May 21, 2026 • 21 mins
We sit down with Nicole Green, founder of Vibrant Culture, to talk about leading with clarity and building teams that are truly lit from within. We dig into practical ways to grow people, set clear expectations at work and at home, and redefine what “having it all” means when you’re juggling entrepreneurship and family life.
• Defining vibrant culture as people thriving professionally and personally
• Why entrepreneurs need energized people around them to transform ordinary into extraordinary
• Nicole’s early lessons from restaurants and property management on service, quality, and training
• How we juggle parenting and entrepreneurship by starting small and working in seasons
• Using routines and clear rules to reduce stress at home
• “Uncommunicated expectations are a premeditated opportunity to be disappointed”
• The core mission of Vibrant Culture through performance management and daily improvement
• Why you cannot scale a company without growing people
• The SHINE framework: self-assessment, habits, integrity, next right steps, and energy
• Coaching high performers up, developing the middle, and managing low performance
• Redefining “having it all” by first defining your all
• Building peace through financial stability and living on personal mission
Go go watch that TED Talk.
If you want to email me at Nicole at Vibrant Culture.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_01 (00:13):
Hi everyone, welcome to welcome to the juggling
entrepreneurship podcast.
Today I am the gentlemanentrepreneur.
We are joined by Nicole Green, aleader and a founder of the
vibrant culture.
Nicole is known for helpingorganizations and individuals
create environments where peopletruly thrive both professionally
(00:37):
and personally.
Through her shine framework, sheempowers leaders to build
clarity, alignment, and energyin everything they do.
Her work focuses oncommunication, purpose, and
showing up with intention,whether in business or in
(00:57):
everyday life.
In this episode, we will explorehow to lead with clarity, build
a vibrant culture, and jugglethe demands of entrepreneurship
without losing yourself in theprocess.
Welcome, Nicole, to the show.
SPEAKER_00 (01:13):
Hello, good to be here.
I'm so grateful.
Thank you for inviting me.
SPEAKER_01 (01:17):
Thank you.
I gave a little bit of a glimpseof your personality and your
character and your brand.
Do you want to add anythingmore?
SPEAKER_00 (01:27):
Well, I just, you know, my whole thing about human
beings, no matter who you are, Ithink inside of you you have a
little spark.
And if you have a vibrantculture, if you have a vibrant
entrepreneurial endeavor, thepeople that are trying to lead
this endeavor, they're trying tofan that flint that spark into a
(01:47):
flame and get get everybodyexcited about being here and
getting everybody excited aboutwhere we're going, right?
And so an entrepreneur, like inits definition, is starting
something and taking somethingto a next level.
That's what entrepreneurship is.
And so whatever your product,your service is, um, you need
people surrounding you that arewhat I call lit from within.
(02:11):
Um, they're they're leading withclarity, they know where you
want to go, they are integratingintegrity.
That's the eye and lit.
They are good people, they havegreat character, they are
hardworking, they want to gether done.
And then the last thing is ifyou're an entrepreneur, whatever
your product or service is, youyou have to take it and you have
(02:31):
to transform whatever's ordinaryinto the extraordinary.
So, you know, the experience yougive or whatever product you
have, it has to do better thanthe other things in the
marketplace.
And so you have to give anextraordinary edge.
And so you got to figure allthat stuff out.
So that's what I would add rightthere.
SPEAKER_01 (02:53):
Awesome, Nicole.
That's a great start.
Good.
So tell us, how did you come upwith this idea of vibrant
culture?
Where do you actually start thejourney and how you ended up
here?
SPEAKER_00 (03:06):
Okay, so well, you know, uh, when I was 17, I got I
got I got my first job and I wasin the restaurant business, and
uh I had a lot of energy.
I have still have a lot ofenergy naturally, and um, and I
loved serving people.
And in the restaurant business,like you know, people the cooks
(03:26):
would put stuff food up in thewindow and I would look at it
and be like, this isn't right.
You need to make fix this.
It doesn't look right, you know.
So I I understood very early on,I don't know why I understood
that, but um, product qualityand the way that you service the
customer will put a tip in yourpocket, okay?
And so very early on, I was justlike, oh, great service, great
(03:49):
product, big tip.
And that is beingentrepreneurial.
A waiter or a waitress orserver, they are
entrepreneurial.
And so I figured that out veryearly.
I got into property managementand I ran really beautiful
apartment communities all overthe southeast.
And um, one of the beautifulthings about that is um I
trained a lot of people, likebecause of my energy level and
(04:11):
entrepreneurs, you have to haveenergy.
