May 20, 2025 • 55 mins
Dr. Kermitia Burton shares her journey of transforming limited beliefs into limitless truths, turning supplier diversity into billion-dollar strategies at major corporations while redefining leadership for women. She offers powerful insights on finding your voice, building authentic leadership, and embracing femininity in professional settings, all while challenging stereotypes that hold back women and minorities in business.
• Limited beliefs are things that aren't true that we tell ourselves or others tell us, while limitless truths are boundaries-free alternatives
• Dr. Burton's grandmother told her "little girls should be seen and not heard," creating a limiting belief she carried into adulthood
• There's a significant difference between being silent (by choice) and being silenced (by others)
• The three essential professional relationships: mentors talk with you, coaches talk to you, advocates talk about you
• Small opportunities polish your skills and prepare you for bigger opportunities
• Leadership starts within—how you treat yourself reflects how you lead others
• Just because someone excels at their job doesn't mean they can effectively lead people
• Faith and business can intersect; Dr. Burton leads as a faith-led leader in corporate settings
• For entrepreneurs: provide solutions, know your customers' pain points, and develop clear mission, vision and values
• Black women deserve more opportunities in corporate America, contributing to many starting their own businesses
• Paint Your Lips Red (PYLR) redefines leadership for women as "fierce, fearless and feminine"
• Dr. Burton's upcoming book addresses eight limited beliefs that stop Black women from succeeding
Visit paintyourlipsred.com to learn more about Dr. Burton's leadership movement for women and her upcoming events.
To connect with Dr. Karmetria: www.paintyourlipsred.com
Watch this episode on our You Tube Channel: CLICK HERE
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Little girls should be seen and not heard.
As a leader, I am never goingto ask a team member to do
something that I wouldn't do orcan't do so.
That is how I turned thatlimited belief into a limitless
truth.
That's why I'm so passionateabout training the next
generation of women.
There's a difference in beingsilent and being silenced right.
Be progressive in what you wantto do, but don't allow society
(00:23):
to tell you when you have to doit and how you do it.
Speaker 4 (00:28):
Dr Kermitia Burton.
She turned supplier diversityfor Delta Airlines into a
billion dollar growth strategy.
She then did it again atMcDonald's, rewriting the rules
on what inclusion really lookslike in global business, from
corporate boardrooms tocommunity front lines.
Dr Kermitia Burton isn't justtalking supplier diversity,
she's executing it at scale.
A John Maxwell certifiedpowerhouse and strategic fire
(00:52):
starter, she leads with faith,grit and a three-word framework
that changes lives Pray, process, paint.
Get ready to meet the woman whodidn't just fix the system.
She eliminated the limitedbeliefs of minority women in
executive positions, all whilewearing red lipstick.
Here we go, you ready, drKamitia Burton?
(01:16):
So before you were transformingglobal supply chains and
signing 540 suppliers to a DEIpledge, who was Kametia Burton
and what moment in your earlylife made you realize you
weren't just going to lead, butyou're about to change the
(01:37):
system?
Speaker 1 (01:40):
Whoa, thank you for the opportunity to be here Such
a great question.
I've had a lot of moments.
I would say one of the momentsthat really kind of defined my
leadership is when I decided tostart getting rid of the limited
beliefs and we all have thosebeliefs and those are those
things that people tell us.
That's not true.
But even bigger Rico, thethings we tell ourself.
(02:02):
That's not true.
Speaker 4 (02:04):
Preach it, yep, preach it.
Bring it, bring it.
Speaker 1 (02:11):
And so I would say that's when I really changed,
when I got out of my head and Iturned those limited beliefs
into limitless truths.
Oh, and we all have those and Iwould.
I would say that's, that's beena pivotal moment for me,
realizing those limited beliefs.
Speaker 4 (02:27):
Okay, I love the limitless truths.
Tell me about that and how didyou come up with that?
Speaker 1 (02:33):
Yep, so limited beliefs are things that just
aren't true, things that peopletold us that maybe aren't true
and things that we tellourselves as untrue.
It's limited.
It limits the way we thinkRight.
So I said let's turn these intolimitless truths.
Speaker 4 (02:48):
Okay.
Speaker 1 (02:48):
So it's a truth that doesn't have boundaries, right?
So you stop the limited beliefand you turn it into a limitless
truth, and that's how I look atit, because it is limitless to
what the truth can be and thethings that you tell yourself.
Speaker 4 (03:03):
So give me an example of a limited belief that you
turn into a limitless I can'teven say that word truth.
Speaker 1 (03:12):
So I will tell you as a little girl.
I'm from the South and a lot ofpeople may be able to resonate
with this story, but mygrandmother always told me
little girls should be seen andnot heard.
Little girls should be seen andnot heard.
And I'm like, but wait a minute, you're raising me to realize
my voice when to speak up.
(03:32):
And that confused me as anine-year-old girl, right,
Because my family was reallyteaching me how to use my voice.
But my grandmother would saylittle girls should be seen and
not heard.
And I believe that, and so Iwas silenced, I was, I stopped
speaking out.
Little girls should be seen andnot heard.
(03:52):
But what she was telling me isknow when to speak up and know
when to shut up.
Speaker 4 (03:57):
Gotcha Okay.
Speaker 1 (03:58):
So as a nine-year-old you don't think about it that
way, but I carried that limitedbelief until I went to college.
I was always smart, I wasalways the big personality, but
I dimmed my light because mygrandmother told me little girls
should be seen and not heard.
So in my marketing class incollege at Southern University,
(04:21):
my teacher asked a question andI went.
I know the answer, but nolittle girls should be seen and
not heard.
But I know the answer no littlegirls should be seen and not
heard.
And I finally said you knowwhat?
Answer the question, karmitra.
And so I answered it and myinstructor said you haven't said
anything the whole semester.
(04:42):
I want to hear more from you.
You have something to say andso that stopped that limited
belief.
I realized then that mygrandmother was saying know when
to speak up and know when toshut up.
There's a difference in beingsilent and being silenced.
Right.
And so limitless truth is no oneto speak up.
(05:05):
If you have something to say,say it, even if your voice
shakes, use your voice, Even ifyou're scared as hell.
Say it anyway, because you'renever going to get that
opportunity.
So that is how I turn thatlimited belief into a limitless
truth.
Speaker 4 (05:21):
And there's so much in what you're saying there that
prevents, whether as a person,an employee, a leader, a human
being because either adults whoare working with kids or have
grandchild or son, daughters,whatever it may be, they don't
clarify their intent of whatthey're saying.
So, as a child, to you it waslike keep quiet versus know when
(05:45):
to say certain things.
Right, how did that affect youbefore you came to that
realization?
Your relationships, who youwere as a person, and what was
the difference?
At college, when you finallyraised that hand, you finally
got to say something and anindividual told you I want to
hear more.
(06:05):
What was the difference in youafter that?
Speaker 1 (06:09):
You know, so remember .
She told me this at a veryyoung age.
So, I believed her.
You know, obviously yourgrandmother would never do
anything to hurt you.
Right.
But I think that belief isgenerational.
I think those women Rico beforeme and before my mother, that's
what they believe.
Right, right.
Seen and not heard.
You raise your children.
(06:30):
You keep a clean house.
You know you support yourhusband.
You don't say a lot.
Right.
And so I believe that.
So as a little girl, but as Ibegan to become a teenager and I
started forming opinions aboutcertain things, I was quiet
teenager and I started formingopinions about certain things.
I was quiet.
I was silenced because I didn'tthink one my voice mattered.
I didn't think what I said, youknow people would listen or
(06:52):
that it had any validity to it.
And so when I went to college,I started seeing all these
teachers and speakers around me,women that were using their
voice, and I said that's me, butlittle girls should be seen and
not heard.
And so I struggle with that,and that's why that moment in my
marketing class was pivotal.
I was like forget it, I amshedding this.
(07:15):
I want to be heard and I'm soglad that I did that.
Speaker 4 (07:19):
You know I was listening to another podcast you
had done, and now I understandwhen you talked about that.
Your family used to pay you tokeep quiet, right?
Is that why your grandmothersaid that probably I was a
talker, I didn't meet?
Speaker 1 (07:35):
any stranger Rico, I was that little girl that had
this big personality.
I read a lot.
I was a people person.
I was having adultconversations at a young age.
I believe, it.
And that's a great point thatis probably why she told me that
, because I was a talker.
Yeah, and wasn't afraid to usemy voice.
Speaker 4 (07:52):
But now that you see, that's your superpower and I
want to go to the listeners whoare probably going through the
same thing, right?
What would you tell that personthat says that's me, I love to
talk, I love to be around people, but I keep being told no,
that's too much.
What would you tell that person?
How can that person get out oftheir shell and be themselves?
Speaker 1 (08:15):
from your experience, yeah, be your authentic self.
Speaker 4 (08:18):
But how?
How do I do that?
Speaker 1 (08:20):
So be true to yourself, and a lot of it is
reading the room, right.
So you may be this person withthis big personality, know when
to speak up and know when toshut up, but you gotta know if
you're reading the room andmaybe it is not the time for
your big, bright personality tobubble to the top.
So I think you gotta know whento use that superpower of
(08:41):
speaking up and if you are aperson that feels like you've
been silenced, you reallyhaven't.
It's a limited belief.
You have something to say andif you're nervous about it,
again, maybe read the room tosee who's in the room and
determine if this is the righttime for you to speak up.
You'll know when it is.
(09:02):
But I say, be your authenticself.
You've been silenced.
You've been silent but notsilenced.
So think about that.
Speaker 4 (09:11):
Yes, I like that.
So we tend to overlook thesmall little things.
When you said, read the room.
Someone who may not have theexperience that you have on, you
know we learned thoseexperiences through trial and
error.
So, in your experience, someonewho's just getting started,
maybe a little bit shy whatshould they be observing in that
(09:35):
room to identify?
This is my time to stay quiet.
This is the time,unapologetically, I need to
speak.
Speaker 1 (09:43):
Yeah.
So I would say, if you areready to use your voice, I would
encourage you to do two things.
First, get a mentor and maybe acoach to help you fine tune
this superpower and get ready tostep into your authentic self,
cause you just don't do it.
Right.
It has to kind of be a strategyto it, right, and so I would
say find you a mentor or coachor somebody that you admire.
(10:05):
That does this really well thatstory tells well or that speaks
up well on their behalf.
So there are three things thatyou can do that.
So, if you're in a meeting andyou have something to say, the
way you read the room is what'sthe energy of the meeting?
Is your comment appropriate forwhat is being said and is the
time right to say it?
(10:26):
Because sometimes timing iseverything.
Sometimes, how you say it canalso be a big factor.
Speaker 4 (10:34):
Okay.
Speaker 1 (10:34):
So I would say what is the context of the
conversation?
Is this the right time to sayit?
And if you don't feelcomfortable saying it in public,
maybe after the meeting yousend an email.
Hey you guys, great meeting,but here are my thoughts.
You're still getting your pointacross.
It's not live Right, but you'restill letting people know that
(10:55):
you have a voice and you have anopinion.
OK that could be.
If you're nervous to speak upand out, send an email after the
meeting, or send an email tothe person that you'd like to
get your point to.
Speaker 4 (11:06):
So what sticks with me is when you said little girls
must be seen, not heard, right?
It's a phrase that stays inyour head and it shapes your
character, so I want to give ouraudience a different phrase
that helps them to fix that.
So I want you to finish thisphrase around this context.
Okay, fix that.
So I want you to finish thisphrase around this context.
(11:28):
Okay, Listen, if you're worriedabout X, just remember Y.
What would you put into X and Y?
Speaker 1 (11:32):
If you're worried about your limited beliefs,
remember that there arelimitless truths to everything.
The one thing that somebody hastold you or that you've told
yourself may not be true, and ifyou find that it's not true,
find out what your limitlesstruth is.
So, for me, when the littlegirl should be seen or not heard
enters my mind, I would sayaffirmations like you have
(11:56):
something to say.
You are smart, you are valued,your opinion matters.
So when those limited beliefshappen, shout those limitless
truths to yourself.
And those are just affirmations.
Speaker 4 (12:10):
I want to stay with this topic of limitless beliefs.
I got a different question foryou.
Can you help us or walk usthrough a moment in your life
when you faced not significantadversity and how did you
overcome it significantadversity and how did you
overcome it?
