# Uplift: Shares experiences of overcoming biases and proving herself in a male-dominated private jet industry.

An episode of [Money Making Conversations Master Class](https://invisiblenetwork.ai/podcast/1264705641), 7 Jan 2025, 33 min.

Audio: https://podtrac.com/pts/redirect.mp3/traffic.omny.fm/d/clips/e73c998e-6e60-432f-8610-ae210140c5b1/b1db7263-d1a3-4d00-8976-af62012aab44/c464debd-feb8-4f0d-bfd0-b25f016a6617/audio.mp3?utm_source=Podcast&in_playlist=35a10561-3e1b-4d05-a529-af62012aab6a

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Stephanie Chung. She discusses her book, Ally Leadership: How to Lead People Who Are Not Like You, and shared lessons from her groundbreaking career in aviation. As the first African American president of a private aviation company, Chung explained why today's leaders must learn to effectively lead increasingly diverse, multigenerational workforces. The discussion focused on leadership, communication, inclusion, personal branding, career growth, workplace culture, and the importance of building trust and respect across differences. Chung emphasized that leadership is no longer about managing people who think, act, or communicate the same way. Instead, successful leaders must learn to understand, develop, and empower people from different backgrounds and perspectives. Purpose of the Interview The interview was designed to: • Promote Chung's book, Ally Leadership: How to Lead People Who Are Not Like You. • Provide practical leadership tools for managing diverse teams. • Help leaders better navigate generational, cultural, gender, and communication differences. • Address workplace challenges such as employee engagement, quiet quitting, and revenge quitting. • Share Chung's journey from airline baggage handler to top aviation executive. • Encourage individuals to pursue opportunities regardless of age, race, or background. • Teach leaders how to create cultures built on trust, respect, and inclusion. Key Takeaways 1. Leadership Today Requires Leading People Who Are Different From You Chung argues that modern leaders must be prepared to lead teams composed of different generations, genders, ethnicities, experiences, abilities, and viewpoints. She notes that diversity is no longer optional. It is the reality of today's workplace, and leaders who fail to adapt will struggle to attract and retain talent. 2. Ally Leadership Is a Process The word "ALLY" is an acronym: • Ask • Listen • Learn • Take Action According to Chung, true leadership begins with curiosity and understanding, not assumptions. Leaders must actively learn about the people they lead before they can effectively support and develop them. 3. You Cannot Declare Yourself an Ally One of the interview's strongest themes is that allyship must be earned rather than claimed. Chung believes leaders need "receipts" that demonstrate their actions. People judge leadership based on behavior, not labels. 4. Diversity Improves Performance Chung emphasizes that successful teams need diversity not only in race and gender, but also in perspectives, experiences, communication styles, and problem-solving approaches. She compares teams to sports organizations: a basketball team composed entirely of forwards would never win. Businesses require people with different strengths and viewpoints. 5. Respect Is the Foundation of Leadership Throughout the interview, Chung repeatedly returns to the importance of respect. Great leaders understand that different does not mean less valuable. Leaders must respect people for who they are and seek to understand their experiences. 6. Personal Branding Matters Chung encourages professionals to intentionally build their personal brand. She advises people to ask themselves: • What do I want to be known for? • How do I want people to describe me when I'm not in the room? • What reputation am I creating through my actions every day?…

## Transcript

[0:05] Speaker 1: Welcome to the show.
[0:06] Speaker 2: I'm Rashwan McDonald, the host of Money Making Conversations Masterclass,
[0:10] Speaker 2: where we encourage people to stop reading other people's success
[0:13] Speaker 2: stories and.
[0:14] Speaker 1: Start planning their own.
[0:16] Speaker 2: Listen up as I interview entrepreneurs from around the country,
[0:19] Speaker 2: talk to celebrities and ask them how they are running
[0:22] Speaker 2: their companies, and speak with dog profits who are making
[0:25] Speaker 2: a difference in their local communities. Now, sit back and
[0:28] Speaker 2: listen as we unlock the secrets to their success on
[0:31] Speaker 2: Money Making Conversations Masterclass. Hi, I'm Rushan McDonald, our host
[0:36] Speaker 2: of weekly Money Making Conversations Masterclass show. The interviews and
[0:39] Speaker 2: information that this show provides are for everyone. It's time
[0:43] Speaker 2: to stop reading other people's success stories and start living
[0:46] Speaker 2: your own. If you want to be a guest on
[0:48] Speaker 2: my show, please visit our website, Moneymakingconversations dot com and
[0:53] Speaker 2: click the be a Guest button. Now to the show.
[0:56] Speaker 2: My guest is the author of Ally Leadership, How to
[0:59] Speaker 2: Lead People who Are Not Like You. Here's a little
[1:02] Speaker 2: background on her. She's the first African American president of
[1:05] Speaker 2: a private aviation company and has more than thirty five
[1:08] Speaker 2: years of travel experience, which she began as a baggage handler.
[1:13] Speaker 2: This led her to top executive roles as president of
[1:16] Speaker 2: Jeftsweet and Chief Growth Officer at Will's Up. Please welcome
[1:20] Speaker 2: the Money Making Conversations Masterclass, Stephanie Chung.
[1:24] Speaker 3: Thank you for having me with Seanna.
[1:25] Speaker 2: Okay, the name of your book, tell us how you
[1:27] Speaker 2: came over and the name of the book, let's dive
[1:29] Speaker 2: deep into.
[1:29] Speaker 1: This book is a brilliant read. It's about leadership.
[1:33] Speaker 2: Is not when you hear that word how to lead
[1:35] Speaker 2: people who are not like you, being at your African American,
[1:38] Speaker 2: one would immediately go to race and this is not
[1:41] Speaker 2: what this book is about. This book is about communications.
[1:46] Speaker 4: You thank you, Thank you sir, and thank you for
[1:47] Speaker 4: saying that, because that is the most important part that
[1:50] Speaker 4: I really want people to convey. The reason why I
[1:53] Speaker 4: named the book ally Leadership and not allyship right is
[1:57] Speaker 4: because ally, first of all, is an acronym, so it
[2:00] Speaker 4: stands for ask, lists and learn and you take action.
[2:03] Speaker 4: So to your point, the book is really a leadership book.
