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
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. I am Rashwan McDonald, the host
of Money Making Conversations Masterclass, where we encourage people to
stop reading other people's success stories and start planning their own.
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
(00:25):
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
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
(00:48):
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
guest button. If you're more motivational speaker, an influencer, small
business owner, got a product, an entrepreneur, I want you
on my show. Now, let's get this show started. My
(01:08):
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 2 (01:31):
Hey doing, charelle I'm wonderful. How are you?
Speaker 3 (01:34):
Thank you so much for having me on today?
Speaker 1 (01:36):
Good? First of all, what exactly do you do? Miss
business therapists?
Speaker 2 (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 1 (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 2 (02:18):
I support all eighty percent is entrepreneur small business and
then the other twenty percent is more corporations.
Speaker 1 (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 2 (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 2 (03:02):
And individual or businesses define where the gaps are. If
you're working too hard, if you feel.
Speaker 3 (03:08):
Burned out, you probably need me.
Speaker 2 (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 if you'll
they'll find me.
Speaker 3 (03:23):
So if a company's.
Speaker 2 (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. A lot of
people you carry the word or to use the word
hustle as a badge of honor. Now you're saying, if
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
(03:57):
like all things, can we get caught up into click
phrases terminology that finds like we're really doing something? Please
talk to us.
Speaker 2 (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 2 (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 1 (05:10):
How does industrial engineering that your degree then works with
what you're doing.
Speaker 2 (05:16):
Now, so it's one and the same. 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
(05:36):
forms in different spaces and industries. But in either case,
I'm 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. Early on
in my life, I determined that I wanted to do
something purposeful and meaningful with my life, and so I
(05:59):
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 get paid to ask questions and help
my clients determine the areas of opportunities that they have
(06:21):
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, 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
(06:42):
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 1 (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 2 (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. 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. You know.
He told me minor mathematics, you know, So we got
a little relationship here, but let's talk about it. I
(08:14):
ask some question that you submitted to me. 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 Masterclass listeners. Now,
you say profit is in the patterns, not in the panic.
What do you mean when you say that?
Speaker 2 (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 2 (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 you, but they understand who
you are. 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
(09:16):
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 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 2 (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 2 (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. 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? Torell? Because
I agree you should get paid for your quote unquote value,
(11:06):
But how do you determine your value?
Speaker 2 (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 2 (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. Now I'm glad that we're pausing on
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
(11:46):
into marketing, and it could vary depending upon the organization.
Some people will price low and then kind of gain high.
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 2 (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 they tend
to grasp to whatever that is. 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.
(12:19):
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 gain the respective tribe
or individuals who value the same things that you do.
Speaker 1 (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. How
(12:56):
can we reach you I know I have some more
questions to ask you, but I want to make sure
people hear how they can get in touch with you absolutely.
Speaker 2 (13:03):
So you can find me on any and all platforms Instagram, LinkedIn,
Facebook at Charelle Lands and at c H A R
E L L E and then L A N S.
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 2 (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 4 (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 2 (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.
The goal is to move from working one hundred percent
in the business, if you will, to gradually move into
(14:47):
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 2 (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 a need for.
Speaker 3 (15:19):
Processes and systems.
Speaker 2 (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 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 2 (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. The more we rest, the
more clearly we can think, the more we can drive
more effective and successful businesses.
Speaker 1 (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. Are you talking about
the people? Are the blueprint? Tell us of what you
mean when you said you don't have to build a loan,
you need a blueprint? Sarell lance.
Speaker 2 (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.
Speaker 3 (18:24):
If we decide to.
Speaker 2 (18:26):
Leave the business or go somewhere else, the business then
crumbles as well.
Speaker 1 (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 2 (18:38):
I'm right there with you. I've been there right, you know.
I love to write, I love to read, and you know,
got a couple of books and things and and a
lot of content. And I think, however, the more that
we hold 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
(19:02):
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 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,
(19:22):
and they love it and they should be able to.
But if I want to see the next recipe 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
(19:43):
and the right surrounding or the right surrounding elements, 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
(20:04):
because I think that it's a space of flattery to
know that what you're doing is adding that much value
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 1 (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 2 (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 who thrive in business and in life.
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 2 (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 1 (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. One of the people are using it.
It is badly abused in today's entrepreneur and small business world.
