Lisa Levesque & Belle Walker, Generation Innovation: Business, Family and the Journey to Success

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FOURCY Radio. Churchill said, those
who failed to learn from history are condemned

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to repeat it. Kevin helen n
believes that certainly applies to business. Welcome

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to Winning Business Radio here at W
four CY Radio. That's W four cy

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dot com and now your host,
Kevin Helena. Thank you for joining in

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again today. I am Kevin Hallanan
and welcome back to Winning Business TV and

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Radio on W four cy dot com. We're streaming live on talkfour tv dot

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com. We're also streaming on Facebook
at Winning Business Radio, and of course

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we're available on podcasts after the live
show on many other platforms including YouTube,

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iHeartRadio, Spotify, Apple, pretty
much wherever get wherever you listen to your

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favorite podcast, you'll find us.
The mission of Winning Business Radio and TV,

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as regular listeners and viewers know,
is to offer insights and advice to

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help people avoid the mistakes of others, to learn best practices right the how

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tos, the what toos, the
what not tos, to be challenged and

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hopefully to be inspired by the successes
of others. Also. But you know,

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virtually every successful person I've ever had
a chance to talk with has had

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some form of failure in their lives
and or career. So while we all

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have to get our knees skinned once
in a while, I'm driven to keep

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those scrapes from needing major surgery.
Let's endeavor to learn from history so we

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don't repeat it. Today, we
have a special treat two friends, one

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of which is a returning guest.
Bell Walker was on in July of twenty

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twenty. She's the founder and lead
consultant of Bellevue Consulting and Lisa the Vec

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certified Master Business Coach. Together they
are co authors of Generation, Innovation,

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Business Family, and The Journey to
Success. Here are their bios. Lisa

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the Veck is a certified Master Business
Coach and is owned a Focal Point business

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coaching and training franchise for over six
years. As a focal Point coach,

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Lisa works directly with business owners,
executives, corporate teams, and their professionals

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and other professionals excuse me to change
their lives for the better. She has

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a passion for helping her clients achieve
their full potential by developing their teams,

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improving their operations, and enhancing their
profitability. As a coach, Lisa works

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with her clients to develop a plan
personalized to their needs and introduces proven business

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concepts that, when implemented, help
to generate a healthy return on investment.

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Prior to Focal Point, Lisa spent
over twenty five years at large corporation corporations

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where she held senior leadership roles in
the areas of finance, marketing, risk,

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man management, service strategy, and
distribution. Lisa's deep and varied corporate

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experience is an asset to her coaching
clients as they leverage it to drive their

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own business success. Belle Walker is
the founder and lead consultant of Bellevue Consulting.

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As the only organizational efficiency engineer she
knows, the only one I know,

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Bell takes her clients from friction to
function By aligning structures and processes with

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strategic goals. She's recaptured loss efficiency
and engagement for clients in tech, nonprofits,

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professional services, cannabis, and more. To recapture loss efficiency and engagement,

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Bellevue consulting focuses primarily on operating models
and process maps, both of which

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are key to unlocking effective growth.
A proactively designed and clearly communicating, communicated

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operating model enables and empowers employees at
all levels of an organization. Process mapping

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centers around clear documentation, which drives
alignment, reveals opportunities for improvement, and

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smooths onboarding for new employees. With
the right operating mode and effective processes,

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organizations can focus on expanding their product
and service offerings, confident they're ready for

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scale. Prior to turning full time
to consultant consulting excuse me, Bell spent

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her career building and optimizing teams that
were responsible for everything from complex operations balancing

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safety and efficiency, to the cutting
edge of AI and autonomous driving. Bell

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honed her skills at multimillion, multi
billion dollar corporations such as Google, where

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she managed the initial street view vehicle
rollout and built a nationwide aerial photography operation

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and HERE Technologies, where she built
a team responsible for both the operational creation

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and resulting quality of the HD maps
created for use by autonomous vehicles, merging

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project managers, data scientists, software
engineers, system engineers, and more.

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For HERE Technologies, Ample offered ample
opportunity for Bill to hone and refine her

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organizational design and leadership skills. She
also received a patent for the Quality Index,

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a mechanism that allows digital maps to
be incorporated more effectively into ASI ponomous

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vehicle environmental models. Bell has also
built product management and marketing teams for small,

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closely held organizations such as Future ADS
and the Plan nine Group. With

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a mechanical engineering degree, a bachelor's
degree from Harvard and a systems engineering master's

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degree from USC, Bell leverages the
engineering problem. Solving the engineering problem solving

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process easy for me to say,
to design and build the most complex systems

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possible those comprised of individuals together.
In twenty twenty three, Lisa and Bell

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co wrote Generation Innovation, Business Family, and the Journey to Success. It's

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a business parable that introduces common challenges
along with solutions to those challenges that small

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business owners encounter. The challenges are
introduced to the story of a mother and

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daughter who owned very different businesses,
yet find they can help each other to

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grow and achieve success. Well I
did that quickly because I wanted to get

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here. Lisa and Bell, thank
you and welcome, Welcome and welcome back

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to Winning Business Radio and TV.
Thanks for being here. Thank you for

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having us to be fun. I
want to get a little background. You

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are both like me. For the
listeners and viewers who don't know, we're

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members of Provisors, a powerful trusted
advisor network across America. And my guess

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is that's how you met a great
guest and COVID had an impact. I

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won't give that up yet. You
can talk about it, Lisa. First,

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tell the audience about your business.
Yeah. So yeah, I am

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a focal point business and executive coach. Like you said, so, my

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favorite people to work with are business
owners who are good but want to be

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even better. So they know that
they're doing a great job. They see

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opportunity for growth, but they kind
of get stuck somewhere along the way,

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and it's usually at the time when
they really need to let go of the

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reins a little bit and let their
teams start taking over so that they can

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let the team develop and let the
business and let their own personal time be

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spent on the strategy and moving the
business forward. That is a great time

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to jump in and help them see
how exciting it can be to be a

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leader and to develop the team underneath
them for success of the entire business.

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And tell us who your clients are? Give us some you know? Yeah?

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No, no, not who are
your clients? You know what I

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mean? Sorry? Yeah, I
usually work with businesses between two and twenty

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million in revenue, but I do
have a very very specialized focus on dental

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practices. And it just so happens
at Generation Innovation one of the two main

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characters is a dentist. And I
know the answer, but tell the audience

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why you chose that. Well,
it happened, just so happens that I'm

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married to a dentist and I've known
him since undergrad. He was the boy

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across the hall, and I learned
as soon as he bought his practice that

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they don't teach you anything about how
to run a business in dental school.

