think there is that sort of like universal undercurrent that’s going on in our life, but then everyday we’re given a choice.

And just in the last week, I’ve had probably four of those choices in just the last week.  So, I was in Prague, I was speaking at an international conference.  It was a conference that was really five years in the making for us to land one of those speaking opportunities because it’s that competitive to get there.  So, we kept applying and kept applying and kept applying.

And so this year it was in Prague.  I was thrilled to go and as I was rushing over to the conference center for my session, I wanted to get there for like an hour before, but I was walking over and I could feel like natural nerves.  Anytime we speak, we all get, you know, our adrenaline kind of goes… when we are in a heightened state of stress though, we can’t do our best work, you know.

So, I was walking over, and I stopped and I went to the bridge, which overlooked, you know, downtown Prague and there’s those historic buildings, that beautiful scenery.  And I just took 10 minutes to get present and ask myself what I wanted my session to be like and how I want it to show up in that session.  And I decided I was going to leave it all on the stage, if you will.  That this was going to be a session where I could truly enjoy how far I’ve come, being in Prague, being at this conference. And I was just going to really savor the moment.

And so I had that choice in that moment.  I had another choice when I was at the airport and by 30 flipping seconds…  I mean, I had been traveling for 24 straight hours, it was a nightmare to get back.  And I was in New York City.  I hadn’t had any sleep the night before.  My flight was supposed to leave for San Diego because I was supposed to speak at another conference in San Diego, and by 30 seconds I missed being able to check-in for my flight and checked a bag.  And in that moment, I said to the gate agent, “You know what, just give me a ticket to go home. I’m done.  I’m so tired,  I haven’t slept in 24 hours.  I’m done.”

And so she started looking for a flight for me to come home and then it was like, she found something.  I said, “You know what, that’s not the right choice.  Find me another flight.  It won’t be direct, but you know, find me another first-class seat.  I don’t care what cities you have to put me through.  Get me to San Diego.”  But there was a moment of, “I just want to fucking go home because I’ve been traveling for 24 hours.  I’m dirty. I’m tired.  I’m hungry.  I have a migraine.  I just want to go home.”  And then I was like, “No, I don’t.  I want to go to San Diego and a little bit of sleep will fix this.  And that’s where I’m supposed to be with AT&T and Comcast presenting at this conference with veterans.”

So, we’re presented with these choices all the time every day.  And we’re human, we’re going to have lousy days.  So, you just have to constantly ask yourself, you know, what are you choosing.

Andrea:  Hmm.  Why is business going to change the world?

Angelique Rewers:   Well, we’ve seen it ever since the printing press, right? We actually saw it with the Catholic Church and monks who recreated the Bible, which, you know, church really was kind of like the first business, I mean, in terms of organization and organizational structure and, you know, them creating copies upon copies upon copies.  And we saw it with the printing press.  We saw it with Ford in creating the automobile and how the automobile completely changed our societies, and people moved out of certain areas, and we created suburbs because of that.

We’ve seen it with the internet.  We’ve seen it with mobile communication.  We’re about to see it again with AI and with autonomous vehicles and frankly, even flying vehicles, we’re starting to see it with drones.  You know, business continues to innovate.  Those innovations, despite some of the most repressed societies, you know, really the only country that has completely kept out technology successfully really is North Korea.  I mean, you know, they’ve done the best job of kind of keeping business out, keeping technology out.

But beyond that, technology and innovation and developments constantly cross, you know, any imaginary border we draw on a map. And it creates connectivity, and it creates a shared experience that just like the written word created shared experience.  The automobile created shared experience.  The internet created shared experience.  Technologies like this are changing the world. So, business creates innovations and innovations change society.

We are in a situation right now where we look at the ethical dilemmas that Twitter and Facebook are facing.  We look at the ethical dilemmas that companies like we work are facing.  Even, you know, companies in California who are facing these awful fires and how are they going to respond to that?  We need to get plastics out of the world.  And so how are companies going to respond to that?  So, you know, really companies are what make the world go round.

Every single thing that impacts our daily life, there’s a company behind it, unless we’re in some of the most remote parts of the world.  So, the more we can shift the thought process and the scarcity mindset that drives so many of these poor decisions that companies make, and in addition to that, most people are employed by companies. And so the way that people feel every day, the World Health Organization declared this year that burnout is a global epidemic.  So the world is drowning in burnout, that affects all of us.

So, we have to really make some changes.  And the best way to do that is to take people who are really consciously aware and help guide this.  And so our mission at The Corporate Agent is to really show people how to do that.  But the only way to do it is to actually be able to sell your services, like you have to be able to get into these companies.  You can have the best mission in the world.  You can have the biggest heart and the most brilliant idea.  But if you don’t know how to get to decision makers and get influenced with them and get them to listen to you and buy your products and your services, then you can’t change diddly-squat.

Andrea:  Exactly. Totally.  I think that that is so important, especially, I know that for a long time I felt like I had a message, and then it became evident that I was going to need a way to fund the message.  And that’s what started having me go down the path of business.  And actually, honestly what really has been fascinating for me is seeing myself really be able to start to stretch into other areas of myself that I didn’t know I could do, you know, like to be the CEO of a company, to actually build a business, to have people that are on my team and working with me and coalescing underneath of a mission and a vision and making sure that, you know, all those things, I’m like, “Whoa, wait a second, this stuff is really fun.  This is good.”

Angelique Rewers:  It is fun. It is really fun.  And you know, when we build businesses and we build them from the place that you’re building them, you know, that’s also an impact on the world.  I think one of the things that’s been amazing about you, Andrea, is that you have a message, and then you realize that you have to find a keyhole for your message, and you’ve been really willing to find that keyhole.  You know, there are so many people out there who have a message, but they’re not willing to find a way for that message to fit into the market so that the message can have an impact.

If you’re just shouting out to the world and nobody’s receiving that message, what good is it?  And so you have to shape your key to fit a keyhole and then that unlocks opportunity.  And it’s this strange paradox because people have a big message and one of the things we do at The Corporate Agent, as you know, is we help them take that big message and actually bring it into just one key that they can unlock a door.  Because if you just have this, you know, huge message that nobody knows what to do with, then what good is that?

And you’ve been such an amazing, you know, you really have taken that and run with it.  And as a result, companies are benefiting from your message right now.   People are benefiting from this podcast that you do and you haven’t lost your message. Even though you’ve brought it into a tangible way for companies to implement, you’re still focused on this voice of influence.  And so sometimes when you first, you know, people hear us talk about it, you can even talk to this.  Like sometimes it’s like, “Wait, you want my message to fit into this little box,” but only for a short time, only to get you momentum and then you can let the genie back out of the bottle.

Andrea:  I think that’s really important.  And one of the things that I believe in is that the mission or the purpose that one has is generally something that’s beneath the surface.  So, it’s a concept. Like for me, it’s connecting people’s expertise with the need in the world, “Okay, you could do a lot of different stuff with that.”  And so that frees me up to be able to say “yes” when you tell me to go in a certain direction and say, “Okay, I will try that because I can trust your expertise, and yet still have it fit within the paradigm of my purpose as I see it.”  So, I think that’s really important for your clients because it can easily feel like the purpose has to be a specific thing or a specific teaching, that sort of thing.  Do you see that?

Angelique Rewers:  Yeah, I do.  And I think people are always afraid of sort of losing their purpose when they start making it tangible in the world.  And the opposite is true.  It’s like when you make your concept of that idea that you’re talking about like, you know, that concept that you have, when you start making it tangible that people can do something with it… it just evolves into something beautiful.  But too many people, we call it sometimes loving the baby.  Like, they just love the baby so much about this idea that they have, but they don’t know how to then bring that out into the world in a way that actually has an impact, or that people know what to do with it.

We can all be Marianne Williamson, you know what I mean?  Most people aren’t just going to be a philosopher, and I think that’s kind of the danger when people have a message, they can fall into the trap of just being a philosopher versus understanding how to actually effect change in the world.