Speaker 1 (12:25):
You know, being a Black woman, I have been the
only.
Speaker 4 (12:30):
Yes.
Speaker 1 (12:35):
On many occasions, particularly in the business
world, when it comes toleadership levels and being in
the room to make decisions, andI always shied away from that.
But in this time, that is a plus, because so many corporations
are leaning into inclusion andthey want to hear from women and
minorities what are yourthoughts, what's your experience
?
And so that is one thing that Ihave overcome being the only in
(13:00):
the room sometimes, and that'sbeen hard, but it's also has
pushed me right, because I feellike, if I'm the only, if I'm
the only woman, kermitra, yougot to represent all the women
in this meeting, right?
You got to make sure your voiceis heard.
If I'm the only Black, you haveto make sure that you're
representing theAfrican-American culture and
(13:21):
bring up that perspective in theroom.
So I would say, being the oneand the only has not been easy
for me, and the way I overcomethat is just to show up my
authentic self.
I'm prepared and I add value bygiving my opinion or experience
.
Even if I'm not asked, youalways have something to say.
Speaker 4 (13:41):
And don't let that culture element, don't let that
pressure deter from who you are,what you bring to the table,
because that one thing you sayor do could have a positive
impact across the entireorganization.
Speaker 1 (13:56):
That's right.
Speaker 4 (13:57):
So with that, that was interesting.
What professional risk youregret not taking and what would
have happened if you had.
Speaker 1 (14:07):
Oh, my goodness, the professional risk that I did not
take is I felt like I wasunqualified for a position and I
didn't take the job and I wishI had.
Do you know how many peoplehave jobs that are less
qualified than you are?
But we don't go forward becausewe're afraid and we're scared,
(14:28):
and I stayed in a position toolong.
I feel like I wore out mywelcome and that stifled me.
I was scared.
I hadn't written a resume inyears, I hadn't done an
interview in years.
So I stayed in that positionout of comfort.
Speaker 4 (14:44):
I was about.
I wrote that down comfort.
Yeah, why do we feelcomfortable?
I mean, you're not the onlyperson I've heard this from.
We all do right, it's the devil.
You know so, now that you arein a complete different position
, a different part of your life,what causes the fear?
But, more importantly, why dowe feel comfortable?
Speaker 1 (15:06):
Lack of confidence of moving forward, complacent.
Hey.
I'm in this job.
I can do this job with my eyesclosed.
I haven't been challenged yet,I'm not qualified for the job
yet.
Lack of confidence andcomplacency period, and I
overstayed my welcome in one ofmy positions way too long and I
feel like if I hadn't, my careerwould probably be further along
(15:29):
than it is.
But that's okay, becauseeverything in time.
Speaker 4 (15:35):
Yeah, you said that your career would have been
different.
How so?
Speaker 1 (15:40):
I feel like I would have been maybe at higher levels
at this point in my careerbecause I would have gotten more
experience.
But, like I said, I overstayedmy welcome in one position, so I
feel like if I had moved on Iwould have gotten more
experience, maybe in moreindustries.
I think I would have been atdifferent leadership levels at
this point.
Right yeah.
Speaker 4 (15:59):
I want to give our audience some context of your
background and your experience.
So imagine that you were at ameeting and someone handed
someone you've met for the firsttime, you've met a CV of you.
Speaker 1 (16:14):
What would it say?
Kermitria Burton is apassionate leader that believes
in serving others, building highperforming teams, giving back,
real passionate about helpingwomen get to the next level.
I've started a nonprofit.
I believe that, as leaders,your leadership approach should
be 360.
You shouldn't just be providingbenefits to your corporation.
(16:36):
You need to be doing things inthe community.
And so I started a nonprofitcalled Paint your Lips Red,
where I have given back and havepassed the playbook on to
minority women, leaders andentrepreneurs, based on my
experience and things that Icould have done differently, and
that I'm just passionate abouthelping people reach their goals
.
Speaker 4 (16:56):
And we're going to definitely go into Paint your
Lips Red because it's a veryincredible organization that
everyone should know about.
So you got to stay tuned to theend to understand how that
works.
So I've had the privilege ofworking with you and watching
you, with different groups andas a leader who is going through
all the challenges that youhave been through.
What are the top three things?
(17:18):
You would tell someone whereyou were 10 years ago that if
they start to apply these threethings, they're going to do way
better than what you did.
Speaker 1 (17:30):
And I talk about this in my book you have to find you
an advocate.
Okay.
And that's if you're incorporate or an entrepreneur,
because this person will haveseats at the table, will have
access to other things that youmay not have access to, and they
are singing your praises whenyou aren't in the room.
So, finding a advocate or coach, but also a mentor, because an
(17:56):
advocate, coach and mentor aredifferent.
Yeah, explain all three ofthose.
Speaker 4 (17:59):
Explain the difference, because everyone
convolutes that.
Explain the difference becauseeveryone convolutes that.
Speaker 1 (18:03):
Yep.
So I would say a mentor issomeone that talks with you, a
coach is someone that talks toyou and an advocate talks about
you.
Three different things.
Speaker 4 (18:17):
Okay.
Speaker 1 (18:18):
And I think you need all three.
Speaker 4 (18:20):
When do you know when you need whom?
Speaker 1 (18:23):
Yep.
So let's talk about a mentor.
Everybody needs a mentor, Idon't care how, where you are in
your career, in your business.
These are people that will giveyou advice, share their
experience with you, introduceyou to people, help you network,
help you promote yourleadership skills or your
business, okay, an advocate issomebody that is co-signing you
(18:45):
right.
You can deliver.
I know Carmetria, I know Rico inthis space.
They are talking about you forthat next promotion.
They're talking about you tothat next client.
They're inviting you to speakat certain things.
Right, they are advocating foryou because they know your work.
They are co-signing for you andwe talked about a mentor.
(19:05):
A coach is somebody that shareswith you, shares their life
experience and just helps youwith skills as you move in
corporate or in entrepreneurship.
Speaker 4 (19:16):
So in what space, would you say, you have built
your career on?
Speaker 1 (19:21):
Of those three.
Speaker 4 (19:21):
No, no, just in general.
You're in supplier diversity.
Right, it's been the most ofyour career.
Why did you choose supplierdiversity and how has that
changed since you started?
Speaker 1 (19:34):
Yeah, so I tell people all the time this work
chose me.
Speaker 4 (19:37):
I did not choose this job.
How so.
Speaker 1 (19:40):
So I'll make it quick .
I told this story on my podcastand when I talked to the CEO of
McDonald's right out of college, I wasn't finding a job.
So I went and worked for my dadSmall business.
I didn't want to do that.
I didn't go to college for fouryears to work for a small
business.
Right, I wanted to be acorporate executive.
Right.
For whatever reason nobody washiring me.
(20:02):
Maybe I wasn't interviewingwell.
For whatever reason nobody washiring me.
Maybe I wasn't interviewingwell.
My dad said you know, I couldreally use your help and your
energy.
And I'm like no, I don't wantto work for a small business.
And he said I could use yourhelp, I could use your aptitude.
And he said unfortunately, Ican't pay you but you can come
live back home.
It was like all my friends weregetting these sexy apartments
(20:23):
and here I was, back at myparents' house in the basement,
and so I dug deep.
I started the business.
I created a business plan.
I started doing leads andnetworking and going to events.
And there was one client thatwe needed and I was able to get
a meeting.
So we had a meeting with thisFortune 100 company.
(20:44):
They loved the presentation.
We got the contract.
But after the presentation, thelead decision maker came over
to me and said we really likeyour style and your energy, come
work for us.
And I said I'm on a sales call.
I got a job on a sales call.
Speaker 4 (21:05):
That's when you know you're really good.
I think you're right.
Speaker 1 (21:10):
I said, dad, hey, I got good news and bad news.
The good news is you got thecontract.
And I said the bad news is theyoffer me a job.
And he said really.
He said, well, what do you wantto do?
I said well, dad, you know,I've always wanted to get this
corporate experience.
I want to go and learn and gettrained.
And he said you know whatYou've done well by me.
Go and do it.
So after two years of running asmall business with my dad, I
(21:33):
was able to get my foot in thedoor.
So that is when supply chainstarted looking for those
businesses that were women-owned, minority-owned, veteran-owned.
And so now I am on the otherside of the table creating
opportunities for thosebusinesses.
And so that's why I say thiswork called me and I love it.
(21:58):
I feel like I can make adifference in entrepreneurs'
lives, making a difference incorporations and just serving,
just serving, just serving mystakeholders with so much
excitement and enthusiasm.
Speaker 4 (22:11):
But there's so much in what you just explained right
there that both entrepreneurs,employees and leaders miss.
Would you say that you wouldhave gotten that job if you
hadn't been working for yourfather?
Speaker 1 (22:22):
Probably not.
Speaker 4 (22:22):
Okay, were there any skills that you look back at
that you had learned andpolished working with your
father that when you got thatopportunity to present that
executive team is the reason whythey loved what you did,
compared to when you were tryingto interview right out of
college.
Speaker 1 (22:43):
Executive presence Rico, I got to tell you.
Yeah.
Executive presence is somethingthat will go a long way and you
may not be the most skilled, butif you have that presence
people skills, the ability tocommunicate what needs to get
done that's all you needsometimes.
So I would say executivepresence because when you're a
(23:05):
business owner, you're alwaystalking to people.
Everybody you meet is apotential client, everybody.
You should never miss that, andso if you're in that mode,
you're always on, you're alwaysnetworking, you're always
talking to people, you're alwaystalking about your value
proposition, and so I would sayexecutive presence is something
that I learned, and even today,when I have my performance
(23:27):
reviews, all my leaders havesaid Kermitra, your executive
presence is great.
Speaker 4 (23:32):
And that's what I want all the employees and young
entrepreneurs to realize.
Employees and youngentrepreneurs to realize those
small opportunities are thethings that polish you, that
improve you, that prepare youfor that bigger opportunity.
I think too often we get out ofcollege or we think we should
be a lot better and a lot higherthan where we should be, but we
(23:54):
don't have the reps, we don'thave to develop that skill yet.
So don't shun those smallopportunities because you think
you're better than that's right,because that could be the one
thing that prepares you for thebig thing.
Speaker 1 (24:10):
That's right.
And that's where mentorshipcomes in.
Exactly yes.
Yeah.
Speaker 4 (24:15):
And the other thing I loved is what you father did.
That I don't think too manyleaders do.
They want to either hold on tothe talent because it makes
their life easier, or they'reusing it as a stepping stone
versus saying, yes, you areready, you should take that
opportunity.
Great leaders are preparing thenext legacy of leadership.
Speaker 1 (24:38):
That's right, that's right, that's right.
Speaker 4 (24:40):
You shouldn't be afraid of they're going to take
my job.
Well then, you're not doingyour own job, right?
Speaker 1 (24:45):
And that's why mentorship is so important.
Exactly.
Kermitra will always be here.
Right.
So that's why I'm so passionateabout training the next
generation of women.
Yes, yes but that's a greatpoint you make.
You're right.
Yeah, we have to let goodleaders flourish, and believe it
or not.
When you do that, I get not alot, but I have people come back
(25:06):
to me and say thank you.
Yes.
It's the best feeling in theworld when they say, carmetria,
that one piece of advice yougave me got here.
Speaker 4 (25:18):
Carmetria, you remember that time when you said
and that just makes my heartflutter, because you made a
difference.
That's what it should be like.
I remember when I got out ofthe military my father had a
parking lot striping, pressurewashing and interior plant
design business.
He had retired from IBM andneeded help.
I didn't want to do this jobit's three o'clock in the
morning.
I got done out of the military.
I wanted to relax, but I helpedthem.
(25:39):
In three years we built thatfrom a small mom and pop through
all of Georgia, texas, floridabusinesses.
And the three things that Ilearned that I still use to this
day from my father is show up,do more than what's expected and
always, always, do the job in away that they never expect.
(26:02):
And what I mean by that.
He used to pressurize the carwashes.
He had found a way to combinetwo things that took the wax off
immediately.
Now he could have charged more,he could have made it
proprietary, but he said no,this is the quality of work that
we do.
He was the only one that showedup.
He did more than was expectedand he always did quality.
This is the quality of workthat we do.
He was the only one that showedup.