If you if you're gonna startsomething, you gotta be the
fuel.
Bingo, there you go.
Yeah, it's energy, right?
And so, anyways, long storyshort, um, I I was always tasked
by like my regional managers.
They're like, we have a newmanager.
Will you train her?
And I'd be like, sure.
And so, you know, it's it'sgetting people trained and it's
(04:34):
how you love on them and developthem that's gonna help you
support your entrepreneurialendeavor because you have got to
get people up to speed and andjust as excited as you are about
what you're trying toaccomplish.
Um, and so I learned that.
And then uh I I stayed home, Ihave two kids.
I stayed home with my kids foreight years, and then I got
(04:57):
bored, and then I decided tostart my own company.
And so I started a littlecompany doing uh coaching, but
then um since 2007, I now have acatalog full of 40 different
programs that I do when I do uhdevelopment, when I do training
and development, and then I alsohelp people with HR issues, uh,
(05:18):
and then as well as doing publicspeaking.
So uh I've grown it into amultifaceted thing, but uh I
started out just being the trlike training gal at a
restaurant and a training gal atthe property management company.
SPEAKER_01 (05:31):
That sounds really fascinating.
So it might be a really toughdecision for you uh when you
left your job for the kids, youhave stayed um as a home mom for
eight years, and then youstarted your own journey as an
entrepreneur.
That's right.
(05:51):
You're still your kids are stillgrowing during that time.
How did you juggle both thefamily life and your
entrepreneurship?
SPEAKER_00 (06:00):
Yeah.
So, like I said, I startedsmall.
I I decided that I was gonna geta certificate through through um
a coaching organization to beable to do executive coaching.
Uh, I ended up in my careerbefore I stayed home with the
kids being um the marketingperson, a training person
working in the home office.
(06:20):
And I thought, well, I'm onlygonna take a portion of that and
make a business.
So I created the, you know, likewe all do, created a website,
started doing a little bit ofnetworking.
And the way I juggled it is I,you know, I only scheduled when
the kids were at school, youknow, and they're both in
school.
And you know, here's the truthabout your kids.
When they're little, they need alot of time and energy from you.
(06:42):
But like if you have a uh, in mycase, you know, a middle
schooler and a high schooler,they need less time with you,
they need oversight, they needone-on-one time with you, but
they're pretty independent atthat stage, you know.
And if you've done a good job,like my kids used to come in the
door after school and they knewnext thing was snack and
(07:02):
homework.
Like that's that's what we'redoing here, you know.
And then you can go play, orthen you can go wherever or do
whatever.
But they just kind of knew therules at that point.
We had a nice little routine andwe had a schedule, and we had
what I call expectations inplace.
So uh I'm gonna share a littlequote if I may.
Can I share a quote?
(07:22):
Okay, so um, this quote isreally, really good.
You might want to get your penout and write this down.
Uh uncommunicated expectationsare a premeditated opportunity
to be disappointed.
So one of the things that youknow I did with my kids is I'm
like, if you do this, you canexpect that.
(07:43):
If you do that, you can expectthis.
You know, like I they they hadclear rules, clear uh
parameters, principles that weoperated by.
And my kids had a greatupbringing.
And uh, you know, I always kidand say, you know, now my kids
are uh they pay their own cellphone bill, they have their own
(08:03):
homes, they have jobs, you know.
I mean, because uh I think too,when you're being
entrepreneurial in front of yourkids, I used to tell them about
my business.
I'd be like, okay, guess whatyour mommy did today?
You know, like I'd say, how wasyour day?
And then I'd say, Ask me how myday was, you know, and it's not
it's not natural for a kid tothink past themselves.
(08:24):
I think, you know,unfortunately, we're a little
self-centered as children.
But, you know, they would say,What'd you do today, mommy?
And I said, I went to the RotaryClub, and then I went to this
meeting, and then I coached thisguy, and then I did this.
And they're like, Oh wow.
And um, and they, you know, theylearned and watched my work
ethic.
And uh, an entrepreneur that issuccessful has a heck of a work
(08:49):
ethic, and your children need tosee that so that they know how
to do it.
So um, there's this old saying,lead by example.
And so you might be juggling,but don't complain about your
work, don't tell everybody howhard it is.
Uh, tell everybody howfulfilling it is, and tell them
what you're accomplishing andwhy you're doing it.
(09:10):
I'm doing this so I can help youhave a great wedding someday.
I'm trying to put money in thebank so you can have an
inheritance, you know.
Uh, talk to your kids about thewhy.
