Ever dreamt of becoming an entrepreneur? Experience a dynamic conversation with the renowned Kim Blue of K-Blue Consulting and Peter Laughter, a storytelling connector, as we unravel the twists and turns of entrepreneurship. Both Kim and Peter share gripping tales of their respective journeys, offering insights into the strategies they deployed and the lessons they learnt.
As Kim narrates her leadership voyage and the challenges she faced, Peter recounts his own 20-year entrepreneurial journey, shedding light on the real impact he yearned to make in the world.
Working independently brings its own challenges, and both our guests Kim and Peter underline the importance of planning and execution, tasks often handled by teams or departments in larger setups. As we navigate through their experiences, we also delve into the importance of embracing new tools and technologies to better serve clients. Hear from Peter as he shares invaluable insights into AI and the essence of understanding the core of your business. Above all, we talk about the importance of letting go of pride to offer the best services.
Connect with Peter: https://www.linkedin.com/in/peterlaughter/
Connect with Kim: https://www.linkedin.com/in/kimberlymblue/
#humanresources #connector #mrspie #storyteller
Come join us at our virtual events monthly. Visit our website to learn more.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
scenery shouldn't be same today.
(00:01):
We hope to make interestingfishing videos with University
quem rzy wichcz.
Refreshments withoteth.
If you enjoy this poeplechannel, remember to subscribe
to lose your pleasure with Mixof Un Initiative's FREE LEVEL哈.
But ealy thought full.
But disciples are curious aboutdevelopments in rural eines
(00:22):
available for use.
Who Smart to within.
I made it y'all.
(00:46):
I'm so excited for this hereepisode with my friends, so I'm
going to do this the right waybefore I dive into just like, oh
my god, can I do it?
We are here.
So welcome back everybody toanother episode.
This is Mrs Pi and we'retalking unlocking human
potential with two of the mostamazing professionals that I
(01:07):
know on these streets.
Before we go further, I justwant to make sure I say a huge
shout out to everybody who'swatching on the Facebook channel
, linkedin, twitter, youtube,and absolutely want to do a
special shout out to those ofyou who are watching on Parade
Deck live TV.
So hello.
There's a community of 6.2million subscribers over on
(01:28):
those streets, so I just want tosay hello and thank you all for
watching, and I'm looking at myside because I just want to
make sure that we're rollingover there and we are so y'all
okay, so let me do this right.
Kim Blue of K-Blue Consulting ishere to talk to us today, along
with Peter Lap, and he's aconnector storyteller and I
(01:49):
think everyone pretty much knows.
If you follow me, you know thatI'm following them because I'm
literally diving into everythingthat you're doing.
So today I want to talk moreabout your businesses.
I want to know what you guysare up to.
You know, as far as you know,any valuable insights and
(02:09):
strategies, and we talk a lotabout culture and growth and you
know anything around people'sstrategies, so we're from that
kind of world.
So I think this is going to bereally helpful for a lot of HR
professionals or managers ortown acquisition leaders, but
also business owners andentrepreneurs and especially
those who are in the militarycommunity, who are trying to
(02:30):
transition into, you know, theprivate sector.
So this is a great way, y'all,for you to get some you know
free advice before you'restarting even your company and
what that would be.
You're talking to people whoare actually really successful
at doing that.
So, without further ado,welcome.
Speaker 2 (02:48):
Thank you, Shelley.
Speaker 3 (02:49):
So good to see you.
Speaker 1 (02:53):
So we go back a ways.
So I was trying to think of,like, how to introduce you guys,
because we go back a ways andit feels like it's been years,
but it really has been this pastsummer, right.
That's it Just a summer, yeah,just a summer and we were part
of a motley crew.
You guys can find a lot of thiscontent on the YouTube channel
(03:15):
streets, on the Mrs Kip, and wewere part of a group called
People Rising, and so we've metthrough an amazing individual,
lenwood Ross, and he brought ustogether and every week we would
talk, we get these great topicsand we kind of you know,
thought leaders live right.
We shared all of the inside,all of our experience, and we
were solving problems togetherwith you know, basically anyone
(03:38):
who wanted to come out and learnand so so, pivoting to kind of
where you are now, I wanted tocheck in with Kim how are things
going at K-Blue Consulting?
Speaker 3 (03:49):
Yeah, I want to hear that too.
Speaker 2 (03:53):
So things with K-Blue Consulting are going well and
I'm excited, jelly, just for thespace to be able to like
reconnect and talk openly aboutall things you know business,
business ownership,entrepreneurship and just like
how the journey has been.
So it's been amazing.
A lot of learning is what Iwill say and it's been real time
(04:15):
where I've had to tap intocreative spaces that I didn't
know existed.
I had to be intentional aboutsaying yes to things that I did
know and yes to things that Ididn't know, and really being
comfortable figuring it out andowning a lot of things, owning
my discomfort but then reallyprioritizing myself as a leader,
(04:36):
which I learned is somethingthat I wasn't really doing.
I was relying on just sort ofold ways of thinking and I
really needed to tap into no, Igot this and asking questions
and really getting intentionaland because of that, it's helped
me get more clear on these arethe verticals that I want to
focus on.
This is the level of talent thatI want to engage with and we're
(04:58):
not doing enough in some ofthese areas and we need to be
doing more.
And where are the people thatare doing that, so that I can
not only cultivate the tribethat I'm in, but, like new
tribes, because it's not justone tribe Right now, I know I
need multiple tribes to be ableto do this.
So it is a solo endeavor, butit is never a solo community.
Right Community is not a personof one, and so that's been my
(05:22):
greatest takeaway over the lastfour or five months as I've
dived into cable consulting moredeeply, right and things I was
sharing with you all when wewere in our people rising
community.
So lots of learning and a lotof gratitude for just not being
the same woman I was six monthsago.
So that's how.
That's how that's how I'msaying it.
Speaker 1 (05:45):
I don't know.
Speaker 3 (05:45):
Peter, yeah, I'm kind of upset that you called on her
first now.
Speaker 1 (05:51):
Forget it, I can't go after that.
Speaker 3 (05:57):
Well, kim, I think you and I had a very similar
summer because it has been waveafter wave of realization and
faith, which has been really,really fascinating.
And I think it's interestingbecause I started my
(06:18):
entrepreneurial career at 25.
Really, I fell into it, I wasby accident and grew really
quickly.
So, I mean, it's been 20 yearsbetween the time that I haven't
had a team around me and in 2020, I really walked away from my
entrepreneurial career inrecruiting and staffing, because
recruiting is broken and mybusiness now is at the
(06:41):
intersection of purpose andculture and storytelling.
To fix what's broken aboutrecruiting to help companies
make authentic connections withthe talent that they need well
before they need it, so they canreally have more natural
relationships with, with theirperspective, talent and build
pipelines and not have thisfrenetic transactional
(07:01):
recruiting relationship thateverybody hates.
And it's been reallychallenging but super fun and
I'm starting to get some reallynice traction with really great
had, a really great clientengagement.
That is will continue into nextyear, which is super exciting.
(07:22):
But to touch on what Kim says isconstantly the things that I
have to learn and what Irealized is oh, the possibility
of creating a company withoutanybody else, like that's yeah,
and it is incredibly exciting,but the things that I'm learning
is it's.
I thought at the beginning it'sgonna be so much easier this
(07:43):
time.
I've done this before.
No, not easier, much hardermuch more fun and rewarding Wow.
Speaker 1 (07:49):
I love that, and so I know that there's a lot, like I
mentioned, there's a lot of alot of individuals, especially
within the veteran community,who are transitioning into
private sector, but there arealso a lot of members in the
veteran veteran community whoare starting out in new business
, and so I wanted to find outfrom you, as you're, you're kind
(08:10):
of, this is your space and,again, there's successful.
I a lot of times when I havepeople that come on the show, I
try to remind everyone likethese are folks who've been
tried and true and have been atthis for some time.
So we're talking about what'shappened over the past few
months or six months or so, butthey've been at it for a long,
long time.
Okay, so I just want to beclear that there is no easy way
(08:32):
to do this.
You do just.
You actually have to know yourspace, know your expertise, you
know what I mean, all of thosethings.
So there's no shortcut.
But I wonder, I wonder if youguys could share what were some
of the maybe the unexpectedchallenges over this past year
and how you know, maybe how youovercome, just to help motivate
or encourage someone else whomight be looking to shift into
(08:54):
entrepreneurship.
Maybe we'll go with that, you,kim, and then and then Peter.
Speaker 2 (08:57):
Sure thing.
I love the fact that you openedup by saying right, you have to
know your stuff.
I think that's the thing that Iadmire the most about both of
you is that you know your space,and that is something that is
going to support you in themoments where things are less
than ideal.
So, for me, one of the thingsthat was really challenging was
(09:22):
realizing how much you get usedto some of those what I refer to
as creature comforts, when youmay be aligned inside of an
organization and there'sdepartments that do all of the
things that you need, and thenstepping out on my own, really
having to take a really goodlook at okay, what am I actually
doing and what are the thingsthat I even need to plan to
(09:43):
outsource?
Where am I going to get aresource?
Is this something that I canbuild, buy or borrow?
Because if you are a team ofone and you're managing your
budget, you're looking at yourresources, you then learn that
really, it is just you needingto do everything that a client
or someone is asking you to do,and so that was challenging for
(10:04):
me.
I actually had to spenddedicated time, strategic time,
thinking about all right, whereare things like where are my
templates?
What are the tools andplatforms that I have access to?
Where am I going to get themost bang for my buck right?
Is it Monday or is it adifferent project management
software?
Like, where am I in my businessto be able to do that?
And then, how do I want to beable to scale and what's my year
(10:25):
over year plan?