Speaker 2 (22:06):
Yeah, so stop scaling chaos is really around this idea
that there's a lot of catch phrases to your point,
especially when it comes to Brandy, and to your point,
there's there's so much technology that allows people to paint
(22:27):
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 becomes you can one can try to scale on
the basis of not having done the work, but it
will ultimately lead.
Speaker 3 (22:45):
Into a place of chaos.
Speaker 2 (22:48):
Rather than that, it's really about reinforcing and developing the
infrastructure in a meaningful way.
Speaker 3 (22:53):
So scaling chaos is when I take.
Speaker 2 (22:57):
A pretty picture and I create a brand or you know,
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. Scaling creos. 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
(23:18):
a short time. Think of all those one hit wonders, right.
But developing infrastructure means I've got that playbook, I have
the mindset and the viewpoints to understand how to truly
build out what a strong platform is. And that's the
difference for me between a brand and a platform. A
(23:39):
platform is sustainable, it's here for the long term. 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
(24:01):
appears to be a platform or what appears to be
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. You know, put that on repeat,
you scalers out there, because it's important as we close out.
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. And basically you've broke
(24:42):
it down. 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 ino,
not that they were bad people, the wrong people for
the company I tried to create. Then I try to
(25:04):
train them for the company I wanted. That was the mistake,
That's powerful, 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
(25:27):
I the right CEO? To scale? And if you don't
do those things, you don't have a blueprint. I'm just
just 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
(25:47):
important for you to close out our conversation with Dad Cherrell.
Speaker 2 (25:52):
So dreaming is not enough. 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
(26:13):
also want to look at your milestones. You want to
keep your money in mind, 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.
Speaker 2 (26:22):
Know, vibe and without moving, a vehicle carries you from
one place to an ultimate destination and it works and
its emotion. 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
(26:43):
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 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
(27:03):
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 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, of course deliver, but in.
Speaker 2 (27:24):
Every aspect that we find ourselves, ask yourself, do you
have those four layers? They help to keep you grounded
but also give you the push that you need.
Speaker 1 (27:31):
One more time, Sharrelle, how do we get in touch
with you?
Speaker 2 (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 1 (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 2 (28:01):
It is my pleasure and thank you so much and
for this platform.
Speaker 4 (28:07):
Please don't go anywhere. We'll be right back with more
Money Making Conversations Masterclass
Welcome to the show. I am Rashwan McDonald, the host
of Money Making Conversations Masterclass, where we encourage people to
stop reading other people's success stories and start planning their own.
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
(00:25):
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
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
(00:48):
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
guest button. If you're more motivational speaker, an influencer, small
business owner, got a product, an entrepreneur, I want you
on my show. Now, let's get this show started. My
(01:08):
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 2 (01:31):
Hey doing, charelle I'm wonderful. How are you?
Speaker 3 (01:34):
Thank you so much for having me on today?
Speaker 1 (01:36):
Good? First of all, what exactly do you do? Miss
business therapists?
Speaker 2 (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 1 (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 2 (02:18):
I support all eighty percent is entrepreneur small business and
then the other twenty percent is more corporations.
Speaker 1 (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 2 (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 2 (03:02):
And individual or businesses define where the gaps are. If
you're working too hard, if you feel.
Speaker 3 (03:08):
Burned out, you probably need me.
Speaker 2 (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 if you'll
they'll find me.
Speaker 3 (03:23):
So if a company's.
Speaker 2 (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. A lot of
people you carry the word or to use the word
hustle as a badge of honor. Now you're saying, if
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
(03:57):
like all things, can we get caught up into click
phrases terminology that finds like we're really doing something? Please
talk to us.
Speaker 2 (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 2 (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 1 (05:10):
How does industrial engineering that your degree then works with
what you're doing.
Speaker 2 (05:16):
Now, so it's one and the same. 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
(05:36):
forms in different spaces and industries. But in either case,
I'm 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. Early on
in my life, I determined that I wanted to do
something purposeful and meaningful with my life, and so I
(05:59):
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 get paid to ask questions and help
my clients determine the areas of opportunities that they have
(06:21):
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, 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
(06:42):
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 1 (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 2 (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. 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. You know.
He told me minor mathematics, you know, So we got
a little relationship here, but let's talk about it. I
(08:14):
ask some question that you submitted to me. 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 Masterclass listeners. Now,
you say profit is in the patterns, not in the panic.
What do you mean when you say that?
Speaker 2 (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 2 (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 you, but they understand who
you are. 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
(09:16):
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 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 2 (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 2 (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. 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? Torell? Because
I agree you should get paid for your quote unquote value,
(11:06):
But how do you determine your value?