[2:06] Speaker 4: It's not a DEI book or anything like that. It's
[2:09] Speaker 4: a book for all leaders who want to be able
[2:11] Speaker 4: to lead people who are not like them. And the
[2:13] Speaker 4: reason why that's important Rushan is because right now we
[2:17] Speaker 4: have five soon to be six generations working, so that's
[2:20] Speaker 4: unheard of. We've got people from sixteen years old to
[2:24] Speaker 4: seventy five years old, right, And those of us in leadership,
[2:27] Speaker 4: we know that a zoomer thinks very different than a
[2:29] Speaker 4: boomer or so the inner generations in the marketplace, in
[2:34] Speaker 4: the workforce is really challenging for leaders. So that's the
[2:37] Speaker 4: first reason why I brote the book. The second reason
[2:40] Speaker 4: is we also have women as the majority of the population,
[2:44] Speaker 4: so we think differently, we communicate differently, we lead differently,
[2:48] Speaker 4: so that changes the dynamics in the workforce as well.
[2:51] Speaker 4: And then the last piece I want to really mention
[2:54] Speaker 4: is that the ethnic demographics are changing also, right, So
[2:57] Speaker 4: you have all the ethnic groups that are growing, non
[2:59] Speaker 4: ethnic groups shrinking, so that changes dynamics as well as
[3:03] Speaker 4: people with neurodiversity or people who have different abilities or
[3:07] Speaker 4: LGBTQ plus. So all said, those of us in leadership
[3:11] Speaker 4: are leading people who are not like each other, and
[3:14] Speaker 4: they're not like us. And so I come from an
[3:16] Speaker 4: industry where there's not a lot of people that look
[3:19] Speaker 4: like me, sound like me, act like me, etc. Don't
[3:22] Speaker 4: have my same background, so I have become really efficient
[3:25] Speaker 4: in how to lead people who are not like me,
[3:28] Speaker 4: And so I wrote the book as a tool for
[3:30] Speaker 4: today's leader to know how to lead today's modern force
[3:33] Speaker 4: and a modern workforce. So I really just wanted to
[3:36] Speaker 4: be a tool and hopes that it would help other
[3:38] Speaker 4: leaders be able to do it more, quicker, better, faster,
[3:41] Speaker 4: et cetera.
[3:42] Speaker 2: Cool, let's start some a couple of comments. I'm a
[3:45] Speaker 2: good listener, and you've brought up women and you say
[3:47] Speaker 2: women think differently?
[3:49] Speaker 1: Yeah? How and who you when you said think differently?
[3:53] Speaker 1: Who you're saying referencing when you say to think differently?
[3:57] Speaker 3: Yeah?
[3:57] Speaker 4: So when I say think differently, today's to day's leadership, Right,
[4:01] Speaker 4: it's primarily made up a majority of men, And so
[4:04] Speaker 4: women think differently than men and any of us that
[4:07] Speaker 4: you have any interaction, whether it be with our spouses
[4:10] Speaker 4: or kids, et cetera.
[4:11] Speaker 3: We know men and women think differently. Now what does
[4:13] Speaker 3: that mean in the workforce?
[4:14] Speaker 1: Though?
[4:15] Speaker 4: So when you think of from a woman's perspective, we're
[4:18] Speaker 4: going to really for the most part, and I'm obviously
[4:20] Speaker 4: I'm generalizing, but we tend to look at the whole person, right, So, yes,
[4:25] Speaker 4: you may be my employee, but I also acknowledge the
[4:28] Speaker 4: fact that you were somebody's husband, or somebody's son, or
[4:31] Speaker 4: somebody's best friend, or somebody's father. So when I'm addressing you,
[4:35] Speaker 4: I'm actually addressing you as the entire person of who
[4:38] Speaker 4: you are versus just you work on my team type
[4:42] Speaker 4: of thing. So we women tend to, maybe as part
[4:44] Speaker 4: of our nurturing as well, we tend to look at
[4:46] Speaker 4: people as an entire you know, we say bring your
[4:49] Speaker 4: whole self to work.
[4:50] Speaker 3: We actually look at you as a whole person.
[4:52] Speaker 4: And that's a little bit different than perhaps what people
[4:54] Speaker 4: are used to with the traditional type of leadership that
[4:58] Speaker 4: has historically been in place.
[5:00] Speaker 2: Now, just later, everybody, I'm talking to Stephanie Chung her
[5:03] Speaker 2: book Ally Leadership, How to Lead People Who Are Not
[5:06] Speaker 2: like You. This book is not just about traditional leadership.
[5:09] Speaker 2: It's about revolutionizing leadership practices to be more effective in
[5:13] Speaker 2: a rapidly changing corporate world. Like she mentioned the just
[5:16] Speaker 2: racial different ethnic groups, the social issues that we're dealing with. Now,
[5:20] Speaker 2: this issue transitions transcends the category of race, gender, sexual orientation,
[5:26] Speaker 2: different abilities, and age. Now let's talk about age, because
[5:29] Speaker 2: I'm a big proponent of age should never be an excuse,
[5:33] Speaker 2: and people are somehow been told at sixty five there
[5:37] Speaker 2: is a check waiting on them for retirement. And you
[5:40] Speaker 2: know that's not true. We all know that's not true.
[5:42] Speaker 2: But somehow that message is not getting down to the masses.
[5:47] Speaker 2: But so people tend to think that they hit fifty,
[5:49] Speaker 2: they hit sixty, they hit seventy, their dreams have stopped.
[5:53] Speaker 2: Let's talk about the age process when it comes to
[5:56] Speaker 2: your book and what you message you was trying to
[5:58] Speaker 2: deliver to that audience.
[5:59] Speaker 1: Stephanie.
[6:00] Speaker 4: Yes, So, first of all, I'm in my sixties and
[6:03] Speaker 4: I'm like, I'm telling you, I'm loving it. I feel
[6:06] Speaker 4: like I have more clarity, more energy. I mean, it's fantastic.
[6:10] Speaker 4: So my message to anyone regardless of the age, because
[6:13] Speaker 4: the reverse is true as well with Sean. Right, So
[6:15] Speaker 4: people think if you're too young, you can't lead, If
[6:17] Speaker 4: you're too old, you know, it's time for you to
[6:18] Speaker 4: get out.
[6:19] Speaker 3: The truth of the matter is we're all living longer.
[6:22] Speaker 1: Right.
[6:23] Speaker 4: You know, it's funny AARP thinks that the person who's
[6:25] Speaker 4: going to be one hundred and fifty is going to
[6:27] Speaker 4: actually make it to one hundred and fifty has already
[6:29] Speaker 4: been born. So really what that means is if you're
[6:32] Speaker 4: in your sixties or fifties or you know later, it's
[6:35] Speaker 4: no longer that you have to retire at sixty five.