He did more than was expectedand he always did quality work.
(26:22):
When the general manager sawthat, that's why immediately we
grew, he said I want you to domy entire region.
So I learned that very quickly.
It's that work ethic, is thatquality, and I would have never
learned it if I hadn't spentthose two to three years working
for my father.
So if you're listening rightnow and you're right out of
(26:51):
college or you're anentrepreneur, or you're looking
at your nine to five as apaycheck, wondering I should be
doing better than this, take astep back.
Find a mentor, find a coach,find an advocate, but look for
those little opportunities thathelps you improve the skills
that you're going to need whenyou reach that level.
So I think that that is a verygood point right there.
If you had to leave a teamwithout using your title, your
resume or your voice, how wouldyou do it?
Speaker 1 (27:12):
Leaving a team.
Speaker 4 (27:13):
you have the best questions have the best
questions Without your title.
Speaker 1 (27:27):
they don't know your resume and without using your
voice, how would you lead them?
I can't physically talk.
I can communicate by email,right?
So I think that one thing as aleader, I am never going to ask
a team member to do somethingthat I wouldn't do or can't do
Right.
Right.
So, as a leader, I think it'simportant you lead by example.
You do the work.
Don't be afraid to get yourhands dirty.
If you are a timely leader andyou want your team to turn
(27:51):
certain things in on time, youneed to show that as well,
exactly.
I would lead by example.
The other thing is, as a leader, it's important that your value
shine through.
What's important for you, whatdo you really care about?
Right?
Your team should know that.
They should know whatever mythsthat most people have around
(28:11):
leadership that you can dispelright now because you've been
there.
Oh, that's a great question.
Yep, all leaders are notqualified.
Speaker 4 (28:27):
Number one.
Sorry to say that, yeah.
Speaker 1 (28:29):
So sorry to say that Leadership starts within.
I think if how you leadyourself speaks a lot to how you
lead people, oh go deeper intothat one.
Speaker 4 (28:39):
How do you lead yourself speaks a lot to how you
lead people.
Ooh, get, go, go deeper intothat one.
What do you, how do I, how doyou lead yourself to lead other
people?
Speaker 1 (28:44):
I think leadership starts within.
So, number one um, do I have alot of?
Is my emotional intelligencehigh?
Do I have empathy right?
How do I?
How do how does Karmetra treatherself?
I think leadership starts withyou and it starts within.
Yes, Am I empathetic?
(29:05):
Am I?
timely.
Am I sensitive?
Do I care?
Am I a great communicator?
And so the other leadershipdismantle is.
Everybody's not meant to be aleader.
You know, I look at peoplebecause they do well at the job,
they get promoted to lead teams, and that's not always a good
strategy, because just becauseyou can do the job well doesn't
mean you can lead people, and Ithink that is a misconception
(29:29):
that so many people have.
And leaders, they need training.
That's right.
It gets back to coaching andmentoring, right?
So just because you may havethe technical expertise, don't
mean you can lead people.
That's a different skill set.
Speaker 4 (29:42):
You and I met because there were some challenges that
you were having with your team,and one of the things that we
did is that we use behavioranalytics to give you some data,
some insight, Because I thinkand I've been in the same
situation you have an emotionalreaction or an emotional bias to
both the person and thesituation.
How did that science help youto make better decisions?
Speaker 1 (30:07):
Oh, my goodness, the data led me big time.
And you can't dispute the data.
You can, but why would you?
Right.
So that science.
It was really helpful as youhelped me kind of navigate
through some of thosepersonality changes with my team
.
The data was lead with dataleaders.
I'm one of those people thatuse data to lead with and it was
(30:28):
really, really helpful.
Speaker 4 (30:30):
And as data and technology starts to advance,
how is you know you've workedwith you've worked with the web
previous and now another largeorganization?
How is those analytics helpingyou navigate both the culture
and the talent that you have tolead?
Speaker 1 (30:46):
Yeah, the data doesn't lie Right.
So when you look at the cultureof any corporation, I would
tell anybody if you're lookingto go work for a company, make
sure you understand theirculture and see if it fits your
values.
That is so important.
I always say people don't leavecompanies, people leave leaders
.
I believe that People quitbecause of their leaders.
(31:08):
But the data is so importantand I think the way you can use
the data is you look atretention.
You know people are going.
How long are they staying?
You look at the data of women.
You look at the data of women.
You look at the data ofminorities.
So I think the data isavailable for you to use it to
your advantage for a differentoutcome.
Speaker 4 (31:25):
So you work with two large organizations that
everyone would recognize allaround the world and you've
experienced and either thrivedor been challenged in either one
of those cultures.
How do you navigate thosecultures and make sure that you
can thrive in that culture?
Speaker 1 (31:41):
Let me be clear.
I have never been shy aboutthis Faith and business
intersects.
I am a Christian.
I show up at my corporate jobin prayer.
I am a firm believer.
When I bring my beliefs to mein the workplace, that helps
positive outcomes or can helpkeep you centered.
Right.
(32:02):
So I believe in showing up as afaith led leader.
That has helped me thrive.
When I have to make harddecisions, when I have important
meetings that maybe I'm notconfident with my message, I
pray about it.
I turn it over to a higherpower.
I always make sure I pray aboutit and I prepare, and that's it
(32:22):
.
Speaker 4 (32:23):
That's all you can do , right.
Speaker 1 (32:25):
That is really what made me thrive.
It's not a secret science to it, yeah exactly.
It is my faith that has reallysustained me through all these
years in corporate America thatsustained me through all these
years in corporate America.
Speaker 4 (32:45):
So I want to shift a little bit more now to where
your passion lies not just womenin business, but you have been
passionate about the minorityand the small business owner and
, as the things that are reallychanging in today's economy,
what advice do you have for thatsmall business owner, that
entrepreneur, that minoritybusiness owner, on what they
should be doing right now thatyou're seeing corporations doing
(33:05):
that is going to help them tothrive in 2025?
Speaker 1 (33:10):
Yeah, first of all, if you're a small business owner
, stay the course.
Entrepreneurship is economicfreedom.
It creates legacy.
So I am so proud of allentrepreneurs.
Stay the course, if you can,because I know it's hard.
I always tell business ownersprovide solutions.
Know what your customers' painpoints are, and because
(33:34):
sometimes they don't even knowwhat their pain points are.
But if you provide solutions,you've done your research, you
know what they need Be solutionsoriented.
Tell them something that theyneed that they don't know they
need it yet.
Speaker 4 (33:46):
Right, exactly, I just spoke to a research.
There you go.
Speaker 1 (33:52):
You're forward thinking.
You look at trends and analysis.
Tell them what they and theydon't even know they need it yet
.
So be a solutions-orientedentrepreneur.
Speaker 4 (34:02):
That is so, so clear.
But what I find is that peopleare trying to provide solutions.
They assume their market needs.
I just spoke to one of the topadvertisers in the nation and
what he told me was go out andunderstand your target market's
pain.
What are they saying?
(34:23):
What are they researching?
Because they may not know theyneed your solution.
But if you can't resonate withthem, they never see the problem
or the solution.
So don't speak in what youassume.
Go to them so you can speak ina manner that resonates with
them.
Speaker 1 (34:41):
That's right, that's right.
Remember we talked aboutknowing the audience.
Speaker 4 (34:45):
Yes.
Speaker 1 (34:45):
Reading the room yeah exactly, and I think it's okay
to interview a potential clientor interview them or do their
research.
You're right.
Yes.
But you definitely need to gettheir voice as you provide the
solution.
Speaker 4 (34:57):
Okay, now you are working with McDonald's right
now and helping small businessesand diverse and inclusion, and
that's when I opened up withthat.
You had 540 suppliers signed toa DEI pledge.
Tell me a little bit about thatand why was that important for
the organization?
Speaker 1 (35:18):
So that was work that I started when I first came on
to McDonald's and we talkedabout this whole value system.
And so when I started aboutfour years ago you know, d and I
we had just come off of GeorgeFloyd we were looking to rebrand
D and I and we wanted not onlythose small businesses that were
(35:38):
diverse on, but we wanted allsuppliers to commit to a DNI
strategy.
Ok.
And so my plan was OK.
Supplier, I want to see yourDNI plan and that was called
Mutual Commitment to Diversity,equity and Inclusion.
Mcdonald's we want to use ourbrand and scale for good.
(35:59):
30 million customers, so manyrestaurants.
We're a global brand, so wecould use major influence by
using our scale.
Right, exactly, we say okay,suppliers, diversity and equity
and inclusion is important to us.
We need to make sure it'simportant to you.
If it is, we want you to signthis pledge, and if it's not
(36:21):
important to you yet, we canhelp you get there.
So when a supplier signs thepledge, it opened them up to get
resources and learning from notonly McDonald's but other
subject matter experts, Becausewe wanted to bring our supplier
community along in this journey.
No one would be left behind inDE&I and so that was our mutual
(36:41):
commitment to diversity, equityand inclusion and actually that
increased Rico.
We had over 650 suppliers.
Speaker 4 (36:47):
And so what lessons can minority business and small
businesses take from some of thepractices, like a McDonald's,
that they can start implementinginto their culture to help them
to be successful?
Speaker 1 (37:01):
Yeah, so I think you said it.
Make sure your workforce isdiverse Women, minorities do you
have mentoring program to helpwith that minority talent?
Make sure your values in asmall business is loud and clear
.
You'd be surprised.
I've talked to several smallbusinesses.
They don't have a mission,vision or values.
(37:23):
Right.
Why not?
And they say to me I'm a smallbusiness, but you're a business.
I don't care how small you are,you're a business.
So when you have your mission,vision and values, that's the
personality of your business,that's the personality of your
business that needs to be,defined.
So make sure, as a smallbusiness, you have that in place
Mission, vision and values thatis so important.
(37:43):
And then strategies right ToDE&I or whatever it is.
Make sure you have you know,you know who your stakeholders
are and that you have commsplans as you think about
socializing your business withcorporations and other
stakeholders.
So those are some of the thingsthat those are ways I would
advise small businesses in thismarket in 2025.
Speaker 4 (38:04):
What you're saying is so critical because we run into
this a lot.
Tell our audience thedifference between a mission, a
vision and a value.
Speaker 1 (38:13):
Well, let's talk about value.
So the values are who you areand what you believe in, what
drives you Right, what'simportant to you, what matters
speaks to you and what'simportant.
So your mission is what do youwant to get accomplished?
And then your vision is what'slong-term, what's long-term for
the company.
So that's mission, vision andvalues.
(38:36):
And you can study largecorporations to see how they set
theirs, to help you, as abusiness owner, set yours.
Speaker 4 (38:44):
And that's important Right now, even large
organizations, when we'reworking with them, they are
struggling to hire the rightpeople, because they're hiring
for skill, which istransactional, versus aligning
to their values.
Why they haven't defined notthe values that you see in the
wall, but what are the behaviorsthat reflect those values,
because now you can hire forpeople who are aligned to those
(39:06):
values, and that's reallyimportant.
Don't just say you know, ourvalues are A, b, c and D.
How are you living them?
How do they manifest themselvesin the business?
Because that is who you are,the character, the integrity,
and how are the people are goingto relate with you, and so
that's really critical on there.
So I have another Rico questionfor you.
(39:29):
Yes, here we go.
You ready?
What is one lesson thecorporate world still hasn't
learned from women, minority orblack women in business?
Speaker 1 (39:44):
Hey, I'm a black woman.
Black women deserve more.
I feel like there are still,maybe, stereotypes.
I've been in situations wherewe've had two good candidates,
one Black and one white, and adifference was made.
And.
I just could not sit there andlet that decision be made
without saying anything, and notthat I was taking up for the
(40:06):
Black person, but as a leader,you got to do the right thing,
be ethical, right.
I would say Black women deservemore.
In 2020, rico, I don't have thenumber, but Black women left
corporate America by leaps andbounds to go and start their own
business.
Speaker 4 (40:19):
Yep, the fastest growing segment in small
businesses.
Speaker 1 (40:22):
Yes, there's a term I know you've heard of it quiet
quitting.
So many Black people have beennot promoted, overlooked,
underserved, and I think theyjust said you know what I'm out
of here.
I'm going to go start my ownbusiness because if I can give
this corporation 80 hours a week, I can give myself 80 hours a
week, Right exactly.