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And so he had me. But
not every dentist has a spouse or significant

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other who has a business background that
can help them. So I'm there to

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be that person them and I'm going
to ask bell you the's saying questions,

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what problems in general do you solve? You just mentioned a big one,

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but what problems do you generally solve
for them? Ah? Well, they

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could be it depends on what stage
they're in, right, So if they're

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in a growth stage, we talk
about how to create efficiencies, how to

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maximize the productivity of their staff and
keep them happy because it's tough. There's

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not a lot of career growth afforded
to these folks. So how do we

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do it if they're about to think
about retiring. I like to talk about

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making sure that we have the right
measures in place to show how profitable the

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business is so that they can maximize
the return on that sale. Or it

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could be early on too, but
those are the two major ones. Kind

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of growth or let's talk about selling
great. This is a big question.

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Give it about a minute, a
case study, something recent, just kind

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of the where they were, the
type of problems, and the work that

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you're doing with them. Yeah,
so I'm working with a they do you

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want me to give it a minute. Really, you don't really want me

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toll in it a radio silent minute. So one dentist that I'm working with,

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super successful practice right, really did
well. And then you know,

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and you find this with dentists and
you'll understand what I mean in a minute,

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super successful COVID hit, you know, hit the dental industry. Thirteen

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weeks shut down across the industry.
They all got their PPP loans, but

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they tried to keep their folks on
and I took about a good year for

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people to trust going back to the
dentist, because think about it in your

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mouth. We're all worried about the
diseases and everything, and so they were

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a slow recovery. This dentist in
particular, he's older, he's thinking about

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transitioning out, and so he brought
me in to help him kind of how

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do I find the right people get
the practice set up for sale. But

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what we found was the practice was
not generating revenue at the same level as

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pre COVID, but he kept the
same overhead and he wouldn't let go of

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it. And that is a key
theme with these kinds of folks. They're

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so loyal to their employees, and
in turn, their employees are so loyal

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to them, and you know,
it's great and it's beautiful, but it's

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also a challenge when your business,
all of a sudden, your overhead percentage

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has gone up so dramatically that you
can't necessarily keep up with it. So

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it was a great press to really
kind of talk him through how can we

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maximize things, how can we keep
as many people as possible, and how

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can we get that revenue back up
to where it was pre COVID so that

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he can feel good about the next
phase perhaps. So it's really it's it's

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pretty deep. We're going into every
level this business, operational efficiency's expenses,

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employee issues, everything. It's been
fun, well well done, good summary.

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Thank you, Belle. Tell us
about your business. Yeah, So

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my business takes organizations from friction to
function. So at the level I solve

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very similar problems to what at least
it does RED. I work with organizations

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that are often growing, or in
my case, they're often organizations that have

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grown. And the phrase that comes
to mind for people is victims of their

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own success, and so what was
working for them has stopped working. And

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so I come in and the organizations
I work with, they know where they're

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trying to go, they have a
strategy, they have a plan, and

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they have a great team. And
those components are necessary but proving insufficient.

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So I add the third ingredient,
which is a little bit of structure,

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a little bit of connective tissue to
that organization to keep people connected, working

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together, and all going in the
same direction and similar clients. Similar question,

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who are your clients? So my
clients are all over different industries,

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so I'm very industry agnostic, but
they tend to be in the twenty to

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fifty person headcount range, because fifteen
to twenty is when you first start to

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cross that threshold where just having great
people stops being enough and by the time

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you hit fifty a colleague of mind
put it really well, you pretty much

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can't hit fifty if you haven't gotten
some of those structures and processes in place.

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Very good, And the same question, what types of problems you just

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mentioned a couple give the audience a
flavor. What other kinds of problems do

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you solve? Yeah, the kinds
of problems I solve tend to be the

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who does what when problems. So
when there's a major challenge and the leadership

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team is looking at each other and
it's you know the question of who should

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be leading this and four people raise
their hands. Okay, that's probably not

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correct, or nobody, wait,
we have a committee, right. There

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is a difference between supporting each other
there and you know, everyone thinking that

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this must be in my realm.
And so whether it's you know, four

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or zero, if there's more than
one, or any a number other than

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one, that's where you start to
run into these real challenges. So those

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are some of the problems I tend
to look at cool and can you do

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the same. Can you provide a
one minute or so case study? Yeah,

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So I've a client I'm working with
now. They're a social justice fund

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and they do incredible work and they
have these amazing innovators. They are absolutely

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an example of great people make great
things happen. And so they started out

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grant making, that's what they were
put into existence to do. But they

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started seeing opportunities in different areas,
and so they started branching out and running

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their own capacity building programs and they
started they pioneered an entire model where they

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were able to take government contracts and
then subcontract the work to smaller community organizations

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that didn't have the same buffer that
this larger fund could provide when the government

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takes a while. The pay on
Cotch incredible work that they're doing, But

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because this happened organically, there was
a lack of clarity around who was guiding

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any given piece of the business.
And the leadership team had it pretty well

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organized. They knew who did what
when. The challenge was their team members

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might be working on three programs,
and for each of those programs, the

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executive team member who was owning the
relationship for the funding was different, and

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the executive team member who was running
the program was different, and the executive

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team member who they reported to might
be different, and so it was causing

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all of this confusion around. Everyone
had their own ways, They wanted to

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do things that had built from their
own experience and best practices. They really

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needed to take a step back and
say, all right, we do many

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amazing things. Now let's make sure
we do each of them consistently and effectively.

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Very good. Thank you. All
right, believe it or not,

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we're going to take our first break
right here. We'll be back in just

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about a minute with Belle Walker and
Lisa Leveck be right back. You're listening

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to Winning Business Radio with Kevin Heleneth
on W four CY Radio. That's W

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four cy dot com. Don't go
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now back to Winning Business Radio with
Kevin Helenan presenting exciting topics and expert guests

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with one goal in mind to help
you succeed in business. Here once again

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is Kevin Helenet. We are back
with Belle Walker and Lisa levec co authors

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of Generation, Innovation, Business Family, and the Journey to Success. Okay,

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so where did the idea of collaboration
on this project start? Lisa?

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Do you want to take this one? Sure? I'm happy to so.

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You mentioned we're all part of a
national networking group, Provisors, and when

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COVID hit, Provisers didn't back down, and we actually became more powerful,

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and we opened up our borders right
and so Bell's in California, I'm in

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Massachusetts. They allowed people because we
went virtual, you could guess anywhere in

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the country. And so one day
Belle guested at one of the meetings that

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I was in. We happened to
get put into a smaller group that they

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called Troikas we met in Natroia,
we kind of hit it off, and

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I think Belle reached out to me
and said, Hey, did you want

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to kind of follow up and we
started talking about, Hey, we kind

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of had a good vibe going,
and you know, she's got some great

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skills that supplement me, and I've
got some world experience ahead of her,

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maybe a few years here or there, and so together it was a nice

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combo. We started writing some articles
together. We stepped into a groove and

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we started talking about we both kind
of had the desire to write a book.