Um, and at the same time, you'llbe reminding yourself, oh, yeah,
that's why I'm doing this.
So you have to keep remindingyourself.
SPEAKER_01 (09:30):
Yeah, and and that's a great point that you have um
just said uh is remind yourselfthe why.
Yes, why you're doing that,whether it can be a health
chore, whether it can be aconversation with your spouse or
with your kids, or um, I thinkthat constant reminder not only
(09:51):
brings in that gratitude of whatyou have, but also gives you the
motivation to move forward in amuch more healthy way.
Um what do you see nowadays inthe kids?
What let's let's break it downbecause I would love to talk
about your shine work, I wouldlove to talk about your um
(10:15):
vibrant culture.
Um what is the core mission ofum your company, the vibrant
culture?
SPEAKER_00 (10:25):
Yeah, well, my core mission in my company is to come
in and help you get a happygroup of people who are on a
performance management culturewhere they are improving every
day so they are fulfilled, andso you can scale your company.
Okay, and and so people who areexcited about the future,
(10:46):
they're lit from within, um, andsomebody is mentoring and
coaching them in a performancemanagement kind of way, you're
gonna scale your company.
So, one thing that people areconfused about is like we're
trying to scale the company,okay.
Uh, so you might buy a building,you might introduce a product,
(11:06):
you might offer a new service toscale, but you can't do any of
that without people.
And so the quality of Nicole andthe quality of the other five
people on the team, that is truescaling.
So if you teach me how to dosomething, now I know how to do
(11:26):
it, now I can help you get theproduct out, deliver the
service, secure the building,finance, do the financing behind
it, whatever.
But you've got to grow people toscale.
And and sometimes we don't thinkof it like that, and that is
imperative.
So my shine coachingmethodology, that is the the
(11:49):
thing that the leader thinksabout.
So if they're coaching anotherperson, the first thing they do
with that other person is theyask that person, how do you
think you're doing?
Instead of, let me tell you howyou're doing in your job.
You get the other person todeclare, how do you think you're
doing?
Now, most people, when they'reasked this question, they do two
(12:12):
things.
The first thing they do is theythey make themselves small.
I don't know why we do this ashumans, but they're like, I
guess I'm doing okay.
You know, uh, but then peoplestart to declare, I started
doing this, I'm learning this,I'm trying to do that.
And so the conversation isn'tabout do more work.
The conversation is about whatother skills, what other
(12:37):
efficiencies, what otherefficacy can you bring to this
process?
But I'm making the other persontell me that they want to learn
it, they want to do it, theywant to improve it.
So it's a totally differentconversation.
The H is about habits, and sothere are certain habits in our
work that make it moreeffective, but one of them is
(12:59):
time management, changemanagement, uh, soft skills,
listening, asking powerfulquestions, conflict management.
There's a thousand skills andhabits we need to have in place.
Um, so constantly challengingpeople around habits, and then
the I is about integrity.
Um, and so people need feedback,and the person and people need
(13:21):
to receive feedback.
And so, one of the things we doin a vibrant culture is we are
getting a lot of feedback.
Like, you know, I I have reallysharp people uh that I coach,
and like they will tell me, myleader never meets with me.
I don't know how I'm doing.
They hired you, Nicole, to coachme, but they don't even know
(13:43):
what I do.
I mean, just think about that,right?
So you can't farm out yourleadership, you can't give
leadership to somebody else todo for you.
You've got to be, you know, inintegrity with that person, and
you've got to know how they'redoing and what they're doing,
and so you've got to givefeedback so that people can
become more whole.
Um, and it's about developingthe character of the people that
(14:05):
you're working with too.
And I could talk about charactertill the days come, the cows
come home.
But then the next thing is nextright steps.
So, you know, sometimes you'llhave a team and you'll have like
some performers that areawesome, and you know what those
performers want?
They want, believe it or not,believe it or not, they want
more interesting work that helpsthem learn how to go higher.
(14:29):
So you know, so if you have ahigh performer, you do need to
be challenging them.
Now, if you have some people whoare kind of in the middle of the
pack, which is usually how itis, you're gonna take whatever
your high performers are doingand give it to that middle of
the pack group, right?
And then if you have lowperformers, oh my gosh, you have
(14:50):
got to be doing performancemanagement with them to either
don't miss this.
This might sound harsh, but Imean this with love.
Coach them into the company.
Come on, let's go, let's go,right?
Get them lit, get them shining,or coach them out.
That was a bad hire.
That guy just doesn't want towork, and those people are out
there, right?
