Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Charelle Lans.
A six-time award-winning author, motivational speaker, and business strategist known as the “business therapist.” Here's a detailed summary of the key insights and takeaways:
🎙️ Guest Overview: Charelle Lans
- Title: Business Strategist, Vision Strategist, and Founder of Vision Strategy Management (VSM)
- Background: Industrial engineering degree; former Fortune 500 employee (e.g., Johnson & Johnson)
- Mission: Helps individuals and businesses diagnose issues, define strategies, and drive performance.
💼 Core Concepts & Insights 🔍 What She Does
- Acts as a “business doctor” for small to mid-sized businesses.
- Helps clients uncover blind spots, streamline operations, and align personal purpose with business goals.
🧠 Key Philosophies
- “Profit is in the patterns, not in the panic”: Sustainable success comes from consistent systems, not reactive hustle.
- “You deserve to be paid, not just passionate”: Passion is important, but structured pricing and value delivery are essential for sustainability.
- “Rest is a revenue strategy”: Rest improves clarity, leadership, and long-term business health.
🛠️ Business Strategy Tips 1. Pricing & Value
- Research your market and understand the problem you solve.
- Avoid underpricing due to emotional ties or overpricing without value.
- Develop a pricing strategy that reflects your experience and the value you deliver.
2. Scaling Smartly
- Avoid “scaling chaos” — building a brand without infrastructure leads to burnout.
- Build systems, processes, and the right team before scaling.
- A platform (not just a brand) is sustainable and scalable.
3. Vision Execution
- A vision without a strategy and management is just a wish.
- Use metrics to track progress and ensure your vision is in motion.
- Surround yourself with:
- Mentor
- Sponsor
- Coach
- Network
🧩 Common Entrepreneurial Pitfalls
- Wearing “hustle” as a badge of honor can lead to burnout.
- Trying to do everything alone without a blueprint or support system.
- Fear of sharing ideas due to intellectual property concerns — instead, stay ahead by always working on the next idea.
📲 Connect with Charelle Lans
- Website: visionstrategymanagement.com
- Social Media: @CharelleLans on Instagram, Facebook, LinkedIn
#SHMS #STRAW #BEST
Steve Harvey Morning Show Online: http://www.steveharveyfm.com/
See omnystudio.com/listener for privacy information.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:05):
Welcome to the show.
Speaker 2 (00:06):
I am Rashwan McDonald, the host of Money Making Conversations Masterclass,
where we encourage people to stop reading other people's success
stories and.
Speaker 1 (00:14):
Start planning their own.
Speaker 2 (00:16):
Listen up as I interview entrepreneurs from around the country,
talk to celebrities and ask them how they are running
their companies, and speak with dog profits who are making
a difference in their local communities. Now, sit back and
listen as we unlock the secrets to their success on
Money Making Conversations Masterclass. Hi, I'm Rashan McDonald. I host
(00:37):
the weekly Money Making Conversation Masterclass show. The interviews and
information that this show provides off for everyone. It's time
to stop reading other people's success stories and start living
your own now. If you want to be a guest
on my show, Money Making Conversation Master Class, please visit
our website Moneymakingconversations dot com and click to be a
(00:58):
guest button. If you're more motivational speaker, an influencer, small
business owner, got a product, an entrepreneur, I want you
on my show.
Speaker 1 (01:06):
Now, let's get this show started.
Speaker 2 (01:08):
My next guest is a six time award winning author.
She's an engaging motivational speaker and is called business therapists
by her clients. Chippy Leeds is supporting the economic advances
of the people to live their best in helping women
to find the value in their voice. Please work with
the Money Making Conversations Masterclass. Charrell Lands.
Speaker 3 (01:31):
Hey Don charelle I'm wonderful. How are you? Thank you
so much for having me on today?
Speaker 1 (01:36):
Good?
Speaker 2 (01:37):
First of all, what exactly do you do? Miss business therapists?
Speaker 4 (01:42):
I am considered a business doctor and what that means
is simple times is I help individuals and company diagnose
their issues, define ways to impact them and then drive performance.
And so I do so with small to miss size
organizations as well as everyday people. Me or considered me
a business therapist because we'll start off in business, but
(02:03):
a lot of the times business is often tied to
something personal or purposeful, and so we end up going
there and then eventually coming back yourself what I did well.
Speaker 2 (02:12):
You know, when you're talking about small business, are you
talking about the corporate level or you're talking about the
entrepreneur and small business level.
Speaker 4 (02:18):
I support all eighty percent is entrepreneur small business, and
then the other twenty percent is more corporations.
Speaker 2 (02:25):
Okay too, my show focuses on small business and entrepreneur
So what are some of the signs somebody will need
somebody like Charrelle in their life.
Speaker 4 (02:35):
I'm so glad you asked, because interestingly enough, I sit
in the blind spot of organizations, and so a company
typically doesn't know they need me until they need me.
So ways that a company will find me is typically
if you are find if you find yourself basically highlighting
the hustle every day, there's usually an easier or better way.
What I tell my clients is is if it takes
(02:57):
you more than thirty minutes to figure out how to do,
there's likely a better way way.
Speaker 3 (03:00):
And what I do is help people.
Speaker 4 (03:02):
And individual or businesses define where the gaps are.
Speaker 3 (03:06):
If you're working too hard, if you feel burned out,
you probably need me.
Speaker 4 (03:10):
If you are constantly in the space of the hustle
and the kick and the push, then you probably need me.
If you're in a space where you are like, Okay,
I've done everything that I can and I really don't
know which way to turn, then you're usually you'll they'll
find me.
Speaker 3 (03:23):
So if a company's.
Speaker 4 (03:24):
Going to an incubation hub, trying to find money and
they're ready later but not ready now. Then they probably
need the services that hire my organization provide.
Speaker 1 (03:36):
Now I'm gonna tell you this, Charrelle.
Speaker 2 (03:38):
A lot of people you carry the word or to
use the word hustle as a badge of honor.
Speaker 1 (03:45):
Now you're saying, if.
Speaker 2 (03:45):
You're hustling or spending two thirty minutes on the project
that you should have done at a snap of your fingers,
then you need to make the call to Charrell that
they are fool or you saying they're fooling themselves, or
like all things, can we get caught up into click
phrases terminology that finds like we're really doing something?
Speaker 1 (04:05):
Please talk to us.
Speaker 4 (04:08):
Okay, I know this will probably sound controversial, but the
aspect of hustle is it's overplayed, it's played out at
this point. Hustle oftentimes leads people into an early grave, right,
because what that implies is that you're constantly on the
go and you're constantly doing And there's nothing wrong with
being relentless and expressing a space of grit, but we
(04:31):
have to do so in a meaningful way. So are
we maximizing our time? Are we maximizing our dollars because
quite frankly, especially in communities of color, we're short on resources.
So we have to be extremely strategic. And this aspect
of hustle is really working us into an early grave.