Speaker 2 (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 2 (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. Now I'm glad that we're pausing on
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
(11:46):
into marketing, and it could vary depending upon the organization.
Some people will price low and then kind of gain high.
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 2 (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 they tend
to grasp to whatever that is. 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.
(12:19):
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 gain the respective tribe
or individuals who value the same things that you do.
Speaker 1 (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. How
(12:56):
can we reach you I know I have some more
questions to ask you, but I want to make sure
people hear how they can get in touch with you absolutely.
Speaker 2 (13:03):
So you can find me on any and all platforms Instagram, LinkedIn,
Facebook at Charelle Lands and at c H A R
E L L E and then L A N S.
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 2 (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 4 (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 2 (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.
The goal is to move from working one hundred percent
in the business, if you will, to gradually move into
(14:47):
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 2 (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 a need for.
Speaker 3 (15:19):
Processes and systems.
Speaker 2 (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 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 2 (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. The more we rest, the
more clearly we can think, the more we can drive
more effective and successful businesses.
Speaker 1 (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. Are you talking about
the people? Are the blueprint? Tell us of what you
mean when you said you don't have to build a loan,
you need a blueprint? Sarell lance.
Speaker 2 (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.
Speaker 3 (18:24):
If we decide to.
Speaker 2 (18:26):
Leave the business or go somewhere else, the business then
crumbles as well.
Speaker 1 (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 2 (18:38):
I'm right there with you. I've been there right, you know.
I love to write, I love to read, and you know,
got a couple of books and things and and a
lot of content. And I think, however, the more that
we hold 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
(19:02):
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 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,
(19:22):
and they love it and they should be able to.
But if I want to see the next recipe 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
(19:43):
and the right surrounding or the right surrounding elements, 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
(20:04):
because I think that it's a space of flattery to
know that what you're doing is adding that much value
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 1 (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 2 (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 who thrive in business and in life.
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 2 (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 1 (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. One of the people are using it.
It is badly abused in today's entrepreneur and small business world.
Speaker 2 (22:06):
Yeah, so stop scaling chaos is really around this idea
that there's a lot of catch phrases to your point,
especially when it comes to Brandy, and to your point,
there's there's so much technology that allows people to paint
(22:27):
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 becomes you can one can try to scale on
the basis of not having done the work, but it
will ultimately lead.
Speaker 3 (22:45):
Into a place of chaos.
Speaker 2 (22:48):
Rather than that, it's really about reinforcing and developing the
infrastructure in a meaningful way.
Speaker 3 (22:53):
So scaling chaos is when I take.
Speaker 2 (22:57):
A pretty picture and I create a brand or you know,
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. Scaling creos. 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
(23:18):
a short time. Think of all those one hit wonders, right.
But developing infrastructure means I've got that playbook, I have
the mindset and the viewpoints to understand how to truly
build out what a strong platform is. And that's the
difference for me between a brand and a platform. A
(23:39):
platform is sustainable, it's here for the long term. 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
(24:01):
appears to be a platform or what appears to be
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. You know, put that on repeat,
you scalers out there, because it's important as we close out.
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. And basically you've broke
(24:42):
it down. 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 ino,
not that they were bad people, the wrong people for
the company I tried to create. Then I try to
(25:04):
train them for the company I wanted. That was the mistake,
That's powerful, 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
(25:27):
I the right CEO? To scale? And if you don't
do those things, you don't have a blueprint. I'm just
just 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
(25:47):
important for you to close out our conversation with Dad Cherrell.
Speaker 2 (25:52):
So dreaming is not enough. 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
(26:13):
also want to look at your milestones. You want to
keep your money in mind, 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.
Speaker 2 (26:22):
Know, vibe and without moving, a vehicle carries you from
one place to an ultimate destination and it works and
its emotion. 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
(26:43):
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 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
(27:03):
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 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, of course deliver, but in.
Speaker 2 (27:24):
Every aspect that we find ourselves, ask yourself, do you
have those four layers? They help to keep you grounded
but also give you the push that you need.
Speaker 1 (27:31):
One more time, Sharrelle, how do we get in touch
with you?
Speaker 2 (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 1 (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 2 (28:01):
It is my pleasure and thank you so much and
for this platform.
Speaker 4 (28:07):
Please don't go anywhere. We'll be right back with more
Money Making Conversations Masterclass
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