So, so you need next rightsteps.
(15:12):
That is the end.
So the leader sits down and hasfour responsibilities leading,
managing, mentoring, andcoaching.
And so if I sit down with you,should be once a week, once a
month at the minimum.
I mean, that's too long, once amonth, but I'm setting goals
next right steps with youbetween now and the end of the
(15:34):
quarter, between now and nextweek, what are you gonna work
on?
And people really want to bedeveloped, I think.
You know, the good ones do.
And then the last thing is isE-ish in shine is energy.
And so I find that if people aresat with and talked to and loved
(15:54):
on, they get a lot of energy.
They're like, I love workinghere.
My boss pays attention to me,sits with me, I can tell them
anything, they help me solve myproblems, I feel supported.
Their energy will go through theroof.
And there's six energies, but itthat's a lot.
But that that that's themethodology.
(16:14):
So imagine if the entrepreneurwith every one of the people on
their team, or the right peopleon their team, their their
direct reports, was reallyhelping them get lit.
Then the entrepreneur can gohigher, but you cannot do more
and go higher if you haven'tempowered the people down here
to do your old work.
SPEAKER_01 (16:34):
Yeah.
That's like a five-minute,high-patch, high-energy uh
motivational talk that you havejust given, Nicole.
Which is very, very practical,right?
So there are things that areit's very practical, and that's
what most of the people miss.
They they think about some idealscenario.
(16:55):
There is no ideal scenario inreal life, you just need to walk
through it.
Um, I know we have four minutesbefore we end the podcast, but
let's have this closiveconversation on redefining
having it all.
A lot of people talk about hey,having it all from the
(17:18):
perspective of um what doestruly align or fulfilling life
look like for an entrepreneurand for a family.
Based on your experience andbased on specifically you
coaching, executors, leaders,um, you know, parent
entrepreneurs, um tell somesuggestions and redefine having
(17:40):
it all.
SPEAKER_00 (17:42):
Yeah.
Well, we can define having itall, but before you define
having it all, what's your all?
You know, I mean, that's thething.
So what you know, and I have aTED talk, and it's called What
Do You Really Want?
So go go watch that TED Talk.
Okay.
So what do you really want isthe all.
(18:04):
And unfortunately, I don't knowhow you were raised, but I was
always told, you know, youshouldn't want so many things,
you know.
You know, and I, you know, whenI was little, like I said
earlier, when you're little,you're like, Can I have a
Barbie?
Can I have this?
Can I have that?
Can I have ice cream?
You know, that's how that's howkids are.
And so that's what we're told,you know, you shouldn't want so
many things.
(18:24):
But here's what I find is mostadults want uh only a few
things.
And um, and the few things thatthey want is they want some
peace, P-E-A-C-E.
Meaning that I have enough moneyin my bank account that I uh the
light bill's gonna get paid, themortgage is gonna get paid, and
I'm gonna be able to put gas,whether it's$2 a gallon or$8 a
(18:47):
gallon, I'm gonna be able to putit in the car.
So that's one of your all.
How can you have it all?
So you do need to be reallyfinancially smart about things.
You need to save, you need toinvest.
That's a whole notherconversation.
You know, so uh being anentrepreneur isn't like having a
lifestyle business, some peoplecall it.
(19:07):
It's about really buildingsomething that makes you
financially secure.
So that will give you peace.
I think that having it all isum, there are some things in
this life that I do like wantthat are extra, but like
sometimes I want to go to afancy dinner, sometimes I want
to go on a trip.
And so um, you know, definingwhat success looks like in that
(19:28):
place.
But I'll tell you the number onething that I want is I want to
be in my personal mission.
So I have a personal missionstatement, and I have a tool for
that if you want to email me atNicole at Vibrant Culture.
Um, but it's how to create amission statement for for your
work and for your life.
(19:49):
And so my mission statement isNicole Greer is on a mission to
energize, impact, and influencepeople to lead a more vibrant
life.
So if I helped in thisconversation, then I'm on
mission.
And nothing fills me up.
My I get it all, you know, I'mfolded, I'm filled up if I'm
(20:10):
doing that.
So yesterday a woman called me.
She's like, You don't know mefrom Adam.
I got your phone number.
I'm like, okay.
And she said, I want to know howto be a public speaker.
I know you're you're a speaker,and I said, Okay, and I gave her
30 minutes of my time.
Not could have tried to sell hercoaching package and all this
kind of stuff, but she's like, Ijust need 30 minutes, and so I
(20:33):
just gave it to her.