In fact, if I give you one statistic, you know,
the leading cause of death, specifically as it relates to
(04:53):
women's heart disease.
Speaker 3 (04:54):
And that's not oftentimes what we.
Speaker 4 (04:56):
Eat, it's what we wear, and sometimes it's that badge
that we call honor of hustle. But that at least
to us being overwhelmed at least to us being broke
and oftentimes burned out. And we don't have the space
for that, We don't have the capacity for that, especially
not in our communities.
Speaker 2 (05:10):
How does industrial engineering that your degree then works with
what you're doing.
Speaker 3 (05:16):
Now, so it's one and the same.
Speaker 4 (05:19):
And so what I do is I am a vision strategist.
Simply put, I help people realize the things that are
important to them, with the aspect being that I focus
on the operation side. Industrial engineering is a very broad
field and it takes forms in different spaces and industries.
Speaker 3 (05:39):
But in either case, I'm.
Speaker 4 (05:41):
Dealing with systems, processes, and people and efficiency. So how
to make things run better, smoother, more efficiently, and then
of course taking the aspect of people.
Speaker 3 (05:53):
Early on in my life.
Speaker 4 (05:54):
I determined that I wanted to do something purposeful and
meaningful with my life, and so I spent and really
investing in coaching and mentoring and identifying people who could
pour into me. And I found that I love to
solve problems, and I love to solve meaningful problems, and
I love to work with people, and so I basically
(06:14):
get paid to ask questions and help my clients determine
the areas of opportunities that they have because oftentimes the
solution is deeply rooted within them, but sometimes it just
takes someone to ask the right questions to help them
uncover where the issues lie. So it's still one and
the same. But if I were to say to you, hey,
(06:35):
I'm an industrial engineer, the next thing is okay, well
what does that mean or what exactly do you do?
So if I redefine that to simply say that you
know what, consider me your business doctor. I help you
to diagnose issues that occur, define ways that you can
improve them, and then.
Speaker 3 (06:52):
Drive performance within your organizations.
Speaker 2 (06:55):
Now, industrial engineering, to get a degree in that because
you're now an independent of your own business. Where would
you have went to work with an industrial degree?
Speaker 4 (07:07):
Okay, I've worked for a number of companies. I've worked
for several Fortune five hundred companies, and immediately after I
graduated school, I worked for Johnson and Johnson. That was
the first one that I worked for. I did several
years with Jay and Jay, with a couple of other
companies in the food industry, in the wire and cable industry,
and in about ten years is when I actually decided
(07:27):
to start VIS Revision Strategy Management. So we're in all
organizations really and truly, and you'll find us doing We're
the ones that are typically doing things like data analysis. Right,
We're telling you where the money's going. We're telling companies
where the lost is within an organization. We're telling them
how to strategically position their project to get capital from investors.
(07:50):
We are the business side of engineering, if you will.
Speaker 1 (07:53):
Cool.
Speaker 2 (07:54):
I'm talking to sharel Lands. She's a business strategist. They
called their business there, and I agree with that. You know,
she's very articulating her platform industrial engineering.
Speaker 1 (08:05):
You know.
Speaker 2 (08:07):
He told me minor mathematics, you know, So we got
a little relationship here, but.
Speaker 1 (08:13):
Let's talk about it. I ask some questions that you
submitted to me.
Speaker 2 (08:16):
I want to go down through those questions so we
get a good sense of what you do and also
introducing you to my audience of money Making Conversation Master
Class listeners.
Speaker 1 (08:25):
Now, you say profit is in the patterns, not in
the panic. What do you mean when you say that?
Speaker 4 (08:31):
So a lot of the times we chase opportunities, or
companies will consistently chase every single opportunity that comes to them.
So typically entrepreneurs when they're first starting out, it's about
kind of establishing their name, their credibility, and getting the profits.
And so what will find is that they go after
(08:52):
everything right, and they go.
Speaker 3 (08:53):
After a lot.
Speaker 4 (08:54):
It's in the ability to develop consistency within your niche though,
so it's created eating a name where people come to
know you, love you, trust.
Speaker 3 (09:02):
You, but they understand who you are.
Speaker 4 (09:05):
What that does is it keeps entrepreneurs and small business
owners from going after scope creek, which is grasping at
every dollar, which it typically accompanies being in a state
of panic constantly just out there trying to guess and
grasp for what's next. So to move away from that
profit is truly in the ability to develop consistent patterns
in how you show up to your customer, but then
(09:28):
also how you deliver the products and services that you have.
Speaker 1 (09:32):
Now let's go to the next one. You deserve to
be paid, not just passionate.
Speaker 4 (09:37):
So here's the thing about it. And I would hope
that we start businesses that are based in a strong
core belief of core value. But that doesn't mean you
should do it for free all the time. And I
think that there's this common misconception that because I'm passionate
about it, I have to do it for free. But ultimately,
(09:58):
you want your business to be sustainable, and the aspect
of building sustainability means.
Speaker 3 (10:04):
That you have to get paid.
Speaker 4 (10:05):
You have a specific value that you create, and you
have a specific product or promise that you offer to
the organization, to the world, and so you should be paid,
and not only paid, but paid fairly for it. And
what I've found is that oftentimes we tend to have
the dichotomy, and how we choose to get paid often
(10:26):
lies in our personal relationship with money. And so if
we have an off kiltered relationship with money, it often
shows up in how we position ourselves to be paid,
and so it's not just about being passionate, but it's
about being paid and that comes through a very structured
business model.
Speaker 1 (10:43):
Now you know that.
Speaker 2 (10:44):
Let's stay on this for a minute, because you know,
of course it's called rates. How do you find your
rates so you can get paid because and then not
asking too much based on petitional losing a client? How
do you find that balance?
Speaker 1 (11:01):
Torell? Because I agree you.
Speaker 2 (11:03):
Should get paid for your quote unquote value, But how
do you determine your value?
Speaker 4 (11:09):
I say, first, you have to start by doing the research,
and not too many organizations actually do the research. What
is the problem that you're seeking to solve and to
whom are you seeking to solve that first.
Speaker 3 (11:20):
Issue, Then you have to assess the nature.
Speaker 4 (11:23):
Of the work, the livelihood, everything that you have acquired
over the years to help deliver that in order to
set the rate.
Speaker 3 (11:31):
Now I'm glad that we're pausing on.
Speaker 4 (11:32):
This because the other thing that I see is sometimes
weak inflate rates, and that's the other side of it.
So that doesn't help an organization build credibility either. But
you have to have a pricing strategy when you're coming
into marketing, and it could vary depending upon the organization.
Speaker 3 (11:49):
Some people will price low and then kind of gain high.
Speaker 4 (11:52):
Other people try to offer a space of incentive to
get people in.
Speaker 3 (11:55):
There's no right or wrong with how you do that.
