October 10, 2025 • 19 mins
We’re unpacking leadership that builds people up, leaves no one behind, and measures success by lives changed—not trophies. With Phyllis Nichols, we dig into the practice of leading from the back of the pack, where teaching, coaching, and empowering turn raw potential into real progress. It’s a candid, story-rich exploration of substance over sizzle and why the most effective leaders obsess over outcomes, not optics.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:05):
And we're gonna discuss everything from life,
blame, and business with theTennessee player.
Always relatable, alwaysrelevant, and always a good
time.
This is Duncan, Tennessee, andnow your host, Yavonka.
SPEAKER_01 (00:22):
This episode is brought to you by the Landis
Team, your go-to real estatefamily in East Tennessee.
If you are looking to buy orsell, we are the ones you should
call.
Give us a call at 865-660-1186or check out our website at
yavonka salesrealestate.com.
That's Yavonka Y V-O-N-N-C-ASales Real Estate.com.
SPEAKER_02 (00:48):
Welcome back to Talking Tennessee with Yavonka.
This is part two of PhyllisNichols Sit Down with Yavonka.
Thank you for coming back.
SPEAKER_01 (00:57):
Thanks for having me.
SPEAKER_02 (00:58):
Most definitely.
And let me go ahead and say,y'all know for season eight, I
promised that I was going to dopanel discussions.
Uh, and I've already said MissPhills has to be on it.
She has to be on it.
So I'll be bringing her backnext year, most definitely.
So tell me this.
Let's talk about leadership.
What is a good leader in youreyes?
SPEAKER_03 (01:23):
A good leader focuses on the individuals that
are around them and helping themto develop and grow.
Okay.
Not where we as a as you I Ithink that um people sometimes
(01:45):
say, I'm gonna be the leader.
Well, this is this is not whatwe did when we were kids and we
chose teams.
Right.
This is this is different.
And I think you evolve as aleader.
You sort of bubble up as a as aleader, but it's not like being
king of the castle or you know,uh it it's to me a good leader
(02:12):
understands what the peoplearound them need to grow and to
be at at their best.
There is a there's a picturethat I saw online and it was
called the leader of the pack.
Okay, and there was a um uh uh agroup of, I don't know what you
(02:34):
call a group of wolves, so I'lljust call it a probably a pack.
A pack of wolves, and they weregoing across this snow covered
tundra.
And uh they asked the question,where is the leader?
Because they were all stretchedand they didn't you know that
(02:54):
what they wanted you to do iswhere's the leader?
Most people thought the leaderwas at the front, the front.
The leader was at the backbecause what the leader has done
is uh instill the skills in eachof those uh wolves in the pack
(03:16):
to go forward.
And you're at the back to makesure that nobody gets left
behind.
SPEAKER_02 (03:22):
There you go.
SPEAKER_03 (03:24):
So I think a good leader, and I've been asked,
what do you how do you how doyou lead?
One of the things that I do, andit's all based on everything
that I've done and andexperienced throughout my life.
Number one, I teach.
Because how can I expect you toto achieve if we're not in sync?
(03:47):
I you know, I I I we wedetermine what the goal is that
we need to to what we're tryingto achieve, how we're gonna get
there.
So we have our plan.
And so we uh I I teach.
I don't expect you to be able toread my mind and to just go and
do, but we we spend some time.
(04:09):
And that that might take, let'slet's break this down into an
hour.
Of course, leadership anddevelopment of leadership skills
is a long time, but let's justlook at at the hour.
So leadership uh and thatteaching, depending on what a
person comes with, it may takefive minutes, it may take ten
minutes, it may take 15 minutes.
(04:32):
And when I say that, that's justa measurement of time on what
you need to invest in thatindividual, depending on where
they are.
And it may be different.
And it may be different.
It's absolutely uh it's not thatokay, I spend five minutes
teaching.
No, you understand what it isthat a person needs.
(04:53):
Then the second part is uh uhafter you teach, then you uh
allow that person you to to goon their own.
And you're coaching.
You let them let themdemonstrate what you've taught.
But you coach.
And when when I say coach, thatmeans you're still right there
(05:16):
with them.
They're out there on the court,but you're right here.
And if they need you, there theythere you are.