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And I love the way Belle tells
it because she's like, we didn't

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just want to write a book to
write a book. We wanted the book

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to be a meaningful addition to what's
already out there in the world business books.

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And we talked through and we both
agreed that we prefer the storyline version

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of telling rather than the textbook version
of telling. And so we talked about

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that we knew we wanted that,
we knew we wanted to be different,

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and we talked about what we feel
is a little bit of an underserved market

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when it comes to the like a
more early stage business owner. You know,

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they're they're kind of running into some
obstacles along the way and they have

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to kind of try to figure out
how to deal with them. And five

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years, I'd say between five and
ten is probably good, or even a

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startup, and what the intent is
is that to show them that you're not

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alone. It happens, and in
our book, it happens. We have

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a longstanding dental practice and we have
a startup at based business. Those are

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the two types of businesses that are
kind of compared throughout the book, and

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both of them are running into similar
problems, just at a different level of

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maturity. And we kind of we
took like fifty yeah, I think we

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have fifteen chapters, different topic for
each chapter, so that we could talk

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about all these different issues that these
people will will come upon and try to

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help them see how they can work
through it. Well you want to add

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to that? Sorry, No,
I think that was that's that's how we

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got here. That's good. Good. So talk about the process of writing

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the book. You know, I've
talked to a lot of interviewing and talked

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to a lot of authors. So
it's like they bang it out in a

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month. I don't know how they
do it, but others it takes a

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year, right, and they're doing
it all by themselves. How did you

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guys decide how to carve it up
and who would take what responsibility and how

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did you keep on track? Talk
about that? Yeah, so we we

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had already been co writing articles for
a little while, and so we had

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a little bit of a rhythm there
where we would each draft an article and

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then kind of tweak each other's work. And so what we ended up doing

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00:19:57.480 --> 00:20:02.680
was creating an outline, identify those
topics that at Leasta mentioned, and then

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we just sort of went through the
table of contents. In each week we'd

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each pick it, or every couple
of weeks we'd each pick a chapter.

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We'd each write that chapter and then
we would swap and provide edits and insights,

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and we actually later on in the
process did bring in an outside editor,

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which was highly recommend very helpful.
He was great, but he sat

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00:20:26.200 --> 00:20:30.400
at one point and he had no
idea who had originally written any of the

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chapter. I tried to figure that
out too, and I couldn't. Yeah,

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I love it. I love it. Yeah, because we do.

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00:20:37.200 --> 00:20:41.079
It was so funny because the first
chapter that we each did, when we

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swapped it, I had no idea
what I was going to see. Yes,

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we've been writing articles together, but
this was a little different because I'm

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kind of like, I like to
talk about the story, but I like

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the business part. But I like
the story, and Bell likes the business

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part and it works. But I
read her chapter and I literally thought,

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wait a minute, is this the
one that I wrote? It? Was?

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It literally felt like I wrote it, and so it was. It

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was amazing. Yeah, it was
really fun. How much time did it

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take? And how did you,
I'll say, find the time? Well,

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can we just let's let's make it
clear. Yeah, it took a

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while. Bell decided at one point
that I might just like have a baby

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during this, so she decided to
do that, and I was fully in

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support of her. He's adorable.
Yeah, so that's flown us up a

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bit. Yeah, but go ahead, bell and rightfully so, yeah.

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I mean, the writing itself was
in many ways the easy part. So

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for my son just turned two and
had a full draft written before he was

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born, and in fact, a
full draft that we had given to a

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00:21:48.079 --> 00:21:52.559
reader, gotten feedback on, and
rewritten. And so what we found was

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00:21:52.559 --> 00:21:57.319
that the writing was just a fairly
small piece of the picture. So having

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00:21:57.319 --> 00:22:02.319
that draft was great it and we
think continue to tweak and iterat, but

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00:22:02.359 --> 00:22:07.000
what we really needed at that point
was to dig in on the editing and

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00:22:07.079 --> 00:22:12.160
to dig in on the publication process. And so for us it probably took

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00:22:14.640 --> 00:22:18.240
you know, two or three years, depending how you count the lead time

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to get it all done. But
a surprising, for me, surprisingly small

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part of that time was the actual
writing, right right, and you,

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because we're both kind of in our
own way. Perfection is you could pick

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00:22:30.519 --> 00:22:33.720
up a chapter and think it's perfect, and then you know, three months

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later look at it and go,
oh, wait a minute, and it's

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never done. And so one day
we just called it, We just said

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00:22:41.839 --> 00:22:45.000
it's done. That's it. We
got the right amount of feedback, so

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did take longer, but again we
both have full time jobs. She's got

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she decided, like I said to, you know, have a baby human

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along the way, which is amazing. And you know, my girls are

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older, so they weren't in the
in the mix, but it just it

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was okay though it was our pace. It works for us, right though.

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Yeah, yeah, And that that
does help answer the question else about

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how we found the time. Was
we really looked at you know, we

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knew what we wanted to create.
We had that goal in mind, and

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so we were able to kind of
take take our time and say, you

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00:23:15.480 --> 00:23:18.880
know, two or three weeks to
draft each chapter, alternating with writing articles

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with the other work that we were
doing. And so it was I would

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not say it was easy to find
the time, but we did not put

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undue pressure on ourselves and we still
got there. So that's I think the

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takeaway is you can get there with
the slow and steady that that is a

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real thing. So the book again
is generation, Innovation, Business, Family

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00:23:40.920 --> 00:23:47.039
and the Journey to Success. You
focused on at least one but the theme

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00:23:47.079 --> 00:23:52.920
of family business, Why did you
choose to do that? Did you want

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00:23:52.920 --> 00:23:57.759
to take that though, sure,
and I think well to some extent,

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00:23:57.920 --> 00:24:04.519
it was natural fit given Lisa's experience
with industries, as we already talked about,

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00:24:04.839 --> 00:24:10.799
But part of it was to have
that nice comparison point between the tech

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00:24:10.839 --> 00:24:15.839
startup and the you know, more
traditional, if you will business. We

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00:24:15.880 --> 00:24:19.799
were really looking for businesses that were
about as different as we could make them.

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So businesses that might exist entirely virtually
versus ones that rely on that brick

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and mortar, something that is looking
to expand into a very large team versus

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a small family environment. Because we
really believed and believed that a lot of

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the challenges and the basic concepts are
consistent even in those wildly different settings.

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00:24:42.359 --> 00:24:47.759
So it was a natural fit on
the one hand, and it helped provide

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00:24:47.759 --> 00:24:53.200
this anchor point for the comparison that
shows the similarities ahead. I'm sorry,

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00:24:53.240 --> 00:24:57.480
I'm sorry about that. I would
just add too, like the family element

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00:24:57.640 --> 00:25:03.240
kind of weaved in is also really
an essential part of our theme about when

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00:25:03.240 --> 00:25:07.119
you're an entrepreneur, your business is
part of your life. It is not

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separate. When I worked in my
corporate job, I could shut it off.

