March 6, 2025 β’ 26 mins
Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Stephanie Chung.
Author of Ally Leadership, How To Lead People Who Are Not Like You, is the first African-American president of a private aviation company with 30+ years of experience- which she began as a baggage handler and led to top executive roles like President of JetSuite and Chief Growth Officer at Wheels Up. Company Description *Launched and led this successful coaching and training firm, establishing the business plan and strategic vision, as well as providing the business development, sales, and operations oversight needed to grow quickly. Engage with clients to provide sales training, executive mentorship, and business coaching, focusing on leadership communications and high-ticket selling.
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⇒ Secured business contracts with major Fortune 500 enterprises, including Prudential, PwC, and Raymond James.⇒ Delivered coaching and advisory services to help small businesses achieve significant improvement, with one client doubling its revenue within 1 year.⇒ Strategically positioned clients to achieve historical best numbers within the first 90 days of engagement.⇒ Expanded revenue opportunities with the development of the “Neuroscience Selling” training product and publication of a highly sought-after book, “Profit Like a Girl, A Woman’s Guide to Kicking Butt in Sales and Leadership.”⇒ Enhanced company and brand visibility through media contributions and speaking engagements for ABC, NBC, CBS, and Inc.com.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hi, I am Rashan McDonald, our host the weekly Money
Making Conversation Masterclass show. The interviews and information that this
show provides are for everyone. It's time to stop reading
other people's success stories and start living your own. If
you want to be a guest on my show, please
visit our website, Moneymakingconversations dot com and click the be
a Guest button. Press submit and information will come directly
(00:23):
to me. Now let's get this show started. My guest
is the author of Ally Leadership, How to Lead People
Who Are Not Like You. She's the first African American
president of a private aviation company with thirty five plus
years of experience, which she began as a baggage handler
and led to top executive roles as president a private
(00:45):
air strip aroline like jet Suite which is amazing, and
chief growth officer at Will's Up, which is also amazing.
From baggage handler to that, we want to hear her
story and she's here to tell it. Please welcome to
Money Making Conversation. That's the class. Stephanie Chung. How you doing, Stephanie?
Speaker 2 (01:04):
I am good, my friend. How are you doing pretty good?
Speaker 1 (01:06):
You know I always you know, I've interviewed you before,
but always when I get to that part about being
a baggage handler and being the president of Jets Sweets,
can you tell everybody because you know, everybody knows about
Delta or they know by American Airlines, but they don't
know that private airline industry. I do. I've been fortunate experience,
I've been fortunate to fly on private jets. Talk about
(01:28):
exactly what jet sweet seals and what wheels up in
relation to the private aviation.
Speaker 3 (01:34):
Industry, absolutely so, I you know, of course, coming from
the private aviation side, I'm a fan and I believe
everybody needs to fly privately.
Speaker 2 (01:44):
So change that's right exactly.
Speaker 3 (01:47):
Aren't we talking about money making conversations? So yeah, I
have absolutely loved the private aviation space. And just to
get your audience a little bit of background, so I've
been in avtion for about forty years, and I started
off in the airlines, as you mentioned, baggage handler, and
then moved into sales and spent many years selling for
(02:09):
the major airlines and then got recruited into private aviation.
And I have loved private aviation ever since, and thankfully
the industry has loved me back as well. So when
you fly privately, the biggest difference is that you're flying
in and out of a private airport, so you're going
through you know, PSA and security, different checking you know,
there's different mechanisms that are used to use to you know,
(02:33):
to check you in and all that stuff. But it's
very different than what you would experience from an airline perspective.
So the biggest thing to think about when you fly
privately is that we fly on your schedule. You don't
fly on ours. So the plane leaves when you are
ready for it to leave, and we are taking you
exactly where you decide you want to go. And that's
really the biggest difference. So you're paying for the convenience
(02:56):
of being able to have us, you know, you call
up the jet never you're ready and for us to
depart and to get you as close to your destination
as humanly possible. And what a lot of people don't realize,
for Shan, I know that you know this. One of
the conveniences of flying privately is the fact that you
get to fly into five thousand different airports, yes, whereas
commercial airlines can only fly into five hundred different airports.
(03:19):
So what that means is if you're you know, let's
use Georgia, or I'm in Dallas, so we can use Dallas.
In my case, yes, you can fly into DFW. Or
if you're in Atlanta, you can fly in Atlanta. But
there's a whole lot of other airports that only carry
private jets that you could fly into that are probably
closer to where you need to be than with the
big major international airports. So that alone will save off
(03:42):
a lot of your time. Also, when you're trying to
get to your meetings and make that money, well, you.
Speaker 1 (03:47):
Know, let's before we get to your book, let's destroy
a lot of myths about who actually fly on private
Just a lot of people think athletes and celambrities and
all that. That's no, just regular people you don't recognize
making all this money. Yeah, flying these private jets on
a regular basis. And when she says that you have
(04:09):
these private jet strips like a lot of times, just
to use an example of race a NASCAR, there are
a lot of private jets airstrips next to NASCAR racetracks
all over this country. Now, a regular plane from American
airlines can't land over there, but a private jet can
land in the airstrip. And that's what she means that
(04:30):
when she said that large number, because they're a lot
of more authorized landing strips for private jet use that
large commercial airline use. Now with that guy.
Speaker 3 (04:40):
Said, and yeah, I was just gonna say one thing, Rashaan,
that might be helpful for your folks as well. You're
one hundred percent right. It's not just a listeners and
celebrities and athletes that fly privately. Majority of people who
fly privately are how that worth individuals that you have
never heard of before, right, So they are running their
own you know, private private companies or you know, perhaps
(05:03):
publicly held companies that you've not heard of. So that's
the encouraging part for any entrepreneur or anyone that's in business,
is that you don't have to be a big old
celebrity in order to fly privately. Most people who fly
privately you would never know their name anyway. The second
part of flying privately is, you know, there's the part
that people don't think of. Yes, you know, most people
(05:23):
think of privately from a luxury perspective, but I don't
I think of it from a practical perspective. Right, So,
you know, private aviation also helps out for a medical transport.
Maybe you're you know, you're trying to get a life
save and organ from one point to another. Right, that
could be one way that reads people are flying privately.
If there's ever any kind of disaster in any country,
(05:46):
private jets are usually the first ones to land because
the country is going through stuff.
Speaker 2 (05:50):
So you know, usually the bigger plants can't get in there.
But if you need relief.
Speaker 3 (05:54):
In a particular country, it's the private jets that come
in land first and try.