Andrea:  Okay, so I had a question for you that, I don’t want to forget to ask this, because it kind of goes back to what we were talking about before, ties into what we’re headed towards.  When one sort of steps into the fullness of who they are… okay, that’s the way I put it, the way you put it, what was that… you know letting the light or the genie out of the bottle, when one does that, I think that it can feel like all of a sudden, even in narrowing down your message, it can feel like you’re cutting things out.  You can feel like you’re cutting people out.

Angelique Rewers:  Yeah.

Andrea:   And that can be really hard for somebody that’s particularly sensitive and empathetic.  Has it felt like that to you ever, and I mean, does it ever feel lonely?

Angelique Rewers:  Well, I think those are probably two different questions.  So I’ll take them, you know, maybe one at a time.  The first is that when you’re clarifying your message, assuming you want to be a business owner, you want to be an entrepreneur or you’re working in a company that, you know, trying to make headway somewhere. You can certainly try to empty the ocean with a soup spoon but you’re not going to get very far.  So, I’m just very pragmatic about the whole thing.

If you look at anybody who’s had a world changing mission, they didn’t start with a world changing mission.  Sir Richard Branson is great example.  You know, he just decided in the beginning just to change the record industry, right?  That’s all he wanted to do was change the record label industry with Virgin Records. And then he was like, you know what, he sold that so he could change the airline industry all because he had a bad day not being able to get a flight somewhere.  And so that’s where he started.  And now he’s at a point that he can pick up a phone and talk to almost any world leader.  He did just pick one inflection point.

Oprah started on the radio in Baltimore where I grew up.  She was on the local news WJZ-13.  You know, I remember watching her on like 5 o’clock news.  That’s where she started.  So, you know, I think that we all see these sort of finished products today of these people who are just out there, just so huge, big followings and people aren’t willing to realize that people judge us based on what we’ve accomplished, not on what we dreamed up in our head.

And so you have to have to do stuff, you have to actually make something happen and then you make something else happen and then make something else happen.  I’m not very empathetic around this idea of, “Well, I don’t want to cut anybody yet.”  I’m like, “Well, do you want your mission out there or not?”  Because it’s like, “Do you want to be right about this or do you want to be rich?”  And rich in impact, not necessarily rich in money, but do you want to be right or rich?  And most people want to be rich with impact, rich with significance, rich with, you know, really having a legacy.

So to do that, you’d have to just be practical about it.  It’s like, “Well, get over it,” you know, like, this is what it takes.  This is how it works for almost everybody.  And then in terms of does it ever feel lonely?  I mean, I personally don’t ever feel that my business is lonely or that, you know, I do think that one of the things that people don’t understand about having a successful business, and I can only imagine as you get more and more successful, like I can only imagine… I mean, I’ve spent time with Richard Branson.  I’ve seen the people that he puts around him.  He certainly doesn’t ever seem lonely.

I think the man probably would love to absolutely have maybe a little bit more alone time than he does.  But you know, even he’s part of the Elders and if you don’t know about the Elders, you should look that up.  It’s an amazing thing that he put together with some just amazing people on this earth, people like Desmond Tutu and others.  But I don’t find it lonely, Andrea, because number one, I have an amazing family.  I just have just the most amazing, supportive husband who is my high school sweetheart. We’ve been together more years than we’ve been alive, if that makes sense.

So, you know, over twenty-seven years we’ve been together now.  I have two amazing twin boys who are ten.  I have a really supportive mom.  I have close friends, and I have the most, and I really do believe this, like I have the most amazing community of clients that I think any person out there who’s in the small business space, who has a community of small business owners that they serve, without question.  I think I have the most loving, high integrity, heart-centered… I don’t want to use the word loyal but like just the love in our community, the respect in our community.

I think if, there was some tragedy that happened and you know, I lost my home or whatever, I would have hundreds of clients who would be like, “Angelique, come stay on my sofa.”  Like, “The door is open,” and I think because they feel the love that we pour into them and how transparent we are with them.  And so there’s just like, “I don’t feel lonely at all.”  I mean, Andrea, if I felt like I didn’t have somebody to call, you know, I could pick up the phone and you would talk to me. I just feel just constantly, just a bubble of love around me all the time, even if I’m having a bad day.  I just have this incredible vortex of love.

Andrea:  I can attest to that.  I put something in our Facebook group this week.  Every once in a while I feel the need to reach out and say, “Oh, hey, does anybody else ever feel like this?”  And I had maybe four people reach out to say, “Do you want to talk?”  People that really know what they’re talking about and so it’s absolutely true.  I think though, at some point, did you ever have to recognize that you are going to be spending more time with this kind of person than people that you were with?

Angelique Rewers:  Oh yeah.  Yeah.

Andrea:  That’s a hard thing for people to kind of move through, I think.

Angelique Rewers:  Yeah, you know, I think it is for some people, I’m kind of a loner.  I’m an only child and I think that probably contributes to it. And there were no cousins.  You know, my mom was an only child, so I was an only child.  There weren’t a lot of others around.  And I’ve always been kind of a loner in a way, even though I always have like these amazing people around me.  So, I’m also a very independent person.  I think probably two of my greatest values are independence and intelligence.  Like those are two things I value greatly.  So for me, I empathize with those who feel that way.  I personally didn’t experience it, because I’m actually an introvert, I think.

So, I can imagine that for some folks when they start to change their life, there are people in your life, you really have to, you either distance yourself from where you are or sometimes it’s not even like this conscious uncoupling.  It’s just you don’t have as much in common with them anymore.  And that’s just a natural part of transition.  I mean, we do that our whole life, though.  You know, as we grew up, you know, as soon as we get to high school and we look back and the kids we were friends with when we were in elementary school, they’re in the same school, but we don’t talk to them anymore.  You know, we change and we evolve.

I think it’s a good thing and I think, as we get older, we get to make decisions about people who are toxic or who are sort of energy vampires and we have to make decisions about that.  It can actually be very freeing, like, “Oh my gosh, this is great.  I get a choice in this.  I don’t have to spend so much time with this person who’s really draining and doesn’t respect, you know, my choices.”   So, I think it can actually be really empowering if you choose.  Let me say this and then you can ask me another question, but I think that people forget that we have a choice, the emotions that we assign to something that’s happening in our life.

So we can assign that it feels bad to let go of a relationship or we can assign that it feels good and empowering and you know, exhilarating to let go of a relationship.  We’re constantly making those choices.  We think that we’re just a victim of emotion and that’s not the case.  We actually can make choices about what we’re feeling.

Andrea:  Hmm.  And I think when people have somebody like you to look to who say, “You’re gonna survive, it’s okay.  Keep moving.  This is sort of the light that you’re moving towards.”  I think it’s easier for people to be able to do that.

Angelique Rewers: Yeah, it is.  Well, and you know, it’s interesting that you use the word survive because I think that there’s a moment where people who are in business, there’s actually a shift that happens in entrepreneurial maturity where what feels like a survival energy gets replaced by a “Isn’t this journey amazing?”  Like, “Isn’t this fascinating what’s happening right now?”  And there’s a moment where there’s, sort of, instead of feeling like “I have to survive this,” there’s a new wave that washes over you of, “Oh, I don’t actually have to attach a survival energy to this.  I can actually choose that this is exhilarating; strap on my seatbelt, this roller coaster is fun!”

And you’ve seen that picture that I actually show of me on the roller coaster, the ten different times, and how I was on that roller coaster and I was screaming bloody murder and I was having this miserable experience.  And then I got off and I saw that picture, and I saw everybody else on the same exact roller coaster having a good time.  And I realized in that moment that I decided that I had to survive that roller coaster with my kids.  Everyone else chose to strap in and laugh their way through the roller coaster.  It was the exact same roller coaster, but I was in survival mode and everyone else was in this sort of exhilarated, “Oh my gosh, the wind is whipping through my hair” mode.

And so really what I would say to people, Andrea, so, I do encourage people that “You are going to make it through,” but more importantly what I want them to hear is that, “Choose it to be a different experience.”  You know, choose it not to be survival.  Choose it to be like, “I signed up to be an entrepreneur, and I am doing it, and this is amazing.  And anybody else would be so scared about this and I am badass, and I’m going to just do it.”  And, like, choose that experience.  And we get to choose that every day.  That goes back to what we started with, which is, you know, it’s constantly that choice of the life experience that we’re going to have.  And what I want more than anything I think is for people to be conscious of what they’re choosing.