Again, conversations that I hadbeen in many times as a CHRO or
an HR executive, but now owningit for myself and having to do
it and realizing that there wasa learning curve there and
humbling myself enough to go allright.
So there's a learning curve.
You've been doing this for 15years, kim.
Right, you can take right 15days and spend some time
(10:49):
figuring out what this lookslike, and that was it in.
The faster I got comfortable inmy head, humbling myself and
more quickly I was able to getmyself into space with where I
was saying okay, this meets theneed that I have now and will
allow me to grow and will servewhat it is that I have going on.
And where I didn't have it,smart people like Peter, like
(11:10):
Peter legitimately.
We were having a conversationabout AI one day and Peter was
like happy when you're ready totalk to me about that.
Speaker 1 (11:15):
He taught me all about.
He introduced me Peter,introduced me to chat, GPT,
which is I call him Sean Sean.
Speaker 2 (11:24):
Yeah, like, let me tell you all about Peter and
just the things that he knowsthat I don't and how.
In our last conversation I wasjust head nodding and taking
your scribbling furious notes tomake sure that I didn't,
because you have to learn tolean on your, and that's what I
mean.
It's not just your job.
You have to create new jobs,right when, because what your
knowledge is is what it is andthat helps someone else.
(11:47):
And Peter was able to help meget comfortable saying, if I
want to be able to save time andleverage things, I absolutely
have to be leveraging theseresources that are out here.
So for me, that was the biggestdifference is not having access
to all of those smart peoplewho did those things and
becoming the person who nowassemble those things for myself
.
Speaker 1 (12:06):
That is awesome.
How about you, Peter?
Speaker 3 (12:08):
Wow, yeah.
So I think, really liking whatyou're saying, Kim, about
knowing who your people are and,on the flip side of this, also
knowing what your businessreally is.
And I and you think that's aneasy question, but it's not.
And I remember, and I'mforgetting his name, but he was
(12:29):
the founder of legal seafood andhe was just getting started and
he took a business class andthe professor said you have to
know what business area and doyou know what business you're in
?
He's like I mean the restaurantbusiness.
He's like no, yeah, yeah, thinkabout it and come back and
finally realize, no, I'm in, I'min the business of making sure
that seafood is fresh, yeah, and, and that was the basis of that
(12:53):
business is, it was a supplychain business.
The restaurant business was.
The was the end result of thatand honestly, I'm still figuring
that out, which is reallyinteresting.
And so one learning to knowthat I don't know and I know
that you know some, but it's, itis you know.
(13:14):
So I am selling recruitmenttransformation, because that's
where my pedigree is, but mypassion is really flattening
hierarchies and allowingcompanies to be more human, and
so it was a really interestingconundrum for me because I was
working with a client doing theand it was a pretty large
(13:37):
private private equity back colocation company and they had
some things that they wanted tolook at.
They had some turnoverchallenges and recruiting
challenges and I did a culturalanalysis where I interviewed 30
people 15 from corporate and 15from their co location services
and what was really clear isthey definitely could use and
(13:58):
benefit from my recruitingconsulting, but it wasn't the
biggest problem they had.
And so, learning to, to be ableto say, or what's what business
am I really in?
Well, the recruiting businessis a tool for me to help
organizations be more human andthere were better opportunities.
So it was a really interestingthing when my client sponsor
(14:19):
said like I need an estimate forthe next step of your
recruiting business and for meto say I don't think that's what
you need the most and topropose something totally
different and to know that Ihave the trust of that client to
be able to take that step.
There'll be plenty of time forthe recruiting transformation
but, you know, being able tosolve these more core problems
and help their executive teamwith their strategic initiatives
(14:42):
and develop the narrative thatthey need to be successful with
that and to speak to theiremployees and to be able to
address those most pressingconcerns is really the best
opportunity.
So that for me, has been thereal lesson is to be cognizant
of the business that I'm reallyin and look to provide value
there, first and foremost.
Speaker 1 (15:03):
Can I pull on the thread a little bit about
developing the trust with yourclient.
And so there is a comment Ijust want to read out really
quickly learning to get out ofyour own way by removing pride
is important.
That is true, absolutely.
Thank you for that, absolutelyagree.
So I want to get your take.
And when you're thinking aboutbuilding trust with your clients
(15:25):
.
And so you know, a lot of timesyou know, when I see the new
businesses that pop up, thetendency is to rush into selling
the business right before therelationship building in order
to build trust with thosepotential clients.
(15:45):
And I wonder if both of youcould just share your insights
on what does that mean for youas, as you're working with your
clients, how do you, how do youmanage that so that you're
building trust with your clients?
What does that look like foryou?
So I'll hit him and then we'llgo to go to Peter.
Speaker 2 (16:03):
For me it's everything because, number one,
I'm an HR consultant, and sowhen we, when I think about the
business that I'm in, I alsohave to think about how,
historically, human resourceshas been defined and experienced
and how it's been sort ofmarginalized inside of
organizations.
And so the minute I tell themthat I'm an HR consultant, they
(16:25):
should write forget how dope Kim, you know that matters, right?
This she's here, and so now thewho I am and the what I do
become one singular thing.
And so, in order for them totrust that the HR is an
extension of my expertise, Ihave to tell them what my
approach is, and in order to dothat, I just want them to get to
(16:48):
know me right, and so I talk alot about things like right I'm.
A conversation was on the faultpartner.
I really want to help you thinkabout how to help your business
be successful.
I say things like my job is tohelp you get to yes or to help
you understand why it is a noand then find a solution.
I get away from process policytech, even though that's going
to be my vehicle to getting whatwe do and so once they get to
(17:09):
understand number one, that Iknow how to connect with people
and, number two, that I canunderstand how quickly they are
experiencing challenges and whatare some of the things that
I've seen in my role.
That then helps them relax, andso that's all right.
It's just, it's aboutconnecting on a human level.
So let me tell you about who Iam, and it's also like, what am
(17:31):
I doing to help them?
See that they're talking to Kimfirst.
Then, through talking to Kim,they can tap on Kim's shoulder
and say, well, what are yourideas, or what have you seen, or
what did you do when?
Because now they're just havinga conversation with me, not
talking to their strategic HRpartner, which is who I am, but
that's different than what I do.
I mean, excuse me, well, that'swhat I do, but that's different
(17:53):
than who I am.
Kim is a mom, a soccer mom, adog mom right, I'm a daughter,
I'm a southerner, I'm a sportsfan, all of those things first.
So the minute I humanize it,even as the energy, even as the
playing field, and I don't feellike I'm now fighting against
the tide, right, I'm swimmingwith them, and I think that
that's what helps them relax alittle bit and go okay, you know
(18:16):
she's not going to come in heretrying to change what it is
that I do.
Quite the opposite.
I actually want to support whatyou do and see when it just
starts with you understandingwho I am as a person first, and
so I lead from that place andstay up front.
Right, I give it freely andit's yours to do what you want
with.
And then sometimes peoplearen't expecting that when I say
that and they'll oh, okay, andthat's you know, it's yours
(18:38):
right, absolutely being morehuman and I'm leading Yep.
I lead from that.
Speaker 3 (18:46):
And I think, kim, that is the demand of this time
and I was thinking about ittoday, like I don't think we
have any idea.
The change is coming and it'scoming from so many sides and I
just got to just take a littlediversion on that.
Yeah, because if you look at,you know what has happened to
(19:07):
many of us and I think you knowthe changes I'm talking about.
I went through is, you know,coming into 2020, you know, I
knew recruiting was broken andas a recruiter, I was part of
the problem.
Yeah, and I had been coming tothat realization for a number of
years, but I had thisexpectation of a big payout and
(19:27):
all these things and thebeginning of 2020, I was like I
am never going to get to thisbig payout.
Yeah, because I hate thisbusiness and I am not proud and
I love that you talk about proud, inspired and empowered as
opposed to proud, which is rightand pointed out, very, very
different.
But I was not proud of the workI was doing and it was killing
(19:48):
me.
And so, you know, the summer of2020, I mean, with everything
that was going on, it becameimpossible for me to continue
and made it really easy to walkaway.
But the world has seen thatthis is not just an individual
experience where I realized bymyself that I was living an
unsustainable life.
The entire planet is realizingthat.
(20:09):
I mean, you know, and it iscoming from multiple sides.
We've seen the hottest summeron record, where the world is
literally on fire, and you knowI mean the amount of war, the
amount of death that we've seenright in front of us.
It is impossible for us tocontinue as business as usual,
(20:31):
and what's more is we havetechnology that is evolving
faster than we can imagine andwe cannot foresee what the world
will look like.
So you have this desire frompeople, particularly in the
workplace, where they'redemanding meaning and agency.
They want to know their workmakes a difference and they want
(20:52):
to know that they have a say inhow they apply their efforts to
making that difference.
And that demand is gettinglouder and louder.
And I don't think the world isready for that and I'm not ready
for it, and I am activelytrying to help companies make
that change, which isfascinating.
(21:14):
So I think we are being.
When we look at how do we haveour clients trust us?
There is a degree of humilitythat I think that we need to be
able to bring forward and, inorder to be effective, really
questioning the methods that Imight have used three years ago
to apply to it.
(21:34):
It just it's not going to workanymore.
And so how do we have and howdo we think about technology to
enable relationship rather thanto supplant it?
And, particularly when it comesto recruiting, that's what
we've done.
We have machines who arereviewing resumes and doing an
awful job at it, and it'sproducing a horrible result, and
(22:00):
maybe getting 300 resumes forevery opening is not the right
way to do it.
Maybe we need to use technologydifferently so we get maybe 15
or 20 candidates, but they'rethe right candidates and they're
pulling that from a multiple ofdifferent factors.