(40:43):
So I would say black womendeserve more.
Black women are qualified andcapable, but I don't think we're
given that access to be shownthat.
You asked me a very goodquestion earlier.
What I have known about thatjob if I wasn't in a sales call,
probably not that's access,correct, that's access.
And if you have access likethat, my goodness you know you
(41:07):
would find out aboutopportunities not only from an
access standpoint, but you'requalified.
So I think Black women deservemore and we should be given more
opportunities.
Speaker 4 (41:17):
And I want to say this as well.
Is that something to do withwhat you said earlier, from
understanding the differencebetween what your grandmother
said and what that marketingperson in college?
Don't be afraid to speak up,develop your skills.
When you have that confidence,you know you deserve more.
So go out and get it right.
Don't be afraid, because I dospeak with a lot of minority,
(41:39):
especially women, in business.
They have every qualification,the ability, they're the very
best, but whether it's thestigma or fear or whatever may
be, they don't have theconfidence to step out and grab
what should be theirs right.
So that is one thing I hopethat whoever's listening to this
is that if you've done the work, if you've put on the skills,
(42:01):
you know you deserve more, don'tbe afraid to go out there and
speak up and get in front of thepeople that should be out there
, because you can't argue withresults.
Speaker 1 (42:12):
Right and but, and you make a great point.
Here's another limited belief,though Rico.
There you go.
As women I was.
I can't speak for all and maybeyou know I can get a high five
from some women that arelistening.
As women, we are trained.
You work hard and you keep yourhead down.
You don't go out and advocatefor yourself.
That's how we're trained.
(42:34):
And so when I started kind ofdismissing those limited beliefs
in one job, I did that.
I dusted up my resume, cleanedit off and I went on a road show
because I felt like I was readyfor a promotion.
I wanted people to know I'mKermitra and this is what I've
done.
So don't be afraid to speak upand speak out, but do it the
(42:58):
right way, because I didn't dothat the right way.
That is when an advocate isimportant.
See, carmetria shouldn't haveto go around and advocate for
herself.
My advocate would do that.
Correct.
And back to cultures.
In some cultures that doesn'tfly you advocating for yourself,
so you got to read the room.
(43:19):
There you go, you got tounderstand the culture in which
you're working in and have you avery good advocate.
Speaker 4 (43:25):
And the other things that you said.
Have a strategy, right.
Understand the room, what works.
Have a strategy, but do so whenyou're ready.
I can't tell you how manypeople try to do that too
quickly and they fall and younow ruin the reputation of your
advocate, right?
So make sure you're doing yourhomework that you can validate.
(43:46):
I am ready.
I have the results, because oneof the things you did have in
your resume is look what I'veaccomplished is that you were
being overlooked for that,that's right, all right.
final question what does your70-year-old self hope you
finally let go of?
Speaker 2 (44:12):
let go of 70.
I hope I can get rid of itbefore 70.
Speaker 1 (44:13):
Get rid of timelines.
Again, that's another limitedbelief.
I wanted to be married by 30,three kids by 35, house with a
fence by 40, this income by 43.
It doesn't happen that way andif you keep those timelines, you
will drive yourself crazybecause you will feel like
you're not achieving anythingbecause you haven't hit certain
milestones.
(44:33):
So be gentle with yourself.
Get rid of the timelines.
Be progressive in what you wantto do, but don't allow society
to tell you when you have to doit and how you do it.
Society to tell you when youhave to do it and how you do it.
That, for me, is what I wouldlike to at 70 years old.
(44:54):
You know what Forget about it,it's my way or the highway on my
terms.
Speaker 4 (44:57):
And you know what?
We shouldn't wait till 70 forthat right.
You only have one life to live.
Live it to its fullest.
Don't assign things that youfeel you should accomplish.
And I see that with so muchwith younger generation right
now.
I should already be here by nowbecause of something that's on
social media or an assumption,and there's a higher level of
(45:19):
stress, a higher level ofconcern for what right?
So I really love that one Getrid of timelines.
So, speaking of timelines, canyou share with us the story of
the inception of paint your lipsred?
What is that?
Speaker 1 (45:33):
Yes, so PYLR, affectionately, is a leadership
movement for women, redefiningthe way they live and lead.
Speaker 4 (45:41):
Okay.
Speaker 1 (45:42):
And so red lipstick, ladies.
If you love red lipstick,you'll know it's no longer a
fashion statement but a call toaction, and I came up with this
concept.
I was my grandmother'scaregiver and she was on
dialysis.
She had congestive heartfailure.
But when she would get ready inthe morning, Rico, after she
would take her medicine, say herprayer, she would say give me
(46:05):
my red lipstick.
Oh wow, I never knew.
Maybe she was trying to be cutefor the day, but when I sat
with it that was her cape forthe day.
It's tired, she was scared, butmy red lip is going to get me
(46:25):
through.
I got four doctor'sappointments today, but my red
lipstick is going to get methrough.
So, ladies, red lipstick now.
It's a call to action to befierce, fearless and also
feminine, because as women climbthe corporate ladder or
increase their business, they'relosing the femininity.
Ladies, your feminine power isso important and, believe it or
(46:46):
not, men still appreciate womenleaders that are feminine.
Speaker 4 (46:50):
Yes, absolutely.
Speaker 1 (46:51):
And so my red lipstick is my femininity.
I'm a woman, I'm a leader, butI'm still feminine.
I want to be a feminine leader.
So, ladies, that's the wholepremise for PYLR paint your lips
red.
It's not a fashion statement,it's a call to action to be more
fierce, fearless and feminine.
And I'm getting ready for myannual luncheon on May 18th.
(47:14):
It's this year.
It's hats off to women.
It's a day of sisterhood,empowerment, promoting your
business and networking.
Speaker 4 (47:22):
I had your website up and I'll make sure we'll share
all the links to that.
So if we're attending, give usa little bit of a snapshot.
As the Black community going tosee a counselor has a stigma
attached to it and so, becauseit's Mental Health Awareness
(47:55):
Month.
Speaker 1 (47:56):
as women, we wear so many hats, but I want to make
sure women know how to check inon their mental health.
So, I have a mental healthspeaker coming.
We also have an entrepreneurshippanel.
If you're looking to start abusiness, scale a business, grow
a business, I have expertentrepreneurs that will be to
help you with that.
And then we have a panel onsisterhood.
(48:16):
I'm a big believer that womenneed to stop competing and
collaborating.
Ladies, we need to stop itbecause there's strength in
numbers.
And so it is a day ofsisterhood, empowerment
workshops.
You'll get served lunch andit's just a day of celebration,
so we'd love to see you on May18th here in Atlanta from 12
(48:37):
until 4 pm.
Speaker 4 (48:38):
And we'll have all the registration links and links
to the website for you guys toreview it and look at that.
And next year you havesomething special that's about
to happen, right, kamitra?
Speaker 1 (48:51):
Yes, next year.
I have just turned in a book tomy publisher and I have written
a book called Never Wear RedLipstick Eight Lies that Stop
Black Women From Succeeding inLife and Business.
And what I talked about earlier.
This book is on limited beliefs.
I'm killing eight limitedbeliefs that I've experienced
(49:13):
and that other women experience,and I'm giving you the
limitless truth on how you canpull from those limited beliefs.
Speaker 4 (49:19):
Okay, so give our audience a teaser.
What are the eight limitedbeliefs in?
Speaker 1 (49:24):
the book.
I can only give you a few ofthem.
Speaker 4 (49:27):
Okay, go ahead.
Speaker 1 (49:28):
Self-care.
It doesn't cost People.
Equate self-care with going toan expensive spa.
No, self-care is finding yourhappy place, being mindful.
So get rid of thinking thatself-care is expensive, ladies,
because it's not your favoritebook in your closet, your
favorite chair.
That's taking care of yourselfand being mindful.
(49:49):
Women should collaborate andnot compete.
Let's stop competing with eachother.
What woman do you want tocollaborate with?
What woman can you learn from?
Call her, let her know youadmire her and you want to work
better together.
There is strength in numbers.
The other one is be optimisticabout your life.
Sometimes we come to the tablewith so much magic, so much
(50:12):
baggage and pain.
Be optimistic about what's nextfor you.
And then one of the otherbeliefs is there is a place for
faith in business.
I tell women all the timethere's a place for faith in
business.
Your faith should not beseparate from your business.
They are aligned.
Speaker 4 (50:29):
Very nice.
I can't wait to read that book.
Speaker 1 (50:32):
Thank you, I'm excited.
Speaker 4 (50:35):
So, as we close, and well, the great, amazing
conversation, and again, thankyou for your wisdom and insight.
I know it's going to inspire somany of our listeners.
Love that raw passion that youhave and yet you leave
everything out there.
So I really, really appreciatethat.
Speaker 1 (50:51):
Thank you.
Speaker 4 (50:51):
For someone who comes across this podcast, sees the
title and maybe we have fiveseconds to get their attention.
What would you tell that personwho's now looking at you, why
they should stay and listen tothis podcast?
What are they going to get outof it?
Speaker 1 (51:10):
Stay and listen to this podcast.
We are talking about limitedbeliefs and so many other things
that can help you grow as aleader and an entrepreneur.
There are so many resources outthere.
Push past the things that arejust not true.
Push past the things thatyou've told yourself that are
not true.
Push past the things that maybeyou grew up with that are
(51:32):
holding you back.
They're not true.
And if you feel like you needto seek help, get counseling,
kill the stigma.
Go talk to somebody to get youthose tools, because those
limited beliefs can really stopyou from meeting your fullest
potential.
And, as women leaders, we needall hands on deck and all women
to be prepared to show up asgood leaders.
Speaker 4 (51:55):
You're the perfect person for this, because I want
to start a new tradition to endthe show.
Okay.
So this is.
You know we have WTF, what'sthe fix?
So here's the what's the fixphrase.
I want you to complete it.
Right.
A lot of people don't know this, but around limited beliefs,
whatever it may be.
Speaker 1 (52:12):
Yeah, A lot of people don't know this, but limited
beliefs exist in you.
You may be calling themsomething else, but what is that
thing that you have toldyourself for years?
That's just not true.
That you have told yourself foryears?
That's just not true.
Or what has somebody else toldyou that's not true?
Make sure you're calling it theright thing and turn it into a
(52:34):
limitless truth.
Speaker 4 (52:36):
Excellent, all right, so we end this show with a
question that our previousguests left for you to answer.
Okay, what belief do you havetoday that you did not have 10
years ago?
Speaker 1 (52:50):
I need to think about that, but I'm just going to say
this one I think women arebetter leaders.
Okay, we're intuitive.
Right.
Empathetic, I think, women.
I'm not taking anything frommen, but I do think, let me say
it like this women leaddifferently.
Speaker 4 (53:09):
There we go Okay.
Women lead differently.
Speaker 1 (53:17):
Not saying it's better or worse, but they lead
differently and you need toembrace that right.
Don't try to lead like otherpeople.
Adopt your own style and runwith it.
Speaker 4 (53:24):
So when you say that women lead differently, how do
they lead differently?
Speaker 1 (53:29):
I think women are more empathetic.
I mean, men are too.
I think women tend to be betterstorytellers.
Yeah.
That's just my opinion.
So those are some things that.
I've observed with womenleaders.
Speaker 4 (53:44):
It's been my experience that women leaders
are also more intuitive.
And in the group, yeah, okay.
Speaker 1 (53:51):
Great point.
Speaker 4 (53:51):
So now it's your turn .
What question would you like toleave for our next guest to
answer?
Speaker 1 (53:57):
What is your leadership legacy?
What do you want to be known?
Speaker 4 (54:00):
for I like that, kamitra, as always, it is such a
joy to not only speak with you,but see you and hear your
thoughts.
I always leave energized aftera conversation with you, so
thank you so much for sharingyour wisdom, your insight, your
passion.
Please, everyone, take a lookat the bottom and look at all
the links to connect Any otherway that people can connect with
(54:23):
you, kamitra.
Speaker 1 (54:24):
I'm on Instagram at Dr Kamitra B.
I'm on Facebook at Dr KametriaB.
I'm on Facebook at KametriaBurton.
I'm on LinkedIn at KametriaBurton.
My website iswwwpaintyourlipsredcom.
You can follow me all there andI will be letting you know when
my next book is launched orother events that I may be
having.