Speaker 2 (05:58):
To distribute aids. So there's a a lot.
Speaker 3 (06:00):
Of myths that people don't think about when it comes
to private aviation.
Speaker 2 (06:04):
That's not just off for the rich and famous.
Speaker 1 (06:06):
I'm talking to Stephanie. She's a former president of jeff
Sweet and chief chief growth officer at Will's Up.
Speaker 3 (06:12):
Now.
Speaker 1 (06:12):
You wrote a book. You're the author of a book
called Ally Leadership, How to Lead People who are not
like You? Will you say that? Are you talking about male? Female?
Are you talking about gender? Are we talking about racial?
When you said not like you? What do you mean
when what you're trying to say in that title?
Speaker 3 (06:28):
Yeah, I'm saying everybody right, So thank you for that
setup there. So ally leadership, how do lead people who
are not like you? Is really key, you know, having
everybody think about today's modern workforce. So here are the facts.
Today's modern workforce is. First of all, we've got six
generations working, so that's unheard of. So you know, the
(06:49):
average age and I is anywhere from sixteen to seventy five.
Speaker 2 (06:52):
So when we think about how a zoomer.
Speaker 3 (06:55):
Thinks, they're very different than how a boomer would think, right,
And so that's the first thing is that generationally, this
is the first time in history we've ever had so
many generations all at work at the same time. The
second part ra Sean is the fact that women are
the majority of the population. So when you add women
into the workforce or into the equation I should say,
(07:15):
when it comes to workplace and workforce, women speak differently
and communicate differently, and so that creates a new dimension
that's not you know.
Speaker 2 (07:24):
Typically normal for lack of better words.
Speaker 3 (07:27):
Then when you add the fact that we've got all
the ethnic races growing, non ethnic race shrinking, so that
adds a different dimension to the workforce.
Speaker 2 (07:37):
Not to mention we have.
Speaker 3 (07:38):
People with different neurodiversities, we have people with different physical abilities.
We have lgbt lg LGBTQ plus community, so we've got
a lot of different things happening in today's modern workforce.
So when in the book when I mentioned leading people
who are not like you, I wanted the conversation to
(07:58):
go deeper and wider because up UNTI to that point,
everybody really tried to make it a race thing or
a gender thing, right, And what I'm saying is based
on today's workforce, it isn't everyone thing, right. This is
not a black, white, gay, straight male female issue. This
isn't everybody issue, because all of us are going to
be leading people who are not like us, and they're
(08:19):
not like each other, right, And so that challenged us
as leaders to know how to lead today's modern workforce.
Speaker 2 (08:26):
So that's really what the book is all about.
Speaker 3 (08:27):
It goes much deeper and wider than what the traditional
conversation has been had, and up until this point, it's
really been.
Speaker 2 (08:34):
You know, to the white guys.
Speaker 3 (08:36):
Right, every book has been written to white men on
how to lead women and people of color. And I'm
saying that that's that's important, but that's not the only
discussion that.
Speaker 2 (08:44):
Needs to be had.
Speaker 3 (08:45):
Everybody needs to know how to lead people who are
not like them, because that's the workforce that we're dealing with.
Speaker 1 (08:51):
And when I say that, you're a woman of woman
of color, and so did you ever have to did
you ever overthink the process of leading people who as
you learned as you matured? You know, sometimes we learned
by a mistakes. Sometime we learned through advice as you
were taking it because you were the president of Jessweet.
And if you can't get it, you can't get much
(09:11):
wider than that. Okay, that's private aviation. How was those
steps and how were you being I would say, mentored
for each step along the way.
Speaker 2 (09:24):
Yeah, well, I think you know.
Speaker 3 (09:25):
I have to give a shout out to my mother
and father for starters, because I grew up a military brat,
and so what that really meant was I was that
military kid that moved every two years of my life.
So really what that meant for me, Rashan, is that
I was always the new kid, right, I'd always had
to be the one that to extend the effort to
make new friends because I was a new person in
(09:46):
the neighborhood or new person in the school, or new
person in the class or you know whatever, right, because
I was always moving so much because of what my
father did in the Air Force. So I believe that
that actually helped ruin me a ton because as a
little if I didn't know how to interact with people
who were not like me, I would never have any.
Speaker 2 (10:03):
Friends, right, So I had to learn really.
Speaker 3 (10:06):
Quickly about human connection, and I didn't. Of course, when
I was little, I wouldn't have called it human connection.
I wouldn't have thought about it that way. I just
thought of it as you know, I've got to understand
the clique that I'm being moved into and then how
to maneuver around it. So that was the first part
that really helped me. The second part is.
Speaker 2 (10:25):
I would say, you know, I, yes, I didn't really have.
Speaker 3 (10:28):
I would put it this way. There are people that, yes,
didn't mentor me, but they weren't necessarily mentoring me about
how to communicate with people who weren't like me because
they didn't necessarily see it as an issue.
Speaker 2 (10:39):
You said it correctly that you.
Speaker 3 (10:41):
Know, the industry that I come from is primarily white,
male dominated, so they wouldn't necessarily look at my perspective
and say, oh, you know, you're going to.
Speaker 2 (10:49):
Have a challenger. They just didn't see it. Right.
Speaker 3 (10:52):
I thought it. I knew it was going to be
a challenge, but it just wasn't in there and their
scope for them to be thinking about it. What I
had to do, what's the same things that I learned
as a little kid. At the end of the day,
it's really all about how do you meet people where
they're at? And so the thing that helped me move
up in my career, and especially in an industry that
there was literally, you know, hardly anyone that looked like me.
(11:15):
What I had to learn how to do is to
not come in with a preconceived notion.
Speaker 2 (11:20):
Right, so not only were they not like me.
Speaker 3 (11:22):
Like I wasn't a white male, but also in my industry,
I wasn't a pilot. And usually when you move up
in the ranks in our industry, it's because you are
a pilot, or you know how to fly planes and
you know how to fix planes, or you come from
the military.
Speaker 2 (11:35):
I didn't have any of that stuff.
Speaker 3 (11:37):
And so really the advantage that I did have is
that I understood human connection, and I understood how to
connect with people and to meet them where they're at.
That was my biggest advantage or my superpower, if you will,
and so and I used it. Now.
Speaker 2 (11:50):
Did I always get it right? Nope?
Speaker 3 (11:52):
Sometimes I failed miserably, but for the most part. I
Once I took over a team, and even though people
would look at me like, what's she doing here?
Speaker 2 (12:01):
Right?