Speaker 4 (11:57):
However, what I will say is whatever you start with,
just know that you are shaping a perspective in the
mindset of your potential client or customer, and.
Speaker 3 (12:06):
They tend to grasp to whatever that is.
Speaker 4 (12:09):
Not that you can't move from it, but they do
tend to hold you accountable to what you say. But
even more so than that is the focus on the
ability to deliver value. And if you're able to position
yourself not specifically for the price upset, but your ability
to demonstrate and deliver value to your customers, you will
(12:29):
gain the respective tribe or individuals who value the same
things that you do.
Speaker 2 (12:34):
I'm speaking to the sharel lands as La ns a
six time award winning author. She is engaging motivational speaker.
As you can see, she's called the business therapist by
her clients. She believes in supporting the economic advancement of
people to live their best in helping women, which is
most important, to find the value in their voice.
Speaker 1 (12:55):
How can we reach you I know I have some more.
Speaker 2 (12:57):
Questions to ask you, but I want to make sure
people hear how they can get in touch with you absolutely.
Speaker 4 (13:03):
So you can find me on any and all platforms Instagram, LinkedIn,
Facebook at Charelle Lands and at c H.
Speaker 3 (13:09):
A R E L L E and then L A
N S.
Speaker 4 (13:12):
Or you can find me on my business at www.
Dot Vision Strategymanagement dot com.
Speaker 1 (13:18):
Vision Strategy Management. Why did you come up with that name?
Speaker 4 (13:22):
That's a great one because a lot of the times,
what separates one from having pure or true execution is
not only having a vision and being having the foresight
for where you want to go and what you want
to see manifest, but you also have to have that
vision coupled with a strategy, and the strategy gives you
an aspiration for that dream and it begins to tie
it down. But neither of those gets you to a
(13:45):
place of execution if you're not managing it. So measuring
something or having a dream without effectively managing it means
that it's just a wish. But the moments you associate
a metric to it and you're constantly keeping a viewpoint
of it, well, now you've gotten into the space of
being able to manage that vision to a place of execution.
Speaker 5 (14:03):
Please don't go anywhere. We'll be right back with more
Money Making Conversations Masterclass. Welcome back to the Money Making
Conversations Masterclass, hosted by Rashaan McDonald.
Speaker 1 (14:20):
How can you get a customer or one of your
clients to the right balance?
Speaker 4 (14:26):
This is a good one and it's an internal goal
that I have, which is when a customer client comes
to me, we talk about it. And I know this
is cliche about working in the business and on the business.
Speaker 3 (14:39):
The goal is to.
Speaker 4 (14:39):
Move from working one hundred percent in the business, if
you will, to gradually move into a place where you're
twenty percent in the business eighty percent working on the business.
But it comes through the balance of creating the appropriate systems,
processes and surrounding yourself with the right people.
Speaker 3 (14:59):
So we have to do two things, and in it's.
Speaker 4 (15:04):
It does take time to build the processes and the
systems in place. But an aspect of moving from working hard,
which is constantly doing everything, which honestly is an indicator of.
Speaker 3 (15:18):
A need for processes and systems.
Speaker 4 (15:20):
If you find that you're constantly putting out fires, then
that is a clear indication of a need to develop
an effective system or processing for your business and then
ultimately getting to a place of hardly working. But hardly
working for me is not necessarily not working. It's shifting
the way that you contribute and add value, So not
(15:42):
working as hard in the grind day to day because
if I'm doing the same thing over and over, I
should have a system in place, or I should be
able to delegate that. And the more that we begin
to elevate ourselves in our organizations, the less that we
spend doing the day to day detailed work because we've
developed a system, we developed a process, or we have
(16:03):
people that can support us. The hardly working becomes now
infused in developing the teams that carry out the work
and also creating a space to give back, so that
we're now creating meaningful work because once the system is
in place and we're doing that thing, and now we
can put it on autopilot, and now we can teach
more people how to do it, which then creates a
(16:25):
new stream of revenue for the organization or for you.
Speaker 1 (16:29):
Now let's talk.
Speaker 2 (16:30):
About rest is a revenue of strategy, because I think
that's a good follow up on the working hard and
hardly working. Now we're going to get some rest. How
do you rest? How's rest a revenue strategy strategy?
Speaker 4 (16:43):
Then the more that we recognize that rest is not
only it's not a luxury, it's a necessity because our
teams need us to be sharp, they need us to
be well rested. Because when that happens, we can be
better thought leaders for our organization. We can give better
direction and clarity on where we want the vision to go,
(17:04):
and we can be better supporters of their needs. So
rest is a revenue strategy.
Speaker 3 (17:09):
The more we rest, the.
Speaker 4 (17:10):
More clearly we can think, the more we can drive
more effective and successful businesses.
Speaker 2 (17:17):
I wanted to go to one talking point I need
to jump to immediately is you don't have to build
a loan, You need a blueprint.
Speaker 1 (17:24):
Are you talking about the people? Are the blueprint?
Speaker 2 (17:26):
Tell us of what you mean when you said you
don't have to build a loan, you need a blueprint?
Sarell lance.
Speaker 4 (17:33):
You need a strategic plan, right, You need the ability
to take the vision that you have and cascade it
or share it with other people. So when it comes
to building alone, a lot of the times we might
think that we have to do it alone. No, we
just have to be able to convey the vision in
a way that allows other people to see themselves in
(17:55):
our vision and catch fire with it in such a
way that they now take hold and take ownership in it.
So the blueprint is really how we are able to
successfully convey the vision that we have in a meaningful
way so that other people can also see it. And no,
we have to get out of the mindset of doing
it alone, because that's it becomes exhausting, especially as if
(18:20):
we do it for years at a time, and not
only that, but it doesn't sustain. If we decide to
leave the business or go somewhere else, the business then
crumbles as well.
Speaker 2 (18:30):
Let's talk about that intellectual property. How do we get
past that? You know, I don't want nobody to steal
my idea.
Speaker 3 (18:38):
I'm right there with you. I've been there right, you know.
Speaker 4 (18:41):
I love to write, I love to read, and you know,
got a couple of books and things.
Speaker 3 (18:46):
And and a lot of content. And I think, however,
the more that we hold.
Speaker 4 (18:51):
On to something that we were intended, that is supposed
to be in flow, the more it remains stagnant within us.
And I think that the more comfortable we get with
saying we got to stay five and ten steps ahead
of what we release, So whatever comes out in the
moment is already stale because whatever's brewing on the inside
(19:12):
is the thing that I'm working on. So I'm working
on the next, and so we have to think in
the same respect that this recipe that I have right
now is baked for whoever it is, and they love
it and they.
Speaker 3 (19:23):
Should be able to. But if I want to see
the next recipe.
