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The Hustle Trap: Building Scalable Wealth & Strategic Influence with Krishna Powell · Black Business Live Podcast

• 0:00
  Tolu: You're talking about leadership challenge here. Because the ability for a leader to get the best out of their workforce, how should they navigate that process of creating a system that is beyond and outside of themselves? Themselves. What what would you say to that, Lynn?
• 0:16
  Krishna: One of the mistakes people make is they go, I have an open door policy. You can come in at any time. But then you get mad when your employee go two steps up and talk to someone else and didn't talk to you. Well you said that was an open door policy. Say if you're the youngest sibling and now you're hiring your older sibling to come in and now you're going to manage them, a lot of times that family hierarchy they think is supposed to come over to the business.
• 0:40
  Well it doesn't always run so smoothly. When I look at my business myself, I tell people I don't need another Krishna.
• 0:46
  Tolu: Mhmm.
• 0:47
  Krishna: I need another of my employees. I need another Samuel. I need someone who's not like me, who can see things that I'm not seeing. Who can think differently from me and even challenge me. My leadership style is she can be trusted.
• 1:00
  Well,
• 1:05
  Tolu: thank you for joining us again and welcome to the Black Business Live Podcast where we are amplifying black innovation, culture, and ex excellence. And we do so loud, proud, and authentically. Our podcast exists to shed the light on experts and insights and strategies from those who have scaled their businesses significantly to those who are in the trenches. So we are bridging this gap because we believe that representation drives aspiration. When you see somebody who has walked in your journey, that journey becomes attainable and reachable.
• 1:43
  And that's why we'd like to bring in experts into the studio. And today, we have one of such with us. We've got miss Krishna Powell here. Welcome, Krishna.
• 1:52
  Krishna: Thank you. It's my pleasure. Thank you for having me.
• 1:54
  Tolu: It is lovely to have you in the studio.
• 1:56
  Krishna: Thank you.
• 1:58
  Tolu: And Krishna is the founder of HR for Your Small Biz.
• 2:03
  Krishna: Yes.
• 2:04
  Tolu: It's an it's a consultancy, a boutique consultancy and talents development firm, which is based out of New Jersey. So we are so glad to have you here My pleasure. In our Dallas studio. But the interesting about interesting thing about Christian's business is that her work spans all across the world. She has traveled to to to Europe.
• 2:26
  She's been to Singapore, Asia,
• 2:29
  Krishna: pretty much Africa. Yes.
• 2:31
  Tolu: Yeah. So, like, well, she she understands the diversity that exists today in the world in the workforce, but at the same time, she understands the multigenerational differences and diversities Mhmm. In the workforce. So as we are now in the small business month of May, we are going to be looking into that in much detail and what it takes for a small business to embrace this multigenerational diversity in a way that will drive growth and continued wealth generation for their businesses. So, Krishna, it is a pleasure to have you here.
• 3:10
  Let's go.
• 3:10
  Krishna: I'm so excited to be speaking to you as well as to your audience.
• 3:15
  Tolu: Yes. And, what is it like being in Dallas? Because you've been busy in Dallas this week, haven't it? Haven't you?
• 3:21
  Krishna: I love Dallas. I love Texas altogether and they always keeps me busy because you have such a huge population of entrepreneurs. And so, just being able to be of service to them, like you said, I'm based in New Jersey, but our clients are literally all over the world, especially when you talk about human resources. We have a definitely diverse group of entrepreneurs that we service.
• 3:43
  Tolu: Yes. And you are known as the multi generational expert. Yes. I mean, that name doesn't come with a small tag attached to it. Tell us about that.
• 3:52
  Why have you been labeled with that?
• 3:54
  Krishna: So, for thirty years I've done human resources. And, during my time in corporate America, my executive, my leader, my vice president found that I had a really special gift with working with incoming professionals, new professionals, college graduates, and just standing in the gap between the newcomers as well as those who are tenured or seasoned employees and helping them work through their conflict. And so, after doing that experience and even doing some coaching with them, I decided, you know what, let me step out on my own because I realized this is a global problem and not just an organizational one. And so, one of the young professionals nicknamed me and said, I'm a call you my multi gen leader. And it has stuck ever since because I do.