Speaker 3 (12:02):
And I'm looking at you know, one of the first
teams I took over, I was I wasn't even a
president at this point.
Speaker 2 (12:07):
I think I was like the VP of sales or something, and.
Speaker 3 (12:09):
I'm looking at this room of my brand new folks
that you know, their leader had moved on, and so
I was brought in to take over the team. And
they were all white men, and they looked alike. They
have the same background, They just they were very similar.
And so here, you know, this black woman comes in
who looks nothing like them. I don't have the same
(12:30):
background or none.
Speaker 2 (12:31):
Of that stuff. And we're it took a minute.
Speaker 3 (12:34):
I'm looking at them thinking, oh boy, right, and they're
looking at me like, oh see right. And so it
took time for me to really, you know, find my
way when it came to leading that team. And the
way that I did it is I literally met with
each one of them separately so that I could get
to know them, not just the role that they played.
(12:56):
I mean, I knew that they were salespeople, but how
do I get to know them? And this is really
important for any leader, is it's not these aren't just
people that work for you. It's like this person is
somebody's father, somebody's best friend, somebody's husband, somebody's son. Like
I need to know that part because once I understand
who that person is, then we're trying to get to
(13:16):
the same goal. Right. Our job is to make sure
that this company brings in.
Speaker 2 (13:20):
The revenue that it's supposed to.
Speaker 3 (13:21):
So we've got the same goal, but how we may
go about it maybe differently because we have different backgrounds,
et cetera. So my job as the leader is to
find out what's different about each person on my team
and then to meet them where they're at and then
start to build that relationship from there.
Speaker 2 (13:38):
Wow.
Speaker 3 (13:38):
So that's a long way to see that I wish
I had.
Speaker 1 (13:43):
For you right quick, because I was talking to my
daughter and I was saying, it's a lot of things
in life that you are going to do is not
for you to make you comfortable. It's about gaining information
so you can relate to somebody that you don't know.
In other words, yes, play go off. That might not
be something you want to do. But playing golf with
(14:04):
people who play golf to create a relationship so they
can be comfortable and have something to talk to you
about can move you up the ladder. Talking about football
or watching football or watching basketball, because if you're hearing
them talking about something and you're on the outside, maybe
you might want to start watching if you want to
get in a relationship with these people. That's all she's saying.
(14:26):
She's saying, knowing if they have birthdays coming up, knowing
if they have two kids, knowing if they married, knowing
that they're single, knowing if their grandparents are coming to town.
All that is is conversation. And when you don't participate
like that, then you're going to be on the outside
and you will not be part of the conversation of success.
(14:47):
And that is I always tell people this when people
are making decisions and the racism does exist, Stephanie, I
tell people all the time, But I always tell people
decisions are made by people when they look forward, they
look left, and they look right. Nobody ever turns around
and makes a decision with as who's standing behind them.
(15:09):
Your job is to stay in the decision maker's eyeline,
on their left side, their right side, or in front
of them. Then you have an opportunity after that you
have to start understanding the process of communication. When we
get back, we want to listen to more of this
wooh Alli Leadership How to Leave People who Are Not
(15:30):
Like You by Stephanie Chong.
Speaker 4 (15:32):
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. Money Making Conversations Masterclass
continues online at Moneymakingconversations dot com and follow money Making
(15:56):
Conversations Masterclass on Facebook, Twitter and Instagram.
Speaker 1 (16:01):
And we really are having a masterclass on leadership live
by Stephanie Chong and her book Ally Leadership as all
Y Leadership, How to Lead People who Are Not Like You,
And it really just hit on me as we went
to break there, Stephanie, that really that's what we're talking
about leading, how to lead and how to lead people
(16:21):
in this new generation because we have so many stereotypes
and HR plays such a major role in how people
react to you or how you should react to people.
Signs you are falling into the generational stereotypes. Please help
my audience with that.
Speaker 3 (16:39):
Well, a lot of people, you know, that's a great question.
A lot of people think of younger folks, right, you know,
if you're older, let's say, if you're around our age, right, Rashan,
I know that you're very very similar in age. So
the way that we see things and the way that
we worked our way through our career is very different
in how younger folks are working their way through career.
So I'll give you a perfect example. Let's use millennials.
(17:02):
When millennials first came out, everybody, especially our generation, was
just talking smack about them.
Speaker 2 (17:07):
Yeah, it was just like but they just.
Speaker 3 (17:09):
Could not cut a break. And so but one of
the things that I did, I remember writing an article
in one of the magazines, and it got a lot
of traction because I was defending millennials. And the reason
why I was defending millennials is I was calling out
our generation to say, well, first of all, we raised them,
so we got a problem with them, Like we need
to look in the mirror. But the real thing is,
when you think about let's say younger generation, right, they
(17:31):
watched their parents usually argue, like, you have both parents working,
So first of all, they tend to be latchkey kids.
They come home to empty home, and so when mom
and dad were together, it's mom and dad are together.
Then they would see them usually if they were having
any arguments, it was over money, right, or not spending
enough time together. And so you now take the younger generation,
(17:52):
who's like, listen, if you give me two weeks vacation
or three weeks vacation, I'm going to take the three
weeks or two weeks vacation, whereas our generation grew up
that we wouldn't even think to take, like even though
we're given.
Speaker 2 (18:06):
Two weeks vacation, we just wouldn't think to take.
Speaker 3 (18:08):
Two weeks vacation, right, And so that's one way that's
very different. And so older people always think, Okay, well
these younger folks they don't want to work hard, and
they're not they're always they want to work from home,
and they're never around and they're just not productive. And
of course younger people are looking at older people thinking
they don't even know how to.
Speaker 2 (18:25):
Turn on the computer.
Speaker 3 (18:26):
You know, all they do is they just want me
in the office, and I'm much more productive, you know,
not being there. And so there's a lot of lack
of understanding. At the end of the day, it doesn't
matter who. How can you get the most work and
get the most productivity out of your folks and however
that works for them, and each each generation could define
it a different way. Then you as a leader have
(18:48):
to make some decisions. And my personal philosophy is I'm
going to meet them where of the rep if you don't.
If you're not you know, you don't want to work
eight to five, and the job has the flexibility and
you do have to work too, can or whatever. I
don't care a lot as the job gets done right.