Speaker 4 (19:27):
Succeed this one, I have to be comfortable with getting
to a space of yes, doing the intellectual property and
properly trademarking and copyrighting your information, but knowing that in
order to grow, I have to release it, and knowing
that when I release it, if I've got the right
team and the right surrounding or the right surrounding elements,
(19:47):
that that recipe will continue to grow. But it's not
so much of a concern because I'm focused on the next.
And the reason why I just said that I had
a passionate response for that is because that I cannot
tell you how many times I've seen my content come
out through other vehicles, and I actually cheer them on
because I think that it's a space of flattery to
know that what you're doing is adding that much value
(20:09):
that they saw themselves enough in it that they wanted
to try to do something to either reinvent it or
take it to the next level. But at the same time,
I know that that's from last year's vision and it's
not necessarily a part of the next one.
Speaker 2 (20:25):
Absolutely, especially this age of technology. You know, you could
be old old news walking out the front door. L'st
this question to you earlier. Now they've heard you talk
for twenty minutes. Why should somebody contact you?
Speaker 4 (20:40):
Why should someone contact me? Okay, So when I think
about the nature of my personal why, I believe in
cultivating love, limitless leaders.
Speaker 3 (20:49):
Who thrive in business and in life.
Speaker 4 (20:51):
And it comes from a space of recognizing that if
we don't, who will.
Speaker 3 (20:57):
And a lot of the times it's.
Speaker 4 (20:59):
We need to, we have to, and sometimes people just
need to push. They need we understand where we want
to go even and we can see where we are,
and people sometimes get stuck in the middle. And contacting
me is contacting someone that believes in you, believes in
what God has placed within you, and simply wants to
help partner with you to manage the middle so that
(21:22):
you can realize what you want to do with as
few bumps as possible. My aim and goal is to
take all the technical knowledge that I've been so blessed
and fortunate to acquire over many years and distill it
down into ways that help people take where they are
and realize their dream.
Speaker 3 (21:41):
So that they can get to go where they would
like to be.
Speaker 2 (21:43):
Now, I'm I'm about to break out the famous word
here I here. In this business, all the time you
talk about hype words. Right here, Branding is the hype word.
Hustle is the hype word. The hype word now is scaling.
Stop scaling chaos. The people are using it. It is
badly abused in today's entrepreneur and small business world.
Speaker 4 (22:06):
Yeah, so stop scaling chaos is really around.
Speaker 3 (22:12):
This idea that.
Speaker 4 (22:15):
There's a lot of catch phrases to your point, especially
when it comes to branding, and to your point, there's
there's so much technology that allows people to paint a
picture of having done the work without having without doing
the work. And just as it's easy for one to
tell a knockoff from the actual brand of something, it
(22:39):
becomes you can. One can try to scale on the
basis of not having done the work, but it will
ultimately lead into a place of chaos. Rather than that,
it's really about reinforcing and developing the infrastructure in a
meaningful way. So scaling chaos is when I take a
pretty picture and I create a brand or you know,
(23:00):
and that brand looks amazing and it sounds great and
it has all of what appears to be wonderful, but
under the surface, there's no infrastructure.
Speaker 3 (23:10):
Scaling creos.
Speaker 4 (23:11):
Scaling chaos is scaling something where there's no infrastructure, there's
no back end, but it looks good that will only
last for but a short time.
Speaker 3 (23:20):
Think of all those one hit wonders, right.
Speaker 4 (23:22):
But developing infrastructure means I've got that playbook, I have
the mindset and the viewpoints to understand how.
Speaker 3 (23:31):
To truly build out what a strong platform is.
Speaker 4 (23:35):
And that's the difference for me between a brand and
a platform. A platform is sustainable, it's here for.
Speaker 3 (23:42):
The long term.
Speaker 4 (23:43):
It's not scaling chaos. It's scaling a platform. And so
when it comes to building a business and really true scalability,
it's looking at the infrastructure and it's the things that
you don't see. And so moving away from scaling what
appears to be a platform or what appears to be
(24:04):
a brand is doing the work and digging in so
that I've got that calendar in place, I've got the
people in place, I've got those processing systems and the
infrastructure that allows me to realize all of the legwork
that that brand has created.
Speaker 1 (24:18):
Thank you, thank you. I hope y'all heard that. I
hope y'all heard that.
Speaker 2 (24:24):
You know, put that on repeat, you scalers out there,
because it's important as.
Speaker 1 (24:29):
We close out.
Speaker 2 (24:33):
You know, I'm so tired of it, you know, about
what I see out there, because that word is abused
and no one truly understands it.
Speaker 1 (24:40):
And basically you've broke it down.
Speaker 2 (24:42):
You got to have a blueprint if you want to scale,
and more importantly, you got to have the staff to scale,
the people in place, not just and let me just
tell you, I I opened the company, and I hide
the wrong people. Not they were the inco not that
they were bad people, the wrong people for the company
I tried to create. Then I try to train them
(25:06):
for the company I wanted.
Speaker 1 (25:08):
That was the mistake.
Speaker 3 (25:09):
That's powerful.
Speaker 2 (25:10):
That was the mistake, and So when people start scaling,
you have to look around and see do I have
the right accountant, Do I have the right lawyer? Do
I have the right CFO. Do you have the right CMO?
Do you have the right PR firm? Am I the
right CEO?
Speaker 1 (25:29):
To scale? And if you don't do those things, you
don't have a blueprint. I'm just just.
Speaker 2 (25:35):
Defining those layers that she's talking about into individuals who
glad we talked about that turning that vision into a vehicle,
not just a vibe. I think that's that's important for
you to close out our conversation with that, Sharrell.
Speaker 3 (25:52):
So dreaming is not enough.
Speaker 4 (25:55):
It's not enough for us to just have a vision
without a vehicle. Vehicle carries the vision forward. It helps
to define performance. So when I talk about metrics and
profitability is one of five metrics that you can to
truly define success. But you also want to look at
your milestones. You want to keep your money in mind,
(26:16):
you want to know where it's going. So the vehicle,
if you think about it, a vibe is something that
we can do.
Speaker 3 (26:21):
We can kind of you know.
Speaker 4 (26:23):
Vibe and without moving, a vehicle carries you from one
place to an ultimate destination and it works.
Speaker 3 (26:30):
And its emotion.
Speaker 4 (26:32):
So your vision has to be in motion and it
has to be one that carries And if I were
to leave you with four things to consider every vision vehicle,
whenever you transition from one place in life to the next,
you should always have a mentor, a sponsor, a coach,
and a network. The network is those that you surround
yourself to or surround yourself with. They help they understand
(26:53):
the aspect of where you're trying to go, and they
can connect with you. The coach is someone that may
that is able to see you and see some of
the things in the blind spots that you might even
not know that you have. The mentor is someone that
is where you aspire to be, that can help you
understand the landmins as well as how to be successful
in that space. And then, of course a sponsor is
(27:15):
someone that says, hey put them in, give her a chance,
give him a chance at being able to do it.