Andrea:  Hmm.  I love that.  I love it so much.  I know exactly what you’re talking about, and I think it’s a hard choice for me personally, I am more empathetic.  I do struggle with all these things a little bit more maybe, but I have found the same thing to be true.  Okay, so for the listener, you need to know that Angelique, as much as we talked about mindset and experience and influence and that sort of thing, Angelique is really truly an expert in influencing when it comes to sales conversations and business ownership as a small business owner and all those things.

So, Angelique, I know that you have a conference coming up.  Every once in a while you do webinars.  And if anybody really wants to hear your expertise and see that in play and your strategic mindset play, that is a really great place to see that happen.  Can you tell us a little bit about what’s coming up?

Angelique Rewers:  Yeah, absolutely.  So, our website is thecorporateagent.com and as Andrea said, you know, we’ve been talking in this podcast today about the idea that you can have a big mission and a big message, but there has to be a way that you make it tangible and bring it into the world.  And the way that we bring it into the world is by teaching small business owners how to win big clients.  And sometimes those are the really big brands like Starbucks, Facebook, GE, Delta, and Bank of America and all of those.  And sometimes it’s colleges and universities, or government agencies, or mid-market companies, or even a big small enterprise in your backyard.

And so we teach small business owners how to get in front of those organizations, where to start, what to deliver, and how to close those sales, and how to keep those clients for the long term so that they keep buying from you.  So that’s really the tangible way that I bring my message into the world.  And so we do, we have some great trainings coming up in early December.  We’re going to be doing some complimentary trainings via Zoom online.  So, if you go to our website, thecorporateagent.com, if you download one of our resources on there, there some free swipe copy and things like that, then you’ll get on our list and you’ll know about it.

The other thing you need to know about is once a year we do a conference called the Real Deal.  It’s three days of us teaching business owners really how to be empowered in their marketing and their sales in the B2B space.  If they’re marketing to those B2B clients, those corporate clients.  It’s an unbelievable three days, it’s just so full of energy.  People leave walking on air because it’s a combination of just so much content.  They’re always just like, “This is incredible, this doesn’t feel like a conference; this is like a master’s degree in three days.”  But also it’s fun, it’s on the beach in Fort Lauderdale, and the community is unbelievable, and people just feel like “Where is this community been my whole entrepreneurial life?”

So, the event is called the Real Deal and the website is realdealevent.com.  You can also get to it through thecorporateagent.com; it says at the top of the page Real Deal. We would love to see you there.  People have literally come into that event thinking that they were going to go back and get a job because it just got too hard for them trying to figure out how to make their business work.  And they have walked out of there three days later already winning new clients because they knew what they were doing and they were sending emails and getting their business going again.

So it has literally saved people.  One person, and I hope to interview him soon, came to me and said, “Angelique, you literally saved my life because I was about to go get a job and I knew that if I got a job…” and he wasn’t being facetious, he said “It was going to kill me.  I would have had a heart attack.  I was going to have to be on antidepressants.  It literally was like going to just ruin my body because that’s how badly I didn’t want to do it.  I was getting so overwhelmed with depression, stress and you taught me how to fix it in three days.”

So it’s an amazing event, so if you do sell to corporate clients and you’re tired of trying to figure out these content strategies that were never designed for corporate clients to begin with, come spend three days with us and it’ll change your life.  It’ll be the best three days you’ve ever spent at a business conference.

Andrea:  I would agree with that.  We went to the Real Deal in 2018 and it was electric.  It really was.  There was, like you said, so much content, but then at the same time being around the people, meeting people and finding out what they’re doing.  And so if you are in the space, it’s where you need to be.  No doubt about it.

Angelique Rewers:  Well, thank you for that.  It’s so much fun too, it’s really great.  And this year, we’re on the beach in Fort Lauderdale, literally on the beach.  So, in June in Fort Lauderdale, it’s absolutely beautiful, and I’m all about energy and environment.  Like I have to be in beautiful space, like I’m just so impacted by that.  So for us to just find a venue that was so bright and airy, overlooking the ocean, which just felt really good and expansive and, you know, we use the ocean as a metaphor all the time because there is such an ocean of opportunity for people out there.  So it just felt very much in alignment.

Andrea:  Angelique, what tip or a piece of advice would you like to leave with the listener about, you know, the listener who wants to have a voice of influence?

Angelique Rewers:  Say yes, say yes.  People say “no” way too often and I know we’re told to say “no” to, you know… and you should say, you know, we all have to set boundaries.  You know, don’t take on yet another volunteer project at the school when you’re the only person volunteering for the third grade.  But say “yes” to your dream.  Say “yes” to your purpose.  Say “yes” to the experiences that are aligned with your vision.  Don’t say “I’m not ready for that yet.”  Take that out of your vocabulary.  Never again say, “I’m not ready.”  That’s ridiculous.  You were literally born ready.

So just say “yes” to things that are aligned with your vision.  At the end of the day, that’s the secret of people who are successful.  They say “no” to the stuff that is not in alignment and they say “yes” to all the things that are in alignment.  And they don’t give themselves these interdependencies, or “I’m not ready” crap and they don’t say, “Well, I can’t do that because…”  They say, “How can I make this work?”  And they say, “Yes,” that’s what they do.  And so that would really be, you know, my final words of advice, start saying “yes” to your vision and show up every day saying, “yes.”

Andrea:  Hmm.  Let that genie out of the bottle.

Angelique Rewers:  Let that genie out of the bottle.

Andrea:  I love it.  Thank you so much for sharing your voice of influence with our listeners.  Thank you for your impact on my life, on my business.  I’m truly grateful!

Angelique Rewers: Thank you!

Navigating the Human Side of Marketing with Vanessa Yeh

Episode 115

Vanessa Yeh has ten years of experience in brand building and integrated marketing. Vanessa is a creative and entrepreneurial storyteller who is passionate about leveraging strategy, creativity, technology, and human connectedness to form a powerful brand story across multiple mediums.

Vanessa previously served as the Vice President of Brand Marketing and Communications at 1871, an internationally recognized incubator for tech startups in Chicago. She is currently the Director of Marketing at Ascent, a high-tech B2B startup serving financial services.

In this episode, Vanessa discusses how losing out on her dream because of a simple mistake led her into marketing, how the storytelling skills she learned working in Hollywood helps in her marketing career, why customer service should be a team effort across the entire company, her advice for adopting this mindset in an organization, why she utilizes “win-lose meetings”, the importance of understanding your co-workers’ struggles and appreciating their work, why we need a diversity of values and opinions in the workplace, her predictions for future trends in marketing, and more!

Vanessa Yeh on LinkedIn

The CliftonStrengths Assessment (Formerly StrengthsFinder)

 

Transcript

Hey, Hey!  It’s Andrea and welcome to the Voice of Influence podcast, where we explore the intersection of human dynamics, communication, and service.  If you’re interested in growing your own voice of influence or the influence of those on your team, check us out at voiceofinfluence.net and contact us to talk.  It’s always fun hearing from our listeners.  You can always rate and review the podcast as well, which is a real benefit to us.  We really appreciate it and helps other people to find it.

So today we have with us Vanessa Yeh, with 10 years of experience in brand building and integrated marketing.  Vanessa is a creative and entrepreneurial storyteller passionate, and I can tell you that’s true.  She’s passionate about leveraging strategy, creativity, technology and human connectedness to form a powerful brand story across multiple mediums.

Vanessa is currently the Director of Marketing at Ascent, a high-tech B2B startup serving financial services.  And previously, she served as VP Brand Marketing and Communications at 1871, an internationally-recognized incubator for tech startups in Chicago.

Andrea:  It’s so good to have you with us on the Voice of Influence podcast, Vanessa.

Vanessa Yeh:  Thank you so much,Andrea.  I am really happy to be here.

Andrea:  So, how did you get into marketing in the first place?

