April 18, 2025 • 58 mins
In this episode of Wisdom on the Front Porch, LS Kirkpatrick chats with Kinga Vajda about her shift from the corporate world to entrepreneurship. Kinga highlights the importance of communication, transparency, and strategic thinking for business success. They discuss balancing current and future goals, the gap between business metrics and HR, and changes affecting leadership trust. Kinga shares advice for overwhelmed entrepreneurs and stresses the value of combining creativity with logic. They also cover workplace misunderstandings and the importance of collaboration. The episode wraps up with Kinga's advice to her younger self and how to connect with her.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:04):
Alright.
Outstanding.
A pleasure to meet you.
Now before we try, is Kinga Vida?
Yes.
Yes.
That's exactly how you pronounce it.
K.
Good on the first try.
That's one of the things I'm like, okay.
I I gotta I gotta I was I was gonna throw,like, a little bit of Spanish in there.
Like Hungarian.
Yeah.
(00:24):
You know, but you're Hungarian.
Yeah.
I saw I saw I was like, I did a I did my did myresearch.
Was like, wow. like,
Was like, wow. Was like, wow.
Thank you.
Yeah.
So Hungarian tradition of from family and thencame over.
I'm like, alright.
And now you're in Austin.
Alright.
So let us do this.
I'm trying to do a proper beginning here.
Let's see.
(00:47):
Alright.
Welcome, guys.
We're back on another wisdom on the front porchwhere we talk about all things entrepreneurial
and whether it's in culture or in lifestyle.
And I'm a guest host today with for LS.
You know, she she's in the background backthere trying to help her out.
She's not feeling too well, but she's gettingthere.
(01:09):
She's getting there.
She's she's a trooper.
But today, we have Kinga Vaida, and she told methat I said it properly.
Thank you.
I appreciate that so much.
And, she is a fellow Texan.
Like, I'm a fellow Texan.
I'm in San Antonio, and Kinga's in Austin.
And you know what, Kinga?
I appreciate you coming in here, taking time toto talk about being an entrepreneur.
(01:32):
And I I know a little bit about yourbackground.
It is in research.
So I know you like talking about strategy,being strategic in business, and stuff like
that.
But, if you can, please tell the audience, youknow, how you got into the business, how long
you've been doing the business, what got youinto entrepreneurship and and wanting to coach
(01:55):
and to be involved in people strategically andhelping them out in their entrepreneur journey
themselves?
Yeah.
Thank you so much for the warm welcome.
And, Ellis, we hope you feel better.
So, you know, I just really enjoyed writing inan anthology with her, and so I just wanna
(02:18):
shout out appreciation for that.
So I was in the corporate world as many peoplerefer to as a corporate escapee.
And and I was I've been in technology for avery long time.
For over twenty years, I was, an agile coach.
(02:42):
And so for those of you that might not befamiliar with what that is in the tech world, I
was helping software developers communicatearound how they develop code and actually move
forward problem solving, but also tocommunicate what they're delivering to their
(03:04):
leadership teams.
And so I was driving decision making, to theleadership teams and then as a leader, helping
the leadership teams make good decisions andcreating a flake kind of transparency around,
you know, what are we actually doing givingchoices to leaders being like, do you want a or
(03:26):
b once we're delivering consistently?
And for me, what I realized is that a lot oftimes leaders weren't necessarily the ones that
were communicating.
So I got really, you know, passionate around,well, I can teach developers, I can teach
leaders.
And so I just kept kind of pushing thisdecision making and this philosophy of, well,
(03:52):
the more transparency we build, the more we canactually get accomplished and work as a team
together.
Through this, like, we really had to just trustone another and and kind of move.
I I think of it as people that are justmarching to the same beat.
You know, you understand the message and youmove.
So after about twenty years of doing thispattern and and really working with tons of
(04:19):
groups through hyper growth situations, Irealized that what I really care about, though,
is the people.
Right?
It's it and and that sounds very cliche, butthe thing is is that goals change.
The the future of technology is changing.
Everything is changing.
People are changing.
(04:40):
And so when I when I left corporate two yearsago and I was like, what am I gonna do next?
Do I want to go into a business?
Well, that doesn't necessarily feel greatbecause if you go in as a consultant and you,
you know, then leave, you're not really part ofit.
(05:01):
And I also saw that I saw a lot of ineffectiveleadership, and I see a lot of unfortunately,
I'm paying attention to some of the trends thatwe're seeing, out there where people are
suffering from burnout.
You know, we have a lot of issues happening inthe world.
And I was like, you know, if leaders understoodthis model that I was able to help companies
(05:30):
become successful by embracing not just thismindset shift, but also some just basic
practices and structures that involved, like,some project management as well and all this,
then and if they could really kind of beat thisdrum throughout their organization and
(05:51):
understand and and it becomes, like, morecomplex.
I'm oversimplifying it.
But if if I can do that, then they can becomemore successful themselves.
And everyone around you can become moresuccessful.
And to me, that's kind of the recipe forsociety.
Right?
Like, just happiness.
(06:13):
Like, when we can thrive in the way that wewant to in general.
Right?
Like, when we get to work on the things that wewanna work on, we're all doing what we want.
Like, that's just a good recipe.
So I realized that more from the educationalstandpoint, that's my true calling.
Like, I really cared about giving people thetools and the resources.
(06:40):
And I'm obsessed with research, so I just spenta lot of time.
I've the past couple, you know, years, becauseI started this well before I left, was
researching, you know, where are we headed?
I'm I'm in the tech space and where istechnology headed?
You know?
And we have cybersecurity issues.
We have AI coming.
(07:01):
You know?
We have a lot of change in economics andpolitics and, you know, finances.
You know, everything's happening.
So, you know, here I was thinking there's justso much opportunity for actually need.
And and so that's where it's kind of in the ablend of advisory services.
(07:21):
It's not necessarily coaching.
It's it's more about education and advisory.
Mhmm.
No.
That no.
That that's pretty cool.
And and I I hope the audience got this becauseI I'm, I'm, like, listening to every word
you're saying.
You know, you're you're talking abouttransparency.
You're talking about people.
You're talking about leadership.
You said the word hypergrowth.
(07:44):
And sometimes because I was in the military fortwenty two years.
I'm I'm a veteran, but also I'm anentrepreneur.
You know?
So I I I I I'm I'm listening to very, verytonally to what you're saying.
But I think some people think I I I they don'tthink about the future.
Right?
They think they think about, oh, what can I donow?
(08:07):
And I think, like, one of your your superpowerscan go from what I can see as a as an advisory,
even as a coach, a consultant maybe, and thatentrepreneurs need someone sometimes with a
future vision.
And and I'm what I'm seeing from you is thatyou're a strategic thinker.
Right?
And entrepreneurs need that type of person withthem, right, as a coach, as an adviser, because
(08:33):
you can have a good idea.
You know, wanna make this widget.
Right?
This sounds great right now, but as you'remaking that widget, can you progress into the
future with that widget as it is?
And some people need a, like, a Kinga to comein there and like, hey.
You know, this is great, but, you know, is yourwidget safe for security purposes?
(08:55):
You know, can they come in and tap it and thenalso take your patent or take your your
technology or whatever case maybe you replicateit, and now you're you're stuck like Chuck
because you don't have a patent.
You didn't do all this stuff.
So I I get where you're coming from with that.
And entrepreneurs need that kind of strategicthinking.
But when I was when I was in the military, wehad a we had a section called current
(09:19):
operations and future operations.
And so when we were anytime we went on mission,you know, our mission was to defend the
country.
But we had people that that strictly stuck oncurrent operations, and and I I could see you
as the future operations person that is goodthat forward thinking for that that company or
that entrepreneur.
Yeah.
(09:40):
So You have
to understand the current state too, though.
Right?
Exactly.
Like, you can't get to the you cannot get tothe future state without having a really good
understanding of the current state.
And I think a lot of people kinda get thatwrong too is that they think that they
understand their current state.
And oftentimes, they might not be asking theright questions.
So I think a lot of it has to do with alsoasking ourselves some of those questions that
(10:06):
you just mentioned.
Right?
Like, maybe we're not even asking the currentbecause the current right now is changing so
fast.
I think it's really exciting and scary andexciting.
Right?
So
Yeah.
And someone like you, I could see having you inthat in that role as an adviser, because you
need someone that that's excited about it,excited about the future future, excited about
(10:32):
change.
So when you approach entrepreneurs Mhmm.
You know, how how would you approach them andsay, hey.
Look.
You know?
Hey, Joe.
You know, you got this this leadership companythat's that's talking to, let's just say, car
dealerships, but they're being stagnant.
(10:55):
You know, they're not getting new customers toto help out, you know, to get new maybe even
new sales agents or whatever coming in.
I mean, how would you be able to come in andsay, hey.
Look.
Let me help you with this.
Where where would be, like, one of the placesyou would start so the audience can know, like,
hey.
How can Kinga help me?
You know?
Mhmm.
(11:15):
Yeah.
So so the scenario I'm trying to understand.
So the scenario might be leaders that aretrying the leaders are the the salespeople.
We're trying to help the sales leaders.
Yeah.
Yeah.
Yeah.
There to train the sales leaders.
Mhmm.
Well, first of all, I think that the oldmetrics that we used to use, right, in general,
(11:39):
I think I I always like to just start fromscratch.
So I think using our critical thinking is sucha key component to, like, everything.
Right?
I like to be ground up almost every time.
That's the entrepreneurial mindset anyway.
Right?
Like, because we should be questioningeverything and using the people around us, the
(12:01):
research we have available, and we have so manygreat tools right now too.
And then and then use the past to gut check.
Right?
So I'm not saying just throw it away and andpretend like it didn't happen, but I'm saying
why not at least try to have a freshperspective and use the people that might be
(12:23):
passionate that you are currently that arecurrently involved.
Mhmm.
You know, gather your data so you have, youknow, clients or whoever you might be getting
feedback from or the people that are, you know,in the middle of it.
And then take that and then really look atwhere you wanna head.
Right?
And and so when we're talking about measuring,I think that so often I hear some statistics or
(12:49):
data that people are taking a look at, andthey'll and I go, why are you even measuring
that?
Like, what is your point?
Why like, I don't I don't get the point of itbecause I don't even understand what result you
think you're after.
And and I think it's just habits.
(13:11):
I think it's that they thought it was a bestpractice and maybe it was, maybe in an old
system.