Speaker 3 (27:21):
Now we do have to course deliver, but.
Speaker 4 (27:24):
In every aspect that we find ourselves, ask yourself, do
you have those four layers?
Speaker 3 (27:28):
They help to keep you grounded but also give you
the push.
Speaker 4 (27:30):
That you need.
Speaker 1 (27:31):
One more time, Sharrelle. How do we get in touch
with you?
Speaker 4 (27:34):
Absolutely? You can find me on Instagram at at Sharrell Lands.
You can find me on Facebook at Sharrelle Lands. You
can find me on LinkedIn at Sharrell Lands, or you
can go to www dot Sharrelle Lance dot.
Speaker 2 (27:45):
Com at c h A R E L L E
L A N S Sharrell Lands. Like I tell everybody,
I'm just a storyteller. You just heard a subject matter expert.
Thank you Sharrell Lands for coming on Money Making Conversation
a masterclass.
Speaker 4 (28:01):
It is my pleasure and thank you so much and
for this platform.
Speaker 5 (28:07):
Please don't go anywhere. We'll be right back with more
Money Making Conversations Masterclass
Welcome to the show.
Speaker 2 (00:06):
I am Rashwan McDonald, the host of Money Making Conversations Masterclass,
where we encourage people to stop reading other people's success
stories and.
Speaker 1 (00:14):
Start planning their own.
Speaker 2 (00:16):
Listen up as I interview entrepreneurs from around the country,
talk to celebrities and ask them how they are running
their companies, and speak with dog profits who are making
a difference in their local communities. Now, sit back and
listen as we unlock the secrets to their success on
Money Making Conversations Masterclass. Hi, I'm Rashan McDonald. I host
(00:37):
the weekly Money Making Conversation Masterclass show. The interviews and
information that this show provides off for everyone. It's time
to stop reading other people's success stories and start living
your own now. If you want to be a guest
on my show, Money Making Conversation Master Class, please visit
our website Moneymakingconversations dot com and click to be a
(00:58):
guest button. If you're more motivational speaker, an influencer, small
business owner, got a product, an entrepreneur, I want you
on my show.
Speaker 1 (01:06):
Now, let's get this show started.
Speaker 2 (01:08):
My next guest is a six time award winning author.
She's an engaging motivational speaker and is called business therapists
by her clients. Chippy Leeds is supporting the economic advances
of the people to live their best in helping women
to find the value in their voice. Please work with
the Money Making Conversations Masterclass. Charrell Lands.
Speaker 3 (01:31):
Hey Don charelle I'm wonderful. How are you? Thank you
so much for having me on today?
Speaker 1 (01:36):
Good?
Speaker 2 (01:37):
First of all, what exactly do you do? Miss business therapists?
Speaker 4 (01:42):
I am considered a business doctor and what that means
is simple times is I help individuals and company diagnose
their issues, define ways to impact them and then drive performance.
And so I do so with small to miss size
organizations as well as everyday people. Me or considered me
a business therapist because we'll start off in business, but
(02:03):
a lot of the times business is often tied to
something personal or purposeful, and so we end up going
there and then eventually coming back yourself what I did well.
Speaker 2 (02:12):
You know, when you're talking about small business, are you
talking about the corporate level or you're talking about the
entrepreneur and small business level.
Speaker 4 (02:18):
I support all eighty percent is entrepreneur small business, and
then the other twenty percent is more corporations.
Speaker 2 (02:25):
Okay too, my show focuses on small business and entrepreneur
So what are some of the signs somebody will need
somebody like Charrelle in their life.
Speaker 4 (02:35):
I'm so glad you asked, because interestingly enough, I sit
in the blind spot of organizations, and so a company
typically doesn't know they need me until they need me.
So ways that a company will find me is typically
if you are find if you find yourself basically highlighting
the hustle every day, there's usually an easier or better way.
What I tell my clients is is if it takes
(02:57):
you more than thirty minutes to figure out how to do,
there's likely a better way way.
Speaker 3 (03:00):
And what I do is help people.
Speaker 4 (03:02):
And individual or businesses define where the gaps are.
Speaker 3 (03:06):
If you're working too hard, if you feel burned out,
you probably need me.
Speaker 4 (03:10):
If you are constantly in the space of the hustle
and the kick and the push, then you probably need me.
If you're in a space where you are like, Okay,
I've done everything that I can and I really don't
know which way to turn, then you're usually you'll they'll
find me.
Speaker 3 (03:23):
So if a company's.
Speaker 4 (03:24):
Going to an incubation hub, trying to find money and
they're ready later but not ready now. Then they probably
need the services that hire my organization provide.
Speaker 1 (03:36):
Now I'm gonna tell you this, Charrelle.
Speaker 2 (03:38):
A lot of people you carry the word or to
use the word hustle as a badge of honor.
Speaker 1 (03:45):
Now you're saying, if.
Speaker 2 (03:45):
You're hustling or spending two thirty minutes on the project
that you should have done at a snap of your fingers,
then you need to make the call to Charrell that
they are fool or you saying they're fooling themselves, or
like all things, can we get caught up into click
phrases terminology that finds like we're really doing something?
Speaker 1 (04:05):
Please talk to us.
Speaker 4 (04:08):
Okay, I know this will probably sound controversial, but the
aspect of hustle is it's overplayed, it's played out at
this point. Hustle oftentimes leads people into an early grave, right,
because what that implies is that you're constantly on the
go and you're constantly doing And there's nothing wrong with
being relentless and expressing a space of grit, but we
(04:31):
have to do so in a meaningful way. So are
we maximizing our time? Are we maximizing our dollars because
quite frankly, especially in communities of color, we're short on resources.
So we have to be extremely strategic. And this aspect
of hustle is really working us into an early grave.
In fact, if I give you one statistic, you know,
the leading cause of death, specifically as it relates to
(04:53):
women's heart disease.
Speaker 3 (04:54):
And that's not oftentimes what we.
Speaker 4 (04:56):
Eat, it's what we wear, and sometimes it's that badge
that we call honor of hustle. But that at least
to us being overwhelmed at least to us being broke
and oftentimes burned out. And we don't have the space
for that, We don't have the capacity for that, especially
not in our communities.
Speaker 2 (05:10):
How does industrial engineering that your degree then works with
what you're doing.
Speaker 3 (05:16):
Now, so it's one and the same.
Speaker 4 (05:19):
And so what I do is I am a vision strategist.
Simply put, I help people realize the things that are
important to them, with the aspect being that I focus
on the operation side. Industrial engineering is a very broad
field and it takes forms in different spaces and industries.
Speaker 3 (05:39):
But in either case, I'm.
Speaker 4 (05:41):
Dealing with systems, processes, and people and efficiency. So how
to make things run better, smoother, more efficiently, and then
of course taking the aspect of people.
Speaker 3 (05:53):
Early on in my life.