• 4:44
  You know, we have four generations in the workplace. So, it's everyone from a gen z all the up to your baby boomers. We do have some what we call silent generation traditionalists over the age of 81, but they make up about 1% of your workforce. But, if you think about it, yeah, you could still have a great grandmother sitting there going, I love what I do and I'm a keep on doing it until I can't do it anymore, even if just work one day a week. Mhmm.
• 5:06
  They're still a valuable resource.
• 5:07
  Tolu: Yes. They are a resource, aren't they? And and now when we think about small businesses, I know you you you you really focus on harnessing that wealth of experience Yes. For small businesses. Tell us a little bit about the work that you do and how you have been able to navigate that in your own small business, plus for others as well.
• 5:28
  Well, for myself, if you look at my team, you
• 5:33
  Krishna: will see I do have a multi generational team. I take great pride in that, a multi generational, multicultural team. They speak Spanish, German, and Hindi. And they, I find Gen Z, they're brilliant. And also having them to understand what it takes to partner with someone old enough to be their parent or grandparent.
• 5:57
  And so tapping into that workforce, you get such a they really do impact the performance, productivity, and the profits in your business. They have a true global perspective. And so, being able to share that with other leaders with how that looks, especially other entrepreneurs because many of them do have family owned businesses. And so, how do you get the grandmother, the aunt, and the kids to all work together? And so, being able to show them what does that look like so everybody understands their role and position, so that the business not only just survive but thrive is what we need to make sure that's taking place.
• 6:35
  And so, I've used my HR background to make sure they're meeting their legal requirements, but also helping them to understand how do they fit in together role wise. How does it benefit and grow the business? And if it's not benefiting the business, then I tell them we don't need to have the role. You need to, you know, that what the young people say, the math ain't mathing. So we need to math the math even when it comes to having employees and making sure, you know, sometimes people hire for the sake of hiring.
• 7:06
  I need you to make sure you have the right person in the right job at the right time. And that's what we need to do. And then looking at all of that, that role should be generating revenue into your business or contributing to revenue generating your business, even if it is a direct correlation? Are they making your life easier so you as the CEO can go out That's there and grow your
• 7:28
  Tolu: a very interesting point because many of our small business owners cannot afford to hire. Mhmm. Right? You can't afford to to go out there and hire the experts But that you sometimes, you are able to pull in a family member Mhmm. A day a week, or at least come and offer your advice, etcetera.
• 7:46
  But then you've got all the family conflicts that come with that that arrangement. But I what I'm hearing you say is that there is some untapped, sometimes, value in in having expertise that has said it all. But also, you talked about the millennials who have fresh eyes that can see things differently as So how could small business owners try to leverage that without, as you said, making sure without losing the core value that that employee brings? So the depth of experience, the insights, and also the exuberance that sometimes you need to look ahead. Tell us a bit more about that.
• 8:37
  Krishna: Well, for the staffing issues that you were sharing, what I remind leaders is that, and executives, entrepreneurs, I still call them leaders and executives because many of them have transitioned into corporate, I mean, into their own business, is that when you're looking to hire, you don't actually have to hire a full time person. You can do the interns, you can get consultants, you can get temps. It could be project based work. Either way, I still need you to look at them as a member of your team that need to be developed, that need to understand, like you said, the core values of the business, and make sure they can embody that. And then, do they fit into the role that you foresee them in?
• 9:22
  Or, do you ask them, how do you see yourself with learning or knowing what you do about my business? And that way, again, you make sure they're the right fit for the position. That is key. Yeah. Because that's one of the biggest mistakes we make.
• 9:35
  Tolu: Yeah. Yeah. Yeah. Absolutely. And it's almost like a you're talking about leadership challenge here.
• 9:40
  Mhmm. Because everything you're you're you're leaning on is is is more the the ability for a leader to get the best out of Right. Their workforce, isn't it?
• 9:48
  Krishna: Exactly.