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I do think of my business seven
days a week. Now, I

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00:25:15.880 --> 00:25:18.839
can shut it down, but it's
different, and so integrating it in as

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00:25:18.880 --> 00:25:22.759
them right, right, it's very
common, and so we wanted to show

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00:25:22.799 --> 00:25:27.000
the entrepreneur that don't think you're going
to go into this and be able to

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shut it off. And so we
wanted to show the impact to your personal

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00:25:32.839 --> 00:25:37.359
life as well, and so the
family element was really a nice way to

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00:25:37.839 --> 00:25:41.359
bake that in there, whether it
be the mother daughter or the relationships in

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00:25:41.440 --> 00:25:45.519
their life besides their relationship with each
other. Yeah, I like the relationship

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00:25:45.559 --> 00:25:48.720
between mom and daughter, and we're
going to get to them in just a

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00:25:48.799 --> 00:25:53.799
minute. What are some of the
bell you just alluded to this some of

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00:25:53.799 --> 00:25:57.279
the challenges that are similar between a
family run and in this case a tech

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00:25:57.319 --> 00:26:04.079
startup, and those that are different
in terms of dynamic Yeah, so the

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00:26:04.079 --> 00:26:11.160
the fifteen chapters of relatively consistent challenges, but some of them are very basic

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00:26:11.200 --> 00:26:15.200
elements, like the way that you
approach accountability in your organization. Whether you

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00:26:15.240 --> 00:26:22.119
have a small, right small family
business or a large one without accountability,

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00:26:22.519 --> 00:26:26.200
you start to have a little bit
of chaos that likely does not serve the

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00:26:26.200 --> 00:26:30.799
business. Some of it is more
traditional business, you know, principles like

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00:26:32.000 --> 00:26:38.000
sales or marketing, and how you're
approaching those efficiency. The pareto eighty twenty

349
00:26:38.880 --> 00:26:47.200
rule can be applicable in a wide
variety of contexts. That's a handful.

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00:26:47.680 --> 00:26:49.160
I've probably shared this with both of
you at one point or another, but

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I've worked in two family businesses,
my dad's and my father's father in laws.

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Working for my dad, I was
very young, and you could see

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people in jobs they shouldn't be in
because they were, you know, just

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00:27:00.759 --> 00:27:03.359
kind of too close to everything,
And the same with my father. Most

355
00:27:03.799 --> 00:27:10.000
is, the people problem was exaggerated
because well, that's just what we're where.

356
00:27:10.000 --> 00:27:11.799
We're gonna put them, right,
that's what we're gonna put her.

357
00:27:11.799 --> 00:27:18.240
That's that's what she's gonna do,
versus matching the person and skills to the

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job. So that's what I've seen
over the years. We have a chapter

359
00:27:21.440 --> 00:27:25.759
that does all about that, where
Kate tries to hire a friend into a

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00:27:25.839 --> 00:27:29.039
role that she's not ready for.
Yeah, that does happen, you're right,

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Kevin, Sorry to cut you off. Oh no, no, that's

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good. That's good. Talk about
what you guys perceive as the key inflection

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points within that growth of a business. So, for example, I think

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of the generational change as one key
in a family business. I've worked with

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00:27:47.000 --> 00:27:51.559
multiple family businesses as clients and as
you said, as I heard hello,

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as you heard me say, worked
in them as well, real key inflection

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point. What are some of the
other inflection points you see? I mean,

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00:28:00.000 --> 00:28:04.799
certainly when the leadership changes that that
is always going to be a key

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00:28:04.839 --> 00:28:10.759
inflection point in the early stages.
I do think there is something to be

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said about headcount growth those fifteen fifty, one hundred hundred and fifty. There

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00:28:17.279 --> 00:28:22.079
are certain markers that tend to shift
the dynamic in an organization, at least

372
00:28:22.119 --> 00:28:26.119
if you want to talk about some
more. Yeah, no, I agree.

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I would say that we see that
certainly on the daughter's startup and on

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00:28:29.799 --> 00:28:33.319
the mother's side. I mean,
she's like struggling the whole time with the

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00:28:33.359 --> 00:28:37.160
fact that she doesn't want to admit
that maybe she's mirroring retirement and she sees,

376
00:28:38.279 --> 00:28:42.240
you know, bringing on a partner
or thinking about what is that key

377
00:28:42.319 --> 00:28:48.319
step that you take to set your
business up to leave your legacy, you

378
00:28:48.359 --> 00:28:52.599
know, think about it. You
spent your whole life building this and you

379
00:28:52.759 --> 00:28:56.799
want your legacy to stand. So
how do you do it, finding the

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00:28:56.920 --> 00:29:02.000
right person to represent it the right
way. And in the book, the

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00:29:02.079 --> 00:29:06.759
mother has the right person and hates
him for it. Right. It takes

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00:29:06.759 --> 00:29:10.880
a long time to finally realize that
what he represented, but that was a

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00:29:10.960 --> 00:29:14.519
huge point for her. So we
have the daughter who's experiencing the growth and

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00:29:14.559 --> 00:29:17.720
the people, and you see her
mature, right, she's like a kid

385
00:29:17.759 --> 00:29:21.640
who's doing everything, just a very
excited, very energetic, ready to rock

386
00:29:21.680 --> 00:29:25.039
and roll, right. Yeah,
and then she becomes this mature business woman

387
00:29:26.200 --> 00:29:29.559
who I like, love it like
she's my own daughter. Like I honestly

388
00:29:29.599 --> 00:29:33.440
feel like like Bell's my daughter honestly, and like we always like and it

389
00:29:33.480 --> 00:29:34.920
feels like it's our story in some
way, you know what I mean.

390
00:29:34.920 --> 00:29:40.440
But it's just beautiful to watch her
grow and mature into this, you know,

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00:29:40.559 --> 00:29:44.359
really strong and successful woman. And
then the mother growing into this.

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00:29:44.599 --> 00:29:48.079
Okay, finally accept I am going
to move on, but I'm not retiring.

393
00:29:48.720 --> 00:29:52.359
I'm going to do something new and
that's really exciting. It's never has

394
00:29:52.440 --> 00:29:56.599
to be over that thought. Yeah, it's the bottom of the hour.