Speaker 4 (05:54):
I determined that I wanted to do something purposeful and
meaningful with my life, and so I spent and really
investing in coaching and mentoring and identifying people who could
pour into me. And I found that I love to
solve problems, and I love to solve meaningful problems, and
I love to work with people, and so I basically
(06:14):
get paid to ask questions and help my clients determine
the areas of opportunities that they have because oftentimes the
solution is deeply rooted within them, but sometimes it just
takes someone to ask the right questions to help them
uncover where the issues lie. So it's still one and
the same. But if I were to say to you, hey,
(06:35):
I'm an industrial engineer, the next thing is okay, well
what does that mean or what exactly do you do?
So if I redefine that to simply say that you
know what, consider me your business doctor. I help you
to diagnose issues that occur, define ways that you can
improve them, and then.
Speaker 3 (06:52):
Drive performance within your organizations.
Speaker 2 (06:55):
Now, industrial engineering, to get a degree in that because
you're now an independent of your own business. Where would
you have went to work with an industrial degree?
Speaker 4 (07:07):
Okay, I've worked for a number of companies. I've worked
for several Fortune five hundred companies, and immediately after I
graduated school, I worked for Johnson and Johnson. That was
the first one that I worked for. I did several
years with Jay and Jay, with a couple of other
companies in the food industry, in the wire and cable industry,
and in about ten years is when I actually decided
(07:27):
to start VIS Revision Strategy Management. So we're in all
organizations really and truly, and you'll find us doing We're
the ones that are typically doing things like data analysis. Right,
We're telling you where the money's going. We're telling companies
where the lost is within an organization. We're telling them
how to strategically position their project to get capital from investors.
(07:50):
We are the business side of engineering, if you will.
Speaker 1 (07:53):
Cool.
Speaker 2 (07:54):
I'm talking to sharel Lands. She's a business strategist. They
called their business there, and I agree with that. You know,
she's very articulating her platform industrial engineering.
Speaker 1 (08:05):
You know.
Speaker 2 (08:07):
He told me minor mathematics, you know, So we got
a little relationship here, but.
Speaker 1 (08:13):
Let's talk about it. I ask some questions that you
submitted to me.
Speaker 2 (08:16):
I want to go down through those questions so we
get a good sense of what you do and also
introducing you to my audience of money Making Conversation Master
Class listeners.
Speaker 1 (08:25):
Now, you say profit is in the patterns, not in
the panic. What do you mean when you say that?
Speaker 4 (08:31):
So a lot of the times we chase opportunities, or
companies will consistently chase every single opportunity that comes to them.
So typically entrepreneurs when they're first starting out, it's about
kind of establishing their name, their credibility, and getting the profits.
And so what will find is that they go after
(08:52):
everything right, and they go.
Speaker 3 (08:53):
After a lot.
Speaker 4 (08:54):
It's in the ability to develop consistency within your niche though,
so it's created eating a name where people come to
know you, love you, trust.
Speaker 3 (09:02):
You, but they understand who you are.
Speaker 4 (09:05):
What that does is it keeps entrepreneurs and small business
owners from going after scope creek, which is grasping at
every dollar, which it typically accompanies being in a state
of panic constantly just out there trying to guess and
grasp for what's next. So to move away from that
profit is truly in the ability to develop consistent patterns
in how you show up to your customer, but then
(09:28):
also how you deliver the products and services that you have.
Speaker 1 (09:32):
Now let's go to the next one. You deserve to
be paid, not just passionate.
Speaker 4 (09:37):
So here's the thing about it. And I would hope
that we start businesses that are based in a strong
core belief of core value. But that doesn't mean you
should do it for free all the time. And I
think that there's this common misconception that because I'm passionate
about it, I have to do it for free. But ultimately,
(09:58):
you want your business to be sustainable, and the aspect
of building sustainability means.
Speaker 3 (10:04):
That you have to get paid.
Speaker 4 (10:05):
You have a specific value that you create, and you
have a specific product or promise that you offer to
the organization, to the world, and so you should be paid,
and not only paid, but paid fairly for it. And
what I've found is that oftentimes we tend to have
the dichotomy, and how we choose to get paid often
(10:26):
lies in our personal relationship with money. And so if
we have an off kiltered relationship with money, it often
shows up in how we position ourselves to be paid,
and so it's not just about being passionate, but it's
about being paid and that comes through a very structured
business model.
Speaker 1 (10:43):
Now you know that.
Speaker 2 (10:44):
Let's stay on this for a minute, because you know,
of course it's called rates. How do you find your
rates so you can get paid because and then not
asking too much based on petitional losing a client? How
do you find that balance?
Speaker 1 (11:01):
Torell? Because I agree you.
Speaker 2 (11:03):
Should get paid for your quote unquote value, But how
do you determine your value?
Speaker 4 (11:09):
I say, first, you have to start by doing the research,
and not too many organizations actually do the research. What
is the problem that you're seeking to solve and to
whom are you seeking to solve that first.
Speaker 3 (11:20):
Issue, Then you have to assess the nature.
Speaker 4 (11:23):
Of the work, the livelihood, everything that you have acquired
over the years to help deliver that in order to
set the rate.
Speaker 3 (11:31):
Now I'm glad that we're pausing on.
Speaker 4 (11:32):
This because the other thing that I see is sometimes
weak inflate rates, and that's the other side of it.
So that doesn't help an organization build credibility either. But
you have to have a pricing strategy when you're coming
into marketing, and it could vary depending upon the organization.
Speaker 3 (11:49):
Some people will price low and then kind of gain high.
Speaker 4 (11:52):
Other people try to offer a space of incentive to
get people in.
Speaker 3 (11:55):
There's no right or wrong with how you do that.
Speaker 4 (11:57):
However, what I will say is whatever you start with,
just know that you are shaping a perspective in the
mindset of your potential client or customer, and.
Speaker 3 (12:06):
They tend to grasp to whatever that is.
Speaker 4 (12:09):
Not that you can't move from it, but they do
tend to hold you accountable to what you say. But
even more so than that is the focus on the
ability to deliver value. And if you're able to position
yourself not specifically for the price upset, but your ability
to demonstrate and deliver value to your customers, you will
(12:29):
gain the respective tribe or individuals who value the same
things that you do.
Speaker 2 (12:34):
I'm speaking to the sharel lands as La ns a
six time award winning author. She is engaging motivational speaker.
As you can see, she's called the business therapist by
her clients. She believes in supporting the economic advancement of
people to live their best in helping women, which is
most important, to find the value in their voice.
Speaker 1 (12:55):
How can we reach you I know I have some more.
Speaker 2 (12:57):
Questions to ask you, but I want to make sure
people hear how they can get in touch with you absolutely.
Speaker 4 (13:03):
So you can find me on any and all platforms Instagram, LinkedIn,
Facebook at Charelle Lands and at c H.
Speaker 3 (13:09):
A R E L L E and then L A
N S.