[6:38] Speaker 4: I know a lot of people personally that their second
[6:42] Speaker 4: you know, dreams they're kind of who they are now,
[6:45] Speaker 4: actually started.
[6:46] Speaker 3: When they were in their sixties.
[6:47] Speaker 4: So my message for people reading the book is it
[6:50] Speaker 4: really doesn't matter what your age is, because we're all
[6:53] Speaker 4: living longer. You know, today's sixty is really like yesterday's forty, right,
[6:57] Speaker 4: And so I just want people to know that it
[6:59] Speaker 4: doesn't really matter if you are a leader, and if
[7:02] Speaker 4: you feel like you're called for leadership, and whether that's
[7:05] Speaker 4: leading in a company or just leading yourself right, or
[7:08] Speaker 4: you're an entrepreneur, this guy's.
[7:10] Speaker 3: The limit for you.
[7:11] Speaker 4: There's no longer the thought process of oh I'm sixty
[7:13] Speaker 4: five and now I need to start to retire.
[7:16] Speaker 3: Now are you kidding me?
[7:17] Speaker 4: I mean, today's sixty five year old is like again
[7:20] Speaker 4: their second win.
[7:22] Speaker 2: And I'd like to say I'm in my sixties to Stephanie,
[7:24] Speaker 2: So I think you and I may hit that sixty
[7:27] Speaker 2: one hundred and fifty, Okay, we might be in a
[7:29] Speaker 2: race for that one hundred and fifty.
[7:30] Speaker 3: Let's do it.
[7:31] Speaker 1: Just let you know not I don't know who they
[7:34] Speaker 1: talk about.
[7:34] Speaker 2: For them to be talking about me and make me
[7:36] Speaker 2: talk about you, I'll be remissed. I know we're talking
[7:40] Speaker 2: about the book, but the fact that you were president
[7:45] Speaker 2: of Jet sweet chief gross officer, it will's up and
[7:49] Speaker 2: if the people are listening, I know everybody doesn't fly
[7:51] Speaker 2: fiber jets. This is like the green Daylight Cream, a
[7:56] Speaker 2: private jet travel that we're talking about. And as an
[7:59] Speaker 2: African America, as a female, tell us about that experience.
[8:03] Speaker 1: And I was reading that.
[8:04] Speaker 2: I read your book and I was that little pebble
[8:06] Speaker 2: beat bomb with that when you look up and down,
[8:08] Speaker 2: you know who is she out there on.
[8:10] Speaker 1: The golf course?
[8:11] Speaker 2: Tell us about going from a baggage handler and then
[8:15] Speaker 2: you know, we all have dreams and people say I'm
[8:18] Speaker 2: gonna do this. People go yeah, right, and as you
[8:20] Speaker 2: start going up that ladder realizing the possibilities.
[8:23] Speaker 1: Let's share that moment.
[8:24] Speaker 2: With us, because I think it's important that our audience,
[8:27] Speaker 2: whether they're black, white, Latino, younger, old, need to understand
[8:31] Speaker 2: that a dream can happen.
[8:32] Speaker 1: But it's applied to work and relationships.
[8:35] Speaker 3: Yes, yes, so thank you for that.
[8:37] Speaker 4: You know, I always like to start off because you're right,
[8:39] Speaker 4: my career is very unique, right, and so I always
[8:43] Speaker 4: like to start off and give and give credit where
[8:45] Speaker 4: credit is due. My dad was a master sergeant in
[8:48] Speaker 4: the US Air Force, so I grew up around planes
[8:50] Speaker 4: my entire life. And really what that meant is I moved.
[8:54] Speaker 4: Also every two years of my life. I always lived
[8:56] Speaker 4: on active Air Force faces, so I heard planes taking
[8:59] Speaker 4: off and landing all the time, and so early on
[9:01] Speaker 4: I knew I wanted to be an aviation The problem, though, Ruschan, was.
[9:06] Speaker 3: That I didn't know what I could do in aviation.
[9:08] Speaker 3: And the reason.
[9:09] Speaker 4: Why is because way back in the day, whenever you
[9:12] Speaker 4: would see aviation depicted in TV or film or magazines
[9:16] Speaker 4: or anything like that, any type of media, you would
[9:19] Speaker 4: always see if you were a man, you were a pilot,
[9:23] Speaker 4: or if you were a female, you were a flight attendant.
[9:27] Speaker 3: But back in the day, none of those pictures ever
[9:29] Speaker 3: looked like me.
[9:30] Speaker 4: And so though I knew I wanted to be an
[9:32] Speaker 4: aviation I really didn't know what was accessible to me
[9:36] Speaker 4: because I'd never seen a person of color or any
[9:38] Speaker 4: type of representation in as an aviator when I was
[9:42] Speaker 4: growing up, so I didn't know what was available to me.
[9:44] Speaker 4: That said, my very first job, to your point, I
[9:47] Speaker 4: ended up parking planes and load and luggage at the
[9:50] Speaker 4: Boston Logan.
[9:51] Speaker 3: Airport for a very big airline, and.
[9:53] Speaker 4: I loved that job. Now here's what's really interesting, Ruchan.
[9:57] Speaker 4: Back then we're talking like.
[9:58] Speaker 3: Forty years ago.
[9:59] Speaker 4: Then women didn't work on the ramp, right, But I
[10:03] Speaker 4: felt really comfortable because I grew up around soldiers, so
[10:07] Speaker 4: I grew up around men. So I was like quite
[10:09] Speaker 4: comfortable working on the ramp.
[10:10] Speaker 3: Loved the job.
[10:11] Speaker 4: But because I always also needed extra money, I would
[10:14] Speaker 4: go work upstairs at the ticket counter to make some
[10:17] Speaker 4: extra money and then check customers in for their flights, etc.
[10:21] Speaker 4: So one day I was up there, and you know, again,
[10:23] Speaker 4: I worked for a really big airline in the Boston area,
[10:26] Speaker 4: and so I would always see our executives flying in
[10:28] Speaker 4: and out of the airport, so I knew who they
[10:31] Speaker 4: were rouchamp, but I didn't think that they knew who
[10:33] Speaker 4: I was because I was a stick counterperson right or
[10:35] Speaker 4: working on the ramp.
[10:36] Speaker 3: And so one day this gentleman, his name was Jim.
[10:39] Speaker 3: I'll never forget Jim.