And so that's where I think that there's an opportunity
for all of the generations to come together and get
(19:09):
on one accord the one thing that no matter how
you do the job, there's one thing that needs to
get done, which is the job itself. Now you may
have different approaches on how to get it done, and
that's okay, And I think us older folks can certainly
listen and learn to the younger folks, but we also
have a lot of wisdom and things that can help
younger folks try to avoid some of the pitfalls. So
I highly encourage younger people to sit and listen as
(19:32):
well to some of the boomers and the gen X
and that type of thing as well. So everybody's got
places that they can listen and learn, and that as
a just as a career, you know, motto in general
for your especially for your listeners that are perhaps younger
and trying to get to the C suite or maybe
own their own business, et cetera. The best thing you
can do is to be a really good communicator. And
(19:53):
that's not just talking. A lot of that is also
being really mindful and understanding how to actively listen as well.
Speaker 1 (20:00):
It's definitely of fear, and I'm gonna just share fear
will stop me from going on vacation because I felt
that if I left that you know, somebody will get
in front of me or I would lose value. And
that's I think that's carried a lot in the older generation,
and I'm that older generation. Fear of the opportunity that
(20:24):
I built so hard to to get will be lost.
Does fear player role you think in the way an
older generation communicates, sets their goal versus the new generation
looks at, especially new technology.
Speaker 3 (20:43):
Well, definitely there's a fear with the technology. I think
a lot of times with older with the older population
right now, everybody obviously not drinking, but you know we
could usually Also there's so much technology. You know, our
are our younger folks and you know, I'll say our
kids because you know, I have a child that's thirty two.
So they all grew up on technology, so.
Speaker 2 (21:02):
They don't have any fear at all.
Speaker 3 (21:03):
That's the only thing they do, whereas we've had to
try to learn technology. So by all means, you're right,
there tends to be a little bit of fear there.
But also the way that we grew up, I would
say ra Sean, is that you're right.
Speaker 2 (21:13):
You know, you didn't want.
Speaker 3 (21:14):
To spend two days two weeks away because there was
always one you'd come back and you know you have
two months worth of work, right. But then the second
part of it is yeah, and also you may not
have been out for it to be away for two weeks, right,
you know, even though it's a paid vacation, but you
still got to pay for the vacation, right, So that
also linked itself into it. But The thing that's really
(21:34):
interesting to me when you think about fear is, right now,
I think there's so much going on in the world
that we're probably all functioning and a relative you know,
a space of fear in some aspect of our lives. Right.
There's just so much going on, and so when you
think of it that way, especially when we think of
the terms of work, Yes, once upon a time, people
(21:55):
may have been a fade because if I leave, somebody
else is going to, you know, overtake me.
Speaker 2 (21:58):
And especially with when because women didn't.
Speaker 3 (22:01):
Always play nice with each other, right, there was so
few of them in the workplace that you know, the
enemy wasn't usually men, The enemy was usually another woman, right,
because you're kind of each client stepping on each other
just to call up to the top. So thankfully we're
starting to see all those types of horrible behaviors go away,
and now much more, especially for women, they're much more
supportive of each other, so that fear starts to chip
(22:22):
away because we've got each other's back. And I would
say the true is with the generation as well. You know,
a lot of this goes back to the leadership. From
my perspective, for Sean that when you have a really
good leader, the leader is making sure that the place
is humming correctly, and so therefore there shouldn't be that
type of animosity or that type of fear, because that's
(22:43):
just misdirected energy and it takes away from the thing
that we're all supposed to.
Speaker 2 (22:48):
Be getting done, which is the job.
Speaker 3 (22:50):
Right. And so if you've got a climate where people
are running around with it's got some fear or they're
nervous about something, all that all roads for me lead
back to the leader. The leader needs to make sure
that that is not happening in their workplace or at
least on their team. And that's not the responsibility of
the team. The team will have some part to play
in it, but the responsibility really sets on the leader
(23:11):
as to how this team's going to function and we're
going to function as a team. And that's why when
you have people who are not like you, they actually
outperform traditional teams because they think differently, and they act differently,
and they see the world differently, and they're not afraid
to challenge.
Speaker 2 (23:26):
The status quo.
Speaker 3 (23:27):
Right. All of those things are great for a team,
but it also means that you, as a leader have
to be professionally mature enough to know how to lead
that type of team.
Speaker 1 (23:35):
Stiffanie in thirty seconds. Ally leadership. Why is it so
crucial for today's diverse workforce.
Speaker 3 (23:44):
Yeah, because at the end of the day, you know,
I am really fixated on grooming the next set of
leaders to know how to lead the modern workforce. The
modern workforce is what we've all described earlier, as far
as the generations and different agendas and so on and
so forth. Why it's pivotal for leaders is because that's
going to give you the competitive advantage. If you're looking
to move up in your career, perhaps you're trying to
(24:05):
get to the C suite or just run a really great,
profitable business, then you're going to have to have that
competitive advantage. It's not always about just you know who
you know and all that stuff. People always lean on
the fact that, oh, I've got this great product. Okay, newsplash.
Your product may be good, it might even be great,
but it's certainly not the only thing out there. Right,
there's a lot of other products that we can see.
(24:27):
The differentiator will be the human connection aspect of your product,
the human connection aspect of your company. You know, I
recently read a research and I know this is more
than thirty seconds, but even when I speak to teams
and leaders, I read research recently that there's three things
that today's consumers really want from companies that they do
business with. One they want transparency in pricing. Two they
(24:50):
want transparency and understanding how you're going to use their data,
secure their data, collect their data. And three they want
a personalized experience every single touch point that they have
with your organization.
Speaker 2 (25:01):
That last one is pivotal. And so what's going to
be the differentiator for.
Speaker 3 (25:06):
You is really the people that you hire and how
you interact with your customers. And what that means is
you have to know how to lead people who are
not like you, because they're going to be interacting with
people who are not like you. So I just see
it as a not just a leadership thing, it's also just.
Speaker 2 (25:21):
Really good business.
Speaker 3 (25:22):
If you want to run a business or have a
business that thrives, you cannot just sell to one type
of client. It doesn't work right. You're going to have
to be able to sell to all different types of
clients with beings that you yourself have to know how
to interact with everybody and people specifically who.
Speaker 2 (25:37):
Are not like you. Wow.
Speaker 1 (25:38):
She started as a baggage handler and rose to the
top of the food chain in the private jet industry.
A book ally Leadership, How to Lead People Who Are
Not Like You, Stephanie, thanks for coming on money Making
Conversation master Class.
Speaker 3 (25:51):
Thanks so much for having me Rashan.
Speaker 2 (25:53):
Have a great rest of your evening.