I didn't get any money, but Ifilled up because I was on
mission.
I really helped that lady, yeah,and that's what we have to do
makes sense.
SPEAKER_01 (20:46):
Yeah, very, very practical, Nicole.
Um, I'm so glad we actually hadum this uh forecast, and
especially you as I guess, um,because there are a lot of myths
around juggling, um, parenthood,and entrepreneurship.
Um, we always look at the tasklevel, but not at the core level
(21:09):
as you were trying to mention,right?
And that's that's what it feelslike.
Um thank you so much to be uh onour podcast.
Nicole Green, everyone.
Um
Hi everyone, welcome to welcome to the juggling
entrepreneurship podcast.
Today I am the gentlemanentrepreneur.
We are joined by Nicole Green, aleader and a founder of the
vibrant culture.
Nicole is known for helpingorganizations and individuals
create environments where peopletruly thrive both professionally
(00:37):
and personally.
Through her shine framework, sheempowers leaders to build
clarity, alignment, and energyin everything they do.
Her work focuses oncommunication, purpose, and
showing up with intention,whether in business or in
(00:57):
everyday life.
In this episode, we will explorehow to lead with clarity, build
a vibrant culture, and jugglethe demands of entrepreneurship
without losing yourself in theprocess.
Welcome, Nicole, to the show.
SPEAKER_00 (01:13):
Hello, good to be here.
I'm so grateful.
Thank you for inviting me.
SPEAKER_01 (01:17):
Thank you.
I gave a little bit of a glimpseof your personality and your
character and your brand.
Do you want to add anythingmore?
SPEAKER_00 (01:27):
Well, I just, you know, my whole thing about human
beings, no matter who you are, Ithink inside of you you have a
little spark.
And if you have a vibrantculture, if you have a vibrant
entrepreneurial endeavor, thepeople that are trying to lead
this endeavor, they're trying tofan that flint that spark into a
(01:47):
flame and get get everybodyexcited about being here and
getting everybody excited aboutwhere we're going, right?
And so an entrepreneur, like inits definition, is starting
something and taking somethingto a next level.
That's what entrepreneurship is.
And so whatever your product,your service is, um, you need
people surrounding you that arewhat I call lit from within.
(02:11):
Um, they're they're leading withclarity, they know where you
want to go, they are integratingintegrity.
That's the eye and lit.
They are good people, they havegreat character, they are
hardworking, they want to gether done.
And then the last thing is ifyou're an entrepreneur, whatever
your product or service is, youyou have to take it and you have
(02:31):
to transform whatever's ordinaryinto the extraordinary.
So, you know, the experience yougive or whatever product you
have, it has to do better thanthe other things in the
marketplace.
And so you have to give anextraordinary edge.
And so you got to figure allthat stuff out.
So that's what I would add rightthere.
SPEAKER_01 (02:53):
Awesome, Nicole.
That's a great start.
Good.
So tell us, how did you come upwith this idea of vibrant
culture?
Where do you actually start thejourney and how you ended up
here?
SPEAKER_00 (03:06):
Okay, so well, you know, uh, when I was 17, I got I
got I got my first job and I wasin the restaurant business, and
uh I had a lot of energy.
I have still have a lot ofenergy naturally, and um, and I
loved serving people.
And in the restaurant business,like you know, people the cooks
(03:26):
would put stuff food up in thewindow and I would look at it
and be like, this isn't right.
You need to make fix this.
It doesn't look right, you know.
So I I understood very early on,I don't know why I understood
that, but um, product qualityand the way that you service the
customer will put a tip in yourpocket, okay?
And so very early on, I was justlike, oh, great service, great
(03:49):
product, big tip.
And that is beingentrepreneurial.
A waiter or a waitress orserver, they are
entrepreneurial.
And so I figured that out veryearly.
I got into property managementand I ran really beautiful
apartment communities all overthe southeast.
And um, one of the beautifulthings about that is um I
trained a lot of people, likebecause of my energy level and
(04:11):
entrepreneurs, you have to haveenergy.
If you if you're gonna startsomething, you gotta be the
fuel.
Bingo, there you go.
Yeah, it's energy, right?
And so, anyways, long storyshort, um, I I was always tasked
by like my regional managers.
They're like, we have a newmanager.
Will you train her?
And I'd be like, sure.
And so, you know, it's it'sgetting people trained and it's
(04:34):
how you love on them and developthem that's gonna help you
support your entrepreneurialendeavor because you have got to
get people up to speed and andjust as excited as you are about
what you're trying toaccomplish.
Um, and so I learned that.