So I think it's true that trustis that sense of humility and
(22:25):
that recognition to realize thatwe don't know, but we can
leverage what we do know tocreate what's next.
Speaker 1 (22:33):
Wow.
So I was sitting here, I wasthinking about those businesses,
leaders, other organizationswho might be watching again,
whether you're watching the liveor the replay or you're
listening to this on one of theother audible streets a couple
of days.
I was thinking about the amountof experience that both of you
(22:57):
bring from both of your areas,and I was thinking, Kim, from
the HR, a strategy perspectiveand Peter, just everything that
you're doing to really actually,when we say transform like I'm
not dropping it like a hashtagterm, I mean he's actually doing
it in real life with realsolutions.
Okay, so I was.
(23:18):
I wanted to find out, in termsof those who might be watching,
who want to work with you, whatdoes that look like?
What does maybe a typicalclient look like for you, and
how do people go about gettingto you as leaders who are trying
to solve really big, complexproblems?
(23:39):
So, peter, maybe I'll go to youwith this and then we'll come
back to Kim.
What's the best way for clientsto reach you?
Potential clients?
Speaker 3 (23:45):
Yeah, so usually my website truebearingorg LinkedIn.
You know I'm probably the onlyPeter laughter on LinkedIn, I
think.
Speaker 1 (23:54):
So we'll get you the comment and listen, we'll make
sure everybody will get thecontact and y'all can reach me.
So you know you can reach Peter, I'll get you too.
Speaker 3 (24:02):
So but I think it is really.
I am in a quieter stage, so myengagements are really coming
from previous clients who I'veworked with before.
I'm not really going out there.
I've decided because what I'mdoing is so out there and new.
I realized, yeah, if you don'tknow me, you're probably not
(24:22):
going to buy from me.
Yeah, and there's only so manypeople I know.
So I am really focusing on aspeaking career, really talking
about storytelling andconnection and the brokenness of
recruiting.
Because we are, we think we usethis simple process of buying
stuff and we apply it to thisimmensely complex process of
engaging with other human beings.
(24:43):
And, yeah, and so we, you know,in order to recruit effectively
, we're going to need to be muchmore human and actually use
technology to createconversations, which is not how
people have thought it.
Yeah, there is a group thatdoes all of the recruiting and
it's just a service.
I need person.
Okay, give me person and that.
But that's not how life works.
(25:05):
We spend more time with ourcoworkers than we do with our
families in most situations.
Yeah, but yeah, I, I don't knowabout y'all, but when you know
I would want to get married, Idid not call a broker and say
can you please set up four orfive dates for me and I'll pick
one of them to spend the rest ofmy life with, or at least the
next 40 hours a week, until Ican't stand it anymore?
Yeah, I mean that's, that's nothow we did it.
(25:26):
Yeah, and, but that's how wethink it's done.
Speaker 1 (25:30):
And so I recognize.
Speaker 3 (25:31):
Oh, this is going to take some time.
So I'm really focusing onspeaking first and I have a few
engagements that will take meinto next year, but I'm not
being so loud with my businessbut really talking about this
problem and this need for thehuman connection in the
workplace and it's, it wasfascinating with this engagement
.
It was, I could see it.
Yeah, this company grew reallyquickly.
(25:51):
Yeah, they went from, yeahabout you know, 10 data centers
to 75 and very, very short.
Here's how.
And yeah, the people have beenthere for a long time.
Like I used to know everybody, Idon't know anybody.
Now I just know that people Iwork with and and other people
are saying like I don't knowanybody and there's all these
problems.
I don't know how to fix them.
Yeah, well, it's you know.
(26:12):
And even in this situation andthis is a Anomaly well-run
company, but they have it ishuman connection.
What people crave.
And how do we build that in aworld of silos?
It's, it is.
The answers are not clear andthey're different for every
company.
It's usually start with ananalysis where I just find out
what's going on and, moreimportantly, what are the
stories that employees aretelling and how does that relate
(26:32):
Stories that manager wants tobe told or trying to tell, and
how do you bridge the gapbetween those two stories?
What, what is the, the, thenarrative that leadership needs
to be talking about?
That will ride the momentum ofwhat their employees are saying.
That's the core of what I do,and fixing recruiting is is
really a way for me to get tothat.
Speaker 1 (26:53):
Yeah, and you guys can probably tell, is Peter is
there, is a real speaker andLife is very, very inspiring.
And and also I wanted to justyou know, make sure that you
know, that there are articlesthat Peter posts on LinkedIn
that I I have no shame inreposting it.
Speaker 3 (27:15):
Shame that love.
Speaker 1 (27:17):
Awesome, it's just.
It's just another way.
If you're interested inlearning, maybe you're in
another function, another joband you're thinking about
Shifting into a recruiting space, or maybe you think moving into
a storytelling space or even afuture speaker, peter is his
content is amazing for you tojust go and learn, kind of the
state of the union, if you will,what's happening within this
(27:41):
space.
So I definitely highlyencourage you.
If you can't hire him as aspeaker, then you definitely
want to tag on to the contentthat he's already sharing for
free and again continue your,your development that way.
So that's another way you cantap into what the rest of us
can't afford.
Okay, let's follow you.
Speaker 2 (28:06):
Yeah.
So, peter, before I jump in, doyou have a core audience or
like, when you talk?
I think that's important foranybody who's listening, in
terms of whether it's them orand now I say this because I've
had a little access to you,right?
So I think it's important to beable to know it, like to be
able to share that.
I know this, but like share itwith the people.
Speaker 3 (28:25):
Three groups that I'm most interested in talking to
our professional service firmsaccountants, lawyers and
Consultants, because a lot ofwhat I do with connection really
does help with professionalswho, when they advance in their
career, need to start to learnhow to sell.
And it's really, how do youbuild networks and connections,
(28:45):
which is the the beginning ofsales.
And so for an accountant, inorder to succeed in their career
in an accounting firm, theyneed to come to a point where
they stop being a goodaccountant and become a good
salesperson, and I think that'sa bad formula.
So, and I think, like, learnalong the way, you know, let's
not be out.
Do this all at once and maybehave a more diverse group of
(29:06):
people who can become partnersand yeah, and start the process
a little earlier.
The second is later stagestartups companies that, yeah,
are yeah at 30 and need to go to100, or more often, 100 who
need to go to 300.
But one of the things a lot ofwhat I do is anchoring
(29:27):
storytelling in culturalmessages like purpose and values
, and so in talking to some ofmy venture capital, now that the
private equity market is, I'mgoing to slow down for the next
year and a half or so, I've beentalking to some of my venture
capitalists, folks and reallyusing things like purpose and
values to create a cohesionwithin a company, and so,
(29:49):
because when you hit 30 peopleis usually when things get
Unruly yeah is where people are,you know it's, you know we're
all friends, we don't reallyneed a lot of structures, yeah,
and then suddenly things getcompletely crazy and no one
knows, yeah, and so being ableto have a set of Understanding
this is who we are and wherewe're going and this is what we
(30:10):
value and, based on those values, these are the behaviors that
are indicative of those valuesand these are behaviors that are
Counter to those values, andonce you know that, then
everything can people.
Yeah, it's not just what theCEO likes or doesn't like, or
the founders like it's, it's,it's what we've all agreed to,
yeah, and that changes creates aco-cohesion that's very
(30:31):
powerful going forward.
So those are my, my core areapeople that I work with.
But we're in a world where theworld where, where people are
desperate for meaning, and Ithink that that is yeah.
My larger goal is to create amovement of yeah, because we've
put up with thank god, it'sFriday this work, life balance
lie that life and work are twoseparate things.
(30:54):
Yeah, yeah, no.
And I think now is the demandwhere, like no, our work can be
enjoyable and should beenjoyable.
Yeah, and it must be enjoyable,because life is way too short
to spend the majority of yourwaking hours doing something
that is that you don't love.
Speaker 2 (31:09):
I think I thought that was important.
Um, peter, like like Shelley,and I've had some exposure to
your Work, but those listeningmight not know that, so I
thought it was.
Yeah, I really appreciate that,you know.
Speaker 3 (31:23):
Just say you know, in in New York we have a phrase
called mensch, which means agreat person, and you all are
both like just incredible humanbeings, and I am honored to know
you, shelley.
You are a ruthless supporter ofthe people in your network, and
that comes across in ways thatare really obvious and ways that
are really subtle, um, and I'mjust so amazed and really
(31:45):
honored to be talking with oh,thank you so much.
Speaker 1 (31:48):
Oh, don't make me fog up my glasses.
Speaker 2 (31:52):
Yeah, but I just I will answer your question, tell
about I.
Just I thought that wasimportant because, yeah, we knew
, but like they might not knowand there may be people who
after this might say I canbenefit from having that that's
right.
They don't know where they are,so where people can find me.
So website is underconstruction right now.
Um, so I can share that withShelley Um later, but right now
(32:14):
mostly people can find me onlinkedin.
I've got um.
You know I post.
I share a lot of Good thingsthat I'm doing.
People in my network are doingum in the hr community.
I also sit on the Forbes hrcouncil.
I am a contributor and so Iwrite and contribute there and
this is the season now where Ido most of my writing.
I kind of pull out in thesummer because I'm wearing my
(32:35):
parent hat and so I don't dothat much writing.
But now that it's fall and I'mback in the routine, I will
write, primarily during theschool year, and so I try to get
something up once a month.
Um, so you can go and find methere.
All of my past posts for Forbesare on my linkedin page as well
they're good, solid read thatyou can copy, copy paste.
Speaker 1 (32:54):
And make sure you give kim credit, because I do
that as well.