[10:40] Speaker 4: Jim was like this little, short white guy with a
[10:42] Speaker 4: deep Southern accent, and he came over to me when
[10:45] Speaker 4: I was checking customers in and he said, in his
[10:48] Speaker 4: Southern drawl, he said, you know, Stephanie, every time I
[10:51] Speaker 4: come to this airport, I see you, and I see
[10:53] Speaker 4: you checking customers in with a smile on your face.
[10:56] Speaker 3: I think we have you in the wrong position. I
[10:58] Speaker 3: think you should be in sales. Now. Up until that point,
[11:02] Speaker 3: I was really headed.
[11:03] Speaker 4: More towards in operations, you know, type of career, and
[11:06] Speaker 4: I didn't know anything about sales, but I respected Jim.
[11:10] Speaker 4: And so with that said, you know, he and I
[11:13] Speaker 4: had a conversation and one thing led to nether and
[11:15] Speaker 4: I ended up, you know, then selling for the airlines
[11:18] Speaker 4: and then did that for many years, and then got
[11:20] Speaker 4: recruited into private aviation, and so started off in sales,
[11:25] Speaker 4: and then to your point, all the things that you
[11:27] Speaker 4: mentioned that you know, ended up going up the ladder
[11:29] Speaker 4: and ended up being one of the highest, if not
[11:31] Speaker 4: the highest ranked black.
[11:33] Speaker 3: Person in private aviation.
[11:35] Speaker 4: And so it's because though I started off like, let
[11:38] Speaker 4: me just start at the bottom, let me figure out
[11:40] Speaker 4: because I don't know what's successible, but here's what I
[11:42] Speaker 4: do know. I've got a good work ethic, I'm smart,
[11:46] Speaker 4: and I'm willing to put in the time, effort, energy,
[11:48] Speaker 4: et cetera in order to get into the position that
[11:51] Speaker 4: I want to be in now.
[11:53] Speaker 3: Early on Ruschard, I never.
[11:55] Speaker 4: Would have dreamed that I would be in the types
[11:57] Speaker 4: of positions that I ended up in. But it all
[12:00] Speaker 4: always starts with the first step. And I think that's
[12:02] Speaker 4: really what I would want lead your listeners to really
[12:05] Speaker 4: think about it. I didn't think, couldn't even think right
[12:08] Speaker 4: about where I would end up because I just didn't know.
[12:10] Speaker 3: I didn't know what was accessible.
[12:12] Speaker 4: But I could think about the first step, right, And
[12:15] Speaker 4: I think sometimes people just don't take that first step.
[12:18] Speaker 4: They overthink it, they think too much about it. It's like,
[12:21] Speaker 4: just take the first step, take that step, and then
[12:23] Speaker 4: that leads you to all the other steps. So I
[12:26] Speaker 4: loved my career. I am still obviously still have a
[12:29] Speaker 4: foot in private aviation. I do some advisory board work
[12:32] Speaker 4: and whatnot, and so it's a fun career. And you
[12:34] Speaker 4: know this because you and I talked off camera. It's
[12:37] Speaker 4: an aspirational industry and what I mean by that is,
[12:40] Speaker 4: everybody either wants to fly in a private jet or
[12:43] Speaker 4: wants to have enough money to be able to buy
[12:45] Speaker 4: a private jet. So it's very aspirational and so it's
[12:48] Speaker 4: a little bit different than most careers.
[12:50] Speaker 3: But I have loved it.
[12:52] Speaker 4: I've loved my industry, and thankfully the industry has loved
[12:55] Speaker 4: to be back as well.
[12:56] Speaker 2: Well, let's understand this is Stephanie Chong in the business
[13:00] Speaker 2: that you have Delta, you have American Airlines, you have
[13:05] Speaker 2: private travel, which is very unique, which is very specific,
[13:11] Speaker 2: but they have an audience out there and it's not
[13:13] Speaker 2: celebrity driven.
[13:14] Speaker 1: I'm just letting everybody know this is not It's so.
[13:17] Speaker 2: Many just regular looking people who are flying private jets.
[13:21] Speaker 2: It will shock you. These are the people who have
[13:23] Speaker 2: hedge frogs. These are people who are executives. These are
[13:26] Speaker 2: people who are just regular everyday people who have worked hard,
[13:32] Speaker 2: want to move fast, and cannot do the security reasons
[13:36] Speaker 2: hang out with the regular folks.
[13:37] Speaker 1: They just cannot.
[13:38] Speaker 2: And that business is being being led by a person
[13:41] Speaker 2: of your color makes me mad because I hadn't met
[13:45] Speaker 2: you before, because Steve Harveys should have met you.
[13:48] Speaker 1: I'm gonna make sure Steven A. Smith knows about.
[13:50] Speaker 2: You because these are people who fly these planes and
[13:54] Speaker 2: use these planes and don't know that a voice of
[13:57] Speaker 2: your magnitude was important to our participation as passengers.
[14:02] Speaker 1: Now let's get.
[14:03] Speaker 4: Back to I got to you know, the think about it,
[14:07] Speaker 4: Oh my show, Money Making Conversations master Class.
[14:09] Speaker 2: You know, I have a very diverse audience. Six percent
[14:12] Speaker 2: African America, twenty percent white, twelve percent Latino. You know,
[14:15] Speaker 2: fifty two percent male, forty eight percent female, sixty five
[14:18] Speaker 2: percent of my audience is under the age of forty five.
[14:20] Speaker 2: You are a person that we expire, a drever who
[14:24] Speaker 2: comes in. Did not allow color to denounce your opportunities,
[14:28] Speaker 2: but allow your personality. And when people gave you that
[14:32] Speaker 2: moment and since were I always talk about this show, Stephanie,
[14:35] Speaker 2: and I want to talk about that a little bit longer.
[14:38] Speaker 2: Somebody offered you something you could have been intimidated by
[14:41] Speaker 2: and said, oh no, I never thought about that, because,
[14:43] Speaker 2: like you said, you were headed to operations sales. Talk
[14:47] Speaker 2: about that moment a little bit more detailed, because that
[14:50] Speaker 2: was the turning point in your life and there up
[14:52] Speaker 2: there have been others along the way, but that was
[14:55] Speaker 2: the one moment that made you really go home and
[14:58] Speaker 2: sit on the side of your bed.