And then uh I I stayed home, Ihave two kids.
I stayed home with my kids foreight years, and then I got
(04:57):
bored, and then I decided tostart my own company.
And so I started a littlecompany doing uh coaching, but
then um since 2007, I now have acatalog full of 40 different
programs that I do when I do uhdevelopment, when I do training
and development, and then I alsohelp people with HR issues, uh,
(05:18):
and then as well as doing publicspeaking.
So uh I've grown it into amultifaceted thing, but uh I
started out just being the trlike training gal at a
restaurant and a training gal atthe property management company.
SPEAKER_01 (05:31):
That sounds really fascinating.
So it might be a really toughdecision for you uh when you
left your job for the kids, youhave stayed um as a home mom for
eight years, and then youstarted your own journey as an
entrepreneur.
That's right.
(05:51):
You're still your kids are stillgrowing during that time.
How did you juggle both thefamily life and your
entrepreneurship?
SPEAKER_00 (06:00):
Yeah.
So, like I said, I startedsmall.
I I decided that I was gonna geta certificate through through um
a coaching organization to beable to do executive coaching.
Uh, I ended up in my careerbefore I stayed home with the
kids being um the marketingperson, a training person
working in the home office.
(06:20):
And I thought, well, I'm onlygonna take a portion of that and
make a business.
So I created the, you know, likewe all do, created a website,
started doing a little bit ofnetworking.
And the way I juggled it is I,you know, I only scheduled when
the kids were at school, youknow, and they're both in
school.
And you know, here's the truthabout your kids.
When they're little, they need alot of time and energy from you.
(06:42):
But like if you have a uh, in mycase, you know, a middle
schooler and a high schooler,they need less time with you,
they need oversight, they needone-on-one time with you, but
they're pretty independent atthat stage, you know.
And if you've done a good job,like my kids used to come in the
door after school and they knewnext thing was snack and
(07:02):
homework.
Like that's that's what we'redoing here, you know.
And then you can go play, orthen you can go wherever or do
whatever.
But they just kind of knew therules at that point.
We had a nice little routine andwe had a schedule, and we had
what I call expectations inplace.
So uh I'm gonna share a littlequote if I may.
Can I share a quote?
(07:22):
Okay, so um, this quote isreally, really good.
You might want to get your penout and write this down.
Uh uncommunicated expectationsare a premeditated opportunity
to be disappointed.
So one of the things that youknow I did with my kids is I'm
like, if you do this, you canexpect that.
(07:43):
If you do that, you can expectthis.
You know, like I they they hadclear rules, clear uh
parameters, principles that weoperated by.
And my kids had a greatupbringing.
And uh, you know, I always kidand say, you know, now my kids
are uh they pay their own cellphone bill, they have their own
(08:03):
homes, they have jobs, you know.
I mean, because uh I think too,when you're being
entrepreneurial in front of yourkids, I used to tell them about
my business.
I'd be like, okay, guess whatyour mommy did today?
You know, like I'd say, how wasyour day?
And then I'd say, Ask me how myday was, you know, and it's not
it's not natural for a kid tothink past themselves.
(08:24):
I think, you know,unfortunately, we're a little
self-centered as children.
But, you know, they would say,What'd you do today, mommy?
And I said, I went to the RotaryClub, and then I went to this
meeting, and then I coached thisguy, and then I did this.
And they're like, Oh wow.
And um, and they, you know, theylearned and watched my work
ethic.
And uh, an entrepreneur that issuccessful has a heck of a work
(08:49):
ethic, and your children need tosee that so that they know how
to do it.
So um, there's this old saying,lead by example.
And so you might be juggling,but don't complain about your
work, don't tell everybody howhard it is.
Uh, tell everybody howfulfilling it is, and tell them
what you're accomplishing andwhy you're doing it.
(09:10):
I'm doing this so I can help youhave a great wedding someday.
I'm trying to put money in thebank so you can have an
inheritance, you know.
Uh, talk to your kids about thewhy.
Um, and at the same time, you'llbe reminding yourself, oh, yeah,
that's why I'm doing this.
So you have to keep remindingyourself.
SPEAKER_01 (09:30):
Yeah, and and that's a great point that you have um
just said uh is remind yourselfthe why.
Yes, why you're doing that,whether it can be a health
chore, whether it can be aconversation with your spouse or
with your kids, or um, I thinkthat constant reminder not only
(09:51):
brings in that gratitude of whatyou have, but also gives you the
motivation to move forward in amuch more healthy way.
Um what do you see nowadays inthe kids?