Speaker 2 (32:58):
Yes and and um, those are the spaces that I'm really
curating until my website getsmy rips, website is officially
revamped, but all of my podcasts, all of the things that I've
done Um, all of it is there orit is on linkedin and I make
sure that I keep up with thatinformation.
And then, from time to time,I'm frequently just going in and
(33:19):
commenting for reach, likingfor reach and just supporting
across Um, the hr community, theorg development community, the
iosike community, certainly inthe business world as well,
groups that I support soobviously in intact hr teams to
come in and do that.
I am currently a fractionalchro so I can go in for one day
(33:40):
or one year or whatever it isthat is really needed.
Um, I'm also doing a lot ofdirect advising or support for
um founders and CEOs who are inthe startup space or, right now,
early stages, where I am.
So folks who are in Preced orseed and saying let's spend the
time now focusing on gettingyour organization right,
especially at the top, becauseonce the top is set, yeah, when
(34:02):
you're writing investor memosand when you're telling your
story, it's not just the revenuestory anymore, it's the
people's story, in particular,companies who are who are backed
by private equity firms, andthis is something peter and I
share in common, coming fromthat bcp e space, right, right,
companies in in p e firms arenot just having the financial
conversation.
They are getting more into theculture space and looking at who
(34:24):
are we hiring?
Because the who Leads to theproductivity, the innovation and
that is what's going to helpcompanies stand out and make
their individual brand unique.
Because really, about the bottomline in some instances and so
if you're not bringing in thetalent that's going to
Specialize in that, then they'renot going to see the return on
their investment.
Trying to get that through afounder's head early is really
(34:47):
important, because theytypically are in focused on the
product, the outcome, therevenue, and I'm saying if you
don't have the right people,your product is not going to
matter.
Let's really spend the timegetting your org dynamics in
order so that your org help thislater, so that by the time you
go from pre-seed to seed, fromseed to A to B, and you're ready
to get to someone like a Peter,you've done the legwork.
(35:09):
And then by the time you decideyou're gonna do whatever is
next, whether you're gonnaremain private, whether you're
gonna join this fat community,whether you're gonna full stop
IPO?
Listen, folks, I don't know whowas paying attention, but the
whole was it Instacart, who justdid their IPO right, like just
a new point, something like that?
That was a massive story andthere was a lot of learnings in
(35:30):
there, both from a culturestandpoint and a timing
standpoint.
It's very important to have acommunity around you of folks
who are advising you the rightway, and so I try to bring that
into the space the business ofpeople and organizational values
, right, like what do you wannado and do we have the right
infrastructure to do it?
And I think it can be wildlyundervalued because the
(35:51):
narrative has not been that forso long.
But Peter said it rightEverything we did yesterday is
not what we can do going forward.
You cannot keep thinking thatfive years ago, because five
years ago we weren't in apandemic, right, and so we now
have to change the way that wethink in order to be successful,
because workforce of the futureis exactly that, and the future
(36:11):
is not known or predictable.
So that is where I spend mytime in helping people redefine
what HR partnership looks like,so that it is whatever you need
for your business in terms ofpeople's strategy.
That's where I spend my timeand what I'm doing with it.
Speaker 1 (36:27):
I feel like we need to.
I'm gonna have to have y'allcome back at the beginning of
the year to cover purpose andvalue and dig a little bit
deeper and really touch on thehuman component.
Especially after the holidays,when we get all giddy about
kicking off a new year andbusinesses are trying to go in
with new principles and tryingto set things.
(36:49):
I really think there's anopportunity to coach a lot of
not just leaders, but regularfolks who are listening, folks
who are people managers, hiringmanagers, analysts, admins,
whatever the role is within theorganization.
But I really do think we needto have that conversation,
because Peter hit on the pointabout the importance of having
(37:14):
those clearly defined andcommunicated purpose and values
that we used to save missionstatement.
We don't even use that anymore,but I think it'd be really good
to come in and talk about, like, what do you do when your
organization hands that to youand how do you kind of live that
life?
Because you're right, therereally isn't a separation of
(37:34):
work life balance.
It's just kind of it's life.
It's just life.
Speaker 2 (37:39):
We're just lifeing.
Yeah, exactly, I love thatbecause you, peter's work, or
former work, writing recruitmentis the selling of the story of
the company.
Speaker 1 (37:51):
Yes, yes.
Speaker 2 (37:52):
And if you don't have a mission or a purpose, what
are you selling?
Speaker 1 (37:55):
Like how are?
Speaker 2 (37:56):
you connected to something, right, and Peter,
please, because I'm.
And so then they get it to meright.
They get into the organization,they look around, like how did
I get here?
And then they want their CHROto like save them with programs
or initiatives or things likethat, and so begins the cycle of
things that you heard Peterspeak about earlier.
Speaker 1 (38:12):
So Exactly, and because we know how HR works and
the initiatives are gonna rollout for Q1 2024, we wanna get
ahead of it.
Speaker 3 (38:21):
Well, and that's Because it causes this thing
where people and I really loveit, shelley, that you're working
with early stage founders tofigure some of these things out
Because I think one peopleCulture is for a long time been
something by default, it's justwhat happens, as opposed to
something that people areconscious of and moving in that
(38:42):
direction from the beginning.
And I think we run the risk is,when we hear of this
dissatisfaction of employees, todo things like let's just give
them foosball tables and pingpong and happy hours.
And no, that is not culture.
That is not culture.
It is shared belief and meaningand understanding of what is
(39:07):
tolerated, what is not toleratedand what is celebrated.
And if that's not agreed upon,you're in a world of trouble.
It's just it's not gonna work.
And I think that is really theexcitement of our time is we're.
We face this really incredibleunknown of what is going to
(39:30):
happen when the In the nextcouple of years with technology,
with society, but I think wehave a chance of actually really
getting the world that we want,and that's what's really
exciting.
And it really starts with howit is we earn our daily bread
and if we can learn to havemeaning there and learn how to
collaborate, and within that,those spaces will bring it
(39:52):
everywhere else Will be a demandfor it.
Speaker 1 (39:55):
Absolutely, absolutely great.
So I have one more questionbefore I let you guys go, and my
question is what do you wannabe remembered, or it's my
Barbara Walters question?
Speaker 2 (40:15):
That's massive Shelley.
Speaker 3 (40:21):
I.
If so, my father-in-law, waspart of the team that invented
scratch off lottery tickets.
Speaker 2 (40:30):
What yeah, he was.
Speaker 3 (40:33):
He did a transaction sell gas for Exxon because he
distinguished one gas stationfor the others.
He was in promotional marketingbut he didn't patent that final
scratch off which he hadcreated because people were
X-raying the lottery tickets andso he needed a material to
(40:53):
scratch off.
But he didn't demand to own theintellectual property.
But he broke thisbillion-dollar industry and my
wife and my brother didn'treally understand.
I was like do you know whatyour father's accomplished?
Like billions and billions ofdollars have been created just
because of his idea, which Ithink is.
(41:14):
But I've always held that.
But I think for me it's not athing.
If I could be a part of Iwouldn't want to be known but
I'd necessarily know and like,oh, peter did that.
But to have my daughter tellher children your grandfather
helped dismantle the waycorporations run and made them
(41:34):
more human and enabled peoplefrom all over the organization
to quickly rise to the top andbe more mobile, that would make
me, that would be a legacy Icould be really proud of.
Speaker 2 (41:49):
I love that, and you know I mean in similar fashion,
right?
I think one of the things thatI'm passionate about is changing
the narrative about what humanlike, how human resources is
defined, and emphasis on thatfirst word.
We're humans first, who thenbring our resources, our gift,
our knowledge, our capabilities,our skill sets to your
(42:13):
organization to partner with youon doing that, and so same.
When my kid grows up, I wantyou know people to say you know,
your mom wrote an article thathelped me redefine the way that
you know I look at things.
Right, you can see it backthere.
But I was on the cover of amagazine for a company that I do
some advising for, and one dayhe was like why are you famous?
(42:35):
And I was like, well, I'm notfamous, but I am known for the
work that I do in the placesthat I want to be known, and
that is super important to me tobe able to connect and do this.
And so if, if what I'm doingtoday impacts the future of the
world that he will work in later, then that's my legacy, and for
(42:57):
him to know that that's whatmom spent her life doing was
making it so that I can stepinto work and use my voice and
be authentic and not be afraidand command my, my equity, in
whatever form that may come inright.
Pay experience, whatever thatlooks like right.
So if that happens during mytime, then my legacy is a little
(43:19):
fun.
Speaker 1 (43:20):
Well, you're both famous.
I don't.
I'm just let me just put it outthere right now for those of
you all who are watching andlistening.
They're already there.
They're just they're being coy.
I don't I will brag on myfriends all day long.
I am so honored.
This was so amazing.
I again, I definitely want tohave us come back and, you know,
have a conversation at the topof the year to kind of get
(43:41):
things going.
I think it's going to help alot of people and I do want to
say a quick thank you.
I just I'm sorry I just took myhead to the TV, but a quick, a
quick shout out and thank you tothose who are watching on
parade deck live TV channelright now, and for all of you
all who are going to watch thereplay, and also the folks who
(44:03):
are going to get to listen toy'all on audible and Spotify and
I heart radio and iTunes.
I'm missing a bunch of them.
I'm terrified.
My roadmap is going to get me,because I always forget, but you
know there's a lot of peoplewho are going to benefit from
just the jewels that you sharedwillingly tonight and I I
(44:23):
generally appreciate a lot ofexperts.
Don't show up and show youtheir heart.
But I think, if, if, if you, ifyou, if you are willing, willing
to learn, then you're you know,whoever is listening and
watching you'll pick up on somereally cool things and I it's
really going to help your career, regardless of where you are,
whether you're a leader, hrleader, ceo, ceo, or you're an
(44:46):
entrepreneur.