[15:01] Speaker 4: Yes, yes, absolutely absolutely. And here's what's really interesting. I
[15:05] Speaker 4: want to even take it back because because you have
[15:07] Speaker 4: such a diverse audience, which makes me very happy, by
[15:10] Speaker 4: the way, but you know, you just never know where
[15:12] Speaker 4: your opportunities are going to come from. So here was
[15:14] Speaker 4: a gentleman who was born and raised in the South
[15:17] Speaker 4: in the nineteen forties, and here I am, you know,
[15:20] Speaker 4: an African American girl born and raised all over the place.
[15:23] Speaker 4: Because of my military background. You would think we wouldn't
[15:26] Speaker 4: have a lot in common, right, But the truth of
[15:28] Speaker 4: the matter is he saw something because of all the
[15:31] Speaker 4: things you and I talked about before being able to
[15:33] Speaker 4: you know, working hard, having a good attitude.
[15:36] Speaker 3: You know, when the opportunity struck, I was. I was
[15:38] Speaker 3: ready for that conversation.
[15:40] Speaker 4: But you know, I also appreciate him that he was
[15:43] Speaker 4: a person paying attention. The first thing he said to
[15:45] Speaker 4: me is every time I come through, I see you, right.
[15:49] Speaker 4: And so one of the things that I always like
[15:50] Speaker 4: to encourage people is you just never know where that
[15:52] Speaker 4: opportunity is going to come up.
[15:54] Speaker 3: You never know who, you know, God puts in your path.
[15:57] Speaker 4: That may be the person that speaks one sentence or
[15:59] Speaker 4: one has one conversation that truly changes the trajectory of
[16:03] Speaker 4: your career. And that's what happened for me. And so
[16:07] Speaker 4: with that in mind, what I would just tell people is,
[16:09] Speaker 4: you know what, grow where you're planted. Wherever you are now,
[16:14] Speaker 4: it is probably not where you're going to be two years,
[16:16] Speaker 4: five years from now. And so what you want to
[16:18] Speaker 4: do is always remember that you're your personal brand. Yes,
[16:22] Speaker 4: you work for a brand, but you have a personal
[16:25] Speaker 4: brand as well, and so what do you want your
[16:27] Speaker 4: personal brand to stand for? And then you work every
[16:30] Speaker 4: single day to honor that your personal brand. So for me,
[16:35] Speaker 4: my personal brand I really wanted to stand for. You know,
[16:38] Speaker 4: I treat people kindly, that I work really hard. My
[16:41] Speaker 4: yes is my yes, my no is my no. There's
[16:44] Speaker 4: certain things that I really am intentional about when it
[16:46] Speaker 4: comes to my brand. So therefore, when the opportunity comes
[16:49] Speaker 4: up or in a lot of times too, you know, Rashan,
[16:51] Speaker 4: we always have to remember we may not be in
[16:53] Speaker 4: the room when our personal brand is.
[16:55] Speaker 3: Being discussed, right, but.
[16:57] Speaker 4: How then can you make sure that when you're not
[17:00] Speaker 4: in the room and your brand is being discussed. How
[17:03] Speaker 4: do you want people to discuss it? And that's what
[17:05] Speaker 4: you're doing every single day at work.
[17:09] Speaker 5: Please don't go anywhere. We'll be right back with more
[17:12] Speaker 5: money Making Conversations Masterclass. Welcome back to the Money Making
[17:21] Speaker 5: Conversations Masterclass hosted by Rashaan McDonald. Money Making Conversations Masterclass
[17:27] Speaker 5: continues online at Moneymakingconversations dot com and follow money Making
[17:31] Speaker 5: Conversations Masterclass on Facebook, Twitter, and Instagram.
[17:35] Speaker 2: Now here's up to interesting in your book because it's
[17:37] Speaker 2: been in the media over the last couple of years.
[17:41] Speaker 2: Counsel culture, and you've taken the time of talking about
[17:44] Speaker 2: how to steer clear of counsel culture.
[17:46] Speaker 1: First, I want to know. I want you to explain
[17:48] Speaker 1: to people.
[17:49] Speaker 2: What you your possession of counsel culture so that we
[17:51] Speaker 2: all be on the same page, and how do we
[17:53] Speaker 2: steer clear of that because that can't impact how you
[17:56] Speaker 2: lead people who are not like you.
[17:58] Speaker 4: Flor absolutely, and so you know what you want to
[18:01] Speaker 4: do when you think about leading people who are not
[18:03] Speaker 4: like you, at its core, it doesn't actually matter, you know,
[18:07] Speaker 4: in regards to if they're different than you, because most
[18:09] Speaker 4: likely they are going to be different than you. Just
[18:12] Speaker 4: because of what's happening in the world today. And so
[18:14] Speaker 4: one of the things I mentioned earlier the acronym for all.
[18:17] Speaker 4: I was asked listen, learn, you take action. The reason
[18:21] Speaker 4: why that's really important is because I was getting tired
[18:24] Speaker 4: of having people self anoint themselves as an.
[18:27] Speaker 3: Ally, right, right, and so that is that's crazy.
[18:31] Speaker 4: And really what I mean by that is, you know,
[18:33] Speaker 4: I speak as a profession That's what I do, is
[18:36] Speaker 4: I speak, and so often I would, you know, be
[18:39] Speaker 4: done with the speech. Have people come up during the
[18:41] Speaker 4: meet and greets and they would say, especially men, oh
[18:43] Speaker 4: my god, Steph, I love you know everything you just said.
[18:45] Speaker 4: And I'm an ally. You know, I'm married, I've got
[18:48] Speaker 4: three daughters, and I'm an ally. I'm like, I'm all in.
[18:51] Speaker 4: And my follow up is always the same. I always
[18:55] Speaker 4: say to the raushan like, thank you so much. I'm
[18:57] Speaker 4: so glad to hear that you're an ally. Tell me
[18:59] Speaker 4: what you've done this week.
[19:00] Speaker 3: To show your ally ship.
[19:03] Speaker 4: Crickets, right, people don't have anything that they've anything tangible.
[19:08] Speaker 4: So really what I'm really pushing for leaders is people
[19:11] Speaker 4: want to know the receipts that you have to back
[19:14] Speaker 4: up this statement, because you can't just call yourself an ally, right,
[19:17] Speaker 4: I can't call myself a nice person. You can call
[19:20] Speaker 4: me a nice person, like, oh, I've met Stephanie. She
[19:22] Speaker 4: seems like she's a nice person. But I can't self
[19:24] Speaker 4: annoint myself and it's a nice person. And the same
[19:27] Speaker 4: is true with ally, and so you have to earn
[19:31] Speaker 4: the right to be called an ally. And that's the
[19:34] Speaker 4: culture that we're living in today, right. Everybody wants you
[19:37] Speaker 4: to back up your comments with actual receipts, and so
[19:41] Speaker 4: earning from a leadership perspective, earning literally means and this
[19:44] Speaker 4: is going back to your cancel culture question. Earning means
[19:48] Speaker 4: that you, as a leader, you establish the environment where
[19:52] Speaker 4: everyone feels seen, appreciated and psychologically safe.