And you're still providingdirection.
That's meaningful.
They're doing the work.
They're doing the work.
Yes.
And then the third part of it isempowered.
I empower you to go and do thethings that you've learned, what
(05:37):
you've practiced, and now I setyou on your own.
It does not mean that you don'tcheck back in.
So when you reach empowerment,that means that you're confident
about the skills and the in thetraining that you've had.
Uh you're uh you're confident,accomplished, you're committed.
(05:58):
You're ready, you're ready.
Yes.
You're committed to go.
And it doesn't mean that youdon't check back in.
Right.
Because we all stumble, we all,we all get fatigued, we all have
different kinds of struggles inthe leadership path.
Right.
But it's never about getting tothe forefront.
(06:20):
Somebody asked me one time, yougot all these kinds of awards
and you got all that.
What how does that make me feelyou feel?
I never went out uh to achievean award.
Me either.
What any kind of recognitionthat you get comes from your
work and somebody noticing thatyou get, but I that that was
(06:43):
never part of the game plan forme.
It is it is.
SPEAKER_02 (06:47):
A true leader doesn't look at it, it does not
look for award.
They look at how they made adifference and being able to see
the difference.
To me, a true leader is a it'snot about the award.
The awards are gonna come.
You know that.
The acknowledgments are gonnacome.
Right.
(07:07):
You know, if you do great work,somebody's gonna acknowledge
that.
But I think a lot of times thatpeople get caught up into what I
call the lights camera action.
Yes, yeah, uh intention.
And I'm like, that's not a goodleader.
SPEAKER_03 (07:22):
And so I think that that in this current era of
social media, of immediategratification and all those
things, people want to jump tobeing the leader of the pact
without uh accomplishing thesteps that they do there.
(07:43):
You earn leadership just likeyou earn respect and trust.
That's the truth.
So uh uh, but I think that ifyou're if you're if you're kind,
if your heart is if your heartis right and you're doing things
for the right time, uh it it itwas never about thing.
At the Urban League, it wouldfor me, it was about did we get
(08:06):
somebody a job, did we helpsomebody ask?
Did what did we make a change?
Did we make a change insomebody's life?
That was the greatest reward forme, is when we were able to see
a family or individual achievingtheir goal.
That that's when I could I couldsmile.
I was always uncomfortable whenthey would say, Oh, you got
(08:29):
nominated for this.
It was good, but I know that Ididn't get that for something I
did.
It was something that we did asa collaborative, as a team, or
or whatever.
So leaders leadership and andand here's the other part of
leadership.
You don't stop being a leader beif you if it's who you are and
(08:52):
it's how you how you are how youoperate.
Right.
You do it in a in differentways.
SPEAKER_02 (09:00):
In different ways.
SPEAKER_03 (09:01):
In different ways.
SPEAKER_02 (09:02):
And so But look at look at you now.
You've retired, um, but I knowyou still help when when needed.
Um what is the next step foryou?
SPEAKER_03 (09:14):
Um uh to pretty much do what I'm doing right now.
I'm really happy, right now.
I'm really happy.
I'm really happy right now.
SPEAKER_02 (09:21):
The next step is Was it hard for you to step down
when because you love thecommunity so much?
I I bet it was hard to, youknow, you knew it was time, but
at the same time, it's like,okay, is this the right time?
Because think of all the thingsyou've done.
SPEAKER_03 (09:41):
But here's here's what I truly believe.
No, it wasn't an art.
Well, okay.
It it it definitely wasn't hardbecause I believe to everything
is a season.
SPEAKER_02 (09:50):
Okay.
SPEAKER_03 (09:51):
I was there for a reason and a season, and I
completed the task that that theassignment was over.
Uh, I left the Urban League in abetter place than I found it.
You did.
And I prepared uh uh for thenext leadership.
So I left with a joyful heart.
(10:13):
I left, I left knowing that Ihad done.
Now, did I um so I honestly I II left uh uh feeling like I had
done what I was supposed to do.
Uh I am not sitting in a rockingchair though, because I still
have a lot of things that that Ido.
(10:35):
But I was you still do communityservice.