Speaker 4 (54:43):
And I'm going to also add a link there for anyone who
wants to pre-register for yourbook before it comes out, so
that way, when your book comesout, we can have you back and
everyone who's on that list youknow she's going to kill me for
this will probably get anautographed book if you're on
that list.
Let's do it.
(55:04):
Perfect.
So we'll have a pre-sale orpre-registration, if you want
Kometra's book before it comesout, and only those on our list
during our interview when itcomes out will get an
autographed copy.
Speaker 1 (55:17):
I love that.
I look forward to that Dr.
Speaker 4 (55:19):
Correa, thank you so much.
Enjoy your day.
Thank you for being here.
And for everybody else we'llsee you next time.
Speaker 1 (55:25):
See you soon.
Speaker 4 (55:25):
Bye-bye.
Little girls should be seen and not heard.
As a leader, I am never goingto ask a team member to do
something that I wouldn't do orcan't do so.
That is how I turned thatlimited belief into a limitless
truth.
That's why I'm so passionateabout training the next
generation of women.
There's a difference in beingsilent and being silenced right.
Be progressive in what you wantto do, but don't allow society
(00:23):
to tell you when you have to doit and how you do it.
Speaker 4 (00:28):
Dr Kermitia Burton.
She turned supplier diversityfor Delta Airlines into a
billion dollar growth strategy.
She then did it again atMcDonald's, rewriting the rules
on what inclusion really lookslike in global business, from
corporate boardrooms tocommunity front lines.
Dr Kermitia Burton isn't justtalking supplier diversity,
she's executing it at scale.
A John Maxwell certifiedpowerhouse and strategic fire
(00:52):
starter, she leads with faith,grit and a three-word framework
that changes lives Pray, process, paint.
Get ready to meet the woman whodidn't just fix the system.
She eliminated the limitedbeliefs of minority women in
executive positions, all whilewearing red lipstick.
Here we go, you ready, drKamitia Burton?
(01:16):
So before you were transformingglobal supply chains and
signing 540 suppliers to a DEIpledge, who was Kametia Burton
and what moment in your earlylife made you realize you
weren't just going to lead, butyou're about to change the
(01:37):
system?
Speaker 1 (01:40):
Whoa, thank you for the opportunity to be here Such
a great question.
I've had a lot of moments.
I would say one of the momentsthat really kind of defined my
leadership is when I decided tostart getting rid of the limited
beliefs and we all have thosebeliefs and those are those
things that people tell us.
That's not true.
But even bigger Rico, thethings we tell ourself.
(02:02):
That's not true.
Speaker 4 (02:04):
Preach it, yep, preach it.
Bring it, bring it.
Speaker 1 (02:11):
And so I would say that's when I really changed,
when I got out of my head and Iturned those limited beliefs
into limitless truths.
Oh, and we all have those and Iwould.
I would say that's, that's beena pivotal moment for me,
realizing those limited beliefs.
Speaker 4 (02:27):
Okay, I love the limitless truths.
Tell me about that and how didyou come up with that?
Speaker 1 (02:33):
Yep, so limited beliefs are things that just
aren't true, things that peopletold us that maybe aren't true
and things that we tellourselves as untrue.
It's limited.
It limits the way we thinkRight.
So I said let's turn these intolimitless truths.
Speaker 4 (02:48):
Okay.
Speaker 1 (02:48):
So it's a truth that doesn't have boundaries, right?
So you stop the limited beliefand you turn it into a limitless
truth, and that's how I look atit, because it is limitless to
what the truth can be and thethings that you tell yourself.
Speaker 4 (03:03):
So give me an example of a limited belief that you
turn into a limitless I can'teven say that word truth.
Speaker 1 (03:12):
So I will tell you as a little girl.
I'm from the South and a lot ofpeople may be able to resonate
with this story, but mygrandmother always told me
little girls should be seen andnot heard.
Little girls should be seen andnot heard.
And I'm like, but wait a minute, you're raising me to realize
my voice when to speak up.
(03:32):
And that confused me as anine-year-old girl, right,
Because my family was reallyteaching me how to use my voice.
But my grandmother would saylittle girls should be seen and
not heard.
And I believe that, and so Iwas silenced, I was, I stopped
speaking out.
Little girls should be seen andnot heard.
(03:52):
But what she was telling me isknow when to speak up and know
when to shut up.
Speaker 4 (03:57):
Gotcha Okay.
Speaker 1 (03:58):
So as a nine-year-old you don't think about it that
way, but I carried that limitedbelief until I went to college.
I was always smart, I wasalways the big personality, but
I dimmed my light because mygrandmother told me little girls
should be seen and not heard.
So in my marketing class incollege at Southern University,
(04:21):
my teacher asked a question andI went.
I know the answer, but nolittle girls should be seen and
not heard.
But I know the answer no littlegirls should be seen and not
heard.
And I finally said you knowwhat?
Answer the question, karmitra.
And so I answered it and myinstructor said you haven't said
anything the whole semester.
(04:42):
I want to hear more from you.
You have something to say andso that stopped that limited
belief.
I realized then that mygrandmother was saying know when
to speak up and know when toshut up.
There's a difference in beingsilent and being silenced.
Right.
And so limitless truth is no oneto speak up.
(05:05):
If you have something to say,say it, even if your voice
shakes, use your voice, Even ifyou're scared as hell.
Say it anyway, because you'renever going to get that
opportunity.
So that is how I turn thatlimited belief into a limitless
truth.
Speaker 4 (05:21):
And there's so much in what you're saying there that
prevents, whether as a person,an employee, a leader, a human
being because either adults whoare working with kids or have
grandchild or son, daughters,whatever it may be, they don't
clarify their intent of whatthey're saying.
So, as a child, to you it waslike keep quiet versus know when
(05:45):
to say certain things.
Right, how did that affect youbefore you came to that
realization?
Your relationships, who youwere as a person, and what was
the difference?
At college, when you finallyraised that hand, you finally
got to say something and anindividual told you I want to
hear more.
(06:05):
What was the difference in youafter that?
Speaker 1 (06:09):
You know, so remember .
She told me this at a veryyoung age.
So, I believed her.
You know, obviously yourgrandmother would never do
anything to hurt you.
Right.
But I think that belief isgenerational.
I think those women Rico beforeme and before my mother, that's
what they believe.
Right, right.
Seen and not heard.
You raise your children.
(06:30):
You keep a clean house.
You know you support yourhusband.
You don't say a lot.
Right.
And so I believe that.
So as a little girl, but as Ibegan to become a teenager and I
started forming opinions aboutcertain things, I was quiet
teenager and I started formingopinions about certain things.
I was quiet.
I was silenced because I didn'tthink one my voice mattered.
I didn't think what I said, youknow people would listen or
(06:52):
that it had any validity to it.
And so when I went to college,I started seeing all these
teachers and speakers around me,women that were using their
voice, and I said that's me, butlittle girls should be seen and
not heard.
And so I struggle with that,and that's why that moment in my
marketing class was pivotal.
I was like forget it, I amshedding this.
(07:15):
I want to be heard and I'm soglad that I did that.
Speaker 4 (07:19):
You know I was listening to another podcast you
had done, and now I understandwhen you talked about that.
Your family used to pay you tokeep quiet, right?
Is that why your grandmothersaid that probably I was a
talker, I didn't meet?
Speaker 1 (07:35):
any stranger Rico, I was that little girl that had
this big personality.
I read a lot.
I was a people person.
I was having adultconversations at a young age.
I believe, it.
And that's a great point thatis probably why she told me that
, because I was a talker.
Yeah, and wasn't afraid to usemy voice.
Speaker 4 (07:52):
But now that you see, that's your superpower and I
want to go to the listeners whoare probably going through the
same thing, right?
What would you tell that personthat says that's me, I love to
talk, I love to be around people, but I keep being told no,
that's too much.
What would you tell that person?
How can that person get out oftheir shell and be themselves?
Speaker 1 (08:15):
from your experience, yeah, be your authentic self.
Speaker 4 (08:18):
But how?
How do I do that?
Speaker 1 (08:20):
So be true to yourself, and a lot of it is
reading the room, right.
So you may be this person withthis big personality, know when
to speak up and know when toshut up, but you gotta know if
you're reading the room andmaybe it is not the time for
your big, bright personality tobubble to the top.
So I think you gotta know whento use that superpower of
(08:41):
speaking up and if you are aperson that feels like you've
been silenced, you reallyhaven't.
It's a limited belief.
You have something to say andif you're nervous about it,
again, maybe read the room tosee who's in the room and
determine if this is the righttime for you to speak up.
You'll know when it is.
(09:02):
But I say, be your authenticself.
You've been silenced.
You've been silent but notsilenced.
So think about that.
Speaker 4 (09:11):
Yes, I like that.
So we tend to overlook thesmall little things.
When you said, read the room.
Someone who may not have theexperience that you have on, you
know we learned thoseexperiences through trial and
error.
So, in your experience, someonewho's just getting started,
maybe a little bit shy whatshould they be observing in that
(09:35):
room to identify?
This is my time to stay quiet.
This is the time,unapologetically, I need to
speak.
Speaker 1 (09:43):
Yeah.
So I would say, if you areready to use your voice, I would
encourage you to do two things.
First, get a mentor and maybe acoach to help you fine tune
this superpower and get ready tostep into your authentic self,
cause you just don't do it.
Right.
It has to kind of be a strategyto it, right, and so I would
say find you a mentor or coachor somebody that you admire.
(10:05):
That does this really well thatstory tells well or that speaks
up well on their behalf.
So there are three things thatyou can do that.
So, if you're in a meeting andyou have something to say, the
way you read the room is what'sthe energy of the meeting?
Is your comment appropriate forwhat is being said and is the
time right to say it?
(10:26):
Because sometimes timing iseverything.
Sometimes, how you say it canalso be a big factor.
Speaker 4 (10:34):
Okay.
Speaker 1 (10:34):
So I would say what is the context of the
conversation?
Is this the right time to sayit?
And if you don't feelcomfortable saying it in public,
maybe after the meeting yousend an email.
Hey you guys, great meeting,but here are my thoughts.
You're still getting your pointacross.
It's not live Right, but you'restill letting people know that
(10:55):
you have a voice and you have anopinion.
OK that could be.
If you're nervous to speak upand out, send an email after the
meeting, or send an email tothe person that you'd like to
get your point to.
Speaker 4 (11:06):
So what sticks with me is when you said little girls
must be seen, not heard, right?
It's a phrase that stays inyour head and it shapes your
character, so I want to give ouraudience a different phrase
that helps them to fix that.
So I want you to finish thisphrase around this context.
Okay, fix that.
So I want you to finish thisphrase around this context.
(11:28):
Okay, Listen, if you're worriedabout X, just remember Y.
What would you put into X and Y?
Speaker 1 (11:32):
If you're worried about your limited beliefs,
remember that there arelimitless truths to everything.
The one thing that somebody hastold you or that you've told
yourself may not be true, and ifyou find that it's not true,
find out what your limitlesstruth is.
So, for me, when the littlegirl should be seen or not heard
enters my mind, I would sayaffirmations like you have
(11:56):
something to say.
You are smart, you are valued,your opinion matters.
So when those limited beliefshappen, shout those limitless
truths to yourself.
And those are just affirmations.
Speaker 4 (12:10):
I want to stay with this topic of limitless beliefs.
I got a different question foryou.
Can you help us or walk usthrough a moment in your life
when you faced not significantadversity and how did you
overcome it significantadversity and how did you
overcome it?
Speaker 1 (12:25):
You know, being a Black woman, I have been the
only.
Speaker 4 (12:30):
Yes.
Speaker 1 (12:35):
On many occasions, particularly in the business
world, when it comes toleadership levels and being in
the room to make decisions, andI always shied away from that.
But in this time, that is a plus, because so many corporations
are leaning into inclusion andthey want to hear from women and
minorities what are yourthoughts, what's your experience
?
And so that is one thing that Ihave overcome being the only in
(13:00):
the room sometimes, and that'sbeen hard, but it's also has
pushed me right, because I feellike, if I'm the only, if I'm
the only woman, kermitra, yougot to represent all the women
in this meeting, right?
You got to make sure your voiceis heard.
If I'm the only Black, you haveto make sure that you're
representing theAfrican-American culture and
(13:21):
bring up that perspective in theroom.