What let's let's break it downbecause I would love to talk
about your shine work, I wouldlove to talk about your um
(10:15):
vibrant culture.
Um what is the core mission ofum your company, the vibrant
culture?
SPEAKER_00 (10:25):
Yeah, well, my core mission in my company is to come
in and help you get a happygroup of people who are on a
performance management culturewhere they are improving every
day so they are fulfilled, andso you can scale your company.
Okay, and and so people who areexcited about the future,
(10:46):
they're lit from within, um, andsomebody is mentoring and
coaching them in a performancemanagement kind of way, you're
gonna scale your company.
So, one thing that people areconfused about is like we're
trying to scale the company,okay.
Uh, so you might buy a building,you might introduce a product,
(11:06):
you might offer a new service toscale, but you can't do any of
that without people.
And so the quality of Nicole andthe quality of the other five
people on the team, that is truescaling.
So if you teach me how to dosomething, now I know how to do
(11:26):
it, now I can help you get theproduct out, deliver the
service, secure the building,finance, do the financing behind
it, whatever.
But you've got to grow people toscale.
And and sometimes we don't thinkof it like that, and that is
imperative.
So my shine coachingmethodology, that is the the
(11:49):
thing that the leader thinksabout.
So if they're coaching anotherperson, the first thing they do
with that other person is theyask that person, how do you
think you're doing?
Instead of, let me tell you howyou're doing in your job.
You get the other person todeclare, how do you think you're
doing?
Now, most people, when they'reasked this question, they do two
(12:12):
things.
The first thing they do is theythey make themselves small.
I don't know why we do this ashumans, but they're like, I
guess I'm doing okay.
You know, uh, but then peoplestart to declare, I started
doing this, I'm learning this,I'm trying to do that.
And so the conversation isn'tabout do more work.
The conversation is about whatother skills, what other
(12:37):
efficiencies, what otherefficacy can you bring to this
process?
But I'm making the other persontell me that they want to learn
it, they want to do it, theywant to improve it.
So it's a totally differentconversation.
The H is about habits, and sothere are certain habits in our
work that make it moreeffective, but one of them is
(12:59):
time management, changemanagement, uh, soft skills,
listening, asking powerfulquestions, conflict management.
There's a thousand skills andhabits we need to have in place.
Um, so constantly challengingpeople around habits, and then
the I is about integrity.
Um, and so people need feedback,and the person and people need
(13:21):
to receive feedback.
And so, one of the things we doin a vibrant culture is we are
getting a lot of feedback.
Like, you know, I I have reallysharp people uh that I coach,
and like they will tell me, myleader never meets with me.
I don't know how I'm doing.
They hired you, Nicole, to coachme, but they don't even know
(13:43):
what I do.
I mean, just think about that,right?
So you can't farm out yourleadership, you can't give
leadership to somebody else todo for you.
You've got to be, you know, inintegrity with that person, and
you've got to know how they'redoing and what they're doing,
and so you've got to givefeedback so that people can
become more whole.
Um, and it's about developingthe character of the people that
(14:05):
you're working with too.
And I could talk about charactertill the days come, the cows
come home.
But then the next thing is nextright steps.
So, you know, sometimes you'llhave a team and you'll have like
some performers that areawesome, and you know what those
performers want?
They want, believe it or not,believe it or not, they want
more interesting work that helpsthem learn how to go higher.
(14:29):
So you know, so if you have ahigh performer, you do need to
be challenging them.
Now, if you have some people whoare kind of in the middle of the
pack, which is usually how itis, you're gonna take whatever
your high performers are doingand give it to that middle of
the pack group, right?
And then if you have lowperformers, oh my gosh, you have
(14:50):
got to be doing performancemanagement with them to either
don't miss this.
This might sound harsh, but Imean this with love.
Coach them into the company.
Come on, let's go, let's go,right?
Get them lit, get them shining,or coach them out.
That was a bad hire.
That guy just doesn't want towork, and those people are out
there, right?
So, so you need next rightsteps.
(15:12):
That is the end.
So the leader sits down and hasfour responsibilities leading,
managing, mentoring, andcoaching.
And so if I sit down with you,should be once a week, once a
month at the minimum.
I mean, that's too long, once amonth, but I'm setting goals
next right steps with youbetween now and the end of the
(15:34):
quarter, between now and nextweek, what are you gonna work
on?
And people really want to bedeveloped, I think.
You know, the good ones do.
And then the last thing is isE-ish in shine is energy.
And so I find that if people aresat with and talked to and loved
(15:54):
on, they get a lot of energy.