You still I am absolutelycommitted to those things when I
said I'm an advocate for civilrights, I'm an advocate for
public education, as deeplycommitted to public education as
I ever have been, the fact thatwe have vouchers, the fact that
(10:56):
we are doing things that takeaway from the assistance that
our public school so vitallyneeds.
You know, I speak about that, Italk to people about that, I'm a
I'm an advocate of that.
Now, am I going to Nashvilleevery other week like I used to?
No.
No, no.
But you didn't.
(11:17):
But I absolutely am trying tomake sure that people are
informed of the choices thathave been made and the impact
that it will have on our on ourcommunity and on our students.
And I also want to be uminvolved with leadership
development for for our emergingand rising young professionals.
(11:41):
Uh I we have we have such talenthere in Knoxville that we just
cannot afford to lose it.
SPEAKER_02 (11:48):
I think you've found your purpose, and I think it's
it you're doing even more, eventhough you're retired, and like
you said, that season is over,the assignment's over, and I I
get that.
I totally get that.
Um, but I think your purpose isso greater, and I think you're
finding your way into this partof your life.
SPEAKER_03 (12:10):
Um I th I thank you for recognizing that.
SPEAKER_02 (12:13):
Yes, most definitely.
So let me ask you this aboutleadership.
What advice would you give ayoung leader stepping into
spaces where their voice needsto be heard?
What advice would you give them?
SPEAKER_03 (12:27):
I think you have to have more than passion for
leadership.
And I've I I engage with a lotof young people who are very
passionate to want to be theleader.
There has to be substance thataccompanies the passion.
Um you can't look for life, it'scamera action.
(12:48):
And you can't look for that, butalso there's a learning curve.
It is.
I'm not saying you gotta go sitin the corner, but there is so
much to learn.
Um, because I worked with theCollege of Social Work, I
encountered a lot of youngpeople who wanted to start their
(13:10):
own nonprofit.
And so uh uh a nonprofit existsto find a solution or help to a
problem that exists.
Okay.
What so if you're gonna start anonprofit, what new idea or
solution are you bringing towhat problem?
(13:32):
That's the question I'd ask.
So a lot of of times, and I'llI'll give this an example.
So domestic violence.
Okay.
Still a problem today.
It is, okay.
Uh and we have not solved allthe issues surrounding it.
Correct.
We know that there are that itis complex and there are many
(13:55):
approaches that, but so whensomebody says, Well, I want to
start a problem because I wantto help women and victim uh
women and other victims ofdomestic violence, I say, what
is unique about what you'redoing?
Because we have 15 differentother organizations working on
that.
(14:15):
What uniqueness do you bring tothe table?
What new approach do you have?
But I say, if you've got one,one of the best things that you
can do is why don't you gobefore you start?
Why don't you go and work in anonprofit that's doing it and
understand what's being donenow.
SPEAKER_02 (14:36):
And learn general principles of a nonprofit.
SPEAKER_03 (14:40):
You learn general principles of nonprofit
management because to besuccessful, it's you've got to
have more than a bright idea.
Say that one more time.
You have to have more than abright idea to be.
Yes.
Okay, so I'm not sure.
SPEAKER_02 (14:59):
It is important, but at the same time, you have to,
it's it's no different than youknow, the restaurant we were
talking about.
Right.
You know, you could be a greatcook, okay, but does that mean
that you could run a restaurant?
Does that mean that you knowbusiness?
You know, so it goes back towhat you said at the very
beginning.
You know, you have to have morethan that.
(15:20):
And I do believe you have tohave more than passion.
SPEAKER_03 (15:23):
So, so uh I encourage those who have a great
idea to maybe spend some timeand work in an organization that
has the mission that you arecommitted to and sort of learn
what they're doing.
Think about how you wouldapproach it and do it better.
Correct.
(15:43):
What would you do, you know, foruh all kinds of things, but you
see what it would exist now.
See, we're not Henry Forddeveloping the Model T.
Yes.
People are people have alreadyinvented the car.
What they're doing now is takingthe car, making it better,
perfecting it, they're doing uhthe the other thing.
(16:04):
And so there are new approaches,but sometimes we're impatient.
We don't want to spend some timelearning from somebody else that
have a basic.
Because look, I told you I had agreat idea.
My idea is better than youridea.
Well, it could be, but it's morethan just the idea.