So I would say, being the oneand the only has not been easy
for me, and the way I overcomethat is just to show up my
authentic self.
I'm prepared and I add value bygiving my opinion or experience
.
Even if I'm not asked, youalways have something to say.
Speaker 4 (13:41):
And don't let that culture element, don't let that
pressure deter from who you are,what you bring to the table,
because that one thing you sayor do could have a positive
impact across the entireorganization.
Speaker 1 (13:56):
That's right.
Speaker 4 (13:57):
So with that, that was interesting.
What professional risk youregret not taking and what would
have happened if you had.
Speaker 1 (14:07):
Oh, my goodness, the professional risk that I did not
take is I felt like I wasunqualified for a position and I
didn't take the job and I wishI had.
Do you know how many peoplehave jobs that are less
qualified than you are?
But we don't go forward becausewe're afraid and we're scared,
(14:28):
and I stayed in a position toolong.
I feel like I wore out mywelcome and that stifled me.
I was scared.
I hadn't written a resume inyears, I hadn't done an
interview in years.
So I stayed in that positionout of comfort.
Speaker 4 (14:44):
I was about.
I wrote that down comfort.
Yeah, why do we feelcomfortable?
I mean, you're not the onlyperson I've heard this from.
We all do right, it's the devil.
You know so, now that you arein a complete different position
, a different part of your life,what causes the fear?
But, more importantly, why dowe feel comfortable?
Speaker 1 (15:06):
Lack of confidence of moving forward, complacent.
Hey.
I'm in this job.
I can do this job with my eyesclosed.
I haven't been challenged yet,I'm not qualified for the job
yet.
Lack of confidence andcomplacency period, and I
overstayed my welcome in one ofmy positions way too long and I
feel like if I hadn't, my careerwould probably be further along
(15:29):
than it is.
But that's okay, becauseeverything in time.
Speaker 4 (15:35):
Yeah, you said that your career would have been
different.
How so?
Speaker 1 (15:40):
I feel like I would have been maybe at higher levels
at this point in my careerbecause I would have gotten more
experience.
But, like I said, I overstayedmy welcome in one position, so I
feel like if I had moved on Iwould have gotten more
experience, maybe in moreindustries.
I think I would have been atdifferent leadership levels at
this point.
Right yeah.
Speaker 4 (15:59):
I want to give our audience some context of your
background and your experience.
So imagine that you were at ameeting and someone handed
someone you've met for the firsttime, you've met a CV of you.
Speaker 1 (16:14):
What would it say?
Kermitria Burton is apassionate leader that believes
in serving others, building highperforming teams, giving back,
real passionate about helpingwomen get to the next level.
I've started a nonprofit.
I believe that, as leaders,your leadership approach should
be 360.
You shouldn't just be providingbenefits to your corporation.
(16:36):
You need to be doing things inthe community.
And so I started a nonprofitcalled Paint your Lips Red,
where I have given back and havepassed the playbook on to
minority women, leaders andentrepreneurs, based on my
experience and things that Icould have done differently, and
that I'm just passionate abouthelping people reach their goals
.
Speaker 4 (16:56):
And we're going to definitely go into Paint your
Lips Red because it's a veryincredible organization that
everyone should know about.
So you got to stay tuned to theend to understand how that
works.
So I've had the privilege ofworking with you and watching
you, with different groups andas a leader who is going through
all the challenges that youhave been through.
What are the top three things?
(17:18):
You would tell someone whereyou were 10 years ago that if
they start to apply these threethings, they're going to do way
better than what you did.
Speaker 1 (17:30):
And I talk about this in my book you have to find you
an advocate.
Okay.
And that's if you're incorporate or an entrepreneur,
because this person will haveseats at the table, will have
access to other things that youmay not have access to, and they
are singing your praises whenyou aren't in the room.
So, finding a advocate or coach, but also a mentor, because an
(17:56):
advocate, coach and mentor aredifferent.
Yeah, explain all three ofthose.
Speaker 4 (17:59):
Explain the difference, because everyone
convolutes that.
Explain the difference becauseeveryone convolutes that.
Speaker 1 (18:03):
Yep.
So I would say a mentor issomeone that talks with you, a
coach is someone that talks toyou and an advocate talks about
you.
Three different things.
Speaker 4 (18:17):
Okay.
Speaker 1 (18:18):
And I think you need all three.
Speaker 4 (18:20):
When do you know when you need whom?
Speaker 1 (18:23):
Yep.
So let's talk about a mentor.
Everybody needs a mentor, Idon't care how, where you are in
your career, in your business.
These are people that will giveyou advice, share their
experience with you, introduceyou to people, help you network,
help you promote yourleadership skills or your
business, okay, an advocate issomebody that is co-signing you
(18:45):
right.
You can deliver.
I know Carmetria, I know Rico inthis space.
They are talking about you forthat next promotion.
They're talking about you tothat next client.
They're inviting you to speakat certain things.
Right, they are advocating foryou because they know your work.
They are co-signing for you andwe talked about a mentor.
(19:05):
A coach is somebody that shareswith you, shares their life
experience and just helps youwith skills as you move in
corporate or in entrepreneurship.
Speaker 4 (19:16):
So in what space, would you say, you have built
your career on?
Speaker 1 (19:21):
Of those three.
Speaker 4 (19:21):
No, no, just in general.
You're in supplier diversity.
Right, it's been the most ofyour career.
Why did you choose supplierdiversity and how has that
changed since you started?
Speaker 1 (19:34):
Yeah, so I tell people all the time this work
chose me.
Speaker 4 (19:37):
I did not choose this job.
How so.
Speaker 1 (19:40):
So I'll make it quick .
I told this story on my podcastand when I talked to the CEO of
McDonald's right out of college, I wasn't finding a job.
So I went and worked for my dadSmall business.
I didn't want to do that.
I didn't go to college for fouryears to work for a small
business.
Right, I wanted to be acorporate executive.
Right.
For whatever reason nobody washiring me.
(20:02):
Maybe I wasn't interviewingwell.
For whatever reason nobody washiring me.
Maybe I wasn't interviewingwell.
My dad said you know, I couldreally use your help and your
energy.
And I'm like no, I don't wantto work for a small business.
And he said I could use yourhelp, I could use your aptitude.
And he said unfortunately, Ican't pay you but you can come
live back home.
It was like all my friends weregetting these sexy apartments
(20:23):
and here I was, back at myparents' house in the basement,
and so I dug deep.
I started the business.
I created a business plan.
I started doing leads andnetworking and going to events.
And there was one client thatwe needed and I was able to get
a meeting.
So we had a meeting with thisFortune 100 company.
(20:44):
They loved the presentation.
We got the contract.
But after the presentation, thelead decision maker came over
to me and said we really likeyour style and your energy, come
work for us.
And I said I'm on a sales call.
I got a job on a sales call.
Speaker 4 (21:05):
That's when you know you're really good.
I think you're right.
Speaker 1 (21:10):
I said, dad, hey, I got good news and bad news.
The good news is you got thecontract.
And I said the bad news is theyoffer me a job.
And he said really.
He said, well, what do you wantto do?
I said well, dad, you know,I've always wanted to get this
corporate experience.
I want to go and learn and gettrained.
And he said you know whatYou've done well by me.
Go and do it.
So after two years of running asmall business with my dad, I
(21:33):
was able to get my foot in thedoor.
So that is when supply chainstarted looking for those
businesses that were women-owned, minority-owned, veteran-owned.
And so now I am on the otherside of the table creating
opportunities for thosebusinesses.
And so that's why I say thiswork called me and I love it.
(21:58):
I feel like I can make adifference in entrepreneurs'
lives, making a difference incorporations and just serving,
just serving, just serving mystakeholders with so much
excitement and enthusiasm.
Speaker 4 (22:11):
But there's so much in what you just explained right
there that both entrepreneurs,employees and leaders miss.
Would you say that you wouldhave gotten that job if you
hadn't been working for yourfather?
Speaker 1 (22:22):
Probably not.
Speaker 4 (22:22):
Okay, were there any skills that you look back at
that you had learned andpolished working with your
father that when you got thatopportunity to present that
executive team is the reason whythey loved what you did,
compared to when you were tryingto interview right out of
college.
Speaker 1 (22:43):
Executive presence Rico, I got to tell you.
Yeah.
Executive presence is somethingthat will go a long way and you
may not be the most skilled, butif you have that presence
people skills, the ability tocommunicate what needs to get
done that's all you needsometimes.
So I would say executivepresence because when you're a
(23:05):
business owner, you're alwaystalking to people.
Everybody you meet is apotential client, everybody.
You should never miss that, andso if you're in that mode,
you're always on, you're alwaysnetworking, you're always
talking to people, you're alwaystalking about your value
proposition, and so I would sayexecutive presence is something
that I learned, and even today,when I have my performance
(23:27):
reviews, all my leaders havesaid Kermitra, your executive
presence is great.
Speaker 4 (23:32):
And that's what I want all the employees and young
entrepreneurs to realize.
Employees and youngentrepreneurs to realize those
small opportunities are thethings that polish you, that
improve you, that prepare youfor that bigger opportunity.
I think too often we get out ofcollege or we think we should
be a lot better and a lot higherthan where we should be, but we
(23:54):
don't have the reps, we don'thave to develop that skill yet.
So don't shun those smallopportunities because you think
you're better than that's right,because that could be the one
thing that prepares you for thebig thing.
Speaker 1 (24:10):
That's right.
And that's where mentorshipcomes in.
Exactly yes.
Yeah.
Speaker 4 (24:15):
And the other thing I loved is what you father did.
That I don't think too manyleaders do.
They want to either hold on tothe talent because it makes
their life easier, or they'reusing it as a stepping stone
versus saying, yes, you areready, you should take that
opportunity.
Great leaders are preparing thenext legacy of leadership.
Speaker 1 (24:38):
That's right, that's right, that's right.
Speaker 4 (24:40):
You shouldn't be afraid of they're going to take
my job.
Well then, you're not doingyour own job, right?
Speaker 1 (24:45):
And that's why mentorship is so important.
Exactly.
Kermitra will always be here.
Right.
So that's why I'm so passionateabout training the next
generation of women.
Yes, yes but that's a greatpoint you make.
You're right.
Yeah, we have to let goodleaders flourish, and believe it
or not.
When you do that, I get not alot, but I have people come back
(25:06):
to me and say thank you.
Yes.
It's the best feeling in theworld when they say, carmetria,
that one piece of advice yougave me got here.
Speaker 4 (25:18):
Carmetria, you remember that time when you said
and that just makes my heartflutter, because you made a
difference.
That's what it should be like.
I remember when I got out ofthe military my father had a
parking lot striping, pressurewashing and interior plant
design business.
He had retired from IBM andneeded help.
I didn't want to do this jobit's three o'clock in the
morning.
I got done out of the military.
I wanted to relax, but I helpedthem.
(25:39):
In three years we built thatfrom a small mom and pop through
all of Georgia, texas, floridabusinesses.
And the three things that Ilearned that I still use to this
day from my father is show up,do more than what's expected and
always, always, do the job in away that they never expect.
(26:02):
And what I mean by that.
He used to pressurize the carwashes.
He had found a way to combinetwo things that took the wax off
immediately.
Now he could have charged more,he could have made it
proprietary, but he said no,this is the quality of work that
we do.
He was the only one that showedup.
He did more than was expectedand he always did quality.
This is the quality of workthat we do.
He was the only one that showedup.
He did more than was expectedand he always did quality work.
(26:22):
When the general manager sawthat, that's why immediately we
grew, he said I want you to domy entire region.
So I learned that very quickly.
It's that work ethic, is thatquality, and I would have never
learned it if I hadn't spentthose two to three years working
for my father.
So if you're listening rightnow and you're right out of
(26:51):
college or you're anentrepreneur, or you're looking
at your nine to five as apaycheck, wondering I should be
doing better than this, take astep back.
Find a mentor, find a coach,find an advocate, but look for
those little opportunities thathelps you improve the skills
that you're going to need whenyou reach that level.
So I think that that is a verygood point right there.
If you had to leave a teamwithout using your title, your
resume or your voice, how wouldyou do it?
Speaker 1 (27:12):
Leaving a team.
Speaker 4 (27:13):
you have the best questions have the best
questions Without your title.