Maybe you're not anentrepreneur, you're just
thinking about how you canexpand your own learning, but
Kim and Peter are your people.
I'm just telling you right now.
They are actually famous, so,but they're my friends.
That's how it works.
Y'all Any time.
Speaker 3 (45:02):
I love it.
Speaker 1 (45:03):
This was so good, don't hang up.
We're going to have our afterparty.
It's not a Beyonce concert, butit's closed, so don't hang up.
Y'all will tell everybody tohave a really good night
Everybody.
Thank you so much for watchingand we'll be back next week.
Thank y'all.
scenery shouldn't be same today.
(00:01):
We hope to make interestingfishing videos with University
quem rzy wichcz.
Refreshments withoteth.
If you enjoy this poeplechannel, remember to subscribe
to lose your pleasure with Mixof Un Initiative's FREE LEVEL哈.
But ealy thought full.
But disciples are curious aboutdevelopments in rural eines
(00:22):
available for use.
Who Smart to within.
I made it y'all.
(00:46):
I'm so excited for this hereepisode with my friends, so I'm
going to do this the right waybefore I dive into just like, oh
my god, can I do it?
We are here.
So welcome back everybody toanother episode.
This is Mrs Pi and we'retalking unlocking human
potential with two of the mostamazing professionals that I
(01:07):
know on these streets.
Before we go further, I justwant to make sure I say a huge
shout out to everybody who'swatching on the Facebook channel
, linkedin, twitter, youtube,and absolutely want to do a
special shout out to those ofyou who are watching on Parade
Deck live TV.
So hello.
There's a community of 6.2million subscribers over on
(01:28):
those streets, so I just want tosay hello and thank you all for
watching, and I'm looking at myside because I just want to
make sure that we're rollingover there and we are so y'all
okay, so let me do this right.
Kim Blue of K-Blue Consulting ishere to talk to us today, along
with Peter Lap, and he's aconnector storyteller and I
(01:49):
think everyone pretty much knows.
If you follow me, you know thatI'm following them because I'm
literally diving into everythingthat you're doing.
So today I want to talk moreabout your businesses.
I want to know what you guysare up to.
You know, as far as you know,any valuable insights and
(02:09):
strategies, and we talk a lotabout culture and growth and you
know anything around people'sstrategies, so we're from that
kind of world.
So I think this is going to bereally helpful for a lot of HR
professionals or managers ortown acquisition leaders, but
also business owners andentrepreneurs and especially
those who are in the militarycommunity, who are trying to
(02:30):
transition into, you know, theprivate sector.
So this is a great way, y'all,for you to get some you know
free advice before you'restarting even your company and
what that would be.
You're talking to people whoare actually really successful
at doing that.
So, without further ado,welcome.
Speaker 2 (02:48):
Thank you, Shelley.
Speaker 3 (02:49):
So good to see you.
Speaker 1 (02:53):
So we go back a ways.
So I was trying to think of,like, how to introduce you guys,
because we go back a ways andit feels like it's been years,
but it really has been this pastsummer, right.
That's it Just a summer, yeah,just a summer and we were part
of a motley crew.
You guys can find a lot of thiscontent on the YouTube channel
(03:15):
streets, on the Mrs Kip, and wewere part of a group called
People Rising, and so we've metthrough an amazing individual,
lenwood Ross, and he brought ustogether and every week we would
talk, we get these great topicsand we kind of you know,
thought leaders live right.
We shared all of the inside,all of our experience, and we
were solving problems togetherwith you know, basically anyone
(03:38):
who wanted to come out and learnand so so, pivoting to kind of
where you are now, I wanted tocheck in with Kim how are things
going at K-Blue Consulting?
Speaker 3 (03:49):
Yeah, I want to hear that too.
Speaker 2 (03:53):
So things with K-Blue Consulting are going well and
I'm excited, jelly, just for thespace to be able to like
reconnect and talk openly aboutall things you know business,
business ownership,entrepreneurship and just like
how the journey has been.
So it's been amazing.
A lot of learning is what Iwill say and it's been real time
(04:15):
where I've had to tap intocreative spaces that I didn't
know existed.
I had to be intentional aboutsaying yes to things that I did
know and yes to things that Ididn't know, and really being
comfortable figuring it out andowning a lot of things, owning
my discomfort but then reallyprioritizing myself as a leader,
(04:36):
which I learned is somethingthat I wasn't really doing.
I was relying on just sort ofold ways of thinking and I
really needed to tap into no, Igot this and asking questions
and really getting intentionaland because of that, it's helped
me get more clear on these arethe verticals that I want to
focus on.
This is the level of talent thatI want to engage with and we're
(04:58):
not doing enough in some ofthese areas and we need to be
doing more.
And where are the people thatare doing that, so that I can
not only cultivate the tribethat I'm in, but, like new
tribes, because it's not justone tribe Right now, I know I
need multiple tribes to be ableto do this.
So it is a solo endeavor, butit is never a solo community.
Right Community is not a personof one, and so that's been my
(05:22):
greatest takeaway over the lastfour or five months as I've
dived into cable consulting moredeeply, right and things I was
sharing with you all when wewere in our people rising
community.
So lots of learning and a lotof gratitude for just not being
the same woman I was six monthsago.
So that's how.
That's how that's how I'msaying it.
Speaker 1 (05:45):
I don't know.
Speaker 3 (05:45):
Peter, yeah, I'm kind of upset that you called on her
first now.
Speaker 1 (05:51):
Forget it, I can't go after that.
Speaker 3 (05:57):
Well, kim, I think you and I had a very similar
summer because it has been waveafter wave of realization and
faith, which has been really,really fascinating.
And I think it's interestingbecause I started my
(06:18):
entrepreneurial career at 25.
Really, I fell into it, I wasby accident and grew really
quickly.
So, I mean, it's been 20 yearsbetween the time that I haven't
had a team around me and in 2020, I really walked away from my
entrepreneurial career inrecruiting and staffing, because
recruiting is broken and mybusiness now is at the
(06:41):
intersection of purpose andculture and storytelling.
To fix what's broken aboutrecruiting to help companies
make authentic connections withthe talent that they need well
before they need it, so they canreally have more natural
relationships with, with theirperspective, talent and build
pipelines and not have thisfrenetic transactional
(07:01):
recruiting relationship thateverybody hates.
And it's been reallychallenging but super fun and
I'm starting to get some reallynice traction with really great
had, a really great clientengagement.
That is will continue into nextyear, which is super exciting.
(07:22):
But to touch on what Kim says isconstantly the things that I
have to learn and what Irealized is oh, the possibility
of creating a company withoutanybody else, like that's yeah,
and it is incredibly exciting,but the things that I'm learning
is it's.
I thought at the beginning it'sgonna be so much easier this
(07:43):
time.
I've done this before.
No, not easier, much hardermuch more fun and rewarding Wow.
Speaker 1 (07:49):
I love that, and so I know that there's a lot, like I
mentioned, there's a lot of alot of individuals, especially
within the veteran community,who are transitioning into
private sector, but there arealso a lot of members in the
veteran veteran community whoare starting out in new business
, and so I wanted to find outfrom you, as you're, you're kind
(08:10):
of, this is your space and,again, there's successful.
I a lot of times when I havepeople that come on the show, I
try to remind everyone likethese are folks who've been
tried and true and have been atthis for some time.
So we're talking about what'shappened over the past few
months or six months or so, butthey've been at it for a long,
long time.
Okay, so I just want to beclear that there is no easy way
(08:32):
to do this.
You do just.
You actually have to know yourspace, know your expertise, you
know what I mean, all of thosethings.
So there's no shortcut.
But I wonder, I wonder if youguys could share what were some
of the maybe the unexpectedchallenges over this past year
and how you know, maybe how youovercome, just to help motivate
or encourage someone else whomight be looking to shift into
(08:54):
entrepreneurship.
Maybe we'll go with that, you,kim, and then and then Peter.
Speaker 2 (08:57):
Sure thing.
I love the fact that you openedup by saying right, you have to
know your stuff.
I think that's the thing that Iadmire the most about both of
you is that you know your space,and that is something that is
going to support you in themoments where things are less
than ideal.
So, for me, one of the thingsthat was really challenging was
(09:22):
realizing how much you get usedto some of those what I refer to
as creature comforts, when youmay be aligned inside of an
organization and there'sdepartments that do all of the
things that you need, and thenstepping out on my own, really
having to take a really goodlook at okay, what am I actually
doing and what are the thingsthat I even need to plan to
(09:43):
outsource?
Where am I going to get aresource?
Is this something that I canbuild, buy or borrow?
Because if you are a team ofone and you're managing your
budget, you're looking at yourresources, you then learn that
really, it is just you needingto do everything that a client
or someone is asking you to do,and so that was challenging for
(10:04):
me.
I actually had to spenddedicated time, strategic time,
thinking about all right, whereare things like where are my
templates?
What are the tools andplatforms that I have access to?
Where am I going to get themost bang for my buck right?
Is it Monday or is it adifferent project management
software?
Like, where am I in my businessto be able to do that?
And then, how do I want to beable to scale and what's my year
(10:25):
over year plan?
Again, conversations that I hadbeen in many times as a CHRO or
an HR executive, but now owningit for myself and having to do
it and realizing that there wasa learning curve there and
humbling myself enough to go allright.
So there's a learning curve.
You've been doing this for 15years, kim.
Right, you can take right 15days and spend some time
(10:49):
figuring out what this lookslike, and that was it in.
The faster I got comfortable inmy head, humbling myself and
more quickly I was able to getmyself into space with where I
was saying okay, this meets theneed that I have now and will
allow me to grow and will servewhat it is that I have going on.
