Latest / Earn Your Leisure / Mastering Relationship Capital: John Hope Bryant on How to Build Powerful Institutional Connections

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Mastering Relationship Capital: John Hope Bryant on How to Build Powerful Institutional Connections · Earn Your Leisure

• 0:01
  Speaker 1: Earners. What's up.
• 0:02
  Speaker 2: You ever walk into a small business and everything just
• 0:04
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• 0:56
  Speaker 2: more that Square dot com backslash, go backslash eyl. Don't wait,
• 1:01
  Speaker 2: don't hesitate. Let's Square handle the back end so you
• 1:04
  Speaker 2: can keep pushing your vision forward. This episode is brought
• 1:10
  Speaker 2: to you by P and C Bank, a lot of
• 1:12
  Speaker 2: people think podcasts about work are boring, and sure, they
• 1:16
  Speaker 2: definitely can be, but understanding of professional's routine shows us
• 1:20
  Speaker 2: how they achieve their success little by little, day after day.
• 1:24
  Speaker 2: It's like banking with P and C Bank. It might
• 1:27
  Speaker 2: seem boring to save, plan and make calculated decisions with
• 1:30
  Speaker 2: your bank, but keeping your money boring is what helps
• 1:33
  Speaker 2: you live or more happily fulfilled life. P and C
• 1:36
  Speaker 2: Bank Brilliantly Boring since eighteen sixty five. Brilliantly Boring since
• 1:41
  Speaker 2: eighteen sixty five is a service mark of the PNC
• 1:44
  Speaker 2: Financial Service Group, Inc. P and C Bank National Association
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  Speaker 2: Member FDIC.
• 1:51
  Speaker 3: About how to build these institutional relationships if they don't
• 1:54
  Speaker 3: have them. The first thing you do is get your
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  Speaker 3: credit score up to seven hundred, otherwise you can't even
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  Speaker 3: It's like somebody going to line unch with you and
• 2:01
  Speaker 3: saying they want to do a five million dollar deal,
• 2:02
  Speaker 3: but they can't pay for the fifty dollars lunch.
• 2:05
  Speaker 1: I can't tell you many times I've had people broke.
• 2:07
  Speaker 3: People come to me talking about they have a five
• 2:09
  Speaker 3: million dollars or five billion dollar line of credit from
• 2:12
  Speaker 3: excuse me, China or Rusher or someplace that you get
• 2:15
  Speaker 3: from China.
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  Speaker 1: I'm like, come on, knock that stuff that I said.
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  Speaker 3: If you had a five billion dollars or five one
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  Speaker 3: hundred million dollars line of credit, do you really think
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  Speaker 3: that you'd be talking to me at lunch. Don't you
• 2:24
  Speaker 3: think that JB. Morgan Chase would have that. Don't you
• 2:26
  Speaker 3: think that Wells Froga would have that, KKR would have that.
• 2:29
  Speaker 3: Some investment baker would get that deal. Why are you
• 2:31
  Speaker 3: so special? It's because it's a scam, right, so and
• 2:35
  Speaker 3: it and it unravels. So first of all, get your
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  Speaker 3: credit screw up so you're so you actually can walk
• 2:40
  Speaker 3: the talk. If you can't do a fifty thousand dollars deal,
• 2:43
  Speaker 3: don't be trying to talk talking about a five million
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  Speaker 3: dollar deal. Knock it off. So get your credit score
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  Speaker 3: up to seven hundred. They have a credit score for
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  Speaker 3: black folks is six twenty across the country. I've done
• 2:52
  Speaker 3: that through our Hope of Financial Wellness Index. You put
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  Speaker 3: your zip code in I'll tell your credit score wherever
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  Speaker 3: you live. Get your credit score up, get your vibration up.
• 2:59
  Speaker 3: Go to the don't go to the local bank branch.
• 3:03
  Speaker 3: Find the regional credit officer for the bank. Don't go
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  Speaker 3: to money center bank. Go to a regional bank or
• 3:10
  Speaker 3: community bank that has a billion two billion in assets,
• 3:14
  Speaker 3: five being in assets. But you can still get to
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  Speaker 3: the chief credit officer. You still get to the chief
• 3:18
  Speaker 3: lending officer. If you can't get a no, why would
• 3:20
  Speaker 3: you want to get a knowe from the branch manager.