Speaker 1 (25:54):
You're awesome. This has been another edition of Money Making
Conversation Master Class hosted by me Rashan McDonald. Thank you
to our guests on the show today, and thank you
our listening audience now. If you want to listen to
any episode or want to be a guest on the show,
visit Moneymaking Conversations dot com. Our social media handle is
money Making Conversations. Join us next week and remember to
(26:16):
always lead with your gifts. Keep winning. This has been
another edition of Money Making Conversation Masterclass hosted by me
Rashaun McDonald. Thank you to our guests on the show today,
and thank you our listening to the audience now. If
you want to listen to any episode or want to
be a guest on the show, visit Moneymakingconversations dot com.
Our social media handle is money Making conversations. Join us
(26:39):
next week and remember to always leave with your gifts.
Keep winning,
Hi, I am Rashan McDonald, our host the weekly Money
Making Conversation Masterclass show. The interviews and information that this
show provides are for everyone. It's time to stop reading
other people's success stories and start living your own. If
you want to be a guest on my show, please
visit our website, Moneymakingconversations dot com and click the be
a Guest button. Press submit and information will come directly
(00:23):
to me. Now let's get this show started. My guest
is the author of Ally Leadership, How to Lead People
Who Are Not Like You. She's the first African American
president of a private aviation company with thirty five plus
years of experience, which she began as a baggage handler
and led to top executive roles as president a private
(00:45):
air strip aroline like jet Suite which is amazing, and
chief growth officer at Will's Up, which is also amazing.
From baggage handler to that, we want to hear her
story and she's here to tell it. Please welcome to
Money Making Conversation. That's the class. Stephanie Chung. How you doing, Stephanie?
Speaker 2 (01:04):
I am good, my friend. How are you doing pretty good?
Speaker 1 (01:06):
You know I always you know, I've interviewed you before,
but always when I get to that part about being
a baggage handler and being the president of Jets Sweets,
can you tell everybody because you know, everybody knows about
Delta or they know by American Airlines, but they don't
know that private airline industry. I do. I've been fortunate experience,
I've been fortunate to fly on private jets. Talk about
(01:28):
exactly what jet sweet seals and what wheels up in
relation to the private aviation.
Speaker 3 (01:34):
Industry, absolutely so, I you know, of course, coming from
the private aviation side, I'm a fan and I believe
everybody needs to fly privately.
Speaker 2 (01:44):
So change that's right exactly.
Speaker 3 (01:47):
Aren't we talking about money making conversations? So yeah, I
have absolutely loved the private aviation space. And just to
get your audience a little bit of background, so I've
been in avtion for about forty years, and I started
off in the airlines, as you mentioned, baggage handler, and
then moved into sales and spent many years selling for
(02:09):
the major airlines and then got recruited into private aviation.
And I have loved private aviation ever since, and thankfully
the industry has loved me back as well. So when
you fly privately, the biggest difference is that you're flying
in and out of a private airport, so you're going
through you know, PSA and security, different checking you know,
there's different mechanisms that are used to use to you know,
(02:33):
to check you in and all that stuff. But it's
very different than what you would experience from an airline perspective.
So the biggest thing to think about when you fly
privately is that we fly on your schedule. You don't
fly on ours. So the plane leaves when you are
ready for it to leave, and we are taking you
exactly where you decide you want to go. And that's
really the biggest difference. So you're paying for the convenience
(02:56):
of being able to have us, you know, you call
up the jet never you're ready and for us to
depart and to get you as close to your destination
as humanly possible. And what a lot of people don't realize,
for Shan, I know that you know this. One of
the conveniences of flying privately is the fact that you
get to fly into five thousand different airports, yes, whereas
commercial airlines can only fly into five hundred different airports.
(03:19):
So what that means is if you're you know, let's
use Georgia, or I'm in Dallas, so we can use Dallas.
In my case, yes, you can fly into DFW. Or
if you're in Atlanta, you can fly in Atlanta. But
there's a whole lot of other airports that only carry
private jets that you could fly into that are probably
closer to where you need to be than with the
big major international airports. So that alone will save off
(03:42):
a lot of your time. Also, when you're trying to
get to your meetings and make that money, well, you.
Speaker 1 (03:47):
Know, let's before we get to your book, let's destroy
a lot of myths about who actually fly on private
Just a lot of people think athletes and celambrities and
all that. That's no, just regular people you don't recognize
making all this money. Yeah, flying these private jets on
a regular basis. And when she says that you have
(04:09):
these private jet strips like a lot of times, just
to use an example of race a NASCAR, there are
a lot of private jets airstrips next to NASCAR racetracks
all over this country. Now, a regular plane from American
airlines can't land over there, but a private jet can
land in the airstrip. And that's what she means that
(04:30):
when she said that large number, because they're a lot
of more authorized landing strips for private jet use that
large commercial airline use. Now with that guy.
Speaker 3 (04:40):
Said, and yeah, I was just gonna say one thing, Rashaan,
that might be helpful for your folks as well. You're
one hundred percent right. It's not just a listeners and
celebrities and athletes that fly privately. Majority of people who
fly privately are how that worth individuals that you have
never heard of before, right, So they are running their
own you know, private private companies or you know, perhaps
(05:03):
publicly held companies that you've not heard of. So that's
the encouraging part for any entrepreneur or anyone that's in business,
is that you don't have to be a big old
celebrity in order to fly privately. Most people who fly
privately you would never know their name anyway. The second
part of flying privately is, you know, there's the part
that people don't think of. Yes, you know, most people
(05:23):
think of privately from a luxury perspective, but I don't
I think of it from a practical perspective. Right, So,
you know, private aviation also helps out for a medical transport.
Maybe you're you know, you're trying to get a life
save and organ from one point to another. Right, that
could be one way that reads people are flying privately.
If there's ever any kind of disaster in any country,
(05:46):
private jets are usually the first ones to land because
the country is going through stuff.
Speaker 2 (05:50):
So you know, usually the bigger plants can't get in there.
But if you need relief.
Speaker 3 (05:54):
In a particular country, it's the private jets that come
in land first and try.
Speaker 2 (05:58):
To distribute aids. So there's a a lot.
Speaker 3 (06:00):
Of myths that people don't think about when it comes
to private aviation.
Speaker 2 (06:04):
That's not just off for the rich and famous.
Speaker 1 (06:06):
I'm talking to Stephanie. She's a former president of jeff
Sweet and chief chief growth officer at Will's Up.
Speaker 3 (06:12):
Now.
Speaker 1 (06:12):
You wrote a book. You're the author of a book
called Ally Leadership, How to Lead People who are not
like You? Will you say that? Are you talking about male? Female?
Are you talking about gender? Are we talking about racial?