So I think that we really need to becomfortable with pressing each other and
saying, did we do that because we just gotcomfortable?
Did we do that, or or did it really actuallyprove something?
(13:33):
And if so, what?
And is that what worth the time that we putinto it?
Right?
Because there's some things that we put timeinto even that isn't even worth the investment.
So really balancing because our time isprecious.
I think that that there's a lot of resentmentthat builds when people are pushed to do things
(13:57):
that they say, this is just a waste of my time.
I'm just my I'm being pushed in all thesedirections, and my boss doesn't know better.
They they start to really lose this gap intrust.
I did a post the other day because there was aI can't remember the organization, but gosh,
(14:19):
it's I'm just hitting a blank right now.
But but, basically, the HR companies weresaying that that they're the ones that are
doing the recruiting and that the talent thatthe managers are so disconnected from the work
itself that that HR is doing is, you know,filling a lot of these.
You know, they're they're obviously most of thetime in charge of recruiting, but that there's
(14:43):
such a disconnect that the people that areactually doing hiring don't necessarily
understand.
And so I'm like, well, if that's the case, thenhow are they actually evaluating somebody's
performance?
How are you then not only evaluating, but thenguiding them.
(15:03):
Right?
And so no wonder people are feeling burnt outbecause if they're getting direction and goals,
someone's creating their goals.
Right?
Like so it all comes down to it for me of whenwe decide that there's an idea, there's
something we're building or something we'redelivering, then how are we breaking this idea
(15:24):
down?
How are we taking that from a concept and thenmaking it actionable and making it something
that everybody can rally around.
And if we can't identify that and make it downto our day to day that somebody's responding
to, what are we doing?
No.
That's that's good.
(15:44):
That's good.
Because people need to be kinda if they'rehiring a coach or a consultant or an adviser,
you kinda gotta be a little bit open to whatthey're gonna suggest.
Right?
Well yeah.
Again, you you you would hope so.
And not not be like, what is it that televisionshow that is it Gordon Ramsey?
(16:08):
And he he comes into those those restaurants,and he comes there to give them advice, and
then they they don't they don't take hisadvice.
Right?
Well, I I do think that that to some degree,people are I've I think because of the the very
different teams that I've worked on, somethings work for some teams, and I've seen some
(16:31):
things work for it depends on their maturitylevel.
So I think that there is some level of meetingpeople where they're at too.
Right?
So I I don't know.
I'm I'm kind of okay with developing models andsaying, well, it depends on where you are.
You get to decide your fate.
(16:52):
Right?
I do believe that there are certain valuesystems that make this work because I do
believe that if you are not invested in beingyou know, having a certain level of integrity,
you know, that my word means something, thatI'm not going to lie to you.
Right?
There there are certain things like that thatthat if as long as we can learn how to speak
(17:18):
about certain things, you know, when I makethis commitment, then I will be held
accountable to it.
And I now learn how to talk about things at theright time so that you understand what's
expected and that kind of thing.
Right?
Then we can improve.
And as long as we agree to certain things andwe know what to talk about when, we have
(17:41):
opportunities to make things better.
And so to me, I just see so many opportunitiesto make things better.
We have lots of opportunities.
Yes.
We definitely do.
I know that that's super awesome.
And you said earlier, you said something aboutkeeping up with the changes and things of that
nature.
So, in your advisory role and when you step upto companies, how do you stay on top of, like,
(18:09):
current changes?
And and since things are moving so fast, whatare the the, I guess, the strategies that you
use that help your clients stay on top of
that?
I I
mean, it's my passion.
Right?
So I think you're it it's a blend of just beingnaturally curious, and and I know that that
sounds cliche, but I do believe that we have tolet our intuition guide us.
(18:38):
I was I think being in a project managementrole my entire career, I had to make sure that
everybody was checked in.
That was I I would joke with my teams that,hey.
I'm not the expert.
Right?
Like, I have the easiest job of all, but I wasthe interviewer.
(19:00):
Right?
And so I and I didn't try to do anyone's job.
I think that was a very important thing that Ithat I did was I was one of the few that made
it very clear to everyone that you're a paidexpert.
You are a paid decision maker.
So my job is to make sure that you have a voiceat the table.
(19:23):
And so I became very trained at this is a goal,and I'm going to ask everybody that I can think
of.
And so I'd spend a lot of time looking at thisgoal thinking of who else who else could
possibly be responsible or contribute oranything around this thing.
(19:45):
And so I'd start thinking, you know, like youmentioned, security or this or that.
And right?
And so any as much as I could, I'd explorethings.
And and then I'd go to that person, and I'dexplore it to as much responsible.
And so I look at it as a responsible leadersleadership style.
So I think that is leaders, if we all startedfeeling a sense of responsibility.
(20:11):
And if every leader that said, yes.
I contribute towards this thing.
And as a whole, we together collectively needto feel responsible.
And and I understand my part, and I'vecommitted to it.
And I take responsibility, and then I,therefore, am responsible for my team and what
I've asked of them and, you know, then we canstart cascading a much better sense of
(20:34):
responsibility.
And there there'll be trust that's built thatway.
And so I help kind of resonate this message,and I think that it works, you know, when
people become more stable.
And and I don't you know, it's more aboutaligning around the things that we want to
align around because we will just naturallygravitate towards those topics.
(20:58):
So to stay current and relevant, I choosethings like technology.
I think it is now embedded in pretty mucheverything we do.
Yes.
Yes.
Right?
And so I go to the experts.
I mean, right now, I I think I have a list onmy desk, but it's like, you know, you go to all
the consulting companies.
You go to the research companies.
You go to you know, so there's Deloitte,McKinsey, Garner, you know, and then there's
(21:22):
gonna be you know?
So you you just kinda start going the the I goto the Department of Labor.
The you know, you go to all this governmentagencies.
You so I just I start asking myself tons andtons of questions.
And so and then if I can't if I run out ofquestions myself, I start re reading some
articles, and then I'll start you know?
(21:43):
So it's just a matter of being really I like tobe nosy.
I look at it that way.
Yeah.
Well, I I I like to use this term.
You're you're resourceful.
Resourceful.
I like that.
Yes.
Yes.
And I and I think from an entrepreneurialaspect, because I know this happens to
(22:03):
entrepreneurs.
You know, we it's good to have an organization,right, when you're in an organization.
But when you're you're an entrepreneur, you'rekind of the organization.
So so how would you, I guess, help or talk tothe entrepreneur to say, hey.
Look.
You know what?
I know you this is your baby.
(22:24):
This is your idea that you you've been workingthis for maybe four or five years.
You've been you've been making you know, you'vebeen pretty successful.
You've been bringing some income in with yourfamily, but you know, like, if they were to
take on a kingdom, and a kingdom would tellthem, hey.
For you to go to the next level and to free upmore time to be with your family, you need to
(22:48):
do this.
You know?
So so, I mean, how how would you, you know,kindly or or approach that entrepreneur to let
them know, hey.
Let me you need to, like, delegate, maybe bringsome people on.
What what would you tell them?
Yeah.
I think when people hear the word delegate,they immediately think, oh, I gotta let go of
(23:11):
some kind of power.
Right?
So I I try not to use that word.
Just to be honest with you, I I don't.
Well, I I I do think that there's there'scertain words that trigger people in certain
ways.
And and so I do try to stay away from certainthings in certain in certain context.
Right?
And so it's always about reading it's readingthe room and and how well you know somebody.
(23:32):
Right?
And and so for me, when it comes to anentrepreneur that might be in an overwhelmed,
it's always about, one, looking at them going,are you happy?
When it comes down to it, how basic of a humanneeds we have, and is this the life that you
really want?
(23:53):
And and are you at kind of peace and calm?
It's not just happy, but are you at peace andcalm and and that kind of thing.
Right?
So and then helping them visualize the nextplace.
And what I'm really and why I'm kind of just anerd with getting excited about stuff because
(24:16):
with AI, we can actually start developing thatvisual.
And I am a very visual person.
And I'm like, how cool is this that I couldstart going, oh, could you imagine this?
You know?
And when someone can put themselves in thattheir shoe those shoes, right, then they go,
oh, well, I didn't really think that that wasan option for me.
(24:40):
Yes.
It is a possibility.
And when you start giving people options andyou start giving people possibilities, then
they allow themselves to daydream a little bit.
They just didn't they were so in their grind.
They were so in their grind that they justdidn't even think that it was possible.
And they were so like, no.
Everybody's counting on me.
I there's just no way.
(25:01):
It's just not possible.
Everybody's counting on me.
You know?
This was my baby.
This was you know?
And so I I love to offer that and then say,okay.
Well, let's just daydream.
Let's just play.
So so you can make it kind of a playful thingand engage how people are feeling about it.
(25:21):
And and I think that that when you can readpeople so it's a combination, right, of logic
and and and actually having that relationshipwith somebody.
You know?
It's not just being like, well, I'm gonna I'mgonna tell you what you you gotta do.
You know?
But we also there's people that might just belogic oriented too and say, well, actually,
(25:43):
look.
You know, we could run I I ran a great promptthat somebody gave me that did some analysis on
where things that I enjoy that I'm not good at.
And it was like, doing that because it's it's atime suck for me right now.
(26:03):
You know?
And it's like, yeah.
You're right.
You know?
And and I probably should not be spending, youknow, six hours designing a graphic that, like
you know?
But I enjoy it.
You know?
And so it's not right now what my current lifegoal is, but it's fun.
So, yeah, I think that that that's kind of away to look at it.
(26:29):
There's a question here.
It's like, do you ever have con conflictinglearning styles like an an accountant thought
with a creative thought, and how do you blendthem into harmony?
I do.
That's a good one.
Me, personally?
I do.
I mean, I I am very I took I took these, youknow, personality tests that were required at
(26:54):
my work, and I was I came in these smallpercentage of people that have the the
combination of the creative and logic or, youknow, the kind of the it was called insights.
And I had this, like it was blue.
(27:15):
I might they get these color assignments, but Iwas, like, blue and yellow, which was very
heavy logic and kind of the the cheerful, like,seeing the positive and things.
And typically, those you know, when you'relooking at all this data, you're not
necessarily optimistic.
(27:35):
And and I do.
I I I am an eternal optimist.
I tell people this.
I could be the most depressed I've ever been inmy life, and yet I'll still be optimistic
because I understand how it works.
Because I understand that we can always wealways can get up and do something about it.