• 9:49
  Tolu: And and it it's it's the same either in the corporate environment or in the small business environment. It's just that in the small business environment, you have much more pressure because you have very, very limited resources Right. And there is a lot to do. Mhmm. Whereas in the corporate environment, at least you've got the corporate cushion.
• 10:05
  But either way, as a leader, you are trying to get the best out of your of your employee
• 10:11
  Krishna: Right.
• 10:11
  Tolu: Or of your team. So, let's let's take it a step back a little bit and think about that solopreneur. Mhmm. That person who has started a business and have worked out for themselves what is the magic formula for for their success. So they know, you know, this is how I sell, this is what products I sell.
• 10:31
  I have mastered that process by myself. And and now they're looking to replicate themselves in others. Right? And that is a core leadership skill that that that is gonna drive anyone's success wherever they are. Now let's let's look at that a little bit.
• 10:46
  How would they or how should they navigate that process of creating a system that is beyond and outside of themselves? They don't wanna be the maverick of it all. Right? So, what would you say to that person?
• 11:04
  Krishna: So, what I usually tell those leaders is the fact that, one, you're not going to find someone to be a mini you. They are what you have is the foundation. I need you to be open enough to say, can someone build off of this foundation that I've created? So you have the formula of, like you said, this is how I sell, but still be open to hearing from a new professional coming in going, have you thought about doing it this way? Can we try that way?
• 11:37
  Because you never know the leaps and bounds that that may take your business. Sometimes we because like you said, as entrepreneurs when you go from being a solo entrepreneur, you've done everything, but sometimes you didn't do it at a 120%, a 110% because again, your hands are in so many places. Now you've got someone who's going to be 100% focused and who can say, Oh, I can do this smarter and faster and it can look like this.
• 12:03
  Tolu: Yes.
• 12:03
  Krishna: If it's not going to be of a true hindrance to your business, why not give it a try? Why not allow your employee to step a little bit outside of the box and see what happens? Because you'll be pleasantly surprised that, wow, something that you would have never thought of has taken place because you allowed this employee to go, okay, now that I've taught you the foundation, now let me let you build off of it. Let's see what you can create also to help grow the business. So, give them the freedom to expand.
• 12:35
  Mhmm. And, not just fit into the cookie cutter because if you have lots of mini you's, then there will always be significant gaps. When I look at my business myself, I tell people I don't need another Krishna. Mhmm. I need another of my employees, I need another Samuel, I need another need someone who's not like me, who can see things that I'm not seeing, who can think differently from me and even challenge me.
• 13:00
  That's the greatness of being an entrepreneur. Mhmm. Is that you're able to get these ideas and immediately take action. You don't have to do what corporate America exactly taught you. Again, they were the skeleton, the framework.
• 13:14
  Correct. But now as an entrepreneur, oh you can go out there and you can do the and take it to a whole another level that corporate America could never do. Yeah. And so, that's the thing that I like to remind leaders is that allow your employee some freedom, some creativity. Hear what they have to say and let them try.
• 13:35
  Let them try when appropriate. Let them try some of the things. Of course, when they're new, learn the foundation. Learn exactly what I want you to do, how I did it, and etcetera. But six months from now, I'm expecting you to start coming through with some ideas.
• 13:49
  Yeah. Because you don't wanna be the only one generating ideas.
• 13:52
  Tolu: Generating ideas. That is true. That is a founder's trap. Like, many founders find themselves in that environment where it's a frustration. Right.
• 13:59
  They're like, I got this person in. They're they're they're just not coming up with new ideas. They're not creative. They're not innovative. But you've actually made them to be uninventful.
• 14:07
  Right? Exactly. And so how do is that a word? Uninventful? Oh, gosh.
• 14:11
  I don't know. But, there we go. But, you've you've created that. You've turned them into mini use. But but but then it's about knowing when to pull back or when when to step back and then how Exactly.