(16:27):
So I want there to beopportunities for people with
those great ideas to have theopportunity to spend some time
learning about how does itoperate?
How do you, how do you connectin community?
How do you develop uh uh a mediaand campaign that is more than
(16:50):
what you're doing just forlikes?
Yeah, there you go.
You're doing it to informationout and to share, and you make
sure that it's not directedtoward your friends, it's
directed toward the strangers.
The people who need whateverthis great idea is for.
So, but leadership is evolving.
(17:10):
And and so it what it was 20years ago, corporate when my
husband started working, theyhad the IBM model.
And he had to wear blue suits,gray suits, or a black suit, and
you had to have a red tie and awhite shirt.
Not a blue shirt, not a grayshirt, but a white tie.
And that was what corporate, andI say 20 years ago, it's
(17:33):
probably more like 50 years ago.
But but the leadership was veryprescriptive.
It is not that now becausepeople do come with great ideas.
How do we how do we create apathway to allow people to lead,
but also give them the tools sothat they understand it's more
(17:56):
than just who's in the who's inthe spotlight.
There is a there's a theory thatyou can lead from the center of
the table.
You don't always have to besitting at the head of the table
in order to influence and makechanges.
And you learn those kinds oftechniques being in in group or
in community.
So I encourage leadership.
(18:18):
I think that it fosters somepassion that some people have.
I just want to make sure thatyou have all the tools, as many
as your little toolbox cancarry, yes, so that you could be
the best that you could be.
SPEAKER_02 (18:30):
Well, thank you for coming and have a conversation
with me.
Viewers, I will be bringing herback and you see why.
She has so much to give, and nowshe's retired and she's
traveling, and she's stillworking in her community, but
she's traveling, so this door isalways open for you.
Thank you.
Door always open for you, and Iwould love to bring you back on
(18:52):
our panel discussion so we canhelp more leaders build them up
in this community for years tocome.
Thank you again.
Tune in this Friday to Talk inTennessee with Yavonka.
Bye, guys.
SPEAKER_00 (19:07):
Thanks for listening to Talk in Tennessee with
Yavonka.
Watch out for our weeklyepisodes from the first family
of real estate.
And check us out on the webwww.yavonka's real estate.com.
See our videos on Yavonka'sYouTube channel, or find us on
the Facebook Yavanka, lendingTwitter.
And we're gonna discuss everything from life,
blame, and business with theTennessee player.
Always relatable, alwaysrelevant, and always a good
time.
This is Duncan, Tennessee, andnow your host, Yavonka.
SPEAKER_01 (00:22):
This episode is brought to you by the Landis
Team, your go-to real estatefamily in East Tennessee.
If you are looking to buy orsell, we are the ones you should
call.
Give us a call at 865-660-1186or check out our website at
yavonka salesrealestate.com.
That's Yavonka Y V-O-N-N-C-ASales Real Estate.com.
SPEAKER_02 (00:48):
Welcome back to Talking Tennessee with Yavonka.
This is part two of PhyllisNichols Sit Down with Yavonka.
Thank you for coming back.
SPEAKER_01 (00:57):
Thanks for having me.
SPEAKER_02 (00:58):
Most definitely.
And let me go ahead and say,y'all know for season eight, I
promised that I was going to dopanel discussions.
Uh, and I've already said MissPhills has to be on it.
She has to be on it.
So I'll be bringing her backnext year, most definitely.
So tell me this.
Let's talk about leadership.
What is a good leader in youreyes?
SPEAKER_03 (01:23):
A good leader focuses on the individuals that
are around them and helping themto develop and grow.
Okay.
Not where we as a as you I Ithink that um people sometimes
(01:45):
say, I'm gonna be the leader.
Well, this is this is not whatwe did when we were kids and we
chose teams.
Right.
This is this is different.
And I think you evolve as aleader.
You sort of bubble up as a as aleader, but it's not like being
king of the castle or you know,uh it it's to me a good leader
(02:12):
understands what the peoplearound them need to grow and to
be at at their best.
There is a there's a picturethat I saw online and it was
called the leader of the pack.
Okay, and there was a um uh uh agroup of, I don't know what you
(02:34):
call a group of wolves, so I'lljust call it a probably a pack.