Vanessa Yeh:  Actually, for most of my life, my dream was actually to be a movie producer.  So, I moved to LA right after high school and I did the whole, you know, I worked on sets.  I was an assistant where I did everything from scheduling auditions to helping an actor pack when they were moving house, like all of that, you know, kind of grunt work.  It was very Anne Hathaway in Devil Wears Prada, but like without the nice clothes.

Then after some years of this, I finally had gotten anintroduction to Universal Studios forbasically my dream job and then I proceeded to screw it up massively.  I ended up mistyping one digit on my phone number so they were calling and calling some other phone for a week before they gave up on me.  After that happened, I was just sort of tired, you know, I’d spent six or seven years of sort of being broken, eating ramen and being screamed at by Hollywood producers and you know, to lose outon that major, major opportunity over such a stupid act of self-sabotage, you know.  It was tough and I was like, “Do I really want to keep doing this?”

So, sort of on a whim, I startedtemping at a company and that company was SapientNitro, which is a global digital advertising firm.  They actually merged with Razorfish a couple of years ago.  But that’s kind of where I got stokedon marketing because I found that so many of the things that I loved about theater and film, telling good stories, making an audience feel or respond in a certain way, engaging in this weird two-way relationship where you sort of both implicitly agree that you’re along for the ride, but at the same time it’s like this push and pull, like the constant negotiation for attention.  Like all of that, which is so kind of integral to storytelling and theater and film,transposed, I think,right over into marketing.

So, you know, I started doing brand and marketing for a number of startups in LA and then, you know, fast forward quite a few years, Chicago and I ended up at 1871, which was amazing.  And then today, yeah, I head up marketing at Ascent, and we servefinancial services. So yeah, in a nutshell, that’s basically how it happened.

Andrea:  Wow. That’s really fun, that’s a fun story. I mean, it’s obviously very sad in many ways because a single digit on your phone number would possibly ruin a whole entire direction of your career, but yet maybe gave you an entry path into a new one.

Vanessa Yeh:  Absolutely.  And I’m actually so grateful that it happened.  I mean, I still obviously have a huge heart for kind of the movies and TV and theater, but I am very, very happy where I am.  So, I’m actually really grateful that it happened.

Andrea:  So how do you see your past working on movies and this idea of storytelling in that regard, really integrated into what you’re doing even today at Ascent?

Vanessa Yeh:  You know, it’s interesting because I feel like in the same way when you’re working in film and production and directing, you do so much of everything,and I think that’s translated directly into what I do today.  I mean, I would definitely consider myself a marketing generalist.  I actually met someone at a dinner just last night who was like, “I don’t like generalists.”  And I was like, “Oh, well, so glad we’re seated next to each other then,buddy.”

So, I actually don’t have deep, deep expertise in any one marketing discipline.  Instead, I’m fairly dangerous at a lot of things.  You know, branding and digital writing, design, web development,and on, on, you know, which as it happens,is I think exactly what’s made me successful as a marketer so far because I have enough knowledge spread out over all of these things that I can basically stand up a marketing function from scratch.

So, I think that is something that I picked up very much from sort of guerrilla theater and guerrilla thumb is you have a hand in managing people and directing and writing and designing things.  And you have to be good at kind of all of it in order to make this weird baby that is your filmor your marketing campaign, or whatever the case maybe, actually like breathe life into it, right?

Andrea:  Hmm.  So when it comes to your customer experience, the digital experience, the marketing that you’re doing, what are some of the successes that you’ve seen or what’s made it a success for you?

Vanessa Yeh:  So, in my experience, I find that something that’s really key is creating a culture and expectation internally that customer experience is everyone’s job, right?  It’s not just the people in customer support or customer service who are on the phone or emailing with customers the most.  It’s everyone’s job.

So, you know what’s interesting about that too is that I was hearing someone speak recently and she said something that really resonated with me, which was thatwhen youat a company, at a brand, when you lose a deal, you don’t lose a deal because it was any team’s fault.  It wasn’t like the sales team’s fault.  It wasn’t product’s fault.  It wasn’t marketing’s fault.  Typically, it’s because that customer had a negative experience over a number, dozens, maybe even hundredsof touch points along their journey with you, and that’s what made you lose the deal.

So, this idea being that customer experience isn’t kind of relegated to one silo or one team in the organization, but that it’s everyone’s responsibility, I think has been really critical in creating a successful customer experience team.

Andrea:  That makes a lot of sense.  But how do you communicate that, how does that get communicated so that everybody is onboard with this idea that everybody has to provide the best experience?

Vanessa Yeh:  Yeah, I mean I think it’s hard because it almost has to come from management, you know, that has to be like a top down culture decision, right?  And I think it’s so natural for organizationssort of no matter how big or small they are. I’ve been in big companies and I’ve been in small ones,and organizational silos are always an issue, which is crazy.  You think that smaller companies wouldn’t have that problem but they still do.  And it really kind of feel like an only, it can only change course on that if, you know, management team is really committed to fostering a culture of sort of cross collaboration.

And I think the huge part of that is ensuring that no person or team is the gatekeeper of customer knowledge.  And what I mean by that is that, you know, there are usually individuals or teams within a company who do, like, customer research or user research and then sometimes that information is hoarded, sometimes it’s dispersed or sometimes you have subject matter experts in the team who supposedly are like the voice of the customer and that’s who you go to, right, to learn about the customer.

But in my experience, I feel like we can’t rely on that.  You can’t rely on certain people just to be the gatekeepers on knowledge on the customer because everyone comes preloaded with bias.  We all do.  So I think a really important part of the process is establishing rigor around how we collect customer feedback and insight and how we disseminate that internally.  And I think that can really make or break the customer experience overall.

Andrea:  What are some of the tactics that you’ve used to collect that data, but also then to kind of distribute it so that everybody’s understanding about, you know, on the same page with it?

Vanessa Yeh:  Yeah, I think when it comes to collecting that data, it’s so easy, especially if you’re a small company.  Just to sort of ask a few customers, maybe your mom,who knows, maybe your friends, you know, like, “Oh, what do you think about this feature?”  “What do you think about this or that?” And there’s just not enough rigor around that process.  I think that the ideal situation is you have someone in product or someone inlikecustomer research who has an understanding of interview and survey methodology that can actually go out to your customers wherever they are and sort of develop a real process for that.

But if not, like you don’t have those people on staff, I think all of us have access to Google and we can at least do some of that work ourselves.  Like figure out what does like good interview methodology look like.  How do I, you know, not inject bias into my questions? How do I frame questions so that I’m getting, you know, as objective answers as I can from the customer, because a lot of times the customer doesn’t necessarily know what they want or how to phrase what they really want.  It’s up to the interviewer to sort of understand that or gain that from the information that they give us.  So there’s that.

And then I think in terms of disseminating it, I mean, there’s a couple of things tactically that we do that have worked so far.  I mean, we have something called winlose meetings, which is kind of a painful process, but super beneficial when we have representatives from product, sales, customer success, and marketing get in a room, you know, once a month and we really perform a post-mortem on why did we win or lose deals these past months.  And that, like I said, can be a painful process but really, really valuable.  So, and that’s just a couple of things I think tactically that anyone can do.

Andrea:  So when you’re in that conversation, who leads that conversation, and how do you handle the tendency or I guess, it’s maybe not a tendency but maybe it’s a temptation to sort of point fingers and blame others or that sort of thing.  How does that actual conversation kind of play out?

Vanessa Yeh: Yeah, I mean I think I’m fortunate in the fact that I don’t know…at my current company, I don’t think we have a lot of the finger pointing yet.  Thankfully that hasn’t happened, which is great.  But I know that that is sort of a constant pressure, especially I think between product and sales because it can feel like they have such different objectives, right?  Like sales is trying to go out and sell a dream and create revenue and product is saying, “Well, we can only build so much in this amount of time,” like you stop selling features that don’t exist, right?  That’s sort of like a constant battle between those two.