When you said not like you? What do you mean
when what you're trying to say in that title?
Speaker 3 (06:28):
Yeah, I'm saying everybody right, So thank you for that
setup there. So ally leadership, how do lead people who
are not like you? Is really key, you know, having
everybody think about today's modern workforce. So here are the facts.
Today's modern workforce is. First of all, we've got six
generations working, so that's unheard of. So you know, the
(06:49):
average age and I is anywhere from sixteen to seventy five.
Speaker 2 (06:52):
So when we think about how a zoomer.
Speaker 3 (06:55):
Thinks, they're very different than how a boomer would think, right,
And so that's the first thing is that generationally, this
is the first time in history we've ever had so
many generations all at work at the same time. The
second part ra Sean is the fact that women are
the majority of the population. So when you add women
into the workforce or into the equation I should say,
(07:15):
when it comes to workplace and workforce, women speak differently
and communicate differently, and so that creates a new dimension
that's not you know.
Speaker 2 (07:24):
Typically normal for lack of better words.
Speaker 3 (07:27):
Then when you add the fact that we've got all
the ethnic races growing, non ethnic race shrinking, so that
adds a different dimension to the workforce.
Speaker 2 (07:37):
Not to mention we have.
Speaker 3 (07:38):
People with different neurodiversities, we have people with different physical abilities.
We have lgbt lg LGBTQ plus community, so we've got
a lot of different things happening in today's modern workforce.
So when in the book when I mentioned leading people
who are not like you, I wanted the conversation to
(07:58):
go deeper and wider because up UNTI to that point,
everybody really tried to make it a race thing or
a gender thing, right, And what I'm saying is based
on today's workforce, it isn't everyone thing, right. This is
not a black, white, gay, straight male female issue. This
isn't everybody issue, because all of us are going to
be leading people who are not like us, and they're
(08:19):
not like each other, right, And so that challenged us
as leaders to know how to lead today's modern workforce.
Speaker 2 (08:26):
So that's really what the book is all about.
Speaker 3 (08:27):
It goes much deeper and wider than what the traditional
conversation has been had, and up until this point, it's
really been.
Speaker 2 (08:34):
You know, to the white guys.
Speaker 3 (08:36):
Right, every book has been written to white men on
how to lead women and people of color. And I'm
saying that that's that's important, but that's not the only
discussion that.
Speaker 2 (08:44):
Needs to be had.
Speaker 3 (08:45):
Everybody needs to know how to lead people who are
not like them, because that's the workforce that we're dealing with.
Speaker 1 (08:51):
And when I say that, you're a woman of woman
of color, and so did you ever have to did
you ever overthink the process of leading people who as
you learned as you matured? You know, sometimes we learned
by a mistakes. Sometime we learned through advice as you
were taking it because you were the president of Jessweet.
And if you can't get it, you can't get much
(09:11):
wider than that. Okay, that's private aviation. How was those
steps and how were you being I would say, mentored
for each step along the way.
Speaker 2 (09:24):
Yeah, well, I think you know.
Speaker 3 (09:25):
I have to give a shout out to my mother
and father for starters, because I grew up a military brat,
and so what that really meant was I was that
military kid that moved every two years of my life.
So really what that meant for me, Rashan, is that
I was always the new kid, right, I'd always had
to be the one that to extend the effort to
make new friends because I was a new person in
(09:46):
the neighborhood or new person in the school, or new
person in the class or you know whatever, right, because
I was always moving so much because of what my
father did in the Air Force. So I believe that
that actually helped ruin me a ton because as a
little if I didn't know how to interact with people
who were not like me, I would never have any.
Speaker 2 (10:03):
Friends, right, So I had to learn really.
Speaker 3 (10:06):
Quickly about human connection, and I didn't. Of course, when
I was little, I wouldn't have called it human connection.
I wouldn't have thought about it that way. I just
thought of it as you know, I've got to understand
the clique that I'm being moved into and then how
to maneuver around it. So that was the first part
that really helped me. The second part is.
Speaker 2 (10:25):
I would say, you know, I, yes, I didn't really have.
Speaker 3 (10:28):
I would put it this way. There are people that, yes,
didn't mentor me, but they weren't necessarily mentoring me about
how to communicate with people who weren't like me because
they didn't necessarily see it as an issue.
Speaker 2 (10:39):
You said it correctly that you.
Speaker 3 (10:41):
Know, the industry that I come from is primarily white,
male dominated, so they wouldn't necessarily look at my perspective
and say, oh, you know, you're going to.
Speaker 2 (10:49):
Have a challenger. They just didn't see it. Right.
Speaker 3 (10:52):
I thought it. I knew it was going to be
a challenge, but it just wasn't in there and their
scope for them to be thinking about it. What I
had to do, what's the same things that I learned
as a little kid. At the end of the day,
it's really all about how do you meet people where
they're at? And so the thing that helped me move
up in my career, and especially in an industry that
there was literally, you know, hardly anyone that looked like me.
(11:15):
What I had to learn how to do is to
not come in with a preconceived notion.
Speaker 2 (11:20):
Right, so not only were they not like me.
Speaker 3 (11:22):
Like I wasn't a white male, but also in my industry,
I wasn't a pilot. And usually when you move up
in the ranks in our industry, it's because you are
a pilot, or you know how to fly planes and
you know how to fix planes, or you come from
the military.
Speaker 2 (11:35):
I didn't have any of that stuff.
Speaker 3 (11:37):
And so really the advantage that I did have is
that I understood human connection, and I understood how to
connect with people and to meet them where they're at.
That was my biggest advantage or my superpower, if you will,
and so and I used it. Now.
Speaker 2 (11:50):
Did I always get it right? Nope?
Speaker 3 (11:52):
Sometimes I failed miserably, but for the most part. I
Once I took over a team, and even though people
would look at me like, what's she doing here?
Speaker 2 (12:01):
Right?
Speaker 3 (12:02):
And I'm looking at you know, one of the first
teams I took over, I was I wasn't even a
president at this point.
Speaker 2 (12:07):
I think I was like the VP of sales or something, and.
Speaker 3 (12:09):
I'm looking at this room of my brand new folks
that you know, their leader had moved on, and so
I was brought in to take over the team. And
they were all white men, and they looked alike. They
have the same background, They just they were very similar.
And so here, you know, this black woman comes in
who looks nothing like them. I don't have the same
(12:30):
background or none.
Speaker 2 (12:31):
Of that stuff. And we're it took a minute.