Speaker 1 (27:27):
they don't know your resume and without using your
voice, how would you lead them?
I can't physically talk.
I can communicate by email,right?
So I think that one thing as aleader, I am never going to ask
a team member to do somethingthat I wouldn't do or can't do
Right.
Right.
So, as a leader, I think it'simportant you lead by example.
You do the work.
Don't be afraid to get yourhands dirty.
If you are a timely leader andyou want your team to turn
(27:51):
certain things in on time, youneed to show that as well,
exactly.
I would lead by example.
The other thing is, as a leader, it's important that your value
shine through.
What's important for you, whatdo you really care about?
Right?
Your team should know that.
They should know whatever mythsthat most people have around
(28:11):
leadership that you can dispelright now because you've been
there.
Oh, that's a great question.
Yep, all leaders are notqualified.
Speaker 4 (28:27):
Number one.
Sorry to say that, yeah.
Speaker 1 (28:29):
So sorry to say that Leadership starts within.
I think if how you leadyourself speaks a lot to how you
lead people, oh go deeper intothat one.
Speaker 4 (28:39):
How do you lead yourself speaks a lot to how you
lead people.
Ooh, get, go, go deeper intothat one.
What do you, how do I, how doyou lead yourself to lead other
people?
Speaker 1 (28:44):
I think leadership starts within.
So, number one um, do I have alot of?
Is my emotional intelligencehigh?
Do I have empathy right?
How do I?
How do how does Karmetra treatherself?
I think leadership starts withyou and it starts within.
Yes, Am I empathetic?
(29:05):
Am I?
timely.
Am I sensitive?
Do I care?
Am I a great communicator?
And so the other leadershipdismantle is.
Everybody's not meant to be aleader.
You know, I look at peoplebecause they do well at the job,
they get promoted to lead teams, and that's not always a good
strategy, because just becauseyou can do the job well doesn't
mean you can lead people, and Ithink that is a misconception
(29:29):
that so many people have.
And leaders, they need training.
That's right.
It gets back to coaching andmentoring, right?
So just because you may havethe technical expertise, don't
mean you can lead people.
That's a different skill set.
Speaker 4 (29:42):
You and I met because there were some challenges that
you were having with your team,and one of the things that we
did is that we use behavioranalytics to give you some data,
some insight, Because I thinkand I've been in the same
situation you have an emotionalreaction or an emotional bias to
both the person and thesituation.
How did that science help youto make better decisions?
Speaker 1 (30:07):
Oh, my goodness, the data led me big time.
And you can't dispute the data.
You can, but why would you?
Right.
So that science.
It was really helpful as youhelped me kind of navigate
through some of thosepersonality changes with my team
.
The data was lead with dataleaders.
I'm one of those people thatuse data to lead with and it was
(30:28):
really, really helpful.
Speaker 4 (30:30):
And as data and technology starts to advance,
how is you know you've workedwith you've worked with the web
previous and now another largeorganization?
How is those analytics helpingyou navigate both the culture
and the talent that you have tolead?
Speaker 1 (30:46):
Yeah, the data doesn't lie Right.
So when you look at the cultureof any corporation, I would
tell anybody if you're lookingto go work for a company, make
sure you understand theirculture and see if it fits your
values.
That is so important.
I always say people don't leavecompanies, people leave leaders
.
I believe that People quitbecause of their leaders.
(31:08):
But the data is so importantand I think the way you can use
the data is you look atretention.
You know people are going.
How long are they staying?
You look at the data of women.
You look at the data of women.
You look at the data ofminorities.
So I think the data isavailable for you to use it to
your advantage for a differentoutcome.
Speaker 4 (31:25):
So you work with two large organizations that
everyone would recognize allaround the world and you've
experienced and either thrivedor been challenged in either one
of those cultures.
How do you navigate thosecultures and make sure that you
can thrive in that culture?
Speaker 1 (31:41):
Let me be clear.
I have never been shy aboutthis Faith and business
intersects.
I am a Christian.
I show up at my corporate jobin prayer.
I am a firm believer.
When I bring my beliefs to mein the workplace, that helps
positive outcomes or can helpkeep you centered.
Right.
(32:02):
So I believe in showing up as afaith led leader.
That has helped me thrive.
When I have to make harddecisions, when I have important
meetings that maybe I'm notconfident with my message, I
pray about it.
I turn it over to a higherpower.
I always make sure I pray aboutit and I prepare, and that's it
(32:22):
.
Speaker 4 (32:23):
That's all you can do , right.
Speaker 1 (32:25):
That is really what made me thrive.
It's not a secret science to it, yeah exactly.
It is my faith that has reallysustained me through all these
years in corporate America thatsustained me through all these
years in corporate America.
Speaker 4 (32:45):
So I want to shift a little bit more now to where
your passion lies not just womenin business, but you have been
passionate about the minorityand the small business owner and
, as the things that are reallychanging in today's economy,
what advice do you have for thatsmall business owner, that
entrepreneur, that minoritybusiness owner, on what they
should be doing right now thatyou're seeing corporations doing
(33:05):
that is going to help them tothrive in 2025?
Speaker 1 (33:10):
Yeah, first of all, if you're a small business owner
, stay the course.
Entrepreneurship is economicfreedom.
It creates legacy.
So I am so proud of allentrepreneurs.
Stay the course, if you can,because I know it's hard.
I always tell business ownersprovide solutions.
Know what your customers' painpoints are, and because
(33:34):
sometimes they don't even knowwhat their pain points are.
But if you provide solutions,you've done your research, you
know what they need Be solutionsoriented.
Tell them something that theyneed that they don't know they
need it yet.
Speaker 4 (33:46):
Right, exactly, I just spoke to a research.
There you go.
Speaker 1 (33:52):
You're forward thinking.
You look at trends and analysis.
Tell them what they and theydon't even know they need it yet
.
So be a solutions-orientedentrepreneur.
Speaker 4 (34:02):
That is so, so clear.
But what I find is that peopleare trying to provide solutions.
They assume their market needs.
I just spoke to one of the topadvertisers in the nation and
what he told me was go out andunderstand your target market's
pain.
What are they saying?
(34:23):
What are they researching?
Because they may not know theyneed your solution.
But if you can't resonate withthem, they never see the problem
or the solution.
So don't speak in what youassume.
Go to them so you can speak ina manner that resonates with
them.
Speaker 1 (34:41):
That's right, that's right.
Remember we talked aboutknowing the audience.
Speaker 4 (34:45):
Yes.
Speaker 1 (34:45):
Reading the room yeah exactly, and I think it's okay
to interview a potential clientor interview them or do their
research.
You're right.
Yes.
But you definitely need to gettheir voice as you provide the
solution.
Speaker 4 (34:57):
Okay, now you are working with McDonald's right
now and helping small businessesand diverse and inclusion, and
that's when I opened up withthat.
You had 540 suppliers signed toa DEI pledge.
Tell me a little bit about thatand why was that important for
the organization?
Speaker 1 (35:18):
So that was work that I started when I first came on
to McDonald's and we talkedabout this whole value system.
And so when I started aboutfour years ago you know, d and I
we had just come off of GeorgeFloyd we were looking to rebrand
D and I and we wanted not onlythose small businesses that were
(35:38):
diverse on, but we wanted allsuppliers to commit to a DNI
strategy.
Ok.
And so my plan was OK.
Supplier, I want to see yourDNI plan and that was called
Mutual Commitment to Diversity,equity and Inclusion.
Mcdonald's we want to use ourbrand and scale for good.
(35:59):
30 million customers, so manyrestaurants.
We're a global brand, so wecould use major influence by
using our scale.
Right, exactly, we say okay,suppliers, diversity and equity
and inclusion is important to us.
We need to make sure it'simportant to you.
If it is, we want you to signthis pledge, and if it's not
(36:21):
important to you yet, we canhelp you get there.
So when a supplier signs thepledge, it opened them up to get
resources and learning from notonly McDonald's but other
subject matter experts, Becausewe wanted to bring our supplier
community along in this journey.
No one would be left behind inDE&I and so that was our mutual
(36:41):
commitment to diversity, equityand inclusion and actually that
increased Rico.
We had over 650 suppliers.
Speaker 4 (36:47):
And so what lessons can minority business and small
businesses take from some of thepractices, like a McDonald's,
that they can start implementinginto their culture to help them
to be successful?
Speaker 1 (37:01):
Yeah, so I think you said it.
Make sure your workforce isdiverse Women, minorities do you
have mentoring program to helpwith that minority talent?
Make sure your values in asmall business is loud and clear
.
You'd be surprised.
I've talked to several smallbusinesses.
They don't have a mission,vision or values.
(37:23):
Right.
Why not?
And they say to me I'm a smallbusiness, but you're a business.
I don't care how small you are,you're a business.
So when you have your mission,vision and values, that's the
personality of your business,that's the personality of your
business that needs to be,defined.
So make sure, as a smallbusiness, you have that in place
Mission, vision and values thatis so important.
(37:43):
And then strategies right ToDE&I or whatever it is.
Make sure you have you know,you know who your stakeholders
are and that you have commsplans as you think about
socializing your business withcorporations and other
stakeholders.
So those are some of the thingsthat those are ways I would
advise small businesses in thismarket in 2025.
Speaker 4 (38:04):
What you're saying is so critical because we run into
this a lot.
Tell our audience thedifference between a mission, a
vision and a value.
Speaker 1 (38:13):
Well, let's talk about value.
So the values are who you areand what you believe in, what
drives you Right, what'simportant to you, what matters
speaks to you and what'simportant.
So your mission is what do youwant to get accomplished?
And then your vision is what'slong-term, what's long-term for
the company.
So that's mission, vision andvalues.
(38:36):
And you can study largecorporations to see how they set
theirs, to help you, as abusiness owner, set yours.
Speaker 4 (38:44):
And that's important Right now, even large
organizations, when we'reworking with them, they are
struggling to hire the rightpeople, because they're hiring
for skill, which istransactional, versus aligning
to their values.
Why they haven't defined notthe values that you see in the
wall, but what are the behaviorsthat reflect those values,
because now you can hire forpeople who are aligned to those
(39:06):
values, and that's reallyimportant.
Don't just say you know, ourvalues are A, b, c and D.
How are you living them?
How do they manifest themselvesin the business?
Because that is who you are,the character, the integrity,
and how are the people are goingto relate with you, and so
that's really critical on there.
So I have another Rico questionfor you.
(39:29):
Yes, here we go.
You ready?
What is one lesson thecorporate world still hasn't
learned from women, minority orblack women in business?
Speaker 1 (39:44):
Hey, I'm a black woman.
Black women deserve more.
I feel like there are still,maybe, stereotypes.
I've been in situations wherewe've had two good candidates,
one Black and one white, and adifference was made.
And.
I just could not sit there andlet that decision be made
without saying anything, and notthat I was taking up for the
(40:06):
Black person, but as a leader,you got to do the right thing,
be ethical, right.
I would say Black women deservemore.
In 2020, rico, I don't have thenumber, but Black women left
corporate America by leaps andbounds to go and start their own
business.
Speaker 4 (40:19):
Yep, the fastest growing segment in small
businesses.
Speaker 1 (40:22):
Yes, there's a term I know you've heard of it quiet
quitting.
So many Black people have beennot promoted, overlooked,
underserved, and I think theyjust said you know what I'm out
of here.
I'm going to go start my ownbusiness because if I can give
this corporation 80 hours a week, I can give myself 80 hours a
week, Right exactly.
(40:43):
So I would say black womendeserve more.
Black women are qualified andcapable, but I don't think we're
given that access to be shownthat.
You asked me a very goodquestion earlier.
What I have known about thatjob if I wasn't in a sales call,
probably not that's access,correct, that's access.
And if you have access likethat, my goodness you know you
(41:07):
would find out aboutopportunities not only from an
access standpoint, but you'requalified.
So I think Black women deservemore and we should be given more
opportunities.
Speaker 4 (41:17):
And I want to say this as well.
Is that something to do withwhat you said earlier, from
understanding the differencebetween what your grandmother
said and what that marketingperson in college?
Don't be afraid to speak up,develop your skills.
When you have that confidence,you know you deserve more.
So go out and get it right.
Don't be afraid, because I dospeak with a lot of minority,
(41:39):
especially women, in business.