But something that I think we draw on as a company is this really beautiful sentiment of calling ourselves a best effort community.  And what I mean by that, when I say best effort community is that a commitment that we make constantly to each other.  And that is reinforced and when we talk at our team meetings, when we communicate with each other is that we’re abest effort community.  Meaning that we assume that no matter what any of our colleagues does, they’re doing the best they can with the knowledge and information that they have at their disposal at that time.

So that’s just a really important like mindset to have because I think it’s really easy no matter what team you belong to say, “Oh, like that deal didn’t go well.”  “You know, it’s Carol’s fault.”  Or you know, “That feature is totally bugged out.  Kevin messed up on that again.”  And it’s usually comes from a place of ignorance or not understanding just how difficult that other person’s job actually is and all the different sort of obstacles theyare contending with to get their work done.  So if you come at it from this perspective of actually no, they’re making their best effort with what they have available to them right now, it helps to ease a lot of that tension and develops like a really healthy culture and undercurrent of respect.

Andrea:  Is that something that is just sort of is it a value in your company or how does that get communicated?  I love it.

Vanessa Yeh:  Yeah, it is.  I believe that actually originated with our tech team, I don’t know what genius penned that in the beginning, but I think it’s been sort of present at, at least Ascentfor quite a while.  And I don’t know that,it’s not like we have it written in big letters on the wall, although I do think that is a great idea.  But I think it is reinforced in the sense that people are encouraging to each other.  Like in all hands meetings, you know, we’re always encouraged to praise each other, to give respect to each other, to give kudos to each other.  And it’s just like constant sort of drum beat of appreciate your coworkers, be understanding and try to learn about (what their tribal about,) what their jobs entail and you know, kind of go from there.

Andrea:  Hmm.  Cool.  All right, so as a marketer you are oftentimes the marketing team is usually in charge of kind of understanding or coming up with the voice of the brand.  I’m curious about your experience with that and how that takes place.

Vanessa Yeh:  Sure.  Well one, if you’re coming into a situation where there isn’t a really strong brand voice or brand aesthetic developed yet and you’re sort of tasked with doing that, it always starts with the customer, right?  And this kind of goes back to are you interviewing and surveying customers in a sort of methodical and objective way to understand what their challenges are?  What are their fears and motivations, their pain points, what are they scared of?  What keeps them up at night?

Like trying to understand and get this really holistic picture of what our customers are dealing with on a day to day basis, that’s going to drive what our brand ultimately looks, feels, and sounds like.  Because really when you look at it, you know, you got to come at it from two places, right?  Direction one is the customer, you know, what are their desires and needs and motivations.  The other side is our product.  What does our actual product value?  What does it do and how does it solve the customer problem and where they meet that’s the perfect brand, right?  So what you deliver has to answer the customer’s need and their desires.

So, for us personally, you know, we know that our customers are risk and compliance officers at banks and other financial firms and they’re really scared of being fined and being held in noncompliance by a big government agency.  That’s really scary.  So for us, when we think about that, we’re like, “OK, wellthat means that our brand needs to reflect a sense of safety, security, want to make you feel safe.”  At the same time, we’re also a high tech company operating in a very conservative industry.

So, how do you also kind of impress upon customers, “OK, we’re accessible and we’re safe and we’re friendly, but we’re also, you know, very human.  You don’t have to be scared of the technology, technological side of it, right? The robots aren’t coming to steal your jobs.  So it’s balancing sort of, again, all of these customer(s)needs with what your product actually delivers.

Andrea:  So, you know, with best effort community and things like this that are really important to your company in particular, what is like for you, for an individual as an individual to have a sense of your own purpose or your own things that you really care about,your values?  How does that come across in the way that you lead teams and lead the marketing efforts?

Vanessa Yeh:  That is such a great question, and honestly something I am still really to figure out.  I mean, I think I’ve certainly had amazing bosses who really know how to identify people’s personal values and help them leverage those values to do better work.  And I’ve met some people who have this really kind of uncanny instinct for that, right?  Like who can zero in on your exact motivations and it’s actually kind of scary how good they are at it.  But for the rest of us that hasn’t come naturally.

I think a huge part of it is developing this level of trust with people, where they feel they can share their values in a way that is going to elicit like a nonjudgmental response from you as their boss or their manager.  And I think it’s really kind of an interesting concept here because I feel like what we don’t talk about a lot of is, you know, it’s been popular for a while to talk about things like values and impact, passion and purpose.

And I think implicit within these words, there’s this pressure to say that you’re internally motivated by these really lovely things like helping people or making the world a better place.   But what if you’re working with someone or you have someone in our team who’s like their honest to God value is like they want to make money, wealth, right?  Or some other non-feel-goodytype of things, you know.  Do we only invest in people who have more sort of feel good values or values that align very, very closely with ours?  And I think my answer to that is no, (you’re right).

I think when we talk about things like diversity, which is obviously very important, we don’t mean just diversity like gender, racial associated, economic diversity, but also like diversity of thought and diversity of how different people approach the world.  So, it’s really interesting when you think about figuring out what your teams like really their personal values are, even if they’re different from yours.  And then leveraging them in a way that makes them be better at their jobs.  And like I said, I think it’s something that I’m still trying to figure out.  I don’t have like a super solid, “This is what you should go do and that’s the playbook.”  I think it’s just a process of learning.

Andrea:  Hmm. Yeah, I think that’s a really interesting point because there are people certainly that are motivated by wealth, by money, by success and climbing a corporate ladder or whatever it might be.  And that’s certainly important when you are building a company because you certainly have to make money in order to continue the company and to have it be profitable and that sort of thing.  So, how do you kind of navigate the relationship between people who are really motivated in one way or versus motivated inothers?  It really is an interesting question.

Vanessa Yeh:  Yeah, it really is.  And I think a part of that, you know, there are so many different sort of exercises, team exercises that are available out there.  Like StrengthFinders is a really common one.  There’s a bunch of other ones as well, but I think they’re super valuable for a team leader to actually do with their team on a regular basis because it helps us understand each other,like what our different strengths and weaknesses are and how we complement each other in a team.

And again, I think sometimes it’s just really easy to assume that because someone doesn’t have the same values as you or they work in a different style than you do that somehow that’s going to clash.  But it doesn’t have to, right?  And this is when we talk about, you know, when we interview for things like culture fit, like what does that really mean and should we really be thinking about, “OK, it’s not cultural fit, it’s culture add, right?  We don’t want 15 people who approached the world the way I do, right?  There’s enough in me already.  I need a team that approaches the world very, very differently than I do because that’s going to increase the chances that we can hack a problem in different ways and solve it faster and better.  So I think having a constant appreciation for sort of that process.

Andrea:  I think that’s a really, really important point.  Just the point that you brought up earlier about having a diversity of value and(it)diversity of opinion,of course,is so important to moving a company forward and to be able to tackle problems like you said.  So, I really like that. So, you know, when you’re looking at the future here in the next couple of years maybe, what kinds of things are you looking at as a marketer when you’re seeing AI become a bigger deal and customer experience is just really, really hitting its stride in terms of how much it’s being talked about and that sort of thing?  What kind of things do you think are coming down the pipe in terms of changes or trends?

Vanessa Yeh:  Yeah, I mean, this stuff is wild, Andrea.  We’re living in a crazy world. I’m really interested to see how,kind of what we call the age of assistance, how that’s going to impact how brands interact with consumers.  So, you know, when I say age of assistance, you know, I’m talking about, you know, that you can kind of turn to Google Home or Alexa or Siri, right?  And they can do all these different things for you, and today you can ask Google Assistant or Alexa to, for example, buy things from Amazon for you, right?  Like, you know, shop this and they’ll actually buy it for you and deliver it to your door.

And I recently saw a Google demo of the Google Assistant actually calling a hair salon and scheduling a hair appointment for someone.  And the Google voice, the actual voice was like a real human voice.  And the person at the hair salon didn’t even realize they were talking to a robot the whole time.

Andrea:  I’ve seen that same yeah, I’ve seen that too.  That’s crazy.