Speaker 3 (12:34):
I'm looking at them thinking, oh boy, right, and they're
looking at me like, oh see right. And so it
took time for me to really, you know, find my
way when it came to leading that team. And the
way that I did it is I literally met with
each one of them separately so that I could get
to know them, not just the role that they played.
(12:56):
I mean, I knew that they were salespeople, but how
do I get to know them? And this is really
important for any leader, is it's not these aren't just
people that work for you. It's like this person is
somebody's father, somebody's best friend, somebody's husband, somebody's son. Like
I need to know that part because once I understand
who that person is, then we're trying to get to
(13:16):
the same goal. Right. Our job is to make sure
that this company brings in.
Speaker 2 (13:20):
The revenue that it's supposed to.
Speaker 3 (13:21):
So we've got the same goal, but how we may
go about it maybe differently because we have different backgrounds,
et cetera. So my job as the leader is to
find out what's different about each person on my team
and then to meet them where they're at and then
start to build that relationship from there.
Speaker 2 (13:38):
Wow.
Speaker 3 (13:38):
So that's a long way to see that I wish
I had.
Speaker 1 (13:43):
For you right quick, because I was talking to my
daughter and I was saying, it's a lot of things
in life that you are going to do is not
for you to make you comfortable. It's about gaining information
so you can relate to somebody that you don't know.
In other words, yes, play go off. That might not
be something you want to do. But playing golf with
(14:04):
people who play golf to create a relationship so they
can be comfortable and have something to talk to you
about can move you up the ladder. Talking about football
or watching football or watching basketball, because if you're hearing
them talking about something and you're on the outside, maybe
you might want to start watching if you want to
get in a relationship with these people. That's all she's saying.
(14:26):
She's saying, knowing if they have birthdays coming up, knowing
if they have two kids, knowing if they married, knowing
that they're single, knowing if their grandparents are coming to town.
All that is is conversation. And when you don't participate
like that, then you're going to be on the outside
and you will not be part of the conversation of success.
(14:47):
And that is I always tell people this when people
are making decisions and the racism does exist, Stephanie, I
tell people all the time, But I always tell people
decisions are made by people when they look forward, they
look left, and they look right. Nobody ever turns around
and makes a decision with as who's standing behind them.
(15:09):
Your job is to stay in the decision maker's eyeline,
on their left side, their right side, or in front
of them. Then you have an opportunity after that you
have to start understanding the process of communication. When we
get back, we want to listen to more of this
wooh Alli Leadership How to Leave People who Are Not
(15:30):
Like You by Stephanie Chong.
Speaker 4 (15:32):
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. Money Making Conversations Masterclass
continues online at Moneymakingconversations dot com and follow money Making
(15:56):
Conversations Masterclass on Facebook, Twitter and Instagram.
Speaker 1 (16:01):
And we really are having a masterclass on leadership live
by Stephanie Chong and her book Ally Leadership as all
Y Leadership, How to Lead People who Are Not Like You,
And it really just hit on me as we went
to break there, Stephanie, that really that's what we're talking
about leading, how to lead and how to lead people
(16:21):
in this new generation because we have so many stereotypes
and HR plays such a major role in how people
react to you or how you should react to people.
Signs you are falling into the generational stereotypes. Please help
my audience with that.
Speaker 3 (16:39):
Well, a lot of people, you know, that's a great question.
A lot of people think of younger folks, right, you know,
if you're older, let's say, if you're around our age, right, Rashan,
I know that you're very very similar in age. So
the way that we see things and the way that
we worked our way through our career is very different
in how younger folks are working their way through career.
So I'll give you a perfect example. Let's use millennials.
(17:02):
When millennials first came out, everybody, especially our generation, was
just talking smack about them.
Speaker 2 (17:07):
Yeah, it was just like but they just.
Speaker 3 (17:09):
Could not cut a break. And so but one of
the things that I did, I remember writing an article
in one of the magazines, and it got a lot
of traction because I was defending millennials. And the reason
why I was defending millennials is I was calling out
our generation to say, well, first of all, we raised them,
so we got a problem with them, Like we need
to look in the mirror. But the real thing is,
when you think about let's say younger generation, right, they
(17:31):
watched their parents usually argue, like, you have both parents working,
So first of all, they tend to be latchkey kids.
They come home to empty home, and so when mom
and dad were together, it's mom and dad are together.
Then they would see them usually if they were having
any arguments, it was over money, right, or not spending
enough time together. And so you now take the younger generation,
(17:52):
who's like, listen, if you give me two weeks vacation
or three weeks vacation, I'm going to take the three
weeks or two weeks vacation, whereas our generation grew up
that we wouldn't even think to take, like even though
we're given.
Speaker 2 (18:06):
Two weeks vacation, we just wouldn't think to take.
Speaker 3 (18:08):
Two weeks vacation, right, And so that's one way that's
very different. And so older people always think, Okay, well
these younger folks they don't want to work hard, and
they're not they're always they want to work from home,
and they're never around and they're just not productive. And
of course younger people are looking at older people thinking
they don't even know how to.
Speaker 2 (18:25):
Turn on the computer.
Speaker 3 (18:26):
You know, all they do is they just want me
in the office, and I'm much more productive, you know,
not being there. And so there's a lot of lack
of understanding. At the end of the day, it doesn't
matter who. How can you get the most work and
get the most productivity out of your folks and however
that works for them, and each each generation could define
it a different way. Then you as a leader have
(18:48):
to make some decisions. And my personal philosophy is I'm
going to meet them where of the rep if you don't.
If you're not you know, you don't want to work
eight to five, and the job has the flexibility and
you do have to work too, can or whatever. I
don't care a lot as the job gets done right.
And so that's where I think that there's an opportunity
for all of the generations to come together and get
(19:09):
on one accord the one thing that no matter how
you do the job, there's one thing that needs to
get done, which is the job itself. Now you may
have different approaches on how to get it done, and
that's okay, And I think us older folks can certainly
listen and learn to the younger folks, but we also
have a lot of wisdom and things that can help
younger folks try to avoid some of the pitfalls. So
I highly encourage younger people to sit and listen as
(19:32):
well to some of the boomers and the gen X
and that type of thing as well. So everybody's got
places that they can listen and learn, and that as
a just as a career, you know, motto in general
for your especially for your listeners that are perhaps younger
and trying to get to the C suite or maybe
own their own business, et cetera. The best thing you
can do is to be a really good communicator. And
(19:53):
that's not just talking. A lot of that is also
being really mindful and understanding how to actively listen as well.