(27:55):
Like, I'm for me, I'm I understand, and Iunderstand also rhythm, and I understand that,
you know, there are neural pathways that wehave developed and that we can train those.
Right?
And that when I am going through something,maybe my pattern is off, and I just need to get
(28:19):
that pattern back and that I can help peopletrain their patterns just like any other
muscle.
And so I actually just believe that this isscience and that that science part of me is
like, well, it's just a fact.
And and so for a fact, we can make it better.
(28:42):
And when you believe it, you can make ithappen.
Right?
And I think that so there's this just absolutelogic side of me that is always happy about
that.
You know?
That that I'm like, we have the answer.
Like so so I I, you know, I firmly believethat.
It's just part of my value system.
(29:03):
No.
That that's that's super awesome.
And I think being an entrepreneur, we need tohave that options and possibilities mindset.
And I think when people go intoentrepreneurship, they want to solve problems.
They already have that type of attitude,mentality that I wanna solve problems.
(29:24):
It's just when they come up with a problem thatif they're trying to solve a problem and it's
not producing what they wanna produce.
I think that's when they run into the issue,like, can I really do this?
You know, what's going on here?
But before we go on any further, I wanna makesure that we give a little shout out to you.
If, Kenga, if you can let us know how peoplecan reach out to you, your website, social
(29:47):
media, and just a little something after thatas if, if you can talk to your 18 year old self
and say, when when when she started out on herjourney into into high into the corporate world
and everything else in that college, what willbe something, I I guess, one little tidbit that
(30:09):
you can give to your younger self?
Love that.
I love that question.
And, you know, nobody has asked me that oneyet, so I appreciate that.
So I am a very active LinkedIn user.
So find me on LinkedIn.
I am one of the few Kinga Vitas out there.
There is another one.
(30:30):
But yeah.
So Kinga and I my the name of my business isExecute Your Intentions, which obviously was a
very purposeful name.
And when when I came up with it, I was, youknow, sitting there with a friend, and it was
like, I I'm going I was agonizing because I'mlike, you know, people just aren't intentional
(30:52):
about what they you know?
And and it was so much about project.
Do I wanna do project management?
No.
Because and is it goal management?
No.
It's like and I was like, people end up doingwhat they want to do.
They're I knew your behaviors, things like, youactually end up always aligning.
Things we end up driving the results that thatit's going to happen.
(31:15):
What I think the results end up, we get what wewhat we are actually just driving for in our
hearts.
Right?
And so I was like, we do our intentions domanifest, I think, and and so often as leaders.
And we don't necessarily realize that we areand we get something, a different result, and
(31:41):
we're like, wait.
That doesn't feel good.
And so if you want to have it feel good, youcan be more intentional about how you execute
it to make sure it lands.
It's it's about making sure that you take theright steps to pivot there.
And but it just understanding that it is apivotal process to make sure you're standing
(32:02):
staying on course.
So that's how I came up with the name ofexecute your intentions, and I wanted to be
very purposeful.
It's like you're gonna do your intentions.
I'm not trying to develop anybody else'sintentions.
I'm not making any assumptions about anyone'sintentions.
I don't want to.
Right?
Like, that is up to you.
(32:22):
I think every business is unique.
I think they should be.
I'm not trying to impose my values other than,you know, kind of integrity and some basic
human rights.
I'm not trying to impose anything on anybody.
I I want people to be able to truly shape theirtheir own thing.
(32:45):
So execute your intentions.
LinkedIn.
And other than that, I'm kinda quiet.
And and so I would say to my 18 year old self,I I was very misunderstood.
I felt very I I was shy to speak up for myself.
(33:12):
I not shy.
I wouldn't say shy, actually.
Let me take that back.
I I stood up from I I I would I would speak upwhere I would say, hey.
This doesn't make sense.
Right?
And and I would have thought, you know, I wasdoing the right thing in the room.
I would say, you know, we're in a room full ofpeople, and we would say, yeah.
(33:33):
We're trying to get this plan together.
And then one person would say somethingcompletely contradictory to another person, and
and and then everyone's nodding.
And I'm like, no.
No.
This isn't at all.
What what why is everybody nodding?
Like, these are not the same two things, andeveryone's pretending like it's okay.
(33:54):
And so I would say something out loud, which isthe it but that's not that.
And why is everybody nodding?
And and then everyone would be mad at me.
Right?
Because I was right.
And and I wasn't making friends, but I wasdoing the right thing, and I didn't understand.
(34:16):
And that got used against me because I was inthe middle of a lot of politics.
I never understood.
And and that had to do, I think, with mybackground of coming from immigrant parents
where I took language very literally.
I also never played in sports.
(34:39):
I wasn't exposed to that kind of thing.
So I just didn't understand being competitive.
I didn't understand.
I just didn't really get anything.
I would say I was just really confused.
Why why were we all contradicting one another?
And my heart was in the right place, And I wasgetting stabbed in the back and betrayed and
(35:05):
hurt a lot.
And and so I would tell my 18 year old self,that is toxic.
That is toxic.
Leave.
And I didn't know better.
I instead really allowed it to hurt me.
(35:25):
Mhmm.
And and I and I stuck it through because that'swhat I was taught to do.
And I I wish that I had had more people nurtureme, but they weren't there.
They didn't.
Right?
And so I think that because I didn't, I enduredthings that I probably shouldn't have.
(35:53):
But yet, it still made me the person I am, andI'm okay with that.
And now I get to be the one who looks out forothers.
And I'm happy with that too.
But I think that it's something that is reallyunfortunate that we had so much toxicity.
And I think that it's a it was a really heavyprice that I paid throughout my life.
(36:19):
And and I'm going to do everything I can tomake sure that no one else has to pay that
price.
So so, yeah, I I would say don't pay that price
Mhmm.
Mhmm.
For other agencies.
That that is so good.
That is so good.
And I I appreciate you, you know, sharing thatbecause that that is vulnerable.
(36:40):
But it's also good for people to understandthat that if there's something toxic and that
it those are good examples because sometimespeople have that into into intuitiveness to
see, like, hey.
These things are not congruent, and it's goodto ask questions.
And those people reacted to you, and this isall you know, if I'm wrong, tell me I'm wrong.
(37:04):
And those people reacted because they werescared to say something, and then they reacted
to you because you said something, and ittriggered something in them.
Like, oh, why I should have said something.
Why am I not brave enough to ask a question?
And you were brave enough, but they respondedto your questions wrong and that people now
(37:25):
hearing this know that, hey.
It's okay to ask questions.
Yeah.
And if they're responding to you in a negativeway, you need to find better company that will
actually answer your questions because you'recoming from a heart of trying to understand
Yeah.
The incongruencies of life, not to be a a boatrocker for no reason.
(37:46):
Not yeah.
If you know that you're not you're notquestioning things because you're trying to be
difficult, You're trying to understand.
You're trying to meet a goal.
Mhmm.
Right?
There's nothing wrong with that.
Mhmm.
Mhmm.
You're trying to be a team player.
There's nothing wrong with that.
Mhmm.
Mhmm.
Exactly.
And know what?
(38:06):
You you just triggered a question in my mind.
Do you have more time to to stay with us?
Yeah.
So let's say you're you're advising a company.
Right?
And you see, like, you see this within acompany that there's, like, not a an open
culture to ask questions.
I mean, how how would you, I guess, address itif you think that if it's necessary?
(38:33):
How yeah.
I mean, I asked the question.
How would you address something
like this?
Yeah.
I I think that that it's very important forpeople that I work with to know who I am up
front.
So know what you're getting.
I would while I was a manager and I'm hiringfor my team, I would have them interview with
(38:58):
members of my team.
And I would tell my team, tell them what kindof boss I am.
Warn them.
Warn them.
Right?
Like, because I I don't ever want someone tofeel like they got tricked.
I don't enjoy getting tricked, and I don't wantanyone else to get tricked.
(39:21):
So I try to address these kinds of things upfront, and that's part of it is that I don't I
think that's so important is, hey.
I'm gonna be honest with you.
If I see something, right, but this is part ofmy, part of what I'd like to do is to actually
educate leaders on how how can you identify,how can you self identify some of these
(39:46):
behaviors.
So how can I give you tools so that you canspend some time exploring and looking for signs
yourself?
And then we can talk about things and then youknow?
So because I can't be there for everybody allthe time.
Mhmm.
And I want to make impact.
Mhmm.
I want, honestly, a better world.
(40:09):
Like, I want a lot of people to be able to besuccessful.
I I I think that there's so much good that wecan do because we can make each other stronger.
And so I I genuinely believe that.
And I think that that's kind of one of the keysto success.
(40:31):
And more entrepreneurs that band together andunderstand this, right, can help one another.
And so I don't I think that there is enoughroom for us all.
So
Alright.
That that's so good.
That's so good.
And thank you so much for for saying that too.
And and and, again, sharing that, that wasvery, very, very important.
You're you know, share about the vulnerability,asking questions.
(40:51):
Ellis, do do you have anything else to add?
Let me see.
Let's see.
There's a question that Ellis had.
Says, having two thought patterns.
We're we're talking about the the accountantand the the heart the creative.
(41:11):
Let's see.
Having those two thought patterns, does it doesit make it easier to work with different
personalities in a company?
Because sometimes those personalities conflictin a company, and that's why they don't move
forward.
Sorry.
I started reading two.
Having two purse and then I I I should havebeen listening and not reading.
(41:34):
Two thought patterns and make it easier to workwith different personalities in a company.
Conflicting company, and that's why they don'tmove forward.
Having those two thought patterns.
My thought my tip let me let me digest thatquestion.
Am I do I have two different thought patterns?
Ellis, do you wanna hop on?
Can you can you?
No.
She doesn't.
(41:55):
And so so I'm trying to think oh, sorry.
So I love the way you bring your analytical andyour creative thoughts together.
So as you're working at a company, you see thatthere are some people who are all analytical,
and they want things this way.
You know, some people who are all creative, andthey want things this way.
(42:19):
And the reason the company can't move forwardon anything is because these personalities are
conflicting so much.
And instead of sharing their ideas, finding outwhy it works, and working together on it, How
do you handle a situation like that?
Mhmm.
Thank you.
(42:39):
And so sorry that I made you speak.
I feel terrible.
So to me, that's actually what makes the worldgo round.
Right?
Like, the fact that we have total opposites isis the yin and the yang of life.
I mean, that's, like, that's what makes itsuper fun.