395
00:29:56.680 --> 00:30:00.640
We're going to take another break.
We'll be back in one more minute with

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00:30:00.759 --> 00:30:10.839
Belle and Lisa you're listening to Winning
Business Radio with Kevin Helene on W four

397
00:30:10.920 --> 00:30:15.359
CY Radio. That's W four cy
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one goal in mind to help you succeed

409
00:31:03.880 --> 00:31:15.319
in business. Here once again is
Kevin Helenett. We're back for the fourth

410
00:31:15.319 --> 00:31:18.200
and final hour. I always wanted
to say that here at on Sports Radio,

411
00:31:18.720 --> 00:31:23.799
We're back with Belle Walker of Bellevue
Consulting and Lisa levecka focal point coaching

412
00:31:23.880 --> 00:31:29.079
co authors of Generation, Innovation,
Business, Family, and the Journey to

413
00:31:29.160 --> 00:31:33.200
Success. All right, I want
you to introduce Kate and Nancy to the

414
00:31:33.200 --> 00:31:40.640
audience. Let's see. So Nancy
is the mother. She's the dentist that

415
00:31:40.680 --> 00:31:45.519
we've talked about, and she has
been working at this practice since she finished

416
00:31:45.559 --> 00:31:49.839
dental school and she's been the owner
co owner for the vast majority of that

417
00:31:51.440 --> 00:31:56.359
time. She has two kids.
Her daughter, Kate, is our other

418
00:31:56.480 --> 00:32:01.039
protagonist. And Kate has I always
been interested in starting her own business,

419
00:32:01.079 --> 00:32:07.880
and fairly the book begins when she
is ready to actually take that leap.

420
00:32:07.480 --> 00:32:12.079
And so she this is not her
first job. She has done some work

421
00:32:12.119 --> 00:32:15.640
to try and get a grounding,
but she's and her mother wasn't completely thrilled

422
00:32:15.680 --> 00:32:21.000
with at least one of those jobs, right, No, No, And

423
00:32:20.039 --> 00:32:24.160
this did borrow a little bit from
some of our real life experience where I

424
00:32:24.680 --> 00:32:30.519
had noticed, especially my time at
Google, that I actually the administrative and

425
00:32:30.599 --> 00:32:38.160
executive assistants were It was a launch
pad into some of the most successful positions

426
00:32:38.160 --> 00:32:42.920
in the business. And that's not
traditionally. I think how many industries have

427
00:32:42.960 --> 00:32:45.599
approached those roles, and so we
introduced a little bit of that kind of

428
00:32:46.200 --> 00:32:52.200
new school old school attention in pretty
early on. But so so Kate has

429
00:32:52.240 --> 00:32:57.799
that experience, and so she decides
to start a business that combines the people's

430
00:32:57.839 --> 00:33:01.559
need to move their physical goods in
the world with the sort of on demand

431
00:33:01.920 --> 00:33:08.640
culture we've developed, and she starts
company called move Mobile. And I don't

432
00:33:08.640 --> 00:33:13.200
recall did she introduce her mom to
the gay economy or did her mom was

433
00:33:14.359 --> 00:33:22.440
for him? The mom will say
she was familiar with it, yeah,

434
00:33:22.480 --> 00:33:24.559
although she really thought it was limited. But yes, yeah, I mean

435
00:33:24.599 --> 00:33:29.279
there's still it's so funny to watch
their dynamic, you know, because the

436
00:33:29.359 --> 00:33:31.519
daughter's just like, you know,
when she says, like a like a

437
00:33:31.519 --> 00:33:36.640
a like a desktop computer is like
stone age. Those aren't her words,

438
00:33:36.640 --> 00:33:38.839
but it even opens my eyes today. I'm like, really that, you

439
00:33:38.839 --> 00:33:44.160
know, because she's the daughter is
just so far ahead technology thinking, and

440
00:33:44.200 --> 00:33:47.480
the mother's just she's trying to keep
up and she does a decent job.

441
00:33:49.200 --> 00:33:52.440
But reality is, it's a different
generation, and so that's why it's generation

442
00:33:52.559 --> 00:33:57.200
innovation, right. But they're both
innovating, they're both learning as they go,

443
00:33:58.039 --> 00:34:02.920
you know. Let's see, so
Kate is excited she's got a couple

444
00:34:02.920 --> 00:34:07.239
of challenges. Mom. Nancy has
some challenges of her own, and early

445
00:34:07.400 --> 00:34:15.599
on her husband Kate's dad mentioned some
news which complicates things somewhat. Tell us

446
00:34:15.639 --> 00:34:21.119
about that. Yeah, So literally, very early on he comes home me

447
00:34:21.639 --> 00:34:25.639
he finds out that they're doing a
little bit of an early retirement offer at

448
00:34:25.639 --> 00:34:30.000
his company. And he's you know, early to mid fifties, and he's

449
00:34:30.159 --> 00:34:35.360
kind of like, he's a little
bit you know, should I or should

450
00:34:35.360 --> 00:34:38.679
I not do it? But in
some ways he you know, feels like

451
00:34:38.719 --> 00:34:45.320
a dinosaur at his company, believe
it or not for his age, and

452
00:34:45.400 --> 00:34:50.400
so he's struggling and that, you
know, so that his struggle, and

453
00:34:50.480 --> 00:34:54.840
then you know, Nancy starts to
struggle, you know, because then she

454
00:34:54.880 --> 00:34:59.119
sees, well, I don't think
I'm old, but he's not old,

455
00:34:59.239 --> 00:35:01.679
and what do we do now?
So it's an interesting dynamic. But the

456
00:35:01.760 --> 00:35:07.320
husband conquers it really quickly, like
I've done. He's ready, he's ready

457
00:35:07.360 --> 00:35:12.239
to move on. Whereas Nancy,
it's a pretty big decision for her to

458
00:35:12.320 --> 00:35:16.960
think about what's next moving on for
dentistry. So talk about just for a

459
00:35:16.960 --> 00:35:22.840
minute why he found it easier and
she did not that's a good question.

460
00:35:23.000 --> 00:35:27.119
I you know, I'm gonna just
go some of a By the way,

461
00:35:27.199 --> 00:35:32.000
the relationship of the Nancy and her
husband probably came from mine with my husband,

462
00:35:32.079 --> 00:35:37.599
and you know, he's the dentist. But it's just easier for him

463
00:35:37.639 --> 00:35:39.840
to make the decision like, Okay, time to move on. I'm excited

464
00:35:39.840 --> 00:35:44.880
about the next phase of my life. And remember he's in a corporate role.

465
00:35:45.079 --> 00:35:49.360
It's easier to disc you know,
you have your friends and you have

466
00:35:49.480 --> 00:35:52.960
all that. But he didn't.
He doesn't own it. He didn't have

467
00:35:52.159 --> 00:35:58.719
as deep of a relationship or feeling
of responsibility to his Cote Coote coworkers.