Vanessa Yeh:  It’s fascinating, yeah!  So, you know, I’m just thinking, you know, as assistants become more and more capable of serving as a proxy and interfacing with the world on our behalf, how will that change how we market, right?  Even when you think about social media these days and how many accounts are actually botsand how that impacts how we target audiences. You know, arethese even real humans that we’re talking to? I’m just super fascinated to see how the age of assistance really shapes the way we change our strategies to actually meet customers where they are versus talking to their robot assistants.

Andrea:  Oh yeah.  You know, one thing that comes to mind though, when I’ve been paying attention to some of these trends that are coming, I start to question how many of these algorithms and things are going to start making decisions for us.  And you mentioned the age of assistance, Google Home, Alexa, that sort of thing.  You know, Alexa already knows what I want from Amazon and can order it for me or whatever.  I mean, at what point do we get to a point where, things are making kind of a decision for us and we have to be on the corporate end of things making sure that people understand their own agency, their own ability to make decisions for themselves and things like this.  Are you with me on my, my topic here?

Vanessa Yeh:  Totally, 100 percent.  I think it’s such an interesting question to be asking and it’s so relevant for these days.  And I often questioned too with sort of the cyber security concerns, right?  You know, we’ve talked about there’s so much activity on like hacksand Cambridge Analyticaand Facebook and Google stealing your data.  All this kind of different stuff that we just don’t have control or visibility or agency with our own information, and our own digital fingerprints and footprints.  It’s areally interesting thought to see.

I’m always just sort of curious as to whether the generations that are really young now who are sort of growing up with these machines in their hands.  Is the pendulum just going to swing totally the other direction,andthey’re just going to abandon some of these technologies just out of frustration and sort of a revolting kind of against the control that technology has over their lives?  I don’t know.  It’s a really interesting question.

Andrea:  It is.  That is really interesting.  I’ve got a couple of them in my home and I wonder about that too.  It’s interesting watching them for sure.

Vanessa Yeh:  Yeah.

Andrea:  OK, so Vanessa, it’s kind of time to start wrapping up our conversation.  So, I’m really kind of curious bringing it back to influence and being a voice of influence.  What kind of tips or what kind of final tip would you leave with the audience?

Vanessa Yeh:  I would say that there are, just to keep in mind, there are so many different ways to influence, and by the way, I’m still again learning and figuring this out for myself.  But it’s this idea, right, that you can influence by having swagger and confidence and owning the room.  But you can also influence by being the person who speaks very rarely, but when you do it super meaningful and kind of everything in between, right?

And so leading into whatever that is for you, instead of just trying to replicate what people around you are doing.  At the same time, and this is going to sound a little bit contradictory and, again, that’s because I’m in the midst of figuring this out for myselfthat while you want to lean into your own style, you also don’t want to rope yourself off.  Like I feel like I went through a phase where I just decided that I was terrible at small talk and I didn’t like it anditkind of my shtickwas sort of this grumpy misanthrope who avoided parties.  And I kind of convinced myself that that’s who I was and I’m pretty sure I’d locked myself out of some really amazing relationships and opportunities because I constrained myself in this little box.

But ultimately, I think that we can be whoever we say we are in our minds.  And it’s kind of balancing that with like owning and appreciating who you are, like your own style and kind of what you bring to the table, but also not putting yourself into a box and saying, “Well, I am just this thing.  I can only ever be this thing,” I think is what I would kind of leave with everyone.

Andrea:  Very, very wise words.  Thank you so much, Vanessa!  How can people connect with you if they’re interested in following you?

Vanessa Yeh:  Yeah, for sure.  So I’m on LinkedIn.  It’s just Vanessa Yeh.  I think I’m the first one on there,no crazy numbers or letters after it,so that’s pretty cool.  I’m happy to connect.

Andrea:  Awesome!  All right, we’ll link to that in the show notes too, to make it easy for folks.  So, thank you so much for being with us today, Vanessa, and for being a voice of influence for our listeners.

Vanessa Yeh:  Thank you so much, Andrea!  I enjoyed it a lot.

 

How Different Generations Influence One Another at Work with Porschia Parker

Episode 114

Porschia Parker is the founder and CEO of Fly High Coaching and the Millennial Performance Institute. She is a Certified Professional Coach, an Associate Certified Coach, and Myers-Briggs Type Indicator Certified Practitioner. Porschia also has experience as a director and business consultant helping companies unlock millions of dollars in potential. Porschia has a B.S. in Psychology from the University of Georgia and she serves as a Career Contributor for BioSpace and has been featured in FlexJobs, Levo, iOFFICE, and the Rochester Business Journal.

In this episode, Porschia talks about the main differences between the different generations in the workplace today, what companies can do to help millennials stay longer than the average of three years, the importance understanding the backgrounds of the different generations you’re working with, why you need to listen more than you talk in order to get your ideas heard, what we can likely expect from generation Z employees once they enter the workforce, and so much more!

Millennial Performance Institute

Fly High Coaching

Glassdoor

Harvard Business Review | Are Companies About to Have a Gen X Retention Problem?

 

Transcript

Hey, Hey!  It’s Andrea and welcome to the voice of influence podcast, where we explore the intersection of human dynamics, communication, and service.  If you’re interested in growing your own voice of influence or the influence of those on your team, check us out at voiceofinfluence.net and connect to us to talk.  We love talking.

So, today, I have with me Porschia Parker.  Porschia is the founder and CEO of Fly High Coaching and the Millennial Performance Institute.  She is a Certified Professional Coach, an Associate Certified Coach, and Myers-Briggs Type Indicator Certified Practitioner. Porschia also has experience as a director and business consultant helping companies unlock millions of dollars in potential.  Porschia has a B.S. in Psychology from the University of Georgia and she serves as a Career Contributor for BioSpace and has been featured in FlexJobs, Levo, iOFFICE and the Rochester Business Journal.

Andrea:  Porschia, welcome to the Voice of Influence podcast.

Porschia Parker: Thank you so much for having me, Andrea.

Andrea:  All right, so a Porschia and I met each other at an event about a year and a half ago. When thinking about what kinds of things we wanted to tackle on the Voice of Influence podcast, we have certainly address this before, but generational communication and influence, I think it’s a really interesting thing for us to talk about intergenerational.  And Porschia is particularly adept and experienced in helping companies really be able to understand the millennial generation and how to talk intergenerationally.  So, Porschia, let’s talk just first what are some of the main differences that you see between the generations that are in the workplace today?

Porschia Parker:  Yeah, great question, Andrea.  So, I guess if we’ll start with millennials, because you know that’s what I am obviously, you probably picked that up from the millennial performance Institute.  When it comes to illennials, talking about millennials is kind of become a hot topic within the last few years or so.  And, you know, all of these buzzwords, Gen X or baby boomer really kind of commonplace now, but when we think about some of the differences, millennials really value authenticity and having a connection.

And I know you’re all about, you know, the voice and how different people influence each other throughout the organization.  And this is really different when it comes to talking about authenticity and a connection, because in the past if we look at other generations, we’ll say baby boomers for example and authoritative management style is what, you know, was commonplace when they were, you know, first coming into the workforce.  And that’s what they are more accustomed to.  Meaning, “Hey, I’m the CEO, I’m the executive, I’m the manager.  You listened to me.  It’s very directive.  I tell you what to do.”

Millennials are a little different.  They feel like in general, and you know, we’re using generalities here.  There are obviously exceptions to all of these rules, but in general, a lot of millennials aren’t as preoccupied with some of those established titles and structures.  And they believe that they should have a voice like everyone else.  And Gen-Xers that I didn’t touch on, they’re the sandwich generation in between millennials, but right after the baby boomers, they’re generally seen as more of the long ranger type, adaptable to different types of environments.

But when it comes to sheer number, a lot of times people kind of forget to talk about Gen-Xers because there’s a smaller population of Gen-Xers in the workforce.  So that’s, I think, kind of just high level a little bit about the different generations and when it comes to communication, there might be some noticeable differences there.

Andrea:  I found that that interesting when you mentioned baby boomers and talking about the authoritative management style.  My interpretation of some of the conversation that I have heard around this intergenerational communication is that baby boomers tend to be almost a little afraid or maybe even Gen-Xers a little afraid of the millennial generation.  Almost like they’re the crazy teenagers that adults are afraid they can’t control.