I think that that we need we need theseextremes.
(43:05):
I think that I'm kind of an extreme in everyway.
So so that's maybe why I understand and can canunderstand how to take a creative to the I can
kinda pull them over to the logic side becauseI I, you know, went to an engineering school,
but I'm very passionate about, you know, beingcreative too, and I can get lost in creativity.
(43:29):
And so I think that I can take the engineers,and and I totally will laugh at myself because
I I shared the story the other day that I broketwo laptops my second week because there it was
a different type of docking station than at myprevious job, and I kept hitting the button too
hard and breaking a pin that was inside of it.
(43:50):
And finally, they figured it out.
Right?
Like I'm like, oops.
And they're like, you should know better.
And I was like, probably.
And I laughed at myself, and, I mean, it was anexpensive but but, you know, I I was like, I'm
not I'm not perfect.
I'm not even trying to act like I am.
And I think when we can accept ourselves and wecan show people compassion and we can show
(44:17):
people that, hey.
We're in the same environment.
And what's more important is that we actuallyshould be grateful.
You don't you you, you know, person that'swhen, you know, more so creative don't wanna do
spend your time doing logical puzzles orwhatever, and you don't wanna spend your time
(44:38):
doing this.
Great.
Divide and conquer and divide or what you know?
Like, that's that's what's so fantastic.
And so I think that when you can positionthings, it it really is all about positioning
things.
I am not a great salesperson, and yet it isthat kind of it's to me, it's always like, how
(44:59):
do you choose to look at something?
It's a choice.
It is absolutely a choice.
I I would just be like, you can look at it likethis, or you can choose to look at it like
this.
Your day can be really negative, and you can beangry and mad, or you can choose to be like,
hey.
Actually, this isn't so bad.
This is kind of working out for us.
(45:20):
So to me, that's how I got them to moveforward.
It was like, look.
You know?
Here we are.
This is the situation.
You choose to work here.
Right?
Do you choose to continue to get paid?
Like, let's let's let's make it fun at least.
And when you can make it something where peopleenjoy and they're they become passionate about
(45:43):
it too and and enjoy working with the peoplethat they're working with, you're so much more
motivated.
So that's that that's at least what it meantfor me.
So Awesome.
Awesome.
Yeah.
And I think when you also and just to add,sorry, the last piece was I I spent a lot of
(46:04):
time and care.
I think building a bridge around thattransparency piece because I think that that is
something I feel is missing the most is we hearwords.
We hear, oh, you know, company meetings, youknow, financial statements or whatever.
(46:28):
Something and you hear goals, but then youdon't actually see a real breakdown and then
assigning out ownership that's traceable thatsays, okay.
Now I get not only from a like, I'm not sayingthat everybody has to have, like, a name to it
(46:50):
that you're holding accountability, but atangible way that, okay.
We we wanna increase our sales by 10% you know,use a sales model.
But I wanna increase my sales by 10%.
Now does that mean we could do it because webuilt a better product?
It could be because we trained our salespeople.
(47:12):
It could be be you know?
And so we can throw these numbers out there.
But if we don't have a real conversation aroundI we call them, like, levers.
If we don't talk about what levers couldcontribute towards that, which ones do we plan
on pulling, which one is expected to getpulled, which ones are we monitoring, which
(47:35):
ones are stable, which ones and we don't have away.
And so and if there's not a steady systemalready built, so some of these levers are
actually getting pulled behind the scenes andbecause nobody's even tracking them and
creating instability, then all of a sudden,everyone's like, well, yeah, things change
(47:57):
because this person over here totally threw thethings off.
Right?
And so we have this instability, and I wasbuilding, like, scorecards, right, like,
dashboards we hear about, all that kind ofstuff.
When I talk about transparency, it comes tothat kind of level where everyone can look at
something and we don't hide it.
Because it's not about showing the numbers thatthat, you know, oh, you know, Bob makes, you
(48:23):
know, $50,000 and know, it's not that.
It's about we're trying to accomplish thesethings, and we understand where we fit.
We understand how our work impacts.
So it's really understanding your impact andand understanding how you can be a little lever
puller.
(48:43):
Right?
And that, hey.
I matter here.
You know?
And and and what I do matters.
Mhmm.
And I and I feel that.
And and so I think that that is just reallysuper important.
And then maybe, you know, like, we'll all bemore compelled.
I appreciate that because a lot of times inbusiness, corporate, even being an employee, we
(49:13):
need to understand the impact of where we areat and a part of the accomplishment of whatever
mission, you know, and whatever goals that arethat are going on.
And even more, the leadership understandingthey don't have to go to the almost to the
granular level, but they have to understandwhat what piece actually makes things work.
(49:34):
And and if Joe Bob is not having a great daybecause he asked his senior management guy a
question, the senior management guy blew himoff and said, hey.
Just get back to working.
He might bring it up be bringing up a a seriousquestion because there might be, you know, a
(49:54):
safety issue or, something's not beingdelivered on time, and he's actually bringing
up a question that says, hey.
Look.
This according to what I'm seeing, this is notworking right.
And and if it's not working right, you know,I'm not gonna be able to accomplish my task.
And then guess what?
My task is not gonna get accomplished, and thenyou're gonna get mad because I didn't get my
(50:16):
and it it's it's just a trickle effect, youknow, and understanding the the people side of
it, like like you talk about, and I and I seethat you have a very big heart about the people
side.
And I think we had a conversation about thattoo, LS.
In the previous conversation, it's like theculture that you have in your organization, if
(50:38):
the culture is not right, it's gonna defeat thevision all day.
You you if the people aren't happy and and Ican't remember the logistics word for it.
But, basically, if the people working for youain't happy, guess what?
Your customers aren't gonna be happy.
Oh, yeah.
And then when your customers aren't happy, yourinvestors aren't gonna be happy.
So it's all like a bottom bottom bottom linething.
(51:02):
And leaders, need to understand, the heart ofthe people because the people matter in the
business at the end of the day, whether it'syour employees or your customers, all of them.
You know?
Yeah.
But, no,
thank you so in business.
Yeah.
Yeah.
Yeah.
If you wanna stay in business, yeah, you needto understand.
But, no, Akiga, again, before we head out, theycan reach you on LinkedIn.
(51:26):
Right?
LinkedIn is good.
Yeah.
Kinga, like, Vida.
Vida.
Mhmm.
Like a vitamin.
Like a vitamin.
And then before we go, if you can give us maybefive minutes of what's on your heart for the
(51:47):
people, the audience out there to understandabout entrepreneurship?
And then how how what is your vision and yourperspective again in your heart for helping
entrepreneurs and businesses out there withyour services?
Yeah.
I think for entrepreneurs, something that is isreally important to me is that people
(52:12):
understand that, one, you know, we talk aboutcommunity so much, and it is so important.
But there's a lot of communities out there alsothat act kind their their businesses too.
And so I like liken it to some of the issuesthat I see that have bubbled in business where
(52:39):
they are have a community leader, usually verywell intentioned people, but they don't
necessarily know how to do hypergrowth.
And so they are struggling with this, Hey.
I had a need I saw a need, like, for a widget,but I saw a need for a community.
(53:00):
And so I had something that kind of worked forme, so I'm gonna build it.
All of sudden, bring in a couple people.
Then, oh, this is a lot of work.
Start charging.
Then they start building more.
They don't have the processes in place.
They don't have the structure in place forhypergrowth.
(53:23):
They don't understand that there needs to be abasic framework.
There needs to be a understanding of onboardingprocesses of not just a, hey.
Welcome team and whatever, but that, like,people are gonna come in, and they're gonna
(53:44):
experience, you know, people that knew youreally well from the original days and feel
really close to you, and they're not gonna haveas close of an access to you.
And maybe they joined because now you're famousor you know?
And all these things are kind of happening thatI see that I see a lot of these big community
builders that are charging pretty expensiveprices.
(54:09):
And I see it see that exploding right now aspeople are joining entrepreneurship and trying
to learn and understand the communities.
And and so they're getting a false sense ofwhat it takes.
And I wanna just kinda help people to say,listen.
(54:30):
You know, it is a lot of work.
It's not just like, alright.
You know, there we could get we're getting tonsof tools, which is exciting, but there's still
a lot of deep relationship building that needsto happen.
There is still a lot of work that needs tohappen.
You still need to really be willing to grow andlearn.
(54:55):
You know, I have I have spent a lot of time inmy own self development and growth.
This has not been me just, you know, hangingout.
I've I've really, really had to nurture thisfor myself.
And so getting to know what it is that you arecompelled to do that that you are so passionate
(55:25):
about that you cannot stop thinking about it sothat you develop that curiosity.
Right?
Because otherwise, you know, otherwise, youwill probably burn out because it is something
I think that you are like, I I want this.
You you you know, entrepreneurship is not foreverybody.
(55:47):
It is not just a fast ticket.
And so finding communities that are for peoplethat are just doing something that they love,
and so having that common passion, I think, isis just a good place to be so that you're
connected over that and and that you feel thatconnection because it's genuine.
(56:13):
So really feeling feeling that is gonna be, youknow, probably the best advice and and that
that you don't just listen to any advice.
You know, somebody who is like, no.
We're in this kind of together.
Right?
It's that togetherness.
So it you know, make it real.
Mhmm.
Oh, well, thank you so much.
(56:34):
I appreciate you.
And, man, again, if you wanna reach out toKinga, you can go to her LinkedIn, Kingavida.
There's only a couple of them out there, so youcan you can catch her.
And then, her her website isexecuteyourintentions.com.
Is that correct?
Yes.
I'm gonna
make sure.
Thank you so much.
Yeah.
And thank you so much.
And reach out to her, ask her questions, youknow, and and I would say, know what?
(56:57):
If you wanna grow in your business, I think,Khinga, it would be, like, top of the list
there to to get her on board and to thinkstrategically in life.
So, hey.
She's a fellow Texan.
You can't go wrong.
Right?
Everything's better in Texas.
Right?
I really enjoyed speaking with you.
(57:17):
Thank you so much.
You're a wonderful interviewer as as well asEllis'.
Yes.
You so much.
And thank you, guys, and, hey, make sure youget on the next episode.
Thank
you for joining us today on wisdom on the frontporch with your host, Ellis Kirkpatrick.
You can find us on our website,wisdomonthefrontporch.com, see previous
(57:42):
episodes of the podcast, and view issues of themagazine.