[19:56] Speaker 3: So you get that's the E. You also have to
[19:58] Speaker 3: assure alignment.
[19:59] Speaker 4: Right, anybody needs to know what business are you in
[20:02] Speaker 4: and how does the make the business make money? And
[20:04] Speaker 4: also how does what they do impact how the business functions.
[20:08] Speaker 4: So every employee wants to know that and we leaders
[20:10] Speaker 4: need to do a better job communicating that.
[20:12] Speaker 3: So that's what the A is for a sure alignment.
[20:15] Speaker 4: The R stands for rally the troops because if you
[20:19] Speaker 4: can get people who feel like they're safe and they're
[20:21] Speaker 4: heard and their scene and they know what role they
[20:24] Speaker 4: play in the in the in the bigness of the organization,
[20:27] Speaker 4: and you rally them towards a cause.
[20:29] Speaker 3: These people will be absolutely unstoppable.
[20:32] Speaker 4: And then the last part is the inn in I'm
[20:35] Speaker 4: from aviation, so in means you need to.
[20:37] Speaker 3: Know how to navigate the narrows, right. You need to
[20:39] Speaker 3: know where we.
[20:40] Speaker 4: Go and how are we getting there, when are we
[20:41] Speaker 4: going to get there, and what all do we need
[20:43] Speaker 4: to get there efficiently?
[20:45] Speaker 3: So all of that is what's required of the leader.
[20:48] Speaker 3: Now you do that.
[20:50] Speaker 4: And so because people talk about culture, culture, and they've
[20:52] Speaker 4: got these beautiful mission statements and you know, culture stuff
[20:55] Speaker 4: up on their walls. But if you it's not about
[20:58] Speaker 4: what's on the wall, it's how do you bet people?
[21:01] Speaker 4: That's about the culture. So you know, when I talk
[21:03] Speaker 4: about cancel culture, it's really like, let's let's get away
[21:07] Speaker 4: from just flinging the word around, right, and let's lean
[21:10] Speaker 4: into how do you treat people? And that's what this
[21:14] Speaker 4: book is all about. And it's not treating people from
[21:17] Speaker 4: your perspective, because your perspective is a moot point. It's
[21:20] Speaker 4: really all about how do people want to be treated,
[21:23] Speaker 4: And so you have to realize that you don't know
[21:25] Speaker 4: about their cultures, or their gender, or their life experience.
[21:29] Speaker 4: And because you don't know, it doesn't mean that people
[21:32] Speaker 4: want to sit around and hear you talk about what
[21:34] Speaker 4: you see you know should be done.
[21:36] Speaker 3: Or shouldn't be done.
[21:37] Speaker 4: What people want is they want you to get to
[21:39] Speaker 4: know them, and you only do that by asking, listening,
[21:42] Speaker 4: and learning, and then you figure out those areas that
[21:45] Speaker 4: you can actually take action to help and support. That's
[21:49] Speaker 4: how we as leaders can actually be much more effective,
[21:52] Speaker 4: and we can have those types of teams that don't
[21:55] Speaker 4: quit because I know you were going to be asking
[21:57] Speaker 4: me about quiet quitting and revenge quitting.
[22:00] Speaker 3: Listen.
[22:01] Speaker 4: Every industry right now is struggling with labor and talent,
[22:04] Speaker 4: and how you circumvent that is you make sure that
[22:08] Speaker 4: you're that leader that people want to work for, and
[22:11] Speaker 4: that your competitors want to steal all your people because
[22:14] Speaker 4: they're so trained and so really good at what they do,
[22:18] Speaker 4: but that your people don't want to leave because they're
[22:20] Speaker 4: getting from you as a leader in ally an ali
[22:24] Speaker 4: and their success and ally and their growth and ally
[22:27] Speaker 4: and their future. That's what people are looking for. Benefits
[22:31] Speaker 4: and dollars and cents are helpful, right. We want to
[22:33] Speaker 4: pay people what they're worth, and certainly always pay them
[22:36] Speaker 4: fairly and competitively. But really people are not just looking
[22:40] Speaker 4: for that, They're looking for leaders to step up. And
[22:43] Speaker 4: that's really why I wrote this book because I know
[22:45] Speaker 4: that it's a tough job to be a leader, but
[22:48] Speaker 4: I also know that it's not impossible.
[22:50] Speaker 1: Wow.
[22:51] Speaker 2: Talking to Stephanie Chung, her book, Ally, Leadership is more
[22:54] Speaker 2: than a book, is a road map for leaders who
[22:56] Speaker 2: aspire to create an environment where every individual fills value,
[23:00] Speaker 2: youth and empowered to get the job done.
[23:02] Speaker 1: Now, were talking about revenge quitting.
[23:06] Speaker 2: Now in your book you talk about navigating complex conversations.
[23:09] Speaker 2: These are the conversations we kind of avoid, We kind
[23:12] Speaker 2: of ignore. Oh he's okay today, Oh she's okay to
[23:15] Speaker 2: borrow h I get to him next week.
[23:17] Speaker 1: But there is a job market that.
[23:19] Speaker 2: Shrinks, and you can have somebody that you feel is
[23:23] Speaker 2: riding the ship with you to the end, and that
[23:26] Speaker 2: person's not there or that warning signs based on you
[23:30] Speaker 2: talking about navigating is in your book complex conversations?
[23:34] Speaker 1: You say twenty twenty five is gonna peak.
[23:37] Speaker 2: This revenge quitting allied leadership. God us, Stephanie, guide us,
[23:42] Speaker 2: now take us up that runway. I'm some airlines talking
[23:46] Speaker 2: take off, take off, off, take off.
[23:48] Speaker 4: Okay, So yes, and it's not just me saying revenge
[23:51] Speaker 4: quitting is if you google it when you probably did, it.
[23:54] Speaker 3: Is a thing, right.
[23:55] Speaker 4: And so employees are you know, they've got a lot
[23:57] Speaker 4: of options.
[23:58] Speaker 3: They've got a lot of options.