Porschia Parker:  Yeah.  I think that’s very accurate.  And I have obviously worked with a lot of baby boomers and Gen-Xers around coming up with a strategy.  For example, one of the most common ones is an employee engagement strategy to kind of curb some of the turnover that’s common with millennial employees.  And yes, you’re right, the idea of, “Hey, let’s wrangle them in,” so to speak and kind of get them in line and in control so that, you know, business can go on as usual.

Andrea:  OK, so is that effective?  Is it effective to try to control them?

Porschia Parker:  It depends on your definition of control.

Andrea:  Sure.

Porschia Parker:  But in short, I would say no.  A lot of millennials like I mentioned that authenticity, they want to be a part of the conversation, they want transparency.  It’s a very big thing that I know you cover some times.  So, really the whole hard line and to try to control them usually does not work.  Across the board, across generations, the tenure and, you know, time that people are employed has drastically reduced.   Most people in general, newly hired employees are going to work for their organizations for about three years at this point.  And so, a lot of times, you know, trying to control certain things only speed up that process in terms of employees exiting your organization.

Andrea:  In your experience then is there a way or is there a successful sort of tactic or type of culture that tends to keep millennials longer than three years at a time?

Porschia Parker:  Yeah, there are a few things that companies can do.  So, really promoting collaboration and so working in small groups. A lot of millennials were used to working in teams and in groups, you know, from elementary school.  So, having a more collaborative communication style, some companies, and you might see this, they have completely revamped their workspaces.  There’s an organization that I’ve, you know, done some podcasts for and they’re all about kind of this actual physical space that you work in.  So, more open environments, free flowing.

You probably have seen some of the offices now that don’t even have dedicated offices.  It’s like you come in and you work from wherever.  And all of that helps to kind of promote collaboration across different teams in different business functions.  So that’s one thing. But also in general, a lot of millennials are looking for mentoring and coaching and when that professional development is provided by the employer that improves employee engagement and the length of time that a millennial employee will stay with their organization as well.  Because they feel as though, you know, the company is really investing in them in their career growth and that’s important for most millennials as well.

And then also, the other main component to this is to have access to professional growth opportunities.  And it’s funny, Andrea, I was actually reading a study last month and I wrote an actual newsletter article on it for our audience, and it was looking at the professional growth of millennials in terms of rates of promotion versus Gen-Xers. And what it showed was millennials have a really high, they place a high priority on being promoted and that we can talk a lot about, but student loan debt, coming of age in the recession, and all of these sorts of things have kind of driven millennials to focus on finances and getting promoted and making more money so to speak.

So, if you promote from within and have opportunities for that that’s going to be really appealing to millennials.  But in the study I was telling you about, they were showing that now a lot of baby boomers actually are not retiring.  A lot of them are continuing to work well into their 60s and beyond.  And so what this has created is an environment where the baby boomers, a lot of them are still executives, they have not retired and don’t plan to retire.  The millennials, because they’ve gotten a lot of, you know, some people think attention and focus, they’ve been promoted at rates faster than Gen-Xers.

And so a lot of Gen-Xers even in the last two to three years have not been promoted at the rates that millennials have.  And so this study was really interesting because it was kind of looking at, you know, the interplay between all of the generations in the workforce, what’s going on and you know, just kind of really analyzing it.

Andrea:  Hmm.  That’s really interesting.  Do you mind sharing with us the resource where you got that article?

Porschia Parker: I can, I don’t want to say the wrong thing.  So can I…

Andrea:  We will just include it in the show notes.

Porschia Parker: Exactly.  I will definitely send it to you right after the call.  I don’t want to quote the wrong thing.

Andrea:  Perfect.  No problem. So when it comes to baby boomers, Gen-Xers wanting to have influence on millennials, wanting to have them, you know, whether it be a stay in the environment or change the way that they’re handling things, how does somebody who comes from a different kind of really culture almost, it’s almost like a whole another culture that baby boomers grew up in versus the millennial generation.  So when you’re coming from that so much of a difference there, be able to kind of like grapple with the fact that it’s not about what a millennial should be but about what they are and now I have to deal with that.  It just seems like that might be part of the issue that people are kind of grappling with.

Porschia Parker:  Right, right, very good point.   I think it comes down to understanding and understanding that others are coming from a different perspective, perhaps a different background, different environment.  And when you understand the environment that, you know a potential employee or subordinate is coming from, it’s easier to be able to relate and find some common ground with them.

A lot of it I think is mindset, like you were saying before, if someone just comes at it from the perspective of, “Oh, this is a rowdy teenager or this person is like my kid,” because you know, a lot of millennials are actually the older ones are in their  mid 30s at this point.  And so, you know, we still have baby boomers that are, “Oh, that’s like my kid. That’s like my daughter’s age,” even though this person is, you know, 35.  So, I think really understanding the environment.

One easy way to kind of do that at a high level is to think when they study generations, most generations are defined by some piece of technology.  So for baby boomers, that piece of technology was the television.  The television was new.  People were, you know, exploring, you know, all of the shows and that was a new mode of disseminating information.

Gen-Xers were defined roughly by the computer.  So, you know, Silicon Valley, the computer is the new thing, you know, understanding how computers can really help you throughout your life.  Millennials, their piece of technology that they’re mostly defined is the internet.  And so, you know, the speed of the internet, the connection so to speak virtually, those different aspects of the internet when we think about millennials and some of their preferences, it actually defines a lot of things about them.

So, for example, sometimes people say, “Oh my gosh, they want everything so fast.”  I partnered with a lot of people in recruiting and one thing I hear a lot is of is, you know, in an interview, this millennial candidate that I put in front of a client said, “Well, hey, can I become a manager in two years?”  You know, almost kind of expecting that speed of the internet, right, to kind of translate to other areas of their career and of their life. So, just at a high level, if we think about environmental changes being different, technology being different, I think that is one way to start framing the conversation of kind of understanding how people come from, you know, different backgrounds in what was influential to them and how that might affect their decision making moving forward.

Andrea:  When you’re looking at how to help people from different generations communicate with one another.  You know, let’s take the millennials perspective; you’re wanting to be promoted, you’re wanting to push an initiative through that you’ve see is really important.  What kinds of things do you encourage them to do in order to speak to these other generations and potentially have influence?

Porschia Parker:  Yeah, great question.  So, this is actually the same thing that I encourage everyone to do, millennials included. I think listening more than you talk, especially in the workplace, is going to help you get so much more insight into other people.  And I think, you know, you’re specialists in this, Andrea, but I think a lot of times people are so focused on getting their point across, you know, staying their piece, so to speak, that they aren’t really aware of the other perspectives and other, you know, differing points of view or ways of doing things.

So, the first thing that I recommend for millennials but also anyone is to listen more.  If you have an idea that you think could improve efficiency or productivity in some way, listen.  Ask some questions about why the current status quo is what it is and take some notes and be open, because sometimes people are also listening with the perspective of “Oh, this is dumb or this is stupid. I could do it better.”  And after that, you know, introducing your new idea in a way that doesn’t necessarily kind of cut down or demean, you know, how the current process is.

So, a lot of times with millennials, they could sometimes, you know, not be as open to, you know, the previous way of doing things and just come in quickly and think that they know better.  And so that’s I think one thing that could really be highlighted.

Andrea:  But really it sounds like you’re talking about genuine curiosity.

Porschia Parker: Yeah, absolutely.

Andrea:  Because if somebody is genuinely curious, they’re going to be open to having that conversation to, you know, listening and introducing an idea that is potentially disruptive, but in a way that will maybe be based on the listening that you have just encouraged them to do, maybe then they can frame it in a way that they look, I see where it, why you’ve done it like this in the past, but maybe in the future.  This is another perspective.  I love that. OK, so that’s from the millennial perspective.  Let’s look at this from a Gen X or the baby boomer perspective, even if they’re the same two things that you would have them do, how does that look different for them?