They have every qualification,the ability, they're the very
best, but whether it's thestigma or fear or whatever may
be, they don't have theconfidence to step out and grab
what should be theirs right.
So that is one thing I hopethat whoever's listening to this
is that if you've done the work, if you've put on the skills,
(42:01):
you know you deserve more, don'tbe afraid to go out there and
speak up and get in front of thepeople that should be out there
, because you can't argue withresults.
Speaker 1 (42:12):
Right and but, and you make a great point.
Here's another limited belief,though Rico.
There you go.
As women I was.
I can't speak for all and maybeyou know I can get a high five
from some women that arelistening.
As women, we are trained.
You work hard and you keep yourhead down.
You don't go out and advocatefor yourself.
That's how we're trained.
(42:34):
And so when I started kind ofdismissing those limited beliefs
in one job, I did that.
I dusted up my resume, cleanedit off and I went on a road show
because I felt like I was readyfor a promotion.
I wanted people to know I'mKermitra and this is what I've
done.
So don't be afraid to speak upand speak out, but do it the
(42:58):
right way, because I didn't dothat the right way.
That is when an advocate isimportant.
See, carmetria shouldn't haveto go around and advocate for
herself.
My advocate would do that.
Correct.
And back to cultures.
In some cultures that doesn'tfly you advocating for yourself,
so you got to read the room.
(43:19):
There you go, you got tounderstand the culture in which
you're working in and have you avery good advocate.
Speaker 4 (43:25):
And the other things that you said.
Have a strategy, right.
Understand the room, what works.
Have a strategy, but do so whenyou're ready.
I can't tell you how manypeople try to do that too
quickly and they fall and younow ruin the reputation of your
advocate, right?
So make sure you're doing yourhomework that you can validate.
(43:46):
I am ready.
I have the results, because oneof the things you did have in
your resume is look what I'veaccomplished is that you were
being overlooked for that,that's right, all right.
final question what does your70-year-old self hope you
finally let go of?
Speaker 2 (44:12):
let go of 70.
I hope I can get rid of itbefore 70.
Speaker 1 (44:13):
Get rid of timelines.
Again, that's another limitedbelief.
I wanted to be married by 30,three kids by 35, house with a
fence by 40, this income by 43.
It doesn't happen that way andif you keep those timelines, you
will drive yourself crazybecause you will feel like
you're not achieving anythingbecause you haven't hit certain
milestones.
(44:33):
So be gentle with yourself.
Get rid of the timelines.
Be progressive in what you wantto do, but don't allow society
to tell you when you have to doit and how you do it.
Society to tell you when youhave to do it and how you do it.
That, for me, is what I wouldlike to at 70 years old.
(44:54):
You know what Forget about it,it's my way or the highway on my
terms.
Speaker 4 (44:57):
And you know what?
We shouldn't wait till 70 forthat right.
You only have one life to live.
Live it to its fullest.
Don't assign things that youfeel you should accomplish.
And I see that with so muchwith younger generation right
now.
I should already be here by nowbecause of something that's on
social media or an assumption,and there's a higher level of
(45:19):
stress, a higher level ofconcern for what right?
So I really love that one Getrid of timelines.
So, speaking of timelines, canyou share with us the story of
the inception of paint your lipsred?
What is that?
Speaker 1 (45:33):
Yes, so PYLR, affectionately, is a leadership
movement for women, redefiningthe way they live and lead.
Speaker 4 (45:41):
Okay.
Speaker 1 (45:42):
And so red lipstick, ladies.
If you love red lipstick,you'll know it's no longer a
fashion statement but a call toaction, and I came up with this
concept.
I was my grandmother'scaregiver and she was on
dialysis.
She had congestive heartfailure.
But when she would get ready inthe morning, Rico, after she
would take her medicine, say herprayer, she would say give me
(46:05):
my red lipstick.
Oh wow, I never knew.
Maybe she was trying to be cutefor the day, but when I sat
with it that was her cape forthe day.
It's tired, she was scared, butmy red lip is going to get me
(46:25):
through.
I got four doctor'sappointments today, but my red
lipstick is going to get methrough.
So, ladies, red lipstick now.
It's a call to action to befierce, fearless and also
feminine, because as women climbthe corporate ladder or
increase their business, they'relosing the femininity.
Ladies, your feminine power isso important and, believe it or
(46:46):
not, men still appreciate womenleaders that are feminine.
Speaker 4 (46:50):
Yes, absolutely.
Speaker 1 (46:51):
And so my red lipstick is my femininity.
I'm a woman, I'm a leader, butI'm still feminine.
I want to be a feminine leader.
So, ladies, that's the wholepremise for PYLR paint your lips
red.
It's not a fashion statement,it's a call to action to be more
fierce, fearless and feminine.
And I'm getting ready for myannual luncheon on May 18th.
(47:14):
It's this year.
It's hats off to women.
It's a day of sisterhood,empowerment, promoting your
business and networking.
Speaker 4 (47:22):
I had your website up and I'll make sure we'll share
all the links to that.
So if we're attending, give usa little bit of a snapshot.
As the Black community going tosee a counselor has a stigma
attached to it and so, becauseit's Mental Health Awareness
(47:55):
Month.
Speaker 1 (47:56):
as women, we wear so many hats, but I want to make
sure women know how to check inon their mental health.
So, I have a mental healthspeaker coming.
We also have an entrepreneurshippanel.
If you're looking to start abusiness, scale a business, grow
a business, I have expertentrepreneurs that will be to
help you with that.
And then we have a panel onsisterhood.
(48:16):
I'm a big believer that womenneed to stop competing and
collaborating.
Ladies, we need to stop itbecause there's strength in
numbers.
And so it is a day ofsisterhood, empowerment
workshops.
You'll get served lunch andit's just a day of celebration,
so we'd love to see you on May18th here in Atlanta from 12
(48:37):
until 4 pm.
Speaker 4 (48:38):
And we'll have all the registration links and links
to the website for you guys toreview it and look at that.
And next year you havesomething special that's about
to happen, right, kamitra?
Speaker 1 (48:51):
Yes, next year.
I have just turned in a book tomy publisher and I have written
a book called Never Wear RedLipstick Eight Lies that Stop
Black Women From Succeeding inLife and Business.
And what I talked about earlier.
This book is on limited beliefs.
I'm killing eight limitedbeliefs that I've experienced
(49:13):
and that other women experience,and I'm giving you the
limitless truth on how you canpull from those limited beliefs.
Speaker 4 (49:19):
Okay, so give our audience a teaser.
What are the eight limitedbeliefs in?
Speaker 1 (49:24):
the book.
I can only give you a few ofthem.
Speaker 4 (49:27):
Okay, go ahead.
Speaker 1 (49:28):
Self-care.
It doesn't cost People.
Equate self-care with going toan expensive spa.
No, self-care is finding yourhappy place, being mindful.
So get rid of thinking thatself-care is expensive, ladies,
because it's not your favoritebook in your closet, your
favorite chair.
That's taking care of yourselfand being mindful.
(49:49):
Women should collaborate andnot compete.
Let's stop competing with eachother.
What woman do you want tocollaborate with?
What woman can you learn from?
Call her, let her know youadmire her and you want to work
better together.
There is strength in numbers.
The other one is be optimisticabout your life.
Sometimes we come to the tablewith so much magic, so much
(50:12):
baggage and pain.
Be optimistic about what's nextfor you.
And then one of the otherbeliefs is there is a place for
faith in business.
I tell women all the timethere's a place for faith in
business.
Your faith should not beseparate from your business.
They are aligned.
Speaker 4 (50:29):
Very nice.
I can't wait to read that book.
Speaker 1 (50:32):
Thank you, I'm excited.
Speaker 4 (50:35):
So, as we close, and well, the great, amazing
conversation, and again, thankyou for your wisdom and insight.
I know it's going to inspire somany of our listeners.
Love that raw passion that youhave and yet you leave
everything out there.
So I really, really appreciatethat.
Speaker 1 (50:51):
Thank you.
Speaker 4 (50:51):
For someone who comes across this podcast, sees the
title and maybe we have fiveseconds to get their attention.
What would you tell that personwho's now looking at you, why
they should stay and listen tothis podcast?
What are they going to get outof it?
Speaker 1 (51:10):
Stay and listen to this podcast.
We are talking about limitedbeliefs and so many other things
that can help you grow as aleader and an entrepreneur.
There are so many resources outthere.
Push past the things that arejust not true.
Push past the things thatyou've told yourself that are
not true.
Push past the things that maybeyou grew up with that are
(51:32):
holding you back.
They're not true.
And if you feel like you needto seek help, get counseling,
kill the stigma.
Go talk to somebody to get youthose tools, because those
limited beliefs can really stopyou from meeting your fullest
potential.
And, as women leaders, we needall hands on deck and all women
to be prepared to show up asgood leaders.
Speaker 4 (51:55):
You're the perfect person for this, because I want
to start a new tradition to endthe show.
Okay.
So this is.
You know we have WTF, what'sthe fix?
So here's the what's the fixphrase.
I want you to complete it.
Right.
A lot of people don't know this, but around limited beliefs,
whatever it may be.
Speaker 1 (52:12):
Yeah, A lot of people don't know this, but limited
beliefs exist in you.
You may be calling themsomething else, but what is that
thing that you have toldyourself for years?
That's just not true.
That you have told yourself foryears?
That's just not true.
Or what has somebody else toldyou that's not true?
Make sure you're calling it theright thing and turn it into a
(52:34):
limitless truth.
Speaker 4 (52:36):
Excellent, all right, so we end this show with a
question that our previousguests left for you to answer.
Okay, what belief do you havetoday that you did not have 10
years ago?
Speaker 1 (52:50):
I need to think about that, but I'm just going to say
this one I think women arebetter leaders.
Okay, we're intuitive.
Right.
Empathetic, I think, women.
I'm not taking anything frommen, but I do think, let me say
it like this women leaddifferently.
Speaker 4 (53:09):
There we go Okay.
Women lead differently.
Speaker 1 (53:17):
Not saying it's better or worse, but they lead
differently and you need toembrace that right.
Don't try to lead like otherpeople.
Adopt your own style and runwith it.
Speaker 4 (53:24):
So when you say that women lead differently, how do
they lead differently?
Speaker 1 (53:29):
I think women are more empathetic.
I mean, men are too.
I think women tend to be betterstorytellers.
Yeah.
That's just my opinion.
So those are some things that.
I've observed with womenleaders.
Speaker 4 (53:44):
It's been my experience that women leaders
are also more intuitive.
And in the group, yeah, okay.
Speaker 1 (53:51):
Great point.
Speaker 4 (53:51):
So now it's your turn .
What question would you like toleave for our next guest to
answer?
Speaker 1 (53:57):
What is your leadership legacy?
What do you want to be known?
Speaker 4 (54:00):
for I like that, kamitra, as always, it is such a
joy to not only speak with you,but see you and hear your
thoughts.
I always leave energized aftera conversation with you, so
thank you so much for sharingyour wisdom, your insight, your
passion.
Please, everyone, take a lookat the bottom and look at all
the links to connect Any otherway that people can connect with
(54:23):
you, kamitra.
Speaker 1 (54:24):
I'm on Instagram at Dr Kamitra B.
I'm on Facebook at Dr KametriaB.
I'm on Facebook at KametriaBurton.
I'm on LinkedIn at KametriaBurton.
My website iswwwpaintyourlipsredcom.
You can follow me all there andI will be letting you know when
my next book is launched orother events that I may be
having.
Speaker 4 (54:43):
And I'm going to also add a link there for anyone who
wants to pre-register for yourbook before it comes out, so
that way, when your book comesout, we can have you back and
everyone who's on that list youknow she's going to kill me for
this will probably get anautographed book if you're on
that list.
Let's do it.
(55:04):
Perfect.
So we'll have a pre-sale orpre-registration, if you want
Kometra's book before it comesout, and only those on our list
during our interview when itcomes out will get an
autographed copy.
Speaker 1 (55:17):
I love that.
I look forward to that Dr.
Speaker 4 (55:19):
Correa, thank you so much.
Enjoy your day.
Thank you for being here.
And for everybody else we'llsee you next time.
Speaker 1 (55:25):
See you soon.
Speaker 4 (55:25):
Bye-bye.
Host
Mr. Rico
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