A pack of wolves, and they weregoing across this snow covered
tundra.
And uh they asked the question,where is the leader?
Because they were all stretchedand they didn't you know that
(02:54):
what they wanted you to do iswhere's the leader?
Most people thought the leaderwas at the front, the front.
The leader was at the backbecause what the leader has done
is uh instill the skills in eachof those uh wolves in the pack
(03:16):
to go forward.
And you're at the back to makesure that nobody gets left
behind.
SPEAKER_02 (03:22):
There you go.
SPEAKER_03 (03:24):
So I think a good leader, and I've been asked,
what do you how do you how doyou lead?
One of the things that I do, andit's all based on everything
that I've done and andexperienced throughout my life.
Number one, I teach.
Because how can I expect you toto achieve if we're not in sync?
(03:47):
I you know, I I I we wedetermine what the goal is that
we need to to what we're tryingto achieve, how we're gonna get
there.
So we have our plan.
And so we uh I I teach.
I don't expect you to be able toread my mind and to just go and
do, but we we spend some time.
(04:09):
And that that might take, let'slet's break this down into an
hour.
Of course, leadership anddevelopment of leadership skills
is a long time, but let's justlook at at the hour.
So leadership uh and thatteaching, depending on what a
person comes with, it may takefive minutes, it may take ten
minutes, it may take 15 minutes.
(04:32):
And when I say that, that's justa measurement of time on what
you need to invest in thatindividual, depending on where
they are.
And it may be different.
And it may be different.
It's absolutely uh it's not thatokay, I spend five minutes
teaching.
No, you understand what it isthat a person needs.
(04:53):
Then the second part is uh uhafter you teach, then you uh
allow that person you to to goon their own.
And you're coaching.
You let them let themdemonstrate what you've taught.
But you coach.
And when when I say coach, thatmeans you're still right there
(05:16):
with them.
They're out there on the court,but you're right here.
And if they need you, there theythere you are.
And you're still providingdirection.
That's meaningful.
They're doing the work.
They're doing the work.
Yes.
And then the third part of it isempowered.
I empower you to go and do thethings that you've learned, what
(05:37):
you've practiced, and now I setyou on your own.
It does not mean that you don'tcheck back in.
So when you reach empowerment,that means that you're confident
about the skills and the in thetraining that you've had.
Uh you're uh you're confident,accomplished, you're committed.
(05:58):
You're ready, you're ready.
Yes.
You're committed to go.
And it doesn't mean that youdon't check back in.
Right.
Because we all stumble, we all,we all get fatigued, we all have
different kinds of struggles inthe leadership path.
Right.
But it's never about getting tothe forefront.
(06:20):
Somebody asked me one time, yougot all these kinds of awards
and you got all that.
What how does that make me feelyou feel?
I never went out uh to achievean award.
Me either.
What any kind of recognitionthat you get comes from your
work and somebody noticing thatyou get, but I that that was
(06:43):
never part of the game plan forme.
It is it is.
SPEAKER_02 (06:47):
A true leader doesn't look at it, it does not
look for award.
They look at how they made adifference and being able to see
the difference.
To me, a true leader is a it'snot about the award.
The awards are gonna come.
You know that.
The acknowledgments are gonnacome.
Right.
(07:07):
You know, if you do great work,somebody's gonna acknowledge
that.
But I think a lot of times thatpeople get caught up into what I
call the lights camera action.
Yes, yeah, uh intention.
And I'm like, that's not a goodleader.
SPEAKER_03 (07:22):
And so I think that that in this current era of
social media, of immediategratification and all those
things, people want to jump tobeing the leader of the pact
without uh accomplishing thesteps that they do there.
(07:43):
You earn leadership just likeyou earn respect and trust.
That's the truth.
So uh uh, but I think that ifyou're if you're if you're kind,
if your heart is if your heartis right and you're doing things
for the right time, uh it it itwas never about thing.
At the Urban League, it wouldfor me, it was about did we get
(08:06):
somebody a job, did we helpsomebody ask?
Did what did we make a change?
Did we make a change insomebody's life?
That was the greatest reward forme, is when we were able to see
a family or individual achievingtheir goal.
That that's when I could I couldsmile.
I was always uncomfortable whenthey would say, Oh, you got
(08:29):
nominated for this.