Porschia Parker:  Yeah.  So this, you know, actually I think is a good, I could incorporate a good story here, Andrea. So, when I originally started my business, I was working with mostly individuals and a company that I’d worked with previously for a consulting firm.  They asked me, “Well, hey, do you do coaching and consulting for companies?”  And I said, “Sure!”  And jumped right in and did a time management workshop for them.  But while I was in right after that workshop, I’d say, I started picking up on it during the workshop.

But after the workshop, one of the managing partners pulled me to the side and he was a Gen-Xer or is a Gen-Xer or I should say and he starts venting to me about a millennial employee.  And this particular employee had gone on Glassdoor and had given the firm one of those average types of ratings on Glassdoor.  He was able to figure out who it was and he was shocked because he said, “You know, Porschia, I see this employee multiple times a week.  She’s never said any of this to me.  She’s never said any of this to her direct manager.  How does she feel comfortable just putting this online?”

This was probably in about 2014 so this was a while ago.  Glassdoor wasn’t as, you know, big as it is now, but that was really kind of my light bulb moment, Andrea, when I noticed that one, you know, kind of these differences in opinion were really along generational lines but also how the communication was different.  So this Gen-Xer, who was firm managing partner, he would’ve never gone online and communicated something to strangers right out on the internet and felt comfortable doing that.  But the millennial employee did and had never discussed it.

And so he thought it was kind of like a violation of trust that instead of speaking with him and the rest of the management team, they would go and put this online.  And so I think that’s a good example to kind of highlight preferences and communication, one, but also how different things can possibly be addressed.  So when it came to that firm particularly, you know, it was kind of touchy because as with Glassdoor, a lot of it is anonymous.  So, you know, confronting someone like, “Hey, I know you did this and I know you put this up there online about us,” could be really accusatory and come across, you know, pretty negative.

But in that case, and in most cases, I like to say that those types of instances let you know that people have opinions and they don’t feel comfortable sharing them in a public forum, so really looking at communication between management and their direct reports.  Openness throughout the organization are really important, so maybe that’s an opportunity to change your performance review system or change the amount of communication that manage _____ with their team.

Maybe they should be having one on one meetings or phone calls with their team members just to kind of see how things are going.  Or perhaps more company-wide meetings if it’s a smaller company to where it’s a literal open forum where people are encouraged to speak up in front of a group.  You know, it could look different depending on the size of the organization and how it’s structured.  But I think that that’s honestly kind of a cry for someone wanting to be heard, wanting to be listened to and just going in their preferred way of doing that, which can be different among generations.

Andrea:  Hmm.  It sounds a little bit like, you know, by providing those ways of coming to talk to the management or the leadership that it’s giving them permission.  It’s saying, I really do want to hear from you and I’m not only going to say that I’m going to provide you the opportunity instead of expecting you to take the initiative to do it, which might be kind of difficult to do, but it sounds like it’s really, really helpful when it comes to some, a millennial deciding, “Well, am I just gonna post this on Glassdoor or am I going to go actually have a conversation with somebody who really seems like they care.”

Porschia Parker:  Exactly.

Andrea:  Have you in the course of all this work that you do with intergenerationally, and I know that even though you’ve focused on millennials, do you have any insights into the next generation that’s coming up, Gen Z?

Porschia Parker:  Yes.  So there’s a lot of study going on about Gen Z.  The people who do a lot of the generational research, they tend to make a lot of observations until the generation kind of comes of age.  And so prior to that, a lot of it is fluid.  So we’re talking about a lot of, you know, preteens and younger and then some teenagers as well. So, there’s still kind of, you know, forming their opinions and their preferences. But yes, in general, they’ve done a lot of comparisons between Gen Z and the millennial generation and there are, you know, some similarities and some differences.

Obviously, the technology piece is that been even more I guess integrated into the lives of those individuals that are Gen-Zers in terms of, you know, the whole idea of having to wait for something is foreign.  I saw something not too long ago, but even with Gen-Zers, those teenagers, you know, working to get their license, it’s a lot lower because some Gen-Zers say, “Well, why do I need a license?  There’s Uber for that.  There’s Lyft for that.”  “Why do I need to drive a car?”

Andrea:  There will be cars that will drive themselves here in two years.

Porschia Parker:  Exactly.  So that whole mindset is a little different, you know, having things on demand.  Who needs to walk out and go get your own takeout, someone will bring that to you.  So, a lot of things in terms of speed are actually seen as faster and more instant than millennials.  And I’ve also read something more recently that said Gen-Zers tend to be even more financially conservative than millennials because they’ve seen the millennials to, you know, student loan debt is a huge issue and a driver for a lot of things.

So a lot of Gen-Zers are wondering, do I really even want to go and get saddled with all of this student loan debt from college in that traditional education model.  So yeah, there are a lot of comparisons and contrast being made right now.

Andrea:  It’s really fascinating.  I mean, I have a couple of them in my house, so I understand.  So I’m going to ask a couple more questions, but this is one of the last one I promise.  I just feel like we could talk about this for a long time.  Is there a forum, like an online forum in which you recommend that people communicate with millennials and even Gen-Zers, but in particular millennials, to kind of be able to close feedback loops quicker because it sounds like part of the problem could be, “I’m really busy.”  “I’m an executive, I’m really busy.”  Or “I’m a leader.”   “I’m a team leader.  My team is having a hard time hearing back from me.”  They don’t like the fact that they have to wait for answers, but they also maybe need answers quickly.  Do you have any practical tips on how to handle that?

Porschia Parker: Yeah, I think a lot of it also depends on the organization and kind of _____, you know, what that set up is like in general.  And you made me think of another distinction that a lot of companies are having to make, but a lot of people have like, you know, instant messenger kind of chat options in their CRM systems, customer relationship management systems.  There other kind of internal systems have some type of chat feature as opposed to email.

And so I’ve heard a lot of companies have, you know, conversations on what should be an email versus what should be a chat or casual communication avenue.  But yeah, there are a lot of, you know, just for lack of better words say chat or instant messaging platforms that can help you kind of get answers quicker than an email or waiting for a meeting or things like that.

I would say though, I think if someone has a feeling or a suspicion that something is going on in person or having a virtual meeting where you’re using, you know, your camera through your computer, I think there’s still a lot of value in that just to see people and to get a feel for what’s not being said, right?  And that made me think of something else.  And another critique that I hear a lot of times from recruiters and managers is they sometimes feel like the millennials have trouble with the in person communication.  They’d prefer to just chat or text or email because it might feel safer for some of them who haven’t done as much communicating in person.

And so when I work with millennials, specifically, sometimes we talk a bit about the in person communication and being more comfortable with having conversations that might be considered difficult in person.  So I know I kind of added a little bit there, but it made me think of a few other things.

Andrea:  Yeah, no, it’s very important.  Thank you. What is one final sort of tip that you would like to offer for intergenerational communication influence in particular?

Porschia Parker:  Yeah.  I think starting with a level of respect and it sounds really basic and almost kind of like “Hey doesn’t everyone do that?” But they don’t.  And similar to what I was mentioning about listening, coming from a perspective where you are respecting people, whether they be 30, 40 years older than you or 30, 40 years younger than you is really, I think, the place that everyone can start.  And also knowing that, you know, yes, we’ve talked a bit about generations as a group and as a whole, but everyone’s not the same.  Just because someone is, you know, 68 doesn’t mean that they can’t use technology.  And you know, just because someone is 28, you know, doesn’t mean that they know everything about all social media channels.  So, I’m not necessarily generalizing to the point where you think you’ve got it all figured out.

Andrea:  Hmm.  Very good Porschia, if somebody wanted to get in touch with you, how, how should they do that?

Porschia Parker:  Yes.  So, we’ve got actually two websites you can check us out if you want specifically to know more about the millennial aspect and focusing mostly on intergenerational communication.  Our website is millennialpi.com.  And also our other website is fly/highcoaching.com.  You can find information about us on both of those platforms.

Andrea:  Great.  And we’ll make sure to link those websites into our show notes on our websites.  So, Porschia, thank you so much for coming here today and sharing your voice of influence with our listeners.

Porschia Parker:  Thank you so much for having me, Andrea.  I really, really enjoyed chatting with you.