• 14:22
  Them to
• 14:24
  Krishna: So, you have to take the time and that's why it's important to have a business coach. That's why it's also important for entrepreneurs to have HR. Even when you're trying to make your first hire, trying to figure things out. In my business, I work with entrepreneurs before they even make their first hire, as they're starting to think about things. The reason why is that we want to make sure your core values, the foundation, your ideal client, what does that look like?
• 14:53
  Let's start putting the language around it. Let's start thinking about your employee handbook before you get an employee. So that way when you have an employee, you're not now scrounging trying to figure out, oh now I've to do all these things, And at the same time the employee comes in feeling like, you were prepared for me. You were organized. You have a vision for me and I'm not just and you're not winging it for my position.
• 15:17
  Where, you know, like you said, they're hiring someone and they go, oh well they're not doing everything. And I'm like, but did you tell them what the everything looked like? Did you come up with a thirty, sixty, ninety day plan? Or did you wait until now you're sixty, ninety days in, now you're frustrated because you thought they were going to come in and just pick up the ball? Well, what ball were they supposed to pick up?
• 15:35
  Because when you're an entrepreneur, there's a 100 balls lying So, how are they to know? And so, that's why it's important to work with someone such as myself before you hire the person or even before you bring in a family member so that way people know their roles because even with hiring family members, say if you're the youngest sibling and now you're hiring your older sibling to come in and now you're going to manage them, well it doesn't always run so smoothly when you're hiring family. You know because a lot of times that family hierarchy, they think it's supposed to come over to the business. Like, you're supposed to listen to me, I've been your big sister for the last, you know, I'm ten years older than you, how dare you? Mhmm.
• 16:13
  And instead it needs to be, but I'm the CEO of this business. Company. So I usually, what I do is spend time in family businesses helping family members understand their actual role in the business and what that looks like. And then talking about how we make sure that does not cross over into family life, where, Oh, I'm mad at you at work, so now I'm gonna be mad at you when we get at the next family room. You're get to mom's house, I'm gonna tell on you.
• 16:39
  And so, just talking about what does that look like? How do we keep this relationship professional, and then how do we still keep the personal intact as well.
• 16:47
  Tolu: Yeah. Well, you're touching on a very important topic there. I remember one of our guests, our first guest, actually, first first podcast guest, Carla Tropman, she was referring to how she she basically bought out her father from from from their family business, and she she bought the business. So it's a she's it's a 100% owned by herself. And and she's got her siblings in the business, her younger siblings, obviously, big sister.
• 17:12
  She's she's kind of expected to take care of them, but she actually made up her mind in her book. She talked about how she made up her mind, and she she she basically owns the business a 100%, and, obviously, other arrangements are there for her her siblings. But her parents are still alive. She's running the company, and and there's all these dynamics happening as well. And then she's got her own immediate family going on, but she was able to put frameworks and structures in place because she had business coaches, she had an advisory board, she had people around her who were able to advise Yeah.
• 17:46
  To move forward. Now, having said that, this is a big topic, right, When you're talking about succession planning. Mhmm. What's who's gonna take over the business? Mhmm.
• 17:58
  Who's going to run with the vision? And sometimes, you even have succession planning whereas you're you're taking over leadership of the organization, the older the parents is still involved in the organisation, probably because of the residual knowledge that they have or whatever, you know, the relationship might be. And you also have your own children. So that is a multi generational works workforce. Right?
• 18:23
  Krishna: You're kind
• 18:24
  Tolu: of bringing your own children, you know, bringing them in, getting them involved in the business. You've still got an older parent or auntie uncle, you know, who's still sitting on the board somewhere, and then you have stepped into the CEO role. Tell us about that. Tell us about how those who find themselves in such situations can navigate the nuances of those complexities. So,
• 18:47
  Krishna: again, that's why I would say bringing a professional because when it comes to those relationships, there's a lot of emotions involved. And the parents can easily be offended that you are the child, here I am gifting you something and how dare you tell me what to do or you're no longer going to do things my way. And so, one of the things I tell those in that position to do is everybody needs to come to the table together and have a conversation. And have someone to even potentially facilitate that conversation, not necessarily it be you, the CEO, because again, lot of emotions are involved, especially when you look at a family business that your father, your aunt, or whomever have put their blood, sweat, and tears into for twenty, thirty years. It can be difficult.