It was good, but I know that Ididn't get that for something I
did.
It was something that we did asa collaborative, as a team, or
or whatever.
So leaders leadership and andand here's the other part of
leadership.
You don't stop being a leader beif you if it's who you are and
(08:52):
it's how you how you are how youoperate.
Right.
You do it in a in differentways.
SPEAKER_02 (09:00):
In different ways.
SPEAKER_03 (09:01):
In different ways.
SPEAKER_02 (09:02):
And so But look at look at you now.
You've retired, um, but I knowyou still help when when needed.
Um what is the next step foryou?
SPEAKER_03 (09:14):
Um uh to pretty much do what I'm doing right now.
I'm really happy, right now.
I'm really happy.
I'm really happy right now.
SPEAKER_02 (09:21):
The next step is Was it hard for you to step down
when because you love thecommunity so much?
I I bet it was hard to, youknow, you knew it was time, but
at the same time, it's like,okay, is this the right time?
Because think of all the thingsyou've done.
SPEAKER_03 (09:41):
But here's here's what I truly believe.
No, it wasn't an art.
Well, okay.
It it it definitely wasn't hardbecause I believe to everything
is a season.
SPEAKER_02 (09:50):
Okay.
SPEAKER_03 (09:51):
I was there for a reason and a season, and I
completed the task that that theassignment was over.
Uh, I left the Urban League in abetter place than I found it.
You did.
And I prepared uh uh for thenext leadership.
So I left with a joyful heart.
(10:13):
I left, I left knowing that Ihad done.
Now, did I um so I honestly I II left uh uh feeling like I had
done what I was supposed to do.
Uh I am not sitting in a rockingchair though, because I still
have a lot of things that that Ido.
(10:35):
But I was you still do communityservice.
You still I am absolutelycommitted to those things when I
said I'm an advocate for civilrights, I'm an advocate for
public education, as deeplycommitted to public education as
I ever have been, the fact thatwe have vouchers, the fact that
(10:56):
we are doing things that takeaway from the assistance that
our public school so vitallyneeds.
You know, I speak about that, Italk to people about that, I'm a
I'm an advocate of that.
Now, am I going to Nashvilleevery other week like I used to?
No.
No, no.
But you didn't.
(11:17):
But I absolutely am trying tomake sure that people are
informed of the choices thathave been made and the impact
that it will have on our on ourcommunity and on our students.
And I also want to be uminvolved with leadership
development for for our emergingand rising young professionals.
(11:41):
Uh I we have we have such talenthere in Knoxville that we just
cannot afford to lose it.
SPEAKER_02 (11:48):
I think you've found your purpose, and I think it's
it you're doing even more, eventhough you're retired, and like
you said, that season is over,the assignment's over, and I I
get that.
I totally get that.
Um, but I think your purpose isso greater, and I think you're
finding your way into this partof your life.
SPEAKER_03 (12:10):
Um I th I thank you for recognizing that.
SPEAKER_02 (12:13):
Yes, most definitely.
So let me ask you this aboutleadership.
What advice would you give ayoung leader stepping into
spaces where their voice needsto be heard?
What advice would you give them?
SPEAKER_03 (12:27):
I think you have to have more than passion for
leadership.
And I've I I engage with a lotof young people who are very
passionate to want to be theleader.
There has to be substance thataccompanies the passion.
Um you can't look for life, it'scamera action.
(12:48):
And you can't look for that, butalso there's a learning curve.
It is.
I'm not saying you gotta go sitin the corner, but there is so
much to learn.
Um, because I worked with theCollege of Social Work, I
encountered a lot of youngpeople who wanted to start their
(13:10):
own nonprofit.
And so uh uh a nonprofit existsto find a solution or help to a
problem that exists.
Okay.
What so if you're gonna start anonprofit, what new idea or
solution are you bringing towhat problem?
(13:32):
That's the question I'd ask.
So a lot of of times, and I'llI'll give this an example.
So domestic violence.
Okay.
Still a problem today.
It is, okay.
Uh and we have not solved allthe issues surrounding it.
Correct.
We know that there are that itis complex and there are many
(13:55):
approaches that, but so whensomebody says, Well, I want to
start a problem because I wantto help women and victim uh
women and other victims ofdomestic violence, I say, what
is unique about what you'redoing?