[24:00] Speaker 4: Unemployment is at as low, so people can certainly pack
[24:03] Speaker 4: up and go someplace else. So revenge quitting if they're
[24:06] Speaker 4: not getting their needs met, they're out of there. And
[24:09] Speaker 4: so where A lot of times what happens is leaders think,
[24:12] Speaker 4: oh well, if I just throw them more stuff, if
[24:14] Speaker 4: I just you know, have more free snacks available, or
[24:18] Speaker 4: if I you know, throw them a party once in
[24:20] Speaker 4: a while, or you know, all those things, or give
[24:22] Speaker 4: them more pay.
[24:23] Speaker 3: All of those are good.
[24:24] Speaker 4: I'm not saying don't do that, but I am saying
[24:26] Speaker 4: that what people really.
[24:28] Speaker 3: Want is they want your attention, leaders.
[24:31] Speaker 4: They want your time, they want your energy, they want
[24:33] Speaker 4: your constructive feedback, they want.
[24:35] Speaker 3: Your challenge, they want they want you. That's really what
[24:38] Speaker 3: they want.
[24:39] Speaker 4: And so we as leaders sometimes are so busy running
[24:42] Speaker 4: around like our hairs on fire that we forget job
[24:45] Speaker 4: number one.
[24:46] Speaker 3: And job number one is to be a developer of people.
[24:50] Speaker 4: That's the job, right, And so that's where how you
[24:54] Speaker 4: can minimize your revenge quitters, if you will, or even
[24:57] Speaker 4: the quiet acquitters, right, the ones who haven't actually quit yet,
[25:00] Speaker 4: but they're doing minimum work, so they're like one foot
[25:03] Speaker 4: out the door as it is. How you minimize all
[25:06] Speaker 4: that is you really get to know people for who
[25:09] Speaker 4: they are, right, You've got to meet them where they're at.
[25:11] Speaker 4: And so again I go back to the ask list
[25:14] Speaker 4: and learn, and then you take action.
[25:16] Speaker 3: And in my book, as you've read it, I tell
[25:18] Speaker 3: a lot of stories that you know and.
[25:20] Speaker 4: I actually and I also approach some of the things
[25:23] Speaker 4: that we don't want to talk about.
[25:24] Speaker 1: Right.
[25:25] Speaker 3: So there's the tough conversations.
[25:27] Speaker 4: But on the flip side, you know what's been really
[25:29] Speaker 4: getting a lot of traction Rashan is I also talk
[25:32] Speaker 4: about when leaders have somebody on their team that they
[25:37] Speaker 4: don't actually like, right, because we always talk about employees
[25:41] Speaker 4: not like in the leader, but we don't talk about
[25:42] Speaker 4: leaders not liking an employee. And so I go there
[25:45] Speaker 4: in that conversation. I know it's a taboo conversation, but
[25:48] Speaker 4: it's one that needs to be discussed. And I give
[25:50] Speaker 4: my own example on how I failed at that miserably
[25:54] Speaker 4: with a particular person, and then what I needed to
[25:57] Speaker 4: do and what I did do to get that relationship
[26:00] Speaker 4: ship back on track, because that wasn't her responsibility, that
[26:03] Speaker 4: was my responsibility. I'm the leader, right So anyways, I
[26:08] Speaker 4: grew you a long answer about that, but right now, and.
[26:11] Speaker 2: I always tell people this, Stephanie, is that I tell
[26:14] Speaker 2: people all the time, ninety percent of the money you
[26:16] Speaker 2: make will be with people you don't like, a people
[26:18] Speaker 2: you don't care to be around ninety percent of the time.
[26:22] Speaker 2: That's the nature of the business. This business is not
[26:24] Speaker 2: and life is not about that. Knife is about your family,
[26:27] Speaker 2: your friends, and that's a very small circle when you
[26:30] Speaker 2: compare it to the other one hundred percent of that pie.
[26:34] Speaker 2: And when you were you, when you talk about leading
[26:36] Speaker 2: people who are not like you, let's use the word respect.
[26:40] Speaker 2: You're an African woman, and I love listening to you talk.
[26:44] Speaker 2: You know, you talk about you know, forty years ago
[26:46] Speaker 2: when I was a Logan airport with nobody out there
[26:48] Speaker 2: like me, a female African American. Look here, when they
[26:52] Speaker 2: made Top Gun to Move with Tom Cruise, it wasn't
[26:54] Speaker 2: a female pilot. Okay, the new version had a female pilot.
[26:58] Speaker 2: Change happened own the way the word respect in your business,
[27:02] Speaker 2: because that's what it is about. When you talking about
[27:04] Speaker 2: leading people who are not like you, it comes down
[27:07] Speaker 2: to respect. Stephanie and I want to make sure people
[27:10] Speaker 2: understand and do not undervalue the important of respect. I'll
[27:14] Speaker 2: call it the two rs, respect and relationship. As we
[27:17] Speaker 2: close out this interview, tell us about that yes.
[27:20] Speaker 3: Yes, that's so good. That's so good.
[27:23] Speaker 4: That is the key, because if you go into a
[27:26] Speaker 4: conversation with someone that you don't know anything about, the
[27:29] Speaker 4: goal isn't to go in with your preconceived notions, right,
[27:33] Speaker 4: or what you've believed about that particular group of people
[27:36] Speaker 4: or that particular gender or what have you. True allyship
[27:40] Speaker 4: is I'm going to go in and be completely transparent
[27:43] Speaker 4: that I don't know anything right, and so therefore I'm
[27:47] Speaker 4: going to ask those questions. I think what tends to
[27:49] Speaker 4: happen with people, and especially you know the way that
[27:52] Speaker 4: society is all about canceling of you. If you make
[27:55] Speaker 4: a mistake or you have a little misstep. I want
[27:58] Speaker 4: leaders to know that when you're literally applying ally leadership
[28:02] Speaker 4: and you're trying to ask and listen and learn and
[28:05] Speaker 4: take action, you're going to make mistakes. And so we
[28:08] Speaker 4: as society need to start giving people more grace and
[28:11] Speaker 4: stop canceling them when they make one little mistake. Nobody's perfect,
[28:15] Speaker 4: but what I find is people are much more forgiving
[28:19] Speaker 4: if they know that you're coming in with an attitude
[28:21] Speaker 4: of trying to learn, versus if you say the wrong thing,
[28:26] Speaker 4: they're less likely to cancel you because they bother you.