468
00:35:58.800 --> 00:36:01.639
Yeah. I think it's a very
big difference. When you are the owner

469
00:36:01.719 --> 00:36:07.519
and you're responsible for all of these
people and all of those patients and everything,

470
00:36:07.559 --> 00:36:13.119
it's a much bigger deal. Do
you want to add anything, Bill,

471
00:36:13.360 --> 00:36:16.639
No, I think these are really
articulated. At heart, he is

472
00:36:16.679 --> 00:36:23.960
retiring from a business. When Nancy
is thinking about retiring, it would fundamentally

473
00:36:24.039 --> 00:36:29.480
change everything about that. But it's
not she retires from a business. It's

474
00:36:29.599 --> 00:36:34.840
she retires and everything changes for right
in a way, that's just not true

475
00:36:35.440 --> 00:36:38.719
when you're part of a larger machine. All right, talk about the dynamic

476
00:36:38.800 --> 00:36:45.000
between Kate and Nancy, both the
pluses and the challenges. I won't even

477
00:36:45.039 --> 00:36:52.079
say minus is, I'll say challenges. Yeah, we decided pretty early on

478
00:36:52.159 --> 00:36:58.039
that we wanted them to have a
generally good relationship and that it was a

479
00:36:58.079 --> 00:37:04.239
little unrealistic for the relationship to always
been as strong as it is now.

480
00:37:04.280 --> 00:37:07.440
And so as we were talking through
more of the backstory, and there's,

481
00:37:07.559 --> 00:37:10.599
you know, elements that obviously never
made it into the book, but we

482
00:37:10.639 --> 00:37:17.840
know because we really dug into their
lives where they went through some really tough

483
00:37:19.239 --> 00:37:22.519
times, especially when Kate was in
high school and coming to terms with her

484
00:37:22.519 --> 00:37:25.719
own identity, and they had to
kind of look to how they were going

485
00:37:25.800 --> 00:37:30.519
to move together, and so they
really started to fall back on what are

486
00:37:30.519 --> 00:37:32.360
things we have in common? And
it turns out that both of them have

487
00:37:32.480 --> 00:37:37.880
been pretty passionate about business for a
very long time. And so what we

488
00:37:37.920 --> 00:37:43.280
decided very early on is that this
talk about business was as much a relational

489
00:37:43.320 --> 00:37:47.320
crutch as anything else, and that's
why they have these deep conversations. And

490
00:37:47.360 --> 00:37:51.480
you can see through the book that
you know, it starts with more love

491
00:37:51.559 --> 00:37:55.079
than that, but it really continues
to grow as they watch each other go

492
00:37:55.159 --> 00:38:01.119
through this transition and they see how
it's touching their whole life that you can

493
00:38:01.119 --> 00:38:07.599
see that relationship just strengthen and deepen. But it's really formed around this sort

494
00:38:07.639 --> 00:38:10.840
of anchor line they have of Okay, we're not going to argue about mom's

495
00:38:10.840 --> 00:38:15.079
migraines, we're not going to argue
about you know, who's dating who.

496
00:38:15.320 --> 00:38:17.639
We're just going to talk business because
that's a safe place to be and let

497
00:38:17.719 --> 00:38:24.039
that be the foundation so that we
can get into these trickier topics. LISTA

498
00:38:24.039 --> 00:38:29.360
want to add, Yeah, you
know, I mean I love the complexity

499
00:38:29.400 --> 00:38:34.519
of their relationship because anyone who knows
a mother daughter relationship, it is going

500
00:38:34.599 --> 00:38:39.960
to be super complex. And the
thing about it is that they, you

501
00:38:40.000 --> 00:38:45.480
know, they do, as Belle
said, use the businesses as a crutch,

502
00:38:45.760 --> 00:38:51.239
but nobody is going to be more
qualified to tell each other what would

503
00:38:51.280 --> 00:38:54.800
be the best next thing for them
to do than each other. They may

504
00:38:54.840 --> 00:39:00.639
not show it to each other,
but they really have this deep reson respect

505
00:39:00.199 --> 00:39:07.119
for each other's abilities and need for
each other's approval that I just think is

506
00:39:07.159 --> 00:39:10.400
a beautiful element of their relationship because
they could be harsh as anything to each

507
00:39:10.400 --> 00:39:15.400
other or you know, but they're
always on each other's side, and I

508
00:39:15.400 --> 00:39:17.920
think that is just a great description
of, you know, a really strong

509
00:39:17.960 --> 00:39:23.119
mother daughter relationship period. All right, tell us a little bit about the

510
00:39:23.199 --> 00:39:30.800
partners that Kate decided to partner with
in her business. In her business,

511
00:39:30.800 --> 00:39:37.920
correct, Yeah, so I Kate
has a co founder that she has known

512
00:39:38.119 --> 00:39:44.159
since high school or sorry, since
college, Sanjay, who has a very

513
00:39:44.159 --> 00:39:49.480
different background than Kate does. I
believe he's an art history major, which

514
00:39:49.519 --> 00:39:53.639
does come up at various points in
the book. But they I took the

515
00:39:53.800 --> 00:39:57.840
art history one on one just because
somebody said it was easy, and then

516
00:39:57.880 --> 00:40:01.880
it was all about memorizing dates and
people and it wasn't the easiest. Sounded

517
00:40:02.039 --> 00:40:05.440
Yeah, I was gonna say the
brief climpses I've had and I would not

518
00:40:05.639 --> 00:40:13.360
flag those classes as easy. But
yeah, so they as they've talked through

519
00:40:13.440 --> 00:40:17.760
the years, they've been through a
lot of moves. It's always terrible that,

520
00:40:19.039 --> 00:40:22.280
you know. Certainly for me drew
a little bit on my own experience

521
00:40:22.440 --> 00:40:27.000
with moving, especially in those early
years during and out of college. That's

522
00:40:27.000 --> 00:40:30.039
why I never bought a pickup truck, right, right, And everyone,

523
00:40:30.599 --> 00:40:37.039
and everyone wants your help. So
they they've been toying with this idea since

524
00:40:37.159 --> 00:40:42.119
a class in undergrad they used the
business model for competition, and they've been

525
00:40:42.119 --> 00:40:46.719
continuing to tweak it over time.
And they make really good partners for each

526
00:40:46.760 --> 00:40:54.519
other because they have these different backgrounds
and perspectives and they fall very naturally into

527
00:40:54.599 --> 00:41:00.599
a dynamic where Kate can be the
CEO and Sandy provides this additional expertise.

528
00:41:01.880 --> 00:41:06.039
That was one thing that you know, I think we did someone intentionally is

529
00:41:06.239 --> 00:41:10.440
we did not pick dueling CEO partners. I've seen that work. I've seen

530
00:41:10.440 --> 00:41:15.360
that not work. But of all
the places we might foster drama in the

531
00:41:15.360 --> 00:41:21.400
book, we decided that particular partnership
was one that we would have largely be

532
00:41:22.320 --> 00:41:27.639
very harmonious. And I think that
even with that, there are plenty of

533
00:41:27.719 --> 00:41:36.679
challenges that the business faces. Like
I well, so I'll skip ahead a

534
00:41:36.679 --> 00:41:39.880
little bit towards the end of the
book, But even with them getting along

535
00:41:40.000 --> 00:41:45.480
very well and being very well aligned
on how they want to show up for

536
00:41:45.480 --> 00:41:50.320
the company, they hit a point
where they actually realized they're letting their team

537
00:41:50.400 --> 00:41:55.679
down because they have been really trying
to step back and empower and enable these

538
00:41:55.679 --> 00:42:01.679
incredible executives that they have hired over
the years, and they have a moment

539
00:42:01.679 --> 00:42:05.800
where they realize, maybe we've taken
this a little too far right. We've

540
00:42:05.800 --> 00:42:09.440
given people areas of ownership and responsibility. I mentioned this is a moving company.