And where I didn't have it,smart people like Peter, like
(11:10):
Peter legitimately.
We were having a conversationabout AI one day and Peter was
like happy when you're ready totalk to me about that.
Speaker 1 (11:15):
He taught me all about.
He introduced me Peter,introduced me to chat, GPT,
which is I call him Sean Sean.
Speaker 2 (11:24):
Yeah, like, let me tell you all about Peter and
just the things that he knowsthat I don't and how.
In our last conversation I wasjust head nodding and taking
your scribbling furious notes tomake sure that I didn't,
because you have to learn tolean on your, and that's what I
mean.
It's not just your job.
You have to create new jobs,right when, because what your
knowledge is is what it is andthat helps someone else.
(11:47):
And Peter was able to help meget comfortable saying, if I
want to be able to save time andleverage things, I absolutely
have to be leveraging theseresources that are out here.
So for me, that was the biggestdifference is not having access
to all of those smart peoplewho did those things and
becoming the person who nowassemble those things for myself
.
Speaker 1 (12:06):
That is awesome.
How about you, Peter?
Speaker 3 (12:08):
Wow, yeah.
So I think, really liking whatyou're saying, Kim, about
knowing who your people are and,on the flip side of this, also
knowing what your businessreally is.
And I and you think that's aneasy question, but it's not.
And I remember, and I'mforgetting his name, but he was
(12:29):
the founder of legal seafood andhe was just getting started and
he took a business class andthe professor said you have to
know what business area and doyou know what business you're in
?
He's like I mean the restaurantbusiness.
He's like no, yeah, yeah, thinkabout it and come back and
finally realize, no, I'm in, I'min the business of making sure
that seafood is fresh, yeah, and, and that was the basis of that
(12:53):
business is, it was a supplychain business.
The restaurant business was.
The was the end result of thatand honestly, I'm still figuring
that out, which is reallyinteresting.
And so one learning to knowthat I don't know and I know
that you know some, but it's, itis you know.
(13:14):
So I am selling recruitmenttransformation, because that's
where my pedigree is, but mypassion is really flattening
hierarchies and allowingcompanies to be more human, and
so it was a really interestingconundrum for me because I was
working with a client doing theand it was a pretty large
(13:37):
private private equity back colocation company and they had
some things that they wanted tolook at.
They had some turnoverchallenges and recruiting
challenges and I did a culturalanalysis where I interviewed 30
people 15 from corporate and 15from their co location services
and what was really clear isthey definitely could use and
(13:58):
benefit from my recruitingconsulting, but it wasn't the
biggest problem they had.
And so, learning to, to be ableto say, or what's what business
am I really in?
Well, the recruiting businessis a tool for me to help
organizations be more human andthere were better opportunities.
So it was a really interestingthing when my client sponsor
(14:19):
said like I need an estimate forthe next step of your
recruiting business and for meto say I don't think that's what
you need the most and topropose something totally
different and to know that Ihave the trust of that client to
be able to take that step.
There'll be plenty of time forthe recruiting transformation
but, you know, being able tosolve these more core problems
and help their executive teamwith their strategic initiatives
(14:42):
and develop the narrative thatthey need to be successful with
that and to speak to theiremployees and to be able to
address those most pressingconcerns is really the best
opportunity.
So that for me, has been thereal lesson is to be cognizant
of the business that I'm reallyin and look to provide value
there, first and foremost.
Speaker 1 (15:03):
Can I pull on the thread a little bit about
developing the trust with yourclient.
And so there is a comment Ijust want to read out really
quickly learning to get out ofyour own way by removing pride
is important.
That is true, absolutely.
Thank you for that, absolutelyagree.
So I want to get your take.
And when you're thinking aboutbuilding trust with your clients
(15:25):
.
And so you know, a lot of timesyou know, when I see the new
businesses that pop up, thetendency is to rush into selling
the business right before therelationship building in order
to build trust with thosepotential clients.
(15:45):
And I wonder if both of youcould just share your insights
on what does that mean for youas, as you're working with your
clients, how do you, how do youmanage that so that you're
building trust with your clients?
What does that look like foryou?
So I'll hit him and then we'llgo to go to Peter.
Speaker 2 (16:03):
For me it's everything because, number one,
I'm an HR consultant, and sowhen we, when I think about the
business that I'm in, I alsohave to think about how,
historically, human resourceshas been defined and experienced
and how it's been sort ofmarginalized inside of
organizations.
And so the minute I tell themthat I'm an HR consultant, they
(16:25):
should write forget how dope Kim, you know that matters, right?
This she's here, and so now thewho I am and the what I do
become one singular thing.
And so, in order for them totrust that the HR is an
extension of my expertise, Ihave to tell them what my
approach is, and in order to dothat, I just want them to get to
(16:48):
know me right, and so I talk alot about things like right I'm.
A conversation was on the faultpartner.
I really want to help you thinkabout how to help your business
be successful.
I say things like my job is tohelp you get to yes or to help
you understand why it is a noand then find a solution.
I get away from process policytech, even though that's going
to be my vehicle to getting whatwe do and so once they get to
(17:09):
understand number one, that Iknow how to connect with people
and, number two, that I canunderstand how quickly they are
experiencing challenges and whatare some of the things that
I've seen in my role.
That then helps them relax, andso that's all right.
It's just, it's aboutconnecting on a human level.
So let me tell you about who Iam, and it's also like, what am
(17:31):
I doing to help them?
See that they're talking to Kimfirst.
Then, through talking to Kim,they can tap on Kim's shoulder
and say, well, what are yourideas, or what have you seen, or
what did you do when?
Because now they're just havinga conversation with me, not
talking to their strategic HRpartner, which is who I am, but
that's different than what I do.
I mean, excuse me, well, that'swhat I do, but that's different
(17:53):
than who I am.
Kim is a mom, a soccer mom, adog mom right, I'm a daughter,
I'm a southerner, I'm a sportsfan, all of those things first.
So the minute I humanize it,even as the energy, even as the
playing field, and I don't feellike I'm now fighting against
the tide, right, I'm swimmingwith them, and I think that
that's what helps them relax alittle bit and go okay, you know
(18:16):
she's not going to come in heretrying to change what it is
that I do.
Quite the opposite.
I actually want to support whatyou do and see when it just
starts with you understandingwho I am as a person first, and
so I lead from that place andstay up front.
Right, I give it freely andit's yours to do what you want
with.
And then sometimes peoplearen't expecting that when I say
that and they'll oh, okay, andthat's you know, it's yours
(18:38):
right, absolutely being morehuman and I'm leading Yep.
I lead from that.
Speaker 3 (18:46):
And I think, kim, that is the demand of this time
and I was thinking about ittoday, like I don't think we
have any idea.
The change is coming and it'scoming from so many sides and I
just got to just take a littlediversion on that.
Yeah, because if you look at,you know what has happened to
(19:07):
many of us and I think you knowthe changes I'm talking about.
I went through is, you know,coming into 2020, you know, I
knew recruiting was broken andas a recruiter, I was part of
the problem.
Yeah, and I had been coming tothat realization for a number of
years, but I had thisexpectation of a big payout and
(19:27):
all these things and thebeginning of 2020, I was like I
am never going to get to thisbig payout.
Yeah, because I hate thisbusiness and I am not proud and
I love that you talk about proud, inspired and empowered as
opposed to proud, which is rightand pointed out, very, very
different.
But I was not proud of the workI was doing and it was killing
(19:48):
me.
And so, you know, the summer of2020, I mean, with everything
that was going on, it becameimpossible for me to continue
and made it really easy to walkaway.
But the world has seen thatthis is not just an individual
experience where I realized bymyself that I was living an
unsustainable life.
The entire planet is realizingthat.
(20:09):
I mean, you know, and it iscoming from multiple sides.
We've seen the hottest summeron record, where the world is
literally on fire, and you knowI mean the amount of war, the
amount of death that we've seenright in front of us.
It is impossible for us tocontinue as business as usual,
(20:31):
and what's more is we havetechnology that is evolving
faster than we can imagine andwe cannot foresee what the world
will look like.
So you have this desire frompeople, particularly in the
workplace, where they'redemanding meaning and agency.
They want to know their workmakes a difference and they want
(20:52):
to know that they have a say inhow they apply their efforts to
making that difference.
And that demand is gettinglouder and louder.
And I don't think the world isready for that and I'm not ready
for it, and I am activelytrying to help companies make
that change, which isfascinating.
(21:14):
So I think we are being.
When we look at how do we haveour clients trust us?
There is a degree of humilitythat I think that we need to be
able to bring forward and, inorder to be effective, really
questioning the methods that Imight have used three years ago
to apply to it.
(21:34):
It just it's not going to workanymore.
And so how do we have and howdo we think about technology to
enable relationship rather thanto supplant it?
And, particularly when it comesto recruiting, that's what
we've done.
We have machines who arereviewing resumes and doing an
awful job at it, and it'sproducing a horrible result, and
(22:00):
maybe getting 300 resumes forevery opening is not the right
way to do it.
Maybe we need to use technologydifferently so we get maybe 15
or 20 candidates, but they'rethe right candidates and they're
pulling that from a multiple ofdifferent factors.
So I think it's true that trustis that sense of humility and
(22:25):
that recognition to realize thatwe don't know, but we can
leverage what we do know tocreate what's next.
Speaker 1 (22:33):
Wow.
So I was sitting here, I wasthinking about those businesses,
leaders, other organizationswho might be watching again,
whether you're watching the liveor the replay or you're
listening to this on one of theother audible streets a couple
of days.
I was thinking about the amountof experience that both of you
(22:57):
bring from both of your areas,and I was thinking, Kim, from
the HR, a strategy perspectiveand Peter, just everything that
you're doing to really actually,when we say transform like I'm
not dropping it like a hashtagterm, I mean he's actually doing
it in real life with realsolutions.