Did you know you can submit questions, leavereviews, or suggest topics?
You can also tell us where your favorite frontporch location is and what it means to you.
We hope you gain value and insight from today'sor previous talks.
We insight into the world of entrepreneurculture and lifestyle.
(58:13):
Make today a great day.
Always believe that something wonderful isgoing to happen.
Alright.
Outstanding.
A pleasure to meet you.
Now before we try, is Kinga Vida?
Yes.
Yes.
That's exactly how you pronounce it.
K.
Good on the first try.
That's one of the things I'm like, okay.
I I gotta I gotta I was I was gonna throw,like, a little bit of Spanish in there.
Like Hungarian.
Yeah.
(00:24):
You know, but you're Hungarian.
Yeah.
I saw I saw I was like, I did a I did my did myresearch.
Was like, wow. like,
Was like, wow. Was like, wow.
Thank you.
Yeah.
So Hungarian tradition of from family and thencame over.
I'm like, alright.
And now you're in Austin.
Alright.
So let us do this.
I'm trying to do a proper beginning here.
Let's see.
(00:47):
Alright.
Welcome, guys.
We're back on another wisdom on the front porchwhere we talk about all things entrepreneurial
and whether it's in culture or in lifestyle.
And I'm a guest host today with for LS.
You know, she she's in the background backthere trying to help her out.
She's not feeling too well, but she's gettingthere.
(01:09):
She's getting there.
She's she's a trooper.
But today, we have Kinga Vaida, and she told methat I said it properly.
Thank you.
I appreciate that so much.
And, she is a fellow Texan.
Like, I'm a fellow Texan.
I'm in San Antonio, and Kinga's in Austin.
And you know what, Kinga?
I appreciate you coming in here, taking time toto talk about being an entrepreneur.
(01:32):
And I I know a little bit about yourbackground.
It is in research.
So I know you like talking about strategy,being strategic in business, and stuff like
that.
But, if you can, please tell the audience, youknow, how you got into the business, how long
you've been doing the business, what got youinto entrepreneurship and and wanting to coach
(01:55):
and to be involved in people strategically andhelping them out in their entrepreneur journey
themselves?
Yeah.
Thank you so much for the warm welcome.
And, Ellis, we hope you feel better.
So, you know, I just really enjoyed writing inan anthology with her, and so I just wanna
(02:18):
shout out appreciation for that.
So I was in the corporate world as many peoplerefer to as a corporate escapee.
And and I was I've been in technology for avery long time.
For over twenty years, I was, an agile coach.
(02:42):
And so for those of you that might not befamiliar with what that is in the tech world, I
was helping software developers communicatearound how they develop code and actually move
forward problem solving, but also tocommunicate what they're delivering to their
(03:04):
leadership teams.
And so I was driving decision making, to theleadership teams and then as a leader, helping
the leadership teams make good decisions andcreating a flake kind of transparency around,
you know, what are we actually doing givingchoices to leaders being like, do you want a or
(03:26):
b once we're delivering consistently?
And for me, what I realized is that a lot oftimes leaders weren't necessarily the ones that
were communicating.
So I got really, you know, passionate around,well, I can teach developers, I can teach
leaders.
And so I just kept kind of pushing thisdecision making and this philosophy of, well,
(03:52):
the more transparency we build, the more we canactually get accomplished and work as a team
together.
Through this, like, we really had to just trustone another and and kind of move.
I I think of it as people that are justmarching to the same beat.
You know, you understand the message and youmove.
So after about twenty years of doing thispattern and and really working with tons of
(04:19):
groups through hyper growth situations, Irealized that what I really care about, though,
is the people.
Right?
It's it and and that sounds very cliche, butthe thing is is that goals change.
The the future of technology is changing.
Everything is changing.
People are changing.
(04:40):
And so when I when I left corporate two yearsago and I was like, what am I gonna do next?
Do I want to go into a business?
Well, that doesn't necessarily feel greatbecause if you go in as a consultant and you,
you know, then leave, you're not really part ofit.
(05:01):
And I also saw that I saw a lot of ineffectiveleadership, and I see a lot of unfortunately,
I'm paying attention to some of the trends thatwe're seeing, out there where people are
suffering from burnout.
You know, we have a lot of issues happening inthe world.
And I was like, you know, if leaders understoodthis model that I was able to help companies
(05:30):
become successful by embracing not just thismindset shift, but also some just basic
practices and structures that involved, like,some project management as well and all this,
then and if they could really kind of beat thisdrum throughout their organization and
(05:51):
understand and and it becomes, like, morecomplex.
I'm oversimplifying it.
But if if I can do that, then they can becomemore successful themselves.
And everyone around you can become moresuccessful.
And to me, that's kind of the recipe forsociety.
Right?
Like, just happiness.
(06:13):
Like, when we can thrive in the way that wewant to in general.
Right?
Like, when we get to work on the things that wewanna work on, we're all doing what we want.
Like, that's just a good recipe.
So I realized that more from the educationalstandpoint, that's my true calling.
Like, I really cared about giving people thetools and the resources.
(06:40):
And I'm obsessed with research, so I just spenta lot of time.
I've the past couple, you know, years, becauseI started this well before I left, was
researching, you know, where are we headed?
I'm I'm in the tech space and where istechnology headed?
You know?
And we have cybersecurity issues.
We have AI coming.
(07:01):
You know?
We have a lot of change in economics andpolitics and, you know, finances.
You know, everything's happening.
So, you know, here I was thinking there's justso much opportunity for actually need.
And and so that's where it's kind of in the ablend of advisory services.
(07:21):
It's not necessarily coaching.
It's it's more about education and advisory.
Mhmm.
No.
That no.
That that's pretty cool.
And and I I hope the audience got this becauseI I'm, I'm, like, listening to every word
you're saying.
You know, you're you're talking abouttransparency.
You're talking about people.
You're talking about leadership.
You said the word hypergrowth.
(07:44):
And sometimes because I was in the military fortwenty two years.
I'm I'm a veteran, but also I'm anentrepreneur.
You know?
So I I I I I'm I'm listening to very, verytonally to what you're saying.
But I think some people think I I I they don'tthink about the future.
Right?
They think they think about, oh, what can I donow?
(08:07):
And I think, like, one of your your superpowerscan go from what I can see as a as an advisory,
even as a coach, a consultant maybe, and thatentrepreneurs need someone sometimes with a
future vision.
And and I'm what I'm seeing from you is thatyou're a strategic thinker.
Right?
And entrepreneurs need that type of person withthem, right, as a coach, as an adviser, because
(08:33):
you can have a good idea.
You know, wanna make this widget.
Right?
This sounds great right now, but as you'remaking that widget, can you progress into the
future with that widget as it is?
And some people need a, like, a Kinga to comein there and like, hey.
You know, this is great, but, you know, is yourwidget safe for security purposes?
(08:55):
You know, can they come in and tap it and thenalso take your patent or take your your
technology or whatever case maybe you replicateit, and now you're you're stuck like Chuck
because you don't have a patent.
You didn't do all this stuff.
So I I get where you're coming from with that.
And entrepreneurs need that kind of strategicthinking.
But when I was when I was in the military, wehad a we had a section called current
(09:19):
operations and future operations.
And so when we were anytime we went on mission,you know, our mission was to defend the
country.
But we had people that that strictly stuck oncurrent operations, and and I I could see you
as the future operations person that is goodthat forward thinking for that that company or
that entrepreneur.
Yeah.
(09:40):
So You have
to understand the current state too, though.
Right?
Exactly.
Like, you can't get to the you cannot get tothe future state without having a really good
understanding of the current state.
And I think a lot of people kinda get thatwrong too is that they think that they
understand their current state.
And oftentimes, they might not be asking theright questions.
So I think a lot of it has to do with alsoasking ourselves some of those questions that
(10:06):
you just mentioned.
Right?
Like, maybe we're not even asking the currentbecause the current right now is changing so
fast.
I think it's really exciting and scary andexciting.
Right?
So
Yeah.
And someone like you, I could see having you inthat in that role as an adviser, because you
need someone that that's excited about it,excited about the future future, excited about
(10:32):
change.
So when you approach entrepreneurs Mhmm.
You know, how how would you approach them andsay, hey.
Look.
You know?
Hey, Joe.
You know, you got this this leadership companythat's that's talking to, let's just say, car
dealerships, but they're being stagnant.
(10:55):
You know, they're not getting new customers toto help out, you know, to get new maybe even
new sales agents or whatever coming in.
I mean, how would you be able to come in andsay, hey.
Look.
Let me help you with this.
Where where would be, like, one of the placesyou would start so the audience can know, like,
hey.
How can Kinga help me?
You know?
Mhmm.
(11:15):
Yeah.
So so the scenario I'm trying to understand.
So the scenario might be leaders that aretrying the leaders are the the salespeople.
We're trying to help the sales leaders.
Yeah.
Yeah.
Yeah.
There to train the sales leaders.
Mhmm.
Well, first of all, I think that the oldmetrics that we used to use, right, in general,
(11:39):
I think I I always like to just start fromscratch.
So I think using our critical thinking is sucha key component to, like, everything.
Right?
I like to be ground up almost every time.
That's the entrepreneurial mindset anyway.
Right?
Like, because we should be questioningeverything and using the people around us, the
(12:01):
research we have available, and we have so manygreat tools right now too.
And then and then use the past to gut check.
Right?
So I'm not saying just throw it away and andpretend like it didn't happen, but I'm saying
why not at least try to have a freshperspective and use the people that might be
(12:23):
passionate that you are currently that arecurrently involved.
Mhmm.
You know, gather your data so you have, youknow, clients or whoever you might be getting
feedback from or the people that are, you know,in the middle of it.
And then take that and then really look atwhere you wanna head.
Right?
And and so when we're talking about measuring,I think that so often I hear some statistics or
(12:49):
data that people are taking a look at, andthey'll and I go, why are you even measuring
that?
Like, what is your point?
Why like, I don't I don't get the point of itbecause I don't even understand what result you
think you're after.
And and I think it's just habits.
(13:11):
I think it's that they thought it was a bestpractice and maybe it was, maybe in an old
system.
So I think that we really need to becomfortable with pressing each other and
saying, did we do that because we just gotcomfortable?
Did we do that, or or did it really actuallyprove something?
(13:33):
And if so, what?
And is that what worth the time that we putinto it?
Right?
Because there's some things that we put timeinto even that isn't even worth the investment.