541
00:42:09.760 --> 00:42:14.199
You can have situations where you have
someone responsible for safety and you have

542
00:42:14.239 --> 00:42:21.000
someone responsible for efficiency, and those
roles inherently need to be intention That is

543
00:42:21.039 --> 00:42:24.320
their jobs, right, Their jobs
are to embody these elements of the business

544
00:42:24.800 --> 00:42:30.199
and someone else needs to be the
tie breaker. And that's why they are

545
00:42:30.679 --> 00:42:35.719
not the role right, the roles, not the people. And this is

546
00:42:35.760 --> 00:42:38.239
part of the confusion in the in
the book that they have to call out

547
00:42:38.280 --> 00:42:43.599
and address it in something I see
in the businesses I work with I've been

548
00:42:43.679 --> 00:42:52.920
in these positions. We're distinguishing between
that healthy organizational structural tension and two people

549
00:42:52.920 --> 00:42:57.719
who just like to argue with each
other. It's crucial to making sure that

550
00:42:57.760 --> 00:43:02.000
you're getting to the right solutions for
every everyone involved. And in those structural

551
00:43:02.039 --> 00:43:05.599
elements, you have to know,
okay, well, then where where does

552
00:43:05.599 --> 00:43:08.760
the tiebreaker come in? Where is
the decision made? And doesn't matter how

553
00:43:08.800 --> 00:43:14.639
well your your CEO, your founders
get along if no one's making that decision.

554
00:43:14.960 --> 00:43:20.400
Yeah, yeah. I also like
their relationship early on, when you

555
00:43:20.440 --> 00:43:22.320
know, it was clear whose business
it really is, right, it's Kate's

556
00:43:22.360 --> 00:43:24.880
business, and he's along for the
ride, but not really. He does

557
00:43:24.920 --> 00:43:29.599
a great job. But the beauty
of their relationships they kind of stay in

558
00:43:29.639 --> 00:43:32.840
their own lanes. You know,
there's a scene that was really frustrating to

559
00:43:32.920 --> 00:43:37.480
us. It's really powerful, you
know, the women in business scene when

560
00:43:37.599 --> 00:43:43.000
Kate goes to get funding and she's
asked to introduce them to the man behind

561
00:43:43.000 --> 00:43:49.719
the technology, and she's the man
behind the technology, and she's really frustrated.

562
00:43:49.960 --> 00:43:52.280
And it's funny because then she's loaded
for bear And the next time she

563
00:43:52.360 --> 00:43:57.519
goes for funding and they ask where
a partner is, and she's all like

564
00:43:57.599 --> 00:44:00.719
prickly, and they just want to
talk about why an art history can like

565
00:44:00.800 --> 00:44:04.840
make an impact here. So it's
kind of fun and interesting. But he

566
00:44:05.400 --> 00:44:07.400
never would have tried to step in
her lane, and she doesn't try to

567
00:44:07.400 --> 00:44:12.079
step in his, and I think
that's why it works well together. What

568
00:44:12.159 --> 00:44:15.800
are some of the most important lessons
you're trying to get across through their story?

569
00:44:16.400 --> 00:44:20.039
Well, one of the things that
I had said to Bell from the

570
00:44:20.199 --> 00:44:23.719
very beginning. You know, business
is changing, there's no question it's changing,

571
00:44:24.119 --> 00:44:30.840
but there are some fundamental concepts that
will always matter, regardless of if

572
00:44:30.880 --> 00:44:36.960
your business is on a spaceship going
to Mars. There's still some fundamental concepts,

573
00:44:37.199 --> 00:44:42.440
you know, communication, setting the
right expectations, measuring your business for

574
00:44:42.639 --> 00:44:45.920
success, you know. And then
and that's what we did. We sat

575
00:44:45.960 --> 00:44:47.760
down and we came up with,
you know, fifteen chapters of things that

576
00:44:49.440 --> 00:44:52.840
they're really timeless. And that was
something that we wanted to get across,

577
00:44:53.039 --> 00:44:58.800
is it doesn't matter if it's a
new new fangle, a new type of

578
00:44:58.840 --> 00:45:01.000
business, or if it's a old
business. There's still these concepts that will

579
00:45:01.000 --> 00:45:06.880
apply and people, right, you
mentioned the bats of happy employees, right

580
00:45:07.360 --> 00:45:10.679
yeah, oh yes, yep,
and happy yeah. I mean, and

581
00:45:10.719 --> 00:45:15.320
that was one of the that chapter
that you're alluding to, Kevin, I

582
00:45:15.320 --> 00:45:20.079
think is a great embodiment of that
lesson that list is talking about. Is

583
00:45:20.880 --> 00:45:27.239
these businesses end up taking very different
approaches to recognition to benefits. And you

584
00:45:27.280 --> 00:45:32.199
see that across all different industries today. There are many different versions of what

585
00:45:32.199 --> 00:45:37.920
it means to have a great benefits
package, but all of them leave the

586
00:45:37.960 --> 00:45:44.400
team members feeling valued and supported as
members of the business. And you know,

587
00:45:44.599 --> 00:45:46.199
it doesn't matter how you do it. What matters is that you get

588
00:45:46.199 --> 00:45:53.320
at that fundamental element and that feeling
that you're building up free extractions for life.

589
00:45:53.400 --> 00:45:58.639
How's that for anefit? Who I
hope? I hope you don't need

590
00:45:58.679 --> 00:46:00.800
to take advantage of that, that's
for sure. But another theme, you

591
00:46:00.800 --> 00:46:04.960
know you were talking about what other
themes, certainly the time tested business,

592
00:46:05.039 --> 00:46:07.480
right, and it is another one
that we touched on earlier, and that

593
00:46:07.639 --> 00:46:12.960
is just that when you own a
business, it is your life and you

594
00:46:13.000 --> 00:46:20.039
cannot separate it from your life.
It dramatically impacts a relationship that Kate has

595
00:46:21.159 --> 00:46:25.159
and you know that's the norm,
right, that is absolutely the norm and

596
00:46:25.639 --> 00:46:30.760
so recognizing and we said it earlier, how it's a fiber of who you

597
00:46:30.840 --> 00:46:35.360
are if you are an entrepreneur,
and how do you manage that? That's

598
00:46:35.360 --> 00:46:37.239
good? All right? A couple
of big questions and we have two minutes,

599
00:46:37.320 --> 00:46:40.639
believe it or not, that one
fast. What's your best best advice.