Okay, so I was.
(23:18):
I wanted to find out, in termsof those who might be watching,
who want to work with you, whatdoes that look like?
What does maybe a typicalclient look like for you, and
how do people go about gettingto you as leaders who are trying
to solve really big, complexproblems?
(23:39):
So, peter, maybe I'll go to youwith this and then we'll come
back to Kim.
What's the best way for clientsto reach you?
Potential clients?
Speaker 3 (23:45):
Yeah, so usually my website truebearingorg LinkedIn.
You know I'm probably the onlyPeter laughter on LinkedIn, I
think.
Speaker 1 (23:54):
So we'll get you the comment and listen, we'll make
sure everybody will get thecontact and y'all can reach me.
So you know you can reach Peter, I'll get you too.
Speaker 3 (24:02):
So but I think it is really.
I am in a quieter stage, so myengagements are really coming
from previous clients who I'veworked with before.
I'm not really going out there.
I've decided because what I'mdoing is so out there and new.
I realized, yeah, if you don'tknow me, you're probably not
(24:22):
going to buy from me.
Yeah, and there's only so manypeople I know.
So I am really focusing on aspeaking career, really talking
about storytelling andconnection and the brokenness of
recruiting.
Because we are, we think we usethis simple process of buying
stuff and we apply it to thisimmensely complex process of
engaging with other human beings.
(24:43):
And, yeah, and so we, you know,in order to recruit effectively
, we're going to need to be muchmore human and actually use
technology to createconversations, which is not how
people have thought it.
Yeah, there is a group thatdoes all of the recruiting and
it's just a service.
I need person.
Okay, give me person and that.
But that's not how life works.
(25:05):
We spend more time with ourcoworkers than we do with our
families in most situations.
Yeah, but yeah, I, I don't knowabout y'all, but when you know
I would want to get married, Idid not call a broker and say
can you please set up four orfive dates for me and I'll pick
one of them to spend the rest ofmy life with, or at least the
next 40 hours a week, until Ican't stand it anymore?
Yeah, I mean that's, that's nothow we did it.
(25:26):
Yeah, and, but that's how wethink it's done.
Speaker 1 (25:30):
And so I recognize.
Speaker 3 (25:31):
Oh, this is going to take some time.
So I'm really focusing onspeaking first and I have a few
engagements that will take meinto next year, but I'm not
being so loud with my businessbut really talking about this
problem and this need for thehuman connection in the
workplace and it's, it wasfascinating with this engagement
.
It was, I could see it.
Yeah, this company grew reallyquickly.
(25:51):
Yeah, they went from, yeahabout you know, 10 data centers
to 75 and very, very short.
Here's how.
And yeah, the people have beenthere for a long time.
Like I used to know everybody, Idon't know anybody.
Now I just know that people Iwork with and and other people
are saying like I don't knowanybody and there's all these
problems.
I don't know how to fix them.
Yeah, well, it's you know.
(26:12):
And even in this situation andthis is a Anomaly well-run
company, but they have it ishuman connection.
What people crave.
And how do we build that in aworld of silos?
It's, it is.
The answers are not clear andthey're different for every
company.
It's usually start with ananalysis where I just find out
what's going on and, moreimportantly, what are the
stories that employees aretelling and how does that relate
(26:32):
Stories that manager wants tobe told or trying to tell, and
how do you bridge the gapbetween those two stories?
What, what is the, the, thenarrative that leadership needs
to be talking about?
That will ride the momentum ofwhat their employees are saying.
That's the core of what I do,and fixing recruiting is is
really a way for me to get tothat.
Speaker 1 (26:53):
Yeah, and you guys can probably tell, is Peter is
there, is a real speaker andLife is very, very inspiring.
And and also I wanted to justyou know, make sure that you
know, that there are articlesthat Peter posts on LinkedIn
that I I have no shame inreposting it.
Speaker 3 (27:15):
Shame that love.
Speaker 1 (27:17):
Awesome, it's just.
It's just another way.
If you're interested inlearning, maybe you're in
another function, another joband you're thinking about
Shifting into a recruiting space, or maybe you think moving into
a storytelling space or even afuture speaker, peter is his
content is amazing for you tojust go and learn, kind of the
state of the union, if you will,what's happening within this
(27:41):
space.
So I definitely highlyencourage you.
If you can't hire him as aspeaker, then you definitely
want to tag on to the contentthat he's already sharing for
free and again continue your,your development that way.
So that's another way you cantap into what the rest of us
can't afford.
Okay, let's follow you.
Speaker 2 (28:06):
Yeah.
So, peter, before I jump in, doyou have a core audience or
like, when you talk?
I think that's important foranybody who's listening, in
terms of whether it's them orand now I say this because I've
had a little access to you,right?
So I think it's important to beable to know it, like to be
able to share that.
I know this, but like share itwith the people.
Speaker 3 (28:25):
Three groups that I'm most interested in talking to
our professional service firmsaccountants, lawyers and
Consultants, because a lot ofwhat I do with connection really
does help with professionalswho, when they advance in their
career, need to start to learnhow to sell.
And it's really, how do youbuild networks and connections,
(28:45):
which is the the beginning ofsales.
And so for an accountant, inorder to succeed in their career
in an accounting firm, theyneed to come to a point where
they stop being a goodaccountant and become a good
salesperson, and I think that'sa bad formula.
So, and I think, like, learnalong the way, you know, let's
not be out.
Do this all at once and maybehave a more diverse group of
(29:06):
people who can become partnersand yeah, and start the process
a little earlier.
The second is later stagestartups companies that, yeah,
are yeah at 30 and need to go to100, or more often, 100 who
need to go to 300.
But one of the things a lot ofwhat I do is anchoring
(29:27):
storytelling in culturalmessages like purpose and values
, and so in talking to some ofmy venture capital, now that the
private equity market is, I'mgoing to slow down for the next
year and a half or so, I've beentalking to some of my venture
capitalists, folks and reallyusing things like purpose and
values to create a cohesionwithin a company, and so,
(29:49):
because when you hit 30 peopleis usually when things get
Unruly yeah is where people are,you know it's, you know we're
all friends, we don't reallyneed a lot of structures, yeah,
and then suddenly things getcompletely crazy and no one
knows, yeah, and so being ableto have a set of Understanding
this is who we are and wherewe're going and this is what we
(30:10):
value and, based on those values, these are the behaviors that
are indicative of those valuesand these are behaviors that are
Counter to those values, andonce you know that, then
everything can people.
Yeah, it's not just what theCEO likes or doesn't like, or
the founders like it's, it's,it's what we've all agreed to,
yeah, and that changes creates aco-cohesion that's very
(30:31):
powerful going forward.
So those are my, my core areapeople that I work with.
But we're in a world where theworld where, where people are
desperate for meaning, and Ithink that that is yeah.
My larger goal is to create amovement of yeah, because we've
put up with thank god, it'sFriday this work, life balance
lie that life and work are twoseparate things.
(30:54):
Yeah, yeah, no.
And I think now is the demandwhere, like no, our work can be
enjoyable and should beenjoyable.
Yeah, and it must be enjoyable,because life is way too short
to spend the majority of yourwaking hours doing something
that is that you don't love.
Speaker 2 (31:09):
I think I thought that was important.
Um, peter, like like Shelley,and I've had some exposure to
your Work, but those listeningmight not know that, so I
thought it was.
Yeah, I really appreciate that,you know.
Speaker 3 (31:23):
Just say you know, in in New York we have a phrase
called mensch, which means agreat person, and you all are
both like just incredible humanbeings, and I am honored to know
you, shelley.
You are a ruthless supporter ofthe people in your network, and
that comes across in ways thatare really obvious and ways that
are really subtle, um, and I'mjust so amazed and really
(31:45):
honored to be talking with oh,thank you so much.
Speaker 1 (31:48):
Oh, don't make me fog up my glasses.
Speaker 2 (31:52):
Yeah, but I just I will answer your question, tell
about I.
Just I thought that wasimportant because, yeah, we knew
, but like they might not knowand there may be people who
after this might say I canbenefit from having that that's
right.
They don't know where they are,so where people can find me.
So website is underconstruction right now.
Um, so I can share that withShelley Um later, but right now
(32:14):
mostly people can find me onlinkedin.
I've got um.
You know I post.
I share a lot of Good thingsthat I'm doing.
People in my network are doingum in the hr community.
I also sit on the Forbes hrcouncil.
I am a contributor and so Iwrite and contribute there and
this is the season now where Ido most of my writing.
I kind of pull out in thesummer because I'm wearing my
(32:35):
parent hat and so I don't dothat much writing.
But now that it's fall and I'mback in the routine, I will
write, primarily during theschool year, and so I try to get
something up once a month.
Um, so you can go and find methere.
All of my past posts for Forbesare on my linkedin page as well
they're good, solid read thatyou can copy, copy paste.
Speaker 1 (32:54):
And make sure you give kim credit, because I do
that as well.
Speaker 2 (32:58):
Yes and and um, those are the spaces that I'm really
curating until my website getsmy rips, website is officially
revamped, but all of my podcasts, all of the things that I've
done Um, all of it is there orit is on linkedin and I make
sure that I keep up with thatinformation.
And then, from time to time,I'm frequently just going in and
(33:19):
commenting for reach, likingfor reach and just supporting
across Um, the hr community, theorg development community, the
iosike community, certainly inthe business world as well,
groups that I support soobviously in intact hr teams to
come in and do that.
I am currently a fractionalchro so I can go in for one day
(33:40):
or one year or whatever it isthat is really needed.
Um, I'm also doing a lot ofdirect advising or support for
um founders and CEOs who are inthe startup space or, right now,
early stages, where I am.