[28:29] Speaker 4: They don't want you to not say anything right like
[28:31] Speaker 4: they're not talking to them at all. And so it's
[28:33] Speaker 4: really important that we do a give and take. We're
[28:36] Speaker 4: we just have to do better as society. So with
[28:39] Speaker 4: that said, the biggest thing is respect because when you
[28:43] Speaker 4: think about if you're not like me and I know
[28:46] Speaker 4: nothing about you, then I'm going to come.
[28:48] Speaker 3: In asking you basic questions.
[28:50] Speaker 4: And that's okay because people can tell I always tell
[28:53] Speaker 4: people this is a head and heart issue.
[28:56] Speaker 3: A lot of times we.
[28:57] Speaker 4: Just have approached it from a more of a head
[28:59] Speaker 4: ish you, but it's head and heart, which is really
[29:02] Speaker 4: what respect is, right.
[29:03] Speaker 3: I want to understand you.
[29:05] Speaker 4: There's the logical part, But then I also really need
[29:07] Speaker 4: to be empathetic and understand that I don't know your life.
[29:11] Speaker 4: I have probably didn't have the same type of life.
[29:13] Speaker 4: Big experience doesn't make us good or bad, or one
[29:17] Speaker 4: more important than the other. None of that stuff actually matters.
[29:20] Speaker 4: What matters is how do I make sure that I
[29:23] Speaker 4: understand enough about you, especially if I'm the leader, that
[29:26] Speaker 4: I can know where I can actually add some value, right,
[29:30] Speaker 4: and I can take some action to help you and
[29:33] Speaker 4: your career, your journey, you know, your your goals, et cetera.
[29:37] Speaker 3: That's really what it's all about.
[29:38] Speaker 4: When I think about the workplace and I think about
[29:41] Speaker 4: dynamic teams, and I think about those leaders that are really,
[29:44] Speaker 4: really really good, awesome leaders, is that they appreciate the
[29:47] Speaker 4: fact that, Okay, everybody in my team may be different.
[29:50] Speaker 3: That's actually that's sign number one.
[29:51] Speaker 4: If you a leader and your team looks and acts
[29:53] Speaker 4: and things like you, and that's not good. Right, So
[29:57] Speaker 4: you need to have a diverse team, and not diverse
[30:00] Speaker 4: in gender or race or you know, ethnic groups, but
[30:03] Speaker 4: diverse in thought process and communications style. I mean, you
[30:06] Speaker 4: want a team that knows how to win. And the
[30:08] Speaker 4: only way that you're going to get the most productive
[30:11] Speaker 4: team based on the research, is that everybody's at the
[30:14] Speaker 4: table with a different upbringing and perspective and expectations and
[30:19] Speaker 4: they think differently. That's when you get the best of
[30:21] Speaker 4: the best of the best, so that you can accomplish
[30:24] Speaker 4: your goals.
[30:25] Speaker 3: Right.
[30:26] Speaker 4: So, really all that comes down to respect, because I
[30:29] Speaker 4: have to be able to hear if we always listen.
[30:32] Speaker 4: In business, we talk a lot about how important it
[30:34] Speaker 4: is to have a diverse team.
[30:35] Speaker 3: What we don't talk about is how hard.
[30:37] Speaker 4: It is to lead a diverse team because everybody is different, right,
[30:41] Speaker 4: So real leaders know how to lead a diverse team
[30:45] Speaker 4: and then draw out the best in every single person
[30:47] Speaker 4: because together you're you know, I would say if you
[30:49] Speaker 4: had a team and like let's say a sports team,
[30:52] Speaker 4: if the sports team a basketball team and everybody was
[30:55] Speaker 4: a forward, the team would never win, right, So you
[30:58] Speaker 4: have to have diversity on the team. That's true in sports,
[31:01] Speaker 4: it's true in business. So as leaders, we want to
[31:03] Speaker 4: figure out how do we diversify that team, and once
[31:06] Speaker 4: we do that, then we've got to make sure we
[31:07] Speaker 4: play people in the right position based on their talents,
[31:10] Speaker 4: their gifts, etc. All of that comes down from the
[31:13] Speaker 4: root of trust and respect. Right, I have to be
[31:17] Speaker 4: able to trust you with the position I'm getting ready
[31:19] Speaker 4: to put you in. But I also have to be
[31:20] Speaker 4: able to respect that you're different than me and maybe
[31:23] Speaker 4: somebody else on the team, and that's a good thing
[31:26] Speaker 4: and that's okay. So and going back to your relationship part,
[31:32] Speaker 4: how I actually can start to maneuver the relationship in
[31:35] Speaker 4: a good way so everybody wins is I have to
[31:38] Speaker 4: be able to ask, list and learn and then.
[31:40] Speaker 3: Take some action.
[31:41] Speaker 4: And taking that action could be making sure that I'm
[31:43] Speaker 4: playing the right people in the right position so the
[31:45] Speaker 4: team wins.
[31:46] Speaker 3: That's important.
[31:47] Speaker 4: But also that I'm earning your respect because I'm earning it,
[31:51] Speaker 4: not because I deserve it because of my title. I'm
[31:54] Speaker 4: earning it because you actually have seen my heart that
[31:57] Speaker 4: I really do want to figure out and learn as
[32:00] Speaker 4: much about you as I possibly can so that I
[32:02] Speaker 4: can play you in the right position to set you
[32:05] Speaker 4: up to win, because if you win, I also win.
[32:08] Speaker 4: I'm the leader, right, my job is to make sure
[32:11] Speaker 4: that the company wins, and I do that by making
[32:14] Speaker 4: sure that you win first.
[32:17] Speaker 1: Her book is a great read.
[32:18] Speaker 2: Ally Leadership How to Lead People who are not like You,
[32:22] Speaker 2: Stephanie Chong, thank you for coming on Money Making Conversation Masterclass.
[32:26] Speaker 3: Thanks for having me. This was fun. Thanks so much.
[32:28] Speaker 1: Thank you.
[32:29] Speaker 2: This has been another edition of Money Making Conversation Masterclass
[32:33] Speaker 2: posted by me Rashaun McDonald. Thank you to our guests
[32:36] Speaker 2: on the show today and thank you listening to your
[32:38] Speaker 2: audience now. If you want to listen to any episode
[32:41] Speaker 2: I want to be a guest on the show, visit
[32:43] Speaker 2: Moneymakingconversations dot com. Our social media handle is money Making Conversation.
[32:48] Speaker 2: Join us next week and remember to always leave with
[32:51] Speaker 2: your gifts.
[32:52] Speaker 1: Keep winning.

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