Speaker 4 (13:12):
Or you can find me on my business at www.
Dot Vision Strategymanagement dot com.
Speaker 1 (13:18):
Vision Strategy Management. Why did you come up with that name?
Speaker 4 (13:22):
That's a great one because a lot of the times,
what separates one from having pure or true execution is
not only having a vision and being having the foresight
for where you want to go and what you want
to see manifest, but you also have to have that
vision coupled with a strategy, and the strategy gives you
an aspiration for that dream and it begins to tie
it down. But neither of those gets you to a
(13:45):
place of execution if you're not managing it. So measuring
something or having a dream without effectively managing it means
that it's just a wish. But the moments you associate
a metric to it and you're constantly keeping a viewpoint
of it, well, now you've gotten into the space of
being able to manage that vision to a place of execution.
Speaker 5 (14:03):
Please don't go anywhere. We'll be right back with more
Money Making Conversations Masterclass. Welcome back to the Money Making
Conversations Masterclass, hosted by Rashaan McDonald.
Speaker 1 (14:20):
How can you get a customer or one of your
clients to the right balance?
Speaker 4 (14:26):
This is a good one and it's an internal goal
that I have, which is when a customer client comes
to me, we talk about it. And I know this
is cliche about working in the business and on the business.
Speaker 3 (14:39):
The goal is to.
Speaker 4 (14:39):
Move from working one hundred percent in the business, if
you will, to gradually move into a place where you're
twenty percent in the business eighty percent working on the business.
But it comes through the balance of creating the appropriate systems,
processes and surrounding yourself with the right people.
Speaker 3 (14:59):
So we have to do two things, and in it's.
Speaker 4 (15:04):
It does take time to build the processes and the
systems in place. But an aspect of moving from working hard,
which is constantly doing everything, which honestly is an indicator of.
Speaker 3 (15:18):
A need for processes and systems.
Speaker 4 (15:20):
If you find that you're constantly putting out fires, then
that is a clear indication of a need to develop
an effective system or processing for your business and then
ultimately getting to a place of hardly working. But hardly
working for me is not necessarily not working. It's shifting
the way that you contribute and add value, So not
(15:42):
working as hard in the grind day to day because
if I'm doing the same thing over and over, I
should have a system in place, or I should be
able to delegate that. And the more that we begin
to elevate ourselves in our organizations, the less that we
spend doing the day to day detailed work because we've
developed a system, we developed a process, or we have
(16:03):
people that can support us. The hardly working becomes now
infused in developing the teams that carry out the work
and also creating a space to give back, so that
we're now creating meaningful work because once the system is
in place and we're doing that thing, and now we
can put it on autopilot, and now we can teach
more people how to do it, which then creates a
(16:25):
new stream of revenue for the organization or for you.
Speaker 1 (16:29):
Now let's talk.
Speaker 2 (16:30):
About rest is a revenue of strategy, because I think
that's a good follow up on the working hard and
hardly working. Now we're going to get some rest. How
do you rest? How's rest a revenue strategy strategy?
Speaker 4 (16:43):
Then the more that we recognize that rest is not
only it's not a luxury, it's a necessity because our
teams need us to be sharp, they need us to
be well rested. Because when that happens, we can be
better thought leaders for our organization. We can give better
direction and clarity on where we want the vision to go,
(17:04):
and we can be better supporters of their needs. So
rest is a revenue strategy.
Speaker 3 (17:09):
The more we rest, the.
Speaker 4 (17:10):
More clearly we can think, the more we can drive
more effective and successful businesses.
Speaker 2 (17:17):
I wanted to go to one talking point I need
to jump to immediately is you don't have to build
a loan, You need a blueprint.
Speaker 1 (17:24):
Are you talking about the people? Are the blueprint?
Speaker 2 (17:26):
Tell us of what you mean when you said you
don't have to build a loan, you need a blueprint?
Sarell lance.
Speaker 4 (17:33):
You need a strategic plan, right, You need the ability
to take the vision that you have and cascade it
or share it with other people. So when it comes
to building alone, a lot of the times we might
think that we have to do it alone. No, we
just have to be able to convey the vision in
a way that allows other people to see themselves in
(17:55):
our vision and catch fire with it in such a
way that they now take hold and take ownership in it.
So the blueprint is really how we are able to
successfully convey the vision that we have in a meaningful
way so that other people can also see it. And no,
we have to get out of the mindset of doing
it alone, because that's it becomes exhausting, especially as if
(18:20):
we do it for years at a time, and not
only that, but it doesn't sustain. If we decide to
leave the business or go somewhere else, the business then
crumbles as well.
Speaker 2 (18:30):
Let's talk about that intellectual property. How do we get
past that? You know, I don't want nobody to steal
my idea.
Speaker 3 (18:38):
I'm right there with you. I've been there right, you know.
Speaker 4 (18:41):
I love to write, I love to read, and you know,
got a couple of books and things.
Speaker 3 (18:46):
And and a lot of content. And I think, however,
the more that we hold.
Speaker 4 (18:51):
On to something that we were intended, that is supposed
to be in flow, the more it remains stagnant within us.
And I think that the more comfortable we get with
saying we got to stay five and ten steps ahead
of what we release, So whatever comes out in the
moment is already stale because whatever's brewing on the inside
(19:12):
is the thing that I'm working on. So I'm working
on the next, and so we have to think in
the same respect that this recipe that I have right
now is baked for whoever it is, and they love
it and they.
Speaker 3 (19:23):
Should be able to. But if I want to see
the next recipe.
Speaker 4 (19:27):
Succeed this one, I have to be comfortable with getting
to a space of yes, doing the intellectual property and
properly trademarking and copyrighting your information, but knowing that in
order to grow, I have to release it, and knowing
that when I release it, if I've got the right
team and the right surrounding or the right surrounding elements,
(19:47):
that that recipe will continue to grow. But it's not
so much of a concern because I'm focused on the next.
And the reason why I just said that I had
a passionate response for that is because that I cannot
tell you how many times I've seen my content come
out through other vehicles, and I actually cheer them on
because I think that it's a space of flattery to
know that what you're doing is adding that much value
(20:09):
that they saw themselves enough in it that they wanted
to try to do something to either reinvent it or
take it to the next level. But at the same time,
I know that that's from last year's vision and it's
not necessarily a part of the next one.
Speaker 2 (20:25):
Absolutely, especially this age of technology. You know, you could
be old old news walking out the front door. L'st
this question to you earlier. Now they've heard you talk
for twenty minutes. Why should somebody contact you?
Speaker 4 (20:40):
Why should someone contact me? Okay, So when I think
about the nature of my personal why, I believe in
cultivating love, limitless leaders.
Speaker 3 (20:49):
Who thrive in business and in life.
Speaker 4 (20:51):
And it comes from a space of recognizing that if
we don't, who will.
Speaker 3 (20:57):
And a lot of the times it's.