Because we have 15 differentother organizations working on
that.
(14:15):
What uniqueness do you bring tothe table?
What new approach do you have?
But I say, if you've got one,one of the best things that you
can do is why don't you gobefore you start?
Why don't you go and work in anonprofit that's doing it and
understand what's being donenow.
SPEAKER_02 (14:36):
And learn general principles of a nonprofit.
SPEAKER_03 (14:40):
You learn general principles of nonprofit
management because to besuccessful, it's you've got to
have more than a bright idea.
Say that one more time.
You have to have more than abright idea to be.
Yes.
Okay, so I'm not sure.
SPEAKER_02 (14:59):
It is important, but at the same time, you have to,
it's it's no different than youknow, the restaurant we were
talking about.
Right.
You know, you could be a greatcook, okay, but does that mean
that you could run a restaurant?
Does that mean that you knowbusiness?
You know, so it goes back towhat you said at the very
beginning.
You know, you have to have morethan that.
(15:20):
And I do believe you have tohave more than passion.
SPEAKER_03 (15:23):
So, so uh I encourage those who have a great
idea to maybe spend some timeand work in an organization that
has the mission that you arecommitted to and sort of learn
what they're doing.
Think about how you wouldapproach it and do it better.
Correct.
(15:43):
What would you do, you know, foruh all kinds of things, but you
see what it would exist now.
See, we're not Henry Forddeveloping the Model T.
Yes.
People are people have alreadyinvented the car.
What they're doing now is takingthe car, making it better,
perfecting it, they're doing uhthe the other thing.
(16:04):
And so there are new approaches,but sometimes we're impatient.
We don't want to spend some timelearning from somebody else that
have a basic.
Because look, I told you I had agreat idea.
My idea is better than youridea.
Well, it could be, but it's morethan just the idea.
(16:27):
So I want there to beopportunities for people with
those great ideas to have theopportunity to spend some time
learning about how does itoperate?
How do you, how do you connectin community?
How do you develop uh uh a mediaand campaign that is more than
(16:50):
what you're doing just forlikes?
Yeah, there you go.
You're doing it to informationout and to share, and you make
sure that it's not directedtoward your friends, it's
directed toward the strangers.
The people who need whateverthis great idea is for.
So, but leadership is evolving.
(17:10):
And and so it what it was 20years ago, corporate when my
husband started working, theyhad the IBM model.
And he had to wear blue suits,gray suits, or a black suit, and
you had to have a red tie and awhite shirt.
Not a blue shirt, not a grayshirt, but a white tie.
And that was what corporate, andI say 20 years ago, it's
(17:33):
probably more like 50 years ago.
But but the leadership was veryprescriptive.
It is not that now becausepeople do come with great ideas.
How do we how do we create apathway to allow people to lead,
but also give them the tools sothat they understand it's more
(17:56):
than just who's in the who's inthe spotlight.
There is a there's a theory thatyou can lead from the center of
the table.
You don't always have to besitting at the head of the table
in order to influence and makechanges.
And you learn those kinds oftechniques being in in group or
in community.
So I encourage leadership.
(18:18):
I think that it fosters somepassion that some people have.
I just want to make sure thatyou have all the tools, as many
as your little toolbox cancarry, yes, so that you could be
the best that you could be.
SPEAKER_02 (18:30):
Well, thank you for coming and have a conversation
with me.
Viewers, I will be bringing herback and you see why.
She has so much to give, and nowshe's retired and she's
traveling, and she's stillworking in her community, but
she's traveling, so this door isalways open for you.
Thank you.
Door always open for you, and Iwould love to bring you back on
(18:52):
our panel discussion so we canhelp more leaders build them up
in this community for years tocome.
Thank you again.
Tune in this Friday to Talk inTennessee with Yavonka.
Bye, guys.
SPEAKER_00 (19:07):
Thanks for listening to Talk in Tennessee with
Yavonka.
Watch out for our weeklyepisodes from the first family
of real estate.
And check us out on the webwww.yavonka's real estate.com.
See our videos on Yavonka'sYouTube channel, or find us on
the Facebook Yavanka, lendingTwitter.
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