They're like, I love workinghere.
My boss pays attention to me,sits with me, I can tell them
anything, they help me solve myproblems, I feel supported.
Their energy will go through theroof.
And there's six energies, but itthat's a lot.
But that that that's themethodology.
(16:14):
So imagine if the entrepreneurwith every one of the people on
their team, or the right peopleon their team, their their
direct reports, was reallyhelping them get lit.
Then the entrepreneur can gohigher, but you cannot do more
and go higher if you haven'tempowered the people down here
to do your old work.
SPEAKER_01 (16:34):
Yeah.
That's like a five-minute,high-patch, high-energy uh
motivational talk that you havejust given, Nicole.
Which is very, very practical,right?
So there are things that areit's very practical, and that's
what most of the people miss.
They they think about some idealscenario.
(16:55):
There is no ideal scenario inreal life, you just need to walk
through it.
Um, I know we have four minutesbefore we end the podcast, but
let's have this closiveconversation on redefining
having it all.
A lot of people talk about hey,having it all from the
(17:18):
perspective of um what doestruly align or fulfilling life
look like for an entrepreneurand for a family.
Based on your experience andbased on specifically you
coaching, executors, leaders,um, you know, parent
entrepreneurs, um tell somesuggestions and redefine having
(17:40):
it all.
SPEAKER_00 (17:42):
Yeah.
Well, we can define having itall, but before you define
having it all, what's your all?
You know, I mean, that's thething.
So what you know, and I have aTED talk, and it's called What
Do You Really Want?
So go go watch that TED Talk.
Okay.
So what do you really want isthe all.
(18:04):
And unfortunately, I don't knowhow you were raised, but I was
always told, you know, youshouldn't want so many things,
you know.
You know, and I, you know, whenI was little, like I said
earlier, when you're little,you're like, Can I have a
Barbie?
Can I have this?
Can I have that?
Can I have ice cream?
You know, that's how that's howkids are.
And so that's what we're told,you know, you shouldn't want so
many things.
(18:24):
But here's what I find is mostadults want uh only a few
things.
And um, and the few things thatthey want is they want some
peace, P-E-A-C-E.
Meaning that I have enough moneyin my bank account that I uh the
light bill's gonna get paid, themortgage is gonna get paid, and
I'm gonna be able to put gas,whether it's$2 a gallon or$8 a
(18:47):
gallon, I'm gonna be able to putit in the car.
So that's one of your all.
How can you have it all?
So you do need to be reallyfinancially smart about things.
You need to save, you need toinvest.
That's a whole notherconversation.
You know, so uh being anentrepreneur isn't like having a
lifestyle business, some peoplecall it.
(19:07):
It's about really buildingsomething that makes you
financially secure.
So that will give you peace.
I think that having it all isum, there are some things in
this life that I do like wantthat are extra, but like
sometimes I want to go to afancy dinner, sometimes I want
to go on a trip.
And so um, you know, definingwhat success looks like in that
(19:28):
place.
But I'll tell you the number onething that I want is I want to
be in my personal mission.
So I have a personal missionstatement, and I have a tool for
that if you want to email me atNicole at Vibrant Culture.
Um, but it's how to create amission statement for for your
work and for your life.
(19:49):
And so my mission statement isNicole Greer is on a mission to
energize, impact, and influencepeople to lead a more vibrant
life.
So if I helped in thisconversation, then I'm on
mission.
And nothing fills me up.
My I get it all, you know, I'mfolded, I'm filled up if I'm
(20:10):
doing that.
So yesterday a woman called me.
She's like, You don't know mefrom Adam.
I got your phone number.
I'm like, okay.
And she said, I want to know howto be a public speaker.
I know you're you're a speaker,and I said, Okay, and I gave her
30 minutes of my time.
Not could have tried to sell hercoaching package and all this
kind of stuff, but she's like, Ijust need 30 minutes, and so I
(20:33):
just gave it to her.
I didn't get any money, but Ifilled up because I was on
mission.
I really helped that lady, yeah,and that's what we have to do
makes sense.
SPEAKER_01 (20:46):
Yeah, very, very practical, Nicole.
Um, I'm so glad we actually hadum this uh forecast, and
especially you as I guess, um,because there are a lot of myths
around juggling, um, parenthood,and entrepreneurship.
Um, we always look at the tasklevel, but not at the core level
(21:09):
as you were trying to mention,right?
And that's that's what it feelslike.
Um thank you so much to be uh onour podcast.
Nicole Green, everyone.
Um
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