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  Speaker 3: No disrespect intended from the branch manager. If I'm gonna
• 3:25
  Speaker 3: get a note, I want to know from a boss.
• 3:28
  Speaker 3: So I'm gonna go find We're great at storytelling. Go
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  Speaker 3: find who are the chief lending officer. Chief credit officer
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  Speaker 3: is these people who make credit decisions at a mid
• 3:40
  Speaker 3: size bank. Mid size is something with the B on
• 3:42
  Speaker 3: top of it. Billion in assets. It's not very big
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  Speaker 3: for a bank. But you can still access these people
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  Speaker 3: their emails on their website. In most cases, send them
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  Speaker 3: an email. Don't be crazy, send an email. Hey, I'd
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  Speaker 3: like to buy a business in town. I've read your resume,
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  Speaker 3: your background. You seem like a very interesting person. I
• 4:01
  Speaker 3: love to meet you. Here's a little bit about me.
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  Speaker 3: We're a great storytelling. Most people will give you fifteen minutes,
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  Speaker 3: So either do it virtually, do it in person. Build
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  Speaker 3: a report. Don't go in there and ask for a transaction.
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  Speaker 3: Don't go in there bragging about yourself. Don't go in
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  Speaker 3: there with it, don't go there with your hand. Go
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  Speaker 3: there and find something personal about that person. Look at
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  Speaker 3: the photos behind their desk, Ask them by their wife,
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  Speaker 3: their husband about them. No one asks them about them.
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  Speaker 3: Build a personal rapport, a warmth. And but before the
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  Speaker 3: end of that meeting, that person will say, hey, by
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  Speaker 3: the way, thank you, this has been a great meeting.
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  Speaker 1: What were you here for? What do you need? What
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  Speaker 1: do you need?
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  Speaker 3: Now the door is open and you say, well, actually,
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  Speaker 3: thanks for asking.
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  Speaker 1: I really enjoyed meeting you. By the way, you gotta
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  Speaker 1: be authentic about this. Can't be a game. I really
• 4:44
  Speaker 1: enjoy meeting you. Yes.
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  Speaker 3: In addition to that, I'm trying to buy the dentist's
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  Speaker 3: office or whatever. Okay, well let's get you with somebody.
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  Speaker 3: Now that's changed everything because this person's job is to
• 4:55
  Speaker 3: say yes. The person in the branch manager, I'm not
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  Speaker 3: picking up. Person in middle underwriting, middle management at a
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  Speaker 3: corporation or bank or lender, their job is to say no.
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  Speaker 3: Why they don't get fired for saying no? They get
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  Speaker 3: fired or saying yes or the wrong thing to the answers. No,
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  Speaker 3: you need to go to somebody whose business it is
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  Speaker 3: to say yes. That's a C suite executive. I'm just
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  Speaker 3: doing this quick because we don't have a lot of time.
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  Speaker 3: So you go to because again, I want to get
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  Speaker 3: to know one can know from the top. So relationship
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  Speaker 3: capital is everything. Why does somebody go to Harvard because
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  Speaker 3: Harve's gonna make you three times more smart as the
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  Speaker 3: state university. No, it's because the class of twenty twenty
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  Speaker 3: five at Harvard's gonna.
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  Speaker 1: Hook each other up for the next fifty years. That's
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  Speaker 1: why you go to Harvard.
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  Speaker 3: Country clubs, fraternity sororities, universities.
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  Speaker 1: It's a club. I can't I can't mention where I
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  Speaker 1: was last week, But that's a club. You guys right
• 5:58
  Speaker 1: to know what we're talking about. Who an Idaho milk
• 6:04
  Speaker 1: and conference. It's a club. Uh uh?
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  Speaker 3: Clinton, go over on in initiative. It's a club. You
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  Speaker 3: want to be part of that club if you want to.