So really balancing because our time isprecious.
I think that that there's a lot of resentmentthat builds when people are pushed to do things
(13:57):
that they say, this is just a waste of my time.
I'm just my I'm being pushed in all thesedirections, and my boss doesn't know better.
They they start to really lose this gap intrust.
I did a post the other day because there was aI can't remember the organization, but gosh,
(14:19):
it's I'm just hitting a blank right now.
But but, basically, the HR companies weresaying that that they're the ones that are
doing the recruiting and that the talent thatthe managers are so disconnected from the work
itself that that HR is doing is, you know,filling a lot of these.
You know, they're they're obviously most of thetime in charge of recruiting, but that there's
(14:43):
such a disconnect that the people that areactually doing hiring don't necessarily
understand.
And so I'm like, well, if that's the case, thenhow are they actually evaluating somebody's
performance?
How are you then not only evaluating, but thenguiding them.
(15:03):
Right?
And so no wonder people are feeling burnt outbecause if they're getting direction and goals,
someone's creating their goals.
Right?
Like so it all comes down to it for me of whenwe decide that there's an idea, there's
something we're building or something we'redelivering, then how are we breaking this idea
(15:24):
down?
How are we taking that from a concept and thenmaking it actionable and making it something
that everybody can rally around.
And if we can't identify that and make it downto our day to day that somebody's responding
to, what are we doing?
No.
That's that's good.
(15:44):
That's good.
Because people need to be kinda if they'rehiring a coach or a consultant or an adviser,
you kinda gotta be a little bit open to whatthey're gonna suggest.
Right?
Well yeah.
Again, you you you would hope so.
And not not be like, what is it that televisionshow that is it Gordon Ramsey?
(16:08):
And he he comes into those those restaurants,and he comes there to give them advice, and
then they they don't they don't take hisadvice.
Right?
Well, I I do think that that to some degree,people are I've I think because of the the very
different teams that I've worked on, somethings work for some teams, and I've seen some
(16:31):
things work for it depends on their maturitylevel.
So I think that there is some level of meetingpeople where they're at too.
Right?
So I I don't know.
I'm I'm kind of okay with developing models andsaying, well, it depends on where you are.
You get to decide your fate.
(16:52):
Right?
I do believe that there are certain valuesystems that make this work because I do
believe that if you are not invested in beingyou know, having a certain level of integrity,
you know, that my word means something, thatI'm not going to lie to you.
Right?
There there are certain things like that thatthat if as long as we can learn how to speak
(17:18):
about certain things, you know, when I makethis commitment, then I will be held
accountable to it.
And I now learn how to talk about things at theright time so that you understand what's
expected and that kind of thing.
Right?
Then we can improve.
And as long as we agree to certain things andwe know what to talk about when, we have
(17:41):
opportunities to make things better.
And so to me, I just see so many opportunitiesto make things better.
We have lots of opportunities.
Yes.
We definitely do.
I know that that's super awesome.
And you said earlier, you said something aboutkeeping up with the changes and things of that
nature.
So, in your advisory role and when you step upto companies, how do you stay on top of, like,
(18:09):
current changes?
And and since things are moving so fast, whatare the the, I guess, the strategies that you
use that help your clients stay on top of
that?
I I
mean, it's my passion.
Right?
So I think you're it it's a blend of just beingnaturally curious, and and I know that that
sounds cliche, but I do believe that we have tolet our intuition guide us.
(18:38):
I was I think being in a project managementrole my entire career, I had to make sure that
everybody was checked in.
That was I I would joke with my teams that,hey.
I'm not the expert.
Right?
Like, I have the easiest job of all, but I wasthe interviewer.
(19:00):
Right?
And so I and I didn't try to do anyone's job.
I think that was a very important thing that Ithat I did was I was one of the few that made
it very clear to everyone that you're a paidexpert.
You are a paid decision maker.
So my job is to make sure that you have a voiceat the table.
(19:23):
And so I became very trained at this is a goal,and I'm going to ask everybody that I can think
of.
And so I'd spend a lot of time looking at thisgoal thinking of who else who else could
possibly be responsible or contribute oranything around this thing.
(19:45):
And so I'd start thinking, you know, like youmentioned, security or this or that.
And right?
And so any as much as I could, I'd explorethings.
And and then I'd go to that person, and I'dexplore it to as much responsible.
And so I look at it as a responsible leadersleadership style.
So I think that is leaders, if we all startedfeeling a sense of responsibility.
(20:11):
And if every leader that said, yes.
I contribute towards this thing.
And as a whole, we together collectively needto feel responsible.
And and I understand my part, and I'vecommitted to it.
And I take responsibility, and then I,therefore, am responsible for my team and what
I've asked of them and, you know, then we canstart cascading a much better sense of
(20:34):
responsibility.
And there there'll be trust that's built thatway.
And so I help kind of resonate this message,and I think that it works, you know, when
people become more stable.
And and I don't you know, it's more aboutaligning around the things that we want to
align around because we will just naturallygravitate towards those topics.
(20:58):
So to stay current and relevant, I choosethings like technology.
I think it is now embedded in pretty mucheverything we do.
Yes.
Yes.
Right?
And so I go to the experts.
I mean, right now, I I think I have a list onmy desk, but it's like, you know, you go to all
the consulting companies.
You go to the research companies.
You go to you know, so there's Deloitte,McKinsey, Garner, you know, and then there's
(21:22):
gonna be you know?
So you you just kinda start going the the I goto the Department of Labor.
The you know, you go to all this governmentagencies.
You so I just I start asking myself tons andtons of questions.
And so and then if I can't if I run out ofquestions myself, I start re reading some
articles, and then I'll start you know?
(21:43):
So it's just a matter of being really I like tobe nosy.
I look at it that way.
Yeah.
Well, I I I like to use this term.
You're you're resourceful.
Resourceful.
I like that.
Yes.
Yes.
And I and I think from an entrepreneurialaspect, because I know this happens to
(22:03):
entrepreneurs.
You know, we it's good to have an organization,right, when you're in an organization.
But when you're you're an entrepreneur, you'rekind of the organization.
So so how would you, I guess, help or talk tothe entrepreneur to say, hey.
Look.
You know what?
I know you this is your baby.
(22:24):
This is your idea that you you've been workingthis for maybe four or five years.
You've been you've been making you know, you'vebeen pretty successful.
You've been bringing some income in with yourfamily, but you know, like, if they were to
take on a kingdom, and a kingdom would tellthem, hey.
For you to go to the next level and to free upmore time to be with your family, you need to
(22:48):
do this.
You know?
So so, I mean, how how would you, you know,kindly or or approach that entrepreneur to let
them know, hey.
Let me you need to, like, delegate, maybe bringsome people on.
What what would you tell them?
Yeah.
I think when people hear the word delegate,they immediately think, oh, I gotta let go of
(23:11):
some kind of power.
Right?
So I I try not to use that word.
Just to be honest with you, I I don't.
Well, I I I do think that there's there'scertain words that trigger people in certain
ways.
And and so I do try to stay away from certainthings in certain in certain context.
Right?
And so it's always about reading it's readingthe room and and how well you know somebody.
(23:32):
Right?
And and so for me, when it comes to anentrepreneur that might be in an overwhelmed,
it's always about, one, looking at them going,are you happy?
When it comes down to it, how basic of a humanneeds we have, and is this the life that you
really want?
(23:53):
And and are you at kind of peace and calm?
It's not just happy, but are you at peace andcalm and and that kind of thing.
Right?
So and then helping them visualize the nextplace.
And what I'm really and why I'm kind of just anerd with getting excited about stuff because
(24:16):
with AI, we can actually start developing thatvisual.
And I am a very visual person.
And I'm like, how cool is this that I couldstart going, oh, could you imagine this?
You know?
And when someone can put themselves in thattheir shoe those shoes, right, then they go,
oh, well, I didn't really think that that wasan option for me.
(24:40):
Yes.
It is a possibility.
And when you start giving people options andyou start giving people possibilities, then
they allow themselves to daydream a little bit.
They just didn't they were so in their grind.
They were so in their grind that they justdidn't even think that it was possible.
And they were so like, no.
Everybody's counting on me.
I there's just no way.
(25:01):
It's just not possible.
Everybody's counting on me.
You know?
This was my baby.
This was you know?
And so I I love to offer that and then say,okay.
Well, let's just daydream.
Let's just play.
So so you can make it kind of a playful thingand engage how people are feeling about it.
(25:21):
And and I think that that when you can readpeople so it's a combination, right, of logic
and and and actually having that relationshipwith somebody.
You know?
It's not just being like, well, I'm gonna I'mgonna tell you what you you gotta do.
You know?
But we also there's people that might just belogic oriented too and say, well, actually,
(25:43):
look.
You know, we could run I I ran a great promptthat somebody gave me that did some analysis on
where things that I enjoy that I'm not good at.
And it was like, doing that because it's it's atime suck for me right now.
(26:03):
You know?
And it's like, yeah.
You're right.
You know?
And and I probably should not be spending, youknow, six hours designing a graphic that, like
you know?
But I enjoy it.
You know?
And so it's not right now what my current lifegoal is, but it's fun.
So, yeah, I think that that that's kind of away to look at it.
(26:29):
There's a question here.
It's like, do you ever have con conflictinglearning styles like an an accountant thought
with a creative thought, and how do you blendthem into harmony?
I do.
That's a good one.
Me, personally?
I do.
I mean, I I am very I took I took these, youknow, personality tests that were required at
(26:54):
my work, and I was I came in these smallpercentage of people that have the the
combination of the creative and logic or, youknow, the kind of the it was called insights.
And I had this, like it was blue.
(27:15):
I might they get these color assignments, but Iwas, like, blue and yellow, which was very
heavy logic and kind of the the cheerful, like,seeing the positive and things.
And typically, those you know, when you'relooking at all this data, you're not
necessarily optimistic.
(27:35):
And and I do.
I I I am an eternal optimist.
I tell people this.
I could be the most depressed I've ever been inmy life, and yet I'll still be optimistic
because I understand how it works.
Because I understand that we can always wealways can get up and do something about it.
(27:55):
Like, I'm for me, I'm I understand, and Iunderstand also rhythm, and I understand that,
you know, there are neural pathways that wehave developed and that we can train those.
Right?
And that when I am going through something,maybe my pattern is off, and I just need to get
(28:19):
that pattern back and that I can help peopletrain their patterns just like any other
muscle.