Speaker 4 (20:59):
We need to, we have to, and sometimes people just
need to push. They need we understand where we want
to go even and we can see where we are,
and people sometimes get stuck in the middle. And contacting
me is contacting someone that believes in you, believes in
what God has placed within you, and simply wants to
help partner with you to manage the middle so that
(21:22):
you can realize what you want to do with as
few bumps as possible. My aim and goal is to
take all the technical knowledge that I've been so blessed
and fortunate to acquire over many years and distill it
down into ways that help people take where they are
and realize their dream.
Speaker 3 (21:41):
So that they can get to go where they would
like to be.
Speaker 2 (21:43):
Now, I'm I'm about to break out the famous word
here I here. In this business, all the time you
talk about hype words. Right here, Branding is the hype word.
Hustle is the hype word. The hype word now is scaling.
Stop scaling chaos. The people are using it. It is
badly abused in today's entrepreneur and small business world.
Speaker 4 (22:06):
Yeah, so stop scaling chaos is really around.
Speaker 3 (22:12):
This idea that.
Speaker 4 (22:15):
There's a lot of catch phrases to your point, especially
when it comes to branding, and to your point, there's
there's so much technology that allows people to paint a
picture of having done the work without having without doing
the work. And just as it's easy for one to
tell a knockoff from the actual brand of something, it
(22:39):
becomes you can. One can try to scale on the
basis of not having done the work, but it will
ultimately lead into a place of chaos. Rather than that,
it's really about reinforcing and developing the infrastructure in a
meaningful way. So scaling chaos is when I take a
pretty picture and I create a brand or you know,
(23:00):
and that brand looks amazing and it sounds great and
it has all of what appears to be wonderful, but
under the surface, there's no infrastructure.
Speaker 3 (23:10):
Scaling creos.
Speaker 4 (23:11):
Scaling chaos is scaling something where there's no infrastructure, there's
no back end, but it looks good that will only
last for but a short time.
Speaker 3 (23:20):
Think of all those one hit wonders, right.
Speaker 4 (23:22):
But developing infrastructure means I've got that playbook, I have
the mindset and the viewpoints to understand how.
Speaker 3 (23:31):
To truly build out what a strong platform is.
Speaker 4 (23:35):
And that's the difference for me between a brand and
a platform. A platform is sustainable, it's here for.
Speaker 3 (23:42):
The long term.
Speaker 4 (23:43):
It's not scaling chaos. It's scaling a platform. And so
when it comes to building a business and really true scalability,
it's looking at the infrastructure and it's the things that
you don't see. And so moving away from scaling what
appears to be a platform or what appears to be
(24:04):
a brand is doing the work and digging in so
that I've got that calendar in place, I've got the
people in place, I've got those processing systems and the
infrastructure that allows me to realize all of the legwork
that that brand has created.
Speaker 1 (24:18):
Thank you, thank you. I hope y'all heard that. I
hope y'all heard that.
Speaker 2 (24:24):
You know, put that on repeat, you scalers out there,
because it's important as.
Speaker 1 (24:29):
We close out.
Speaker 2 (24:33):
You know, I'm so tired of it, you know, about
what I see out there, because that word is abused
and no one truly understands it.
Speaker 1 (24:40):
And basically you've broke it down.
Speaker 2 (24:42):
You got to have a blueprint if you want to scale,
and more importantly, you got to have the staff to scale,
the people in place, not just and let me just
tell you, I I opened the company, and I hide
the wrong people. Not they were the inco not that
they were bad people, the wrong people for the company
I tried to create. Then I try to train them
(25:06):
for the company I wanted.
Speaker 1 (25:08):
That was the mistake.
Speaker 3 (25:09):
That's powerful.
Speaker 2 (25:10):
That was the mistake, and So when people start scaling,
you have to look around and see do I have
the right accountant, Do I have the right lawyer? Do
I have the right CFO. Do you have the right CMO?
Do you have the right PR firm? Am I the
right CEO?
Speaker 1 (25:29):
To scale? And if you don't do those things, you
don't have a blueprint. I'm just just.
Speaker 2 (25:35):
Defining those layers that she's talking about into individuals who
glad we talked about that turning that vision into a vehicle,
not just a vibe. I think that's that's important for
you to close out our conversation with that, Sharrell.
Speaker 3 (25:52):
So dreaming is not enough.
Speaker 4 (25:55):
It's not enough for us to just have a vision
without a vehicle. Vehicle carries the vision forward. It helps
to define performance. So when I talk about metrics and
profitability is one of five metrics that you can to
truly define success. But you also want to look at
your milestones. You want to keep your money in mind,
(26:16):
you want to know where it's going. So the vehicle,
if you think about it, a vibe is something that
we can do.
Speaker 3 (26:21):
We can kind of you know.
Speaker 4 (26:23):
Vibe and without moving, a vehicle carries you from one
place to an ultimate destination and it works.
Speaker 3 (26:30):
And its emotion.
Speaker 4 (26:32):
So your vision has to be in motion and it
has to be one that carries And if I were
to leave you with four things to consider every vision vehicle,
whenever you transition from one place in life to the next,
you should always have a mentor, a sponsor, a coach,
and a network. The network is those that you surround
yourself to or surround yourself with. They help they understand
(26:53):
the aspect of where you're trying to go, and they
can connect with you. The coach is someone that may
that is able to see you and see some of
the things in the blind spots that you might even
not know that you have. The mentor is someone that
is where you aspire to be, that can help you
understand the landmins as well as how to be successful
in that space. And then, of course a sponsor is
(27:15):
someone that says, hey put them in, give her a chance,
give him a chance at being able to do it.
Speaker 3 (27:21):
Now we do have to course deliver, but.
Speaker 4 (27:24):
In every aspect that we find ourselves, ask yourself, do
you have those four layers?
Speaker 3 (27:28):
They help to keep you grounded but also give you
the push.
Speaker 4 (27:30):
That you need.
Speaker 1 (27:31):
One more time, Sharrelle. How do we get in touch
with you?
Speaker 4 (27:34):
Absolutely? You can find me on Instagram at at Sharrell Lands.
You can find me on Facebook at Sharrelle Lands. You
can find me on LinkedIn at Sharrell Lands, or you
can go to www dot Sharrelle Lance dot.
Speaker 2 (27:45):
Com at c h A R E L L E
L A N S Sharrell Lands. Like I tell everybody,
I'm just a storyteller. You just heard a subject matter expert.
Thank you Sharrell Lands for coming on Money Making Conversation
a masterclass.
Speaker 4 (28:01):
It is my pleasure and thank you so much and
for this platform.
Speaker 5 (28:07):
Please don't go anywhere. We'll be right back with more
Money Making Conversations Masterclass
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Shirley Strawberry
Thomas "Nephew Tommy" Miles
Carla Ferrell
Kier "Junior" Spates
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