• 6:13
  Speaker 3: You want a relationship capital because they're gonna hook up
• 6:15
  Speaker 3: their friends. If you see a white if you see
• 6:18
  Speaker 3: a board of directors with all whites, five year old
• 6:21
  Speaker 3: men don't don't assume that's that's racism. It might be discrimination. Discrimination,
• 6:28
  Speaker 3: is I'm discriminating against you to do something else. But
• 6:31
  Speaker 3: if I grew up with these guys and went to
• 6:33
  Speaker 3: college with them, we chased girls together, that we lied
• 6:35
  Speaker 3: together whatever at school. And I need to hire somebody
• 6:39
  Speaker 3: who's a treasurer. I'm the I'm the chief of ACIL officer.
• 6:42
  Speaker 3: I need a treasurer. And I got three implications on
• 6:45
  Speaker 3: my desk. One's black, eminently experienced, ones a white womanly qualified.
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  Speaker 3: And then the third one is a white dude I
• 6:51
  Speaker 3: went to college with who chased women and he and
• 6:53
  Speaker 3: he and he didn't tell me when I when I
• 6:56
  Speaker 3: cheated on a test, which one gets hired? This is
• 7:00
  Speaker 3: the white male now in this exactly the third. Yeah,
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  Speaker 3: that's discrimination. It's not racism. By the way, that's the
• 7:07
  Speaker 3: way the world works. You have a barbecue, you invite
• 7:10
  Speaker 3: black people do your barbecue. Are you are you racist? No?
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  Speaker 3: Are you discriminating a little bit? That means your friends,
• 7:18
  Speaker 3: So you're you're doing what's comfortable with you. We got
• 7:21
  Speaker 3: to break up the comfort and insert us. That's why
• 7:25
  Speaker 3: I loved you guys going to China and Africa. I've
• 7:27
  Speaker 3: been one hundred countries. You don't go, you can't know.
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  Speaker 3: So this AI thing and this capital markets thing, and
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  Speaker 3: the financial literacy thing, which I believe is the civil
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  Speaker 3: rights issue of this generation.
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  Speaker 1: Financial literacy and AI literacy is everything.
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  Speaker 3: These pieces plus relationship capital can transform Black Americas in
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  Speaker 3: five years.
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  Speaker 1: This is the third reconstruction we're in right now in
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  Speaker 1: my opinion.
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  Speaker 4: So okay, So with that being said, Mommy, I should
• 8:00
  Speaker 4: just because I never really asked you about real estate.
• 8:03
  Speaker 1: You you like, you said.
• 8:06
  Speaker 4: Do you still own those properties? So you said that
• 8:08
  Speaker 4: you you've offloaded them.
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  Speaker 3: So I was a one hundred percent owner of the problem.
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  Speaker 3: I built it from zero to one hundred and fifty
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  Speaker 3: million dollars. I was one hundred percent owner. I paid
• 8:19
  Speaker 3: off eighty eight million dollars of debt and equity Christmas eight,
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  Speaker 3: twenty twenty one.
• 8:25
  Speaker 1: I owned thirty eight percent of the new joint venture.
• 8:28
  Speaker 3: I was the largest shareholder after I sold so I
• 8:31
  Speaker 3: sold it for less than it was worth. It was
• 8:32
  Speaker 3: worth one hundred and fifty sold it for her to
• 8:34
  Speaker 3: twenty one. I was a thirty eight percent owner of
• 8:37
  Speaker 3: the new joint venture. But I realized very quickly. Because
• 8:41
  Speaker 3: I'm a control freak. I didn't have control of the
• 8:45
  Speaker 3: new entity, and so I was chairman or whatever. I
• 8:48
  Speaker 3: resigned as chairman, and you know, graciously, and I've decided,
• 8:51
  Speaker 3: I decided to let them do their thing, because that's
• 8:54
  Speaker 3: just not the way. A camel's a horse designed by committee,
• 8:57
  Speaker 3: and I don't do committees very well. And I'm a
• 8:59
  Speaker 3: very just think you of how I want to do something.
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  Speaker 3: So God bless them and wish them well. And I
• 9:04
  Speaker 3: have an interest in their success, right if they succeed,
• 9:07
  Speaker 3: but I no longer control the enterprise.
• 9:10
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