So folks who are in Preced orseed and saying let's spend the
time now focusing on gettingyour organization right,
especially at the top, becauseonce the top is set, yeah, when
(34:02):
you're writing investor memosand when you're telling your
story, it's not just the revenuestory anymore, it's the
people's story, in particular,companies who are who are backed
by private equity firms, andthis is something peter and I
share in common, coming fromthat bcp e space, right, right,
companies in in p e firms arenot just having the financial
conversation.
They are getting more into theculture space and looking at who
(34:24):
are we hiring?
Because the who Leads to theproductivity, the innovation and
that is what's going to helpcompanies stand out and make
their individual brand unique.
Because really, about the bottomline in some instances and so
if you're not bringing in thetalent that's going to
Specialize in that, then they'renot going to see the return on
their investment.
Trying to get that through afounder's head early is really
(34:47):
important, because theytypically are in focused on the
product, the outcome, therevenue, and I'm saying if you
don't have the right people,your product is not going to
matter.
Let's really spend the timegetting your org dynamics in
order so that your org help thislater, so that by the time you
go from pre-seed to seed, fromseed to A to B, and you're ready
to get to someone like a Peter,you've done the legwork.
(35:09):
And then by the time you decideyou're gonna do whatever is
next, whether you're gonnaremain private, whether you're
gonna join this fat community,whether you're gonna full stop
IPO?
Listen, folks, I don't know whowas paying attention, but the
whole was it Instacart, who justdid their IPO right, like just
a new point, something like that?
That was a massive story andthere was a lot of learnings in
(35:30):
there, both from a culturestandpoint and a timing
standpoint.
It's very important to have acommunity around you of folks
who are advising you the rightway, and so I try to bring that
into the space the business ofpeople and organizational values
, right, like what do you wannado and do we have the right
infrastructure to do it?
And I think it can be wildlyundervalued because the
(35:51):
narrative has not been that forso long.
But Peter said it rightEverything we did yesterday is
not what we can do going forward.
You cannot keep thinking thatfive years ago, because five
years ago we weren't in apandemic, right, and so we now
have to change the way that wethink in order to be successful,
because workforce of the futureis exactly that, and the future
(36:11):
is not known or predictable.
So that is where I spend mytime in helping people redefine
what HR partnership looks like,so that it is whatever you need
for your business in terms ofpeople's strategy.
That's where I spend my timeand what I'm doing with it.
Speaker 1 (36:27):
I feel like we need to.
I'm gonna have to have y'allcome back at the beginning of
the year to cover purpose andvalue and dig a little bit
deeper and really touch on thehuman component.
Especially after the holidays,when we get all giddy about
kicking off a new year andbusinesses are trying to go in
with new principles and tryingto set things.
(36:49):
I really think there's anopportunity to coach a lot of
not just leaders, but regularfolks who are listening, folks
who are people managers, hiringmanagers, analysts, admins,
whatever the role is within theorganization.
But I really do think we needto have that conversation,
because Peter hit on the pointabout the importance of having
(37:14):
those clearly defined andcommunicated purpose and values
that we used to save missionstatement.
We don't even use that anymore,but I think it'd be really good
to come in and talk about, like, what do you do when your
organization hands that to youand how do you kind of live that
life?
Because you're right, therereally isn't a separation of
(37:34):
work life balance.
It's just kind of it's life.
It's just life.
Speaker 2 (37:39):
We're just lifeing.
Yeah, exactly, I love thatbecause you, peter's work, or
former work, writing recruitmentis the selling of the story of
the company.
Speaker 1 (37:51):
Yes, yes.
Speaker 2 (37:52):
And if you don't have a mission or a purpose, what
are you selling?
Speaker 1 (37:55):
Like how are?
Speaker 2 (37:56):
you connected to something, right, and Peter,
please, because I'm.
And so then they get it to meright.
They get into the organization,they look around, like how did
I get here?
And then they want their CHROto like save them with programs
or initiatives or things likethat, and so begins the cycle of
things that you heard Peterspeak about earlier.
Speaker 1 (38:12):
So Exactly, and because we know how HR works and
the initiatives are gonna rollout for Q1 2024, we wanna get
ahead of it.
Speaker 3 (38:21):
Well, and that's Because it causes this thing
where people and I really loveit, shelley, that you're working
with early stage founders tofigure some of these things out
Because I think one peopleCulture is for a long time been
something by default, it's justwhat happens, as opposed to
something that people areconscious of and moving in that
(38:42):
direction from the beginning.
And I think we run the risk is,when we hear of this
dissatisfaction of employees, todo things like let's just give
them foosball tables and pingpong and happy hours.
And no, that is not culture.
That is not culture.
It is shared belief and meaningand understanding of what is
(39:07):
tolerated, what is not toleratedand what is celebrated.
And if that's not agreed upon,you're in a world of trouble.
It's just it's not gonna work.
And I think that is really theexcitement of our time is we're.
We face this really incredibleunknown of what is going to
(39:30):
happen when the In the nextcouple of years with technology,
with society, but I think wehave a chance of actually really
getting the world that we want,and that's what's really
exciting.
And it really starts with howit is we earn our daily bread
and if we can learn to havemeaning there and learn how to
collaborate, and within that,those spaces will bring it
(39:52):
everywhere else Will be a demandfor it.
Speaker 1 (39:55):
Absolutely, absolutely great.
So I have one more questionbefore I let you guys go, and my
question is what do you wannabe remembered, or it's my
Barbara Walters question?
Speaker 2 (40:15):
That's massive Shelley.
Speaker 3 (40:21):
I.
If so, my father-in-law, waspart of the team that invented
scratch off lottery tickets.
Speaker 2 (40:30):
What yeah, he was.
Speaker 3 (40:33):
He did a transaction sell gas for Exxon because he
distinguished one gas stationfor the others.
He was in promotional marketingbut he didn't patent that final
scratch off which he hadcreated because people were
X-raying the lottery tickets andso he needed a material to
(40:53):
scratch off.
But he didn't demand to own theintellectual property.
But he broke thisbillion-dollar industry and my
wife and my brother didn'treally understand.
I was like do you know whatyour father's accomplished?
Like billions and billions ofdollars have been created just
because of his idea, which Ithink is.
(41:14):
But I've always held that.
But I think for me it's not athing.
If I could be a part of Iwouldn't want to be known but
I'd necessarily know and like,oh, peter did that.
But to have my daughter tellher children your grandfather
helped dismantle the waycorporations run and made them
(41:34):
more human and enabled peoplefrom all over the organization
to quickly rise to the top andbe more mobile, that would make
me, that would be a legacy Icould be really proud of.
Speaker 2 (41:49):
I love that, and you know I mean in similar fashion,
right?
I think one of the things thatI'm passionate about is changing
the narrative about what humanlike, how human resources is
defined, and emphasis on thatfirst word.
We're humans first, who thenbring our resources, our gift,
our knowledge, our capabilities,our skill sets to your
(42:13):
organization to partner with youon doing that, and so same.
When my kid grows up, I wantyou know people to say you know,
your mom wrote an article thathelped me redefine the way that
you know I look at things.
Right, you can see it backthere.
But I was on the cover of amagazine for a company that I do
some advising for, and one dayhe was like why are you famous?
(42:35):
And I was like, well, I'm notfamous, but I am known for the
work that I do in the placesthat I want to be known, and
that is super important to me tobe able to connect and do this.
And so if, if what I'm doingtoday impacts the future of the
world that he will work in later, then that's my legacy, and for
(42:57):
him to know that that's whatmom spent her life doing was
making it so that I can stepinto work and use my voice and
be authentic and not be afraidand command my, my equity, in
whatever form that may come inright.
Pay experience, whatever thatlooks like right.
So if that happens during mytime, then my legacy is a little
(43:19):
fun.
Speaker 1 (43:20):
Well, you're both famous.
I don't.
I'm just let me just put it outthere right now for those of
you all who are watching andlistening.
They're already there.
They're just they're being coy.
I don't I will brag on myfriends all day long.
I am so honored.
This was so amazing.
I again, I definitely want tohave us come back and, you know,
have a conversation at the topof the year to kind of get
(43:41):
things going.
I think it's going to help alot of people and I do want to
say a quick thank you.
I just I'm sorry I just took myhead to the TV, but a quick, a
quick shout out and thank you tothose who are watching on
parade deck live TV channelright now, and for all of you
all who are going to watch thereplay, and also the folks who
(44:03):
are going to get to listen toy'all on audible and Spotify and
I heart radio and iTunes.
I'm missing a bunch of them.
I'm terrified.
My roadmap is going to get me,because I always forget, but you
know there's a lot of peoplewho are going to benefit from
just the jewels that you sharedwillingly tonight and I I
(44:23):
generally appreciate a lot ofexperts.
Don't show up and show youtheir heart.
But I think, if, if, if you, ifyou, if you are willing, willing
to learn, then you're you know,whoever is listening and
watching you'll pick up on somereally cool things and I it's
really going to help your career, regardless of where you are,
whether you're a leader, hrleader, ceo, ceo, or you're an
(44:46):
entrepreneur.
Maybe you're not anentrepreneur, you're just
thinking about how you canexpand your own learning, but
Kim and Peter are your people.
I'm just telling you right now.
They are actually famous, so,but they're my friends.
That's how it works.
Y'all Any time.
Speaker 3 (45:02):
I love it.
Speaker 1 (45:03):
This was so good, don't hang up.
We're going to have our afterparty.
It's not a Beyonce concert, butit's closed, so don't hang up.
Y'all will tell everybody tohave a really good night
Everybody.
Thank you so much for watchingand we'll be back next week.
Thank y'all.
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