And so I actually just believe that this isscience and that that science part of me is
like, well, it's just a fact.
And and so for a fact, we can make it better.
(28:42):
And when you believe it, you can make ithappen.
Right?
And I think that so there's this just absolutelogic side of me that is always happy about
that.
You know?
That that I'm like, we have the answer.
Like so so I I, you know, I firmly believethat.
It's just part of my value system.
(29:03):
No.
That that's that's super awesome.
And I think being an entrepreneur, we need tohave that options and possibilities mindset.
And I think when people go intoentrepreneurship, they want to solve problems.
They already have that type of attitude,mentality that I wanna solve problems.
(29:24):
It's just when they come up with a problem thatif they're trying to solve a problem and it's
not producing what they wanna produce.
I think that's when they run into the issue,like, can I really do this?
You know, what's going on here?
But before we go on any further, I wanna makesure that we give a little shout out to you.
If, Kenga, if you can let us know how peoplecan reach out to you, your website, social
(29:47):
media, and just a little something after thatas if, if you can talk to your 18 year old self
and say, when when when she started out on herjourney into into high into the corporate world
and everything else in that college, what willbe something, I I guess, one little tidbit that
(30:09):
you can give to your younger self?
Love that.
I love that question.
And, you know, nobody has asked me that oneyet, so I appreciate that.
So I am a very active LinkedIn user.
So find me on LinkedIn.
I am one of the few Kinga Vitas out there.
There is another one.
(30:30):
But yeah.
So Kinga and I my the name of my business isExecute Your Intentions, which obviously was a
very purposeful name.
And when when I came up with it, I was, youknow, sitting there with a friend, and it was
like, I I'm going I was agonizing because I'mlike, you know, people just aren't intentional
(30:52):
about what they you know?
And and it was so much about project.
Do I wanna do project management?
No.
Because and is it goal management?
No.
It's like and I was like, people end up doingwhat they want to do.
They're I knew your behaviors, things like, youactually end up always aligning.
Things we end up driving the results that thatit's going to happen.
(31:15):
What I think the results end up, we get what wewhat we are actually just driving for in our
hearts.
Right?
And so I was like, we do our intentions domanifest, I think, and and so often as leaders.
And we don't necessarily realize that we areand we get something, a different result, and
(31:41):
we're like, wait.
That doesn't feel good.
And so if you want to have it feel good, youcan be more intentional about how you execute
it to make sure it lands.
It's it's about making sure that you take theright steps to pivot there.
And but it just understanding that it is apivotal process to make sure you're standing
(32:02):
staying on course.
So that's how I came up with the name ofexecute your intentions, and I wanted to be
very purposeful.
It's like you're gonna do your intentions.
I'm not trying to develop anybody else'sintentions.
I'm not making any assumptions about anyone'sintentions.
I don't want to.
Right?
Like, that is up to you.
(32:22):
I think every business is unique.
I think they should be.
I'm not trying to impose my values other than,you know, kind of integrity and some basic
human rights.
I'm not trying to impose anything on anybody.
I I want people to be able to truly shape theirtheir own thing.
(32:45):
So execute your intentions.
LinkedIn.
And other than that, I'm kinda quiet.
And and so I would say to my 18 year old self,I I was very misunderstood.
I felt very I I was shy to speak up for myself.
(33:12):
I not shy.
I wouldn't say shy, actually.
Let me take that back.
I I stood up from I I I would I would speak upwhere I would say, hey.
This doesn't make sense.
Right?
And and I would have thought, you know, I wasdoing the right thing in the room.
I would say, you know, we're in a room full ofpeople, and we would say, yeah.
(33:33):
We're trying to get this plan together.
And then one person would say somethingcompletely contradictory to another person, and
and and then everyone's nodding.
And I'm like, no.
No.
This isn't at all.
What what why is everybody nodding?
Like, these are not the same two things, andeveryone's pretending like it's okay.
(33:54):
And so I would say something out loud, which isthe it but that's not that.
And why is everybody nodding?
And and then everyone would be mad at me.
Right?
Because I was right.
And and I wasn't making friends, but I wasdoing the right thing, and I didn't understand.
(34:16):
And that got used against me because I was inthe middle of a lot of politics.
I never understood.
And and that had to do, I think, with mybackground of coming from immigrant parents
where I took language very literally.
I also never played in sports.
(34:39):
I wasn't exposed to that kind of thing.
So I just didn't understand being competitive.
I didn't understand.
I just didn't really get anything.
I would say I was just really confused.
Why why were we all contradicting one another?
And my heart was in the right place, And I wasgetting stabbed in the back and betrayed and
(35:05):
hurt a lot.
And and so I would tell my 18 year old self,that is toxic.
That is toxic.
Leave.
And I didn't know better.
I instead really allowed it to hurt me.
(35:25):
Mhmm.
And and I and I stuck it through because that'swhat I was taught to do.
And I I wish that I had had more people nurtureme, but they weren't there.
They didn't.
Right?
And so I think that because I didn't, I enduredthings that I probably shouldn't have.
(35:53):
But yet, it still made me the person I am, andI'm okay with that.
And now I get to be the one who looks out forothers.
And I'm happy with that too.
But I think that it's something that is reallyunfortunate that we had so much toxicity.
And I think that it's a it was a really heavyprice that I paid throughout my life.
(36:19):
And and I'm going to do everything I can tomake sure that no one else has to pay that
price.
So so, yeah, I I would say don't pay that price
Mhmm.
Mhmm.
For other agencies.
That that is so good.
That is so good.
And I I appreciate you, you know, sharing thatbecause that that is vulnerable.
(36:40):
But it's also good for people to understandthat that if there's something toxic and that
it those are good examples because sometimespeople have that into into intuitiveness to
see, like, hey.
These things are not congruent, and it's goodto ask questions.
And those people reacted to you, and this isall you know, if I'm wrong, tell me I'm wrong.
(37:04):
And those people reacted because they werescared to say something, and then they reacted
to you because you said something, and ittriggered something in them.
Like, oh, why I should have said something.
Why am I not brave enough to ask a question?
And you were brave enough, but they respondedto your questions wrong and that people now
(37:25):
hearing this know that, hey.
It's okay to ask questions.
Yeah.
And if they're responding to you in a negativeway, you need to find better company that will
actually answer your questions because you'recoming from a heart of trying to understand
Yeah.
The incongruencies of life, not to be a a boatrocker for no reason.
(37:46):
Not yeah.
If you know that you're not you're notquestioning things because you're trying to be
difficult, You're trying to understand.
You're trying to meet a goal.
Mhmm.
Right?
There's nothing wrong with that.
Mhmm.
Mhmm.
You're trying to be a team player.
There's nothing wrong with that.
Mhmm.
Mhmm.
Exactly.
And know what?
(38:06):
You you just triggered a question in my mind.
Do you have more time to to stay with us?
Yeah.
So let's say you're you're advising a company.
Right?
And you see, like, you see this within acompany that there's, like, not a an open
culture to ask questions.
I mean, how how would you, I guess, address itif you think that if it's necessary?
(38:33):
How yeah.
I mean, I asked the question.
How would you address something
like this?
Yeah.
I I think that that it's very important forpeople that I work with to know who I am up
front.
So know what you're getting.
I would while I was a manager and I'm hiringfor my team, I would have them interview with
(38:58):
members of my team.
And I would tell my team, tell them what kindof boss I am.
Warn them.
Warn them.
Right?
Like, because I I don't ever want someone tofeel like they got tricked.
I don't enjoy getting tricked, and I don't wantanyone else to get tricked.
(39:21):
So I try to address these kinds of things upfront, and that's part of it is that I don't I
think that's so important is, hey.
I'm gonna be honest with you.
If I see something, right, but this is part ofmy, part of what I'd like to do is to actually
educate leaders on how how can you identify,how can you self identify some of these
(39:46):
behaviors.
So how can I give you tools so that you canspend some time exploring and looking for signs
yourself?
And then we can talk about things and then youknow?
So because I can't be there for everybody allthe time.
Mhmm.
And I want to make impact.
Mhmm.
I want, honestly, a better world.
(40:09):
Like, I want a lot of people to be able to besuccessful.
I I I think that there's so much good that wecan do because we can make each other stronger.
And so I I genuinely believe that.
And I think that that's kind of one of the keysto success.
(40:31):
And more entrepreneurs that band together andunderstand this, right, can help one another.
And so I don't I think that there is enoughroom for us all.
So
Alright.
That that's so good.
That's so good.
And thank you so much for for saying that too.
And and and, again, sharing that, that wasvery, very, very important.
You're you know, share about the vulnerability,asking questions.
(40:51):
Ellis, do do you have anything else to add?
Let me see.
Let's see.
There's a question that Ellis had.
Says, having two thought patterns.
We're we're talking about the the accountantand the the heart the creative.
(41:11):
Let's see.
Having those two thought patterns, does it doesit make it easier to work with different
personalities in a company?
Because sometimes those personalities conflictin a company, and that's why they don't move
forward.
Sorry.
I started reading two.
Having two purse and then I I I should havebeen listening and not reading.
(41:34):
Two thought patterns and make it easier to workwith different personalities in a company.
Conflicting company, and that's why they don'tmove forward.
Having those two thought patterns.
My thought my tip let me let me digest thatquestion.
Am I do I have two different thought patterns?
Ellis, do you wanna hop on?
Can you can you?
No.
She doesn't.
(41:55):
And so so I'm trying to think oh, sorry.
So I love the way you bring your analytical andyour creative thoughts together.
So as you're working at a company, you see thatthere are some people who are all analytical,
and they want things this way.
You know, some people who are all creative, andthey want things this way.
(42:19):
And the reason the company can't move forwardon anything is because these personalities are
conflicting so much.
And instead of sharing their ideas, finding outwhy it works, and working together on it, How
do you handle a situation like that?
Mhmm.
Thank you.
(42:39):
And so sorry that I made you speak.
I feel terrible.
So to me, that's actually what makes the worldgo round.
Right?
Like, the fact that we have total opposites isis the yin and the yang of life.
I mean, that's, like, that's what makes itsuper fun.
I think that that we need we need theseextremes.
(43:05):
I think that I'm kind of an extreme in everyway.
So so that's maybe why I understand and can canunderstand how to take a creative to the I can
kinda pull them over to the logic side becauseI I, you know, went to an engineering school,
but I'm very passionate about, you know, beingcreative too, and I can get lost in creativity.