600
00:46:40.679 --> 00:46:44.719
I'll let you combine these. I'll
give you both questions. Best advice

601
00:46:44.760 --> 00:46:49.480
to someone thinking about starting a business
and best advice to someone currently running,

602
00:46:49.519 --> 00:46:55.440
and I'm going to add family business
to that. That's a big one.

603
00:46:57.320 --> 00:47:00.679
Yeah, I know that. By
the way, when you're done, you'll

604
00:47:00.679 --> 00:47:01.920
think you wish you had said something
else, but it doesn't matter what just

605
00:47:01.920 --> 00:47:07.880
put to mind. So for someone
is thinking of starting a business, make

606
00:47:07.920 --> 00:47:12.800
sure you're passionate about it because it
is part of your life. You have

607
00:47:12.880 --> 00:47:15.840
to feel passion for it, right
And then for someone who's already in a

608
00:47:15.880 --> 00:47:17.480
business, bell, do you want
to take that or do you do you

609
00:47:17.519 --> 00:47:21.400
want me to there? So for
someone who's already in a business, I

610
00:47:21.440 --> 00:47:27.280
would say that it is well worth
your time and energy to pause every couple

611
00:47:27.280 --> 00:47:31.800
of months, take a step back, very good and think about how things

612
00:47:31.800 --> 00:47:35.360
are going. It's so easy to
get caught up in the day to day

613
00:47:35.400 --> 00:47:38.719
and to miss the incremental changes that
creep in. So setting aside time on

614
00:47:38.800 --> 00:47:43.480
a regular cadence, but that's at
least a couple months apart really does make

615
00:47:43.480 --> 00:47:47.039
a big difference in helping you gain
perspective because you are living this every day

616
00:47:47.079 --> 00:47:52.079
all the time. Fantastic, really
good answers. All right, we'll get

617
00:47:52.079 --> 00:47:55.719
a little easier. What do you
each like to do when you're not working

618
00:47:57.519 --> 00:48:00.800
and leave kids out of it.
Oh no, that's a big part of

619
00:48:00.800 --> 00:48:05.199
our lives. But leave kids out
just for this one. Well, let's

620
00:48:05.239 --> 00:48:09.039
eeke in even though it's marche skiing
snow skiing, right, all done?

621
00:48:09.440 --> 00:48:14.159
Yeah me this weekend too, there's
still snow, but we're close to the

622
00:48:14.199 --> 00:48:19.639
end of New England. And then
read. I love to read. I

623
00:48:19.679 --> 00:48:24.360
will jump on the read as well. That that is definitely a key activity

624
00:48:24.400 --> 00:48:29.559
in the night. I actually run
a fair amount so fun fact, I

625
00:48:29.639 --> 00:48:35.280
run a lot of the run Disney
races. Cool run his bell? Does

626
00:48:35.320 --> 00:48:38.519
she run his bell? That's the
point I do sometimes. If she doesn't,

627
00:48:38.519 --> 00:48:43.840
I think we'd all be disappointed,
exactly, all right. Who in

628
00:48:43.880 --> 00:48:49.159
the listening audience listen and listening and
viewing audiences should reach out to you guys?

629
00:48:49.159 --> 00:48:55.760
And why? For me, it's
it's literally anyone who owns a business

630
00:48:57.119 --> 00:49:00.480
that is feeling good but wants to
just take it to the next level and

631
00:49:00.639 --> 00:49:04.320
just you know, want someone to
help them figure out the best way to

632
00:49:04.360 --> 00:49:07.920
get there. Nice. Yeah,
for me, it's the people who know

633
00:49:07.960 --> 00:49:10.840
where they're trying to go and they
know they've got a great team and they

634
00:49:10.840 --> 00:49:15.559
are scratching their heads about why aren't
we as a great team getting there.

635
00:49:16.400 --> 00:49:21.920
I love the chat fantastic all right, So I encourage listeners and viewers reach

636
00:49:21.920 --> 00:49:23.719
out if you have any of those
types of questions. Guys, it's been

637
00:49:23.760 --> 00:49:27.920
so cool to have you here,
Lisa and Bell. We love the fact

638
00:49:27.920 --> 00:49:30.119
that you took your time out for
me and for the audience. So thank

639
00:49:30.119 --> 00:49:34.119
you so much for being here.
It's a pleasure. Thanks for having us,

640
00:49:34.519 --> 00:49:37.519
Thank you, You're quite welcome,
and thanks everybody for watching and listening.

641
00:49:37.840 --> 00:49:42.760
This is a show about business,
business successes and business challenges. If

642
00:49:42.800 --> 00:49:45.960
you've got concerns about the growth of
your company, feel free to reach out

643
00:49:45.960 --> 00:49:49.760
to me on Facebook or LinkedIn at
Winning Business Radio. You can drop me

644
00:49:49.760 --> 00:49:52.639
a note. One of my many
email addresses is Kevin at Winning Business Radio

645
00:49:52.760 --> 00:49:57.159
dot com. Our company is Winning
Incorporated, part of Sandler Training. We

646
00:49:57.320 --> 00:50:01.519
develop sales teams at the high achievers
and sales leaders into true coaches and mentors.

647
00:50:01.559 --> 00:50:04.920
Hey, we're not right for everybody, but maybe we should have a

648
00:50:04.920 --> 00:50:07.360
conversation. Thank you to our producer
and engineer one. Thank you one for

649
00:50:07.440 --> 00:50:10.480
another job well done. Be sure
to join us next week. That's Monday,

650
00:50:10.480 --> 00:50:14.239
March twenty fifth. We're going to
do it all over again with another

651
00:50:14.239 --> 00:50:19.079
exciting guest. Until then, this
is Kevin Hallenan. You've been listening to

652
00:50:19.239 --> 00:50:22.400
Winning Business Radio with your host,
Kevin Helenan. If you missed any part

653
00:50:22.440 --> 00:50:28.480
of this episode. The podcast is
available on Talk for Podcasting and iHeartRadio.

654
00:50:28.920 --> 00:50:34.039
For more information and questions, go
to Winning Business Radio dot com or check

655
00:50:34.079 --> 00:50:37.400
us out on social media. Tune
in again next week and every Monday at

656
00:50:37.400 --> 00:50:42.719
four pm Eastern Time to listen live
to Winning Business Radio on W four CY

657
00:50:42.880 --> 00:50:47.400
Radio w fourcy dot com. Until
then, let's succeed where others have failed

658
00:50:47.519 --> 00:50:54.239
and win in business with Kevin Halenan
and Winning Business Radio