• 19:38
  That's like pulling a child away from its parent, you know, that they're like, You're taking my baby from me. And so, it's important that you have the conversation to say, okay, let's talk about what the role, what your role and responsibility is going to be through this transition. How long do you plan to be in the business? Is this just, hey, within two years I'm going to be out? Or Hey, I'm going to be involved until I'm no longer breathing?
• 20:07
  And then for the children, the biggest challenge I find when children are involved or, you know, and they're adults of course, but when I say children, like you're talking about those three generations of children or grandchildren, is that to be open to hearing from them and giving them the option, Do you want to be a part of the business? Because one of the biggest challenges I find is that there's usually one or two children who go, I didn't want to be in this in the first place. You made me be a part of this. So, and Ed, you put me in a position of being a manager or a leader here and now I'm managing staff and I don't want to do this. And it's showing in regards to their leadership style.
• 20:45
  What a lot of leaders forget and entrepreneurs forget is that when we look at the culture and when we think about culture, culture is literally the leadership experience that employees have. That's what makes up the culture of the organization. And so if you have someone in a role that didn't want to be in that role in the first place, you're going to have problems when you actually bring in staff. And so that's why it's important to bring everybody to the table to see how they fit, how do they see themselves fitting. Because you can have one thing in mind, but they have something else in mind.
• 21:19
  And then when you do it that way, then you really get them engaged and invested in the success of the business because then they're able to say, I had a say. I contributed to this. And that's what you want. You want everybody to be just as engaged as you are, not just because it's the family business, but because it's a part of them as well.
• 21:42
  Tolu: Yeah. I like what you say there. Like you said, culture is the leadership that you bring into the organization. And that is so true. Sometimes we don't think about that.
• 21:51
  We're like, oh, I don't like the culture here. Oh, I wanna go create my own culture. But to the business owner, the culture of your organization is as good as your leadership. Right. If you are struggling with an area of leadership, that becomes what the culture is gonna struggle with.
• 22:11
  And and so let's think about let's talk about how leaders could navigate this, particularly when it comes to workplace wellness and stress management. Right? You know, there's a lot going on right now in the global economy for black business owners in particular or for ethnically diverse business owners, there's a lot of issues that been faced. And that itself could amalgamate to stress on the inside. And so if you for a owner for the owner of an organization or the the leadership in within an organization, the culture you build, if I'm think taking your words for it, is dependent on you.
• 22:54
  Right. The leadership that you have. What would you say to that sort of lead leader who int intentionally wants to build the right culture, but how do they figure out the blind spots that they have
• 23:07
  Krishna: before it gets projected as the organisational culture? First, it's important to acknowledge what your strengths
• 23:14
  Tolu: are. Write
• 23:16
  Krishna: down what are the things you're really good at. What are some of the things that people have told you? Why do you think people have followed you in your career or when you were working in other organizations? Why did they want to be on your team? Why did they want to work by your side?
• 23:32
  Know what your strengths are and then take a look and say, okay, now that I know what my strengths are, this is going to be the easy part of setting the foundation.
• 23:43
  Tolu: But
• 23:44
  Krishna: now let me think about what are my shortcomings? Is it that I can be impatient at times? Is it that I move at lightning speed and can easily leave someone behind? Or is it the fact that I like to take on all the projects? The other thing is, do I do as I say?
• 24:03
  Because with managing today's workforce, this is not the generation that you do say as I do. No, no, no, no, no. I will do as you do. And so, with this generation of employees, they're watching you. They're looking to see how are you behaving.
• 24:22
  Are you patient with people? Are you engaging? And so, you need to know that about yourself so that way you can go, I need to find others who will step in and this is their strength, where my weak, you know, they make up for my weakness and I need to embrace that. And then that way when I come up against it, I don't look at it as an obstacle Yeah. But a welcome difference that I need to have.