(43:29):
And so I think that I can take the engineers,and and I totally will laugh at myself because
I I shared the story the other day that I broketwo laptops my second week because there it was
a different type of docking station than at myprevious job, and I kept hitting the button too
hard and breaking a pin that was inside of it.
(43:50):
And finally, they figured it out.
Right?
Like I'm like, oops.
And they're like, you should know better.
And I was like, probably.
And I laughed at myself, and, I mean, it was anexpensive but but, you know, I I was like, I'm
not I'm not perfect.
I'm not even trying to act like I am.
And I think when we can accept ourselves and wecan show people compassion and we can show
(44:17):
people that, hey.
We're in the same environment.
And what's more important is that we actuallyshould be grateful.
You don't you you, you know, person that'swhen, you know, more so creative don't wanna do
spend your time doing logical puzzles orwhatever, and you don't wanna spend your time
(44:38):
doing this.
Great.
Divide and conquer and divide or what you know?
Like, that's that's what's so fantastic.
And so I think that when you can positionthings, it it really is all about positioning
things.
I am not a great salesperson, and yet it isthat kind of it's to me, it's always like, how
(44:59):
do you choose to look at something?
It's a choice.
It is absolutely a choice.
I I would just be like, you can look at it likethis, or you can choose to look at it like
this.
Your day can be really negative, and you can beangry and mad, or you can choose to be like,
hey.
Actually, this isn't so bad.
This is kind of working out for us.
(45:20):
So to me, that's how I got them to moveforward.
It was like, look.
You know?
Here we are.
This is the situation.
You choose to work here.
Right?
Do you choose to continue to get paid?
Like, let's let's let's make it fun at least.
And when you can make it something where peopleenjoy and they're they become passionate about
(45:43):
it too and and enjoy working with the peoplethat they're working with, you're so much more
motivated.
So that's that that's at least what it meantfor me.
So Awesome.
Awesome.
Yeah.
And I think when you also and just to add,sorry, the last piece was I I spent a lot of
(46:04):
time and care.
I think building a bridge around thattransparency piece because I think that that is
something I feel is missing the most is we hearwords.
We hear, oh, you know, company meetings, youknow, financial statements or whatever.
(46:28):
Something and you hear goals, but then youdon't actually see a real breakdown and then
assigning out ownership that's traceable thatsays, okay.
Now I get not only from a like, I'm not sayingthat everybody has to have, like, a name to it
(46:50):
that you're holding accountability, but atangible way that, okay.
We we wanna increase our sales by 10% you know,use a sales model.
But I wanna increase my sales by 10%.
Now does that mean we could do it because webuilt a better product?
It could be because we trained our salespeople.
(47:12):
It could be be you know?
And so we can throw these numbers out there.
But if we don't have a real conversation aroundI we call them, like, levers.
If we don't talk about what levers couldcontribute towards that, which ones do we plan
on pulling, which one is expected to getpulled, which ones are we monitoring, which
(47:35):
ones are stable, which ones and we don't have away.
And so and if there's not a steady systemalready built, so some of these levers are
actually getting pulled behind the scenes andbecause nobody's even tracking them and
creating instability, then all of a sudden,everyone's like, well, yeah, things change
(47:57):
because this person over here totally threw thethings off.
Right?
And so we have this instability, and I wasbuilding, like, scorecards, right, like,
dashboards we hear about, all that kind ofstuff.
When I talk about transparency, it comes tothat kind of level where everyone can look at
something and we don't hide it.
Because it's not about showing the numbers thatthat, you know, oh, you know, Bob makes, you
(48:23):
know, $50,000 and know, it's not that.
It's about we're trying to accomplish thesethings, and we understand where we fit.
We understand how our work impacts.
So it's really understanding your impact andand understanding how you can be a little lever
puller.
(48:43):
Right?
And that, hey.
I matter here.
You know?
And and and what I do matters.
Mhmm.
And I and I feel that.
And and so I think that that is just reallysuper important.
And then maybe, you know, like, we'll all bemore compelled.
I appreciate that because a lot of times inbusiness, corporate, even being an employee, we
(49:13):
need to understand the impact of where we areat and a part of the accomplishment of whatever
mission, you know, and whatever goals that arethat are going on.
And even more, the leadership understandingthey don't have to go to the almost to the
granular level, but they have to understandwhat what piece actually makes things work.
(49:34):
And and if Joe Bob is not having a great daybecause he asked his senior management guy a
question, the senior management guy blew himoff and said, hey.
Just get back to working.
He might bring it up be bringing up a a seriousquestion because there might be, you know, a
(49:54):
safety issue or, something's not beingdelivered on time, and he's actually bringing
up a question that says, hey.
Look.
This according to what I'm seeing, this is notworking right.
And and if it's not working right, you know,I'm not gonna be able to accomplish my task.
And then guess what?
My task is not gonna get accomplished, and thenyou're gonna get mad because I didn't get my
(50:16):
and it it's it's just a trickle effect, youknow, and understanding the the people side of
it, like like you talk about, and I and I seethat you have a very big heart about the people
side.
And I think we had a conversation about thattoo, LS.
In the previous conversation, it's like theculture that you have in your organization, if
(50:38):
the culture is not right, it's gonna defeat thevision all day.
You you if the people aren't happy and and Ican't remember the logistics word for it.
But, basically, if the people working for youain't happy, guess what?
Your customers aren't gonna be happy.
Oh, yeah.
And then when your customers aren't happy, yourinvestors aren't gonna be happy.
So it's all like a bottom bottom bottom linething.
(51:02):
And leaders, need to understand, the heart ofthe people because the people matter in the
business at the end of the day, whether it'syour employees or your customers, all of them.
You know?
Yeah.
But, no,
thank you so in business.
Yeah.
Yeah.
Yeah.
If you wanna stay in business, yeah, you needto understand.
But, no, Akiga, again, before we head out, theycan reach you on LinkedIn.
(51:26):
Right?
LinkedIn is good.
Yeah.
Kinga, like, Vida.
Vida.
Mhmm.
Like a vitamin.
Like a vitamin.
And then before we go, if you can give us maybefive minutes of what's on your heart for the
(51:47):
people, the audience out there to understandabout entrepreneurship?
And then how how what is your vision and yourperspective again in your heart for helping
entrepreneurs and businesses out there withyour services?
Yeah.
I think for entrepreneurs, something that is isreally important to me is that people
(52:12):
understand that, one, you know, we talk aboutcommunity so much, and it is so important.
But there's a lot of communities out there alsothat act kind their their businesses too.
And so I like liken it to some of the issuesthat I see that have bubbled in business where
(52:39):
they are have a community leader, usually verywell intentioned people, but they don't
necessarily know how to do hypergrowth.
And so they are struggling with this, Hey.
I had a need I saw a need, like, for a widget,but I saw a need for a community.
(53:00):
And so I had something that kind of worked forme, so I'm gonna build it.
All of sudden, bring in a couple people.
Then, oh, this is a lot of work.
Start charging.
Then they start building more.
They don't have the processes in place.
They don't have the structure in place forhypergrowth.
(53:23):
They don't understand that there needs to be abasic framework.
There needs to be a understanding of onboardingprocesses of not just a, hey.
Welcome team and whatever, but that, like,people are gonna come in, and they're gonna
(53:44):
experience, you know, people that knew youreally well from the original days and feel
really close to you, and they're not gonna haveas close of an access to you.
And maybe they joined because now you're famousor you know?
And all these things are kind of happening thatI see that I see a lot of these big community
builders that are charging pretty expensiveprices.
(54:09):
And I see it see that exploding right now aspeople are joining entrepreneurship and trying
to learn and understand the communities.
And and so they're getting a false sense ofwhat it takes.
And I wanna just kinda help people to say,listen.
(54:30):
You know, it is a lot of work.
It's not just like, alright.
You know, there we could get we're getting tonsof tools, which is exciting, but there's still
a lot of deep relationship building that needsto happen.
There is still a lot of work that needs tohappen.
You still need to really be willing to grow andlearn.
(54:55):
You know, I have I have spent a lot of time inmy own self development and growth.
This has not been me just, you know, hangingout.
I've I've really, really had to nurture thisfor myself.
And so getting to know what it is that you arecompelled to do that that you are so passionate
(55:25):
about that you cannot stop thinking about it sothat you develop that curiosity.
Right?
Because otherwise, you know, otherwise, youwill probably burn out because it is something
I think that you are like, I I want this.
You you you know, entrepreneurship is not foreverybody.
(55:47):
It is not just a fast ticket.
And so finding communities that are for peoplethat are just doing something that they love,
and so having that common passion, I think, isis just a good place to be so that you're
connected over that and and that you feel thatconnection because it's genuine.
(56:13):
So really feeling feeling that is gonna be, youknow, probably the best advice and and that
that you don't just listen to any advice.
You know, somebody who is like, no.
We're in this kind of together.
Right?
It's that togetherness.
So it you know, make it real.
Mhmm.
Oh, well, thank you so much.
(56:34):
I appreciate you.
And, man, again, if you wanna reach out toKinga, you can go to her LinkedIn, Kingavida.
There's only a couple of them out there, so youcan you can catch her.
And then, her her website isexecuteyourintentions.com.
Is that correct?
Yes.
I'm gonna
make sure.
Thank you so much.
Yeah.
And thank you so much.
And reach out to her, ask her questions, youknow, and and I would say, know what?
(56:57):
If you wanna grow in your business, I think,Khinga, it would be, like, top of the list
there to to get her on board and to thinkstrategically in life.
So, hey.
She's a fellow Texan.
You can't go wrong.
Right?
Everything's better in Texas.
Right?
I really enjoyed speaking with you.
(57:17):
Thank you so much.
You're a wonderful interviewer as as well asEllis'.
Yes.
You so much.
And thank you, guys, and, hey, make sure youget on the next episode.
Thank
you for joining us today on wisdom on the frontporch with your host, Ellis Kirkpatrick.
You can find us on our website,wisdomonthefrontporch.com, see previous
(57:42):
episodes of the podcast, and view issues of themagazine.
Did you know you can submit questions, leavereviews, or suggest topics?
You can also tell us where your favorite frontporch location is and what it means to you.
We hope you gain value and insight from today'sor previous talks.
We insight into the world of entrepreneurculture and lifestyle.
(58:13):
Make today a great day.
Always believe that something wonderful isgoing to happen.
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