Speaker 1 (20:00):
It's definitely of fear, and I'm gonna just share fear
will stop me from going on vacation because I felt
that if I left that you know, somebody will get
in front of me or I would lose value. And
that's I think that's carried a lot in the older generation,
and I'm that older generation. Fear of the opportunity that
(20:24):
I built so hard to to get will be lost.
Does fear player role you think in the way an
older generation communicates, sets their goal versus the new generation
looks at, especially new technology.
Speaker 3 (20:43):
Well, definitely there's a fear with the technology. I think
a lot of times with older with the older population
right now, everybody obviously not drinking, but you know we
could usually Also there's so much technology. You know, our
are our younger folks and you know, I'll say our
kids because you know, I have a child that's thirty two.
So they all grew up on technology, so.
Speaker 2 (21:02):
They don't have any fear at all.
Speaker 3 (21:03):
That's the only thing they do, whereas we've had to
try to learn technology. So by all means, you're right,
there tends to be a little bit of fear there.
But also the way that we grew up, I would
say ra Sean, is that you're right.
Speaker 2 (21:13):
You know, you didn't want.
Speaker 3 (21:14):
To spend two days two weeks away because there was
always one you'd come back and you know you have
two months worth of work, right. But then the second
part of it is yeah, and also you may not
have been out for it to be away for two weeks, right,
you know, even though it's a paid vacation, but you
still got to pay for the vacation, right, So that
also linked itself into it. But The thing that's really
(21:34):
interesting to me when you think about fear is, right now,
I think there's so much going on in the world
that we're probably all functioning and a relative you know,
a space of fear in some aspect of our lives. Right.
There's just so much going on, and so when you
think of it that way, especially when we think of
the terms of work, Yes, once upon a time, people
(21:55):
may have been a fade because if I leave, somebody
else is going to, you know, overtake me.
Speaker 2 (21:58):
And especially with when because women didn't.
Speaker 3 (22:01):
Always play nice with each other, right, there was so
few of them in the workplace that you know, the
enemy wasn't usually men, The enemy was usually another woman, right,
because you're kind of each client stepping on each other
just to call up to the top. So thankfully we're
starting to see all those types of horrible behaviors go away,
and now much more, especially for women, they're much more
supportive of each other, so that fear starts to chip
(22:22):
away because we've got each other's back. And I would
say the true is with the generation as well. You know,
a lot of this goes back to the leadership. From
my perspective, for Sean that when you have a really
good leader, the leader is making sure that the place
is humming correctly, and so therefore there shouldn't be that
type of animosity or that type of fear, because that's
(22:43):
just misdirected energy and it takes away from the thing
that we're all supposed to.
Speaker 2 (22:48):
Be getting done, which is the job.
Speaker 3 (22:50):
Right. And so if you've got a climate where people
are running around with it's got some fear or they're
nervous about something, all that all roads for me lead
back to the leader. The leader needs to make sure
that that is not happening in their workplace or at
least on their team. And that's not the responsibility of
the team. The team will have some part to play
in it, but the responsibility really sets on the leader
(23:11):
as to how this team's going to function and we're
going to function as a team. And that's why when
you have people who are not like you, they actually
outperform traditional teams because they think differently, and they act differently,
and they see the world differently, and they're not afraid
to challenge.
Speaker 2 (23:26):
The status quo.
Speaker 3 (23:27):
Right. All of those things are great for a team,
but it also means that you, as a leader have
to be professionally mature enough to know how to lead
that type of team.
Speaker 1 (23:35):
Stiffanie in thirty seconds. Ally leadership. Why is it so
crucial for today's diverse workforce.
Speaker 3 (23:44):
Yeah, because at the end of the day, you know,
I am really fixated on grooming the next set of
leaders to know how to lead the modern workforce. The
modern workforce is what we've all described earlier, as far
as the generations and different agendas and so on and
so forth. Why it's pivotal for leaders is because that's
going to give you the competitive advantage. If you're looking
to move up in your career, perhaps you're trying to
(24:05):
get to the C suite or just run a really great,
profitable business, then you're going to have to have that
competitive advantage. It's not always about just you know who
you know and all that stuff. People always lean on
the fact that, oh, I've got this great product. Okay, newsplash.
Your product may be good, it might even be great,
but it's certainly not the only thing out there. Right,
there's a lot of other products that we can see.
(24:27):
The differentiator will be the human connection aspect of your product,
the human connection aspect of your company. You know, I
recently read a research and I know this is more
than thirty seconds, but even when I speak to teams
and leaders, I read research recently that there's three things
that today's consumers really want from companies that they do
business with. One they want transparency in pricing. Two they
(24:50):
want transparency and understanding how you're going to use their data,
secure their data, collect their data. And three they want
a personalized experience every single touch point that they have
with your organization.
Speaker 2 (25:01):
That last one is pivotal. And so what's going to
be the differentiator for.
Speaker 3 (25:06):
You is really the people that you hire and how
you interact with your customers. And what that means is
you have to know how to lead people who are
not like you, because they're going to be interacting with
people who are not like you. So I just see
it as a not just a leadership thing, it's also just.
Speaker 2 (25:21):
Really good business.
Speaker 3 (25:22):
If you want to run a business or have a
business that thrives, you cannot just sell to one type
of client. It doesn't work right. You're going to have
to be able to sell to all different types of
clients with beings that you yourself have to know how
to interact with everybody and people specifically who.
Speaker 2 (25:37):
Are not like you. Wow.
Speaker 1 (25:38):
She started as a baggage handler and rose to the
top of the food chain in the private jet industry.
A book ally Leadership, How to Lead People Who Are
Not Like You, Stephanie, thanks for coming on money Making
Conversation master Class.
Speaker 3 (25:51):
Thanks so much for having me Rashan.
Speaker 2 (25:53):
Have a great rest of your evening.
Speaker 1 (25:54):
You're awesome. This has been another edition of Money Making
Conversation Master Class hosted by me Rashan McDonald. Thank you
to our guests on the show today, and thank you
our listening audience now. If you want to listen to
any episode or want to be a guest on the show,
visit Moneymaking Conversations dot com. Our social media handle is
money Making Conversations. Join us next week and remember to
(26:16):
always lead with your gifts. Keep winning. This has been
another edition of Money Making Conversation Masterclass hosted by me
Rashaun McDonald. Thank you to our guests on the show today,
and thank you our listening to the audience now. If
you want to listen to any episode or want to
be a guest on the show, visit Moneymakingconversations dot com.
Our social media handle is money Making conversations. Join us
(26:39):
next week and remember to always leave with your gifts.
Keep winning,
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