• 24:50
  You need those differences in your business. And with knowing that, again, that's what makes the foundation and will help you to have a strong culture, because they know not only, hey, Krishna knows her shortcomings, but also Krishna is able to admit what her shortcomings are, and I'm able to tell my team, that is not my lane, that's why I hired you, so help me figure out how to be better. And you know, and I'm looking at being better. And so, my staff loves that. That's why they've stayed with me as long as they have.
• 25:22
  I don't have the huge budget like corporate America, but because they value, they respect it, and I'm willing to admit I'm not perfect, and say, you know what, let's do this together, it makes all the difference. So that culture becomes where my leadership style is, she can be trusted and she can be vulnerable and she can be transparent. That's what you want them to see. One of the mistakes people make is they go, I have an open door policy. You can come in at any time.
• 25:53
  But then you get mad when your employee go two steps up and talk to someone else and didn't talk to you. Well, said that was an open door policy. Yeah. So that meant I can go speak to anyone. Yeah.
• 26:03
  But your behavior now, you're telling me you're upset with me, you really don't have an open door policy. You're upset. So, say what you mean, mean what you say, and then do that thing. So then others can say, I trust you, when she says this, she means this, and she's gonna do that thing.
• 26:21
  Tolu: Yeah. It's a very tough thing. It's a very tough thing There's to two areas I wanna I wanna dig into. One is when you talk about trying to yeah. Your open door policy, do as I do, not as I say.
• 26:35
  But I've spoken to many, many, many, many business owners, particularly the micro business owners. And they're like, okay. I'm I really wanna do this right. I wanna I wanna build a winning team, but I don't have the money. Mhmm.
• 26:48
  I cannot hire, as you said. Okay. Maybe you can bring someone in part time. That's great. But they can see the vision.
• 26:57
  They want this healthy workforce. They want the culture. They want that. But they're having to get a freelancer here. They're having to get an admin staff there, you know.
• 27:07
  It's it's all messy. Mhmm. And they're like, ain't nobody building a culture with all this. Right? So, first question is, for those who are going to make that leadership decision and hiring decision, what should be their first hire?
• 27:26
  Krishna: So, your first hire really needs to be, I say look at your business. What are your goals? Like you said, you have these huge aspirations, but what is the first step towards that? That's the employee that you need to hire who will help you get to that first step. So, if you say, The first step in my business, Krishna, here is what I'm doing now.
• 27:47
  I'm doing $10,000 in revenue, but I want to go ahead and I want to now get connected to the mall and stores in the mall and I want them to know about my products and services. Okay, so it doesn't sound like you necessarily need an admin. You may need someone who is going to be like your sales representative, who is going to go out there and put your products in front of certain people and things of that nature. So, that's why I say, look at your big dream and then what is the first step towards it? Is it that or is it, you know what, I need to sharpen and clean up what I have.
• 28:27
  Okay, well now you need an admin. That makes sense because your admin is going to help you organize. Now we need to look and make sure this admin has experience with helping people clean up their files, with helping with the paperwork, if that's what you're getting behind on. Or the follow-up with the customer service. You can have them do more than one task or responsibility, but we need to figure out looking at your big dream and now taking it and say, now let's do the first baby step towards that.
• 28:55
  And then that's how we figure out who is the next member on your team that you need. Because for others it may be, Krishna, I'm doing this by myself, but I want a government contract. And so now with me winning the government contract, now I've got to hire 20 people. Okay, now you need HR in. Or, okay, now you need a project manager because we need to make sure all those I's are dotted and T's are crossed and those boxes are checked so that we fulfill the obligations of that contract.
• 29:21
  Okay, that's what you need to hire. So, that's why we need to look at your business individually and then figure out who is that next person based off of the goals that you have. If not, you'll be hiring and you'll be frustrated because one of the first things people do is go, I'm hiring a virtual assistant.
• 29:38
  Tolu: I was going to say that.
• 29:39
  Krishna: What's the virtual assistant for? What exactly are they going to do besides pick up the phone for you? Do you have specific tasks such as, she's doing the he or she is doing the follow-up work. They're making phone calls for me. They're not just scheduling appointments.
• 29:51
  They're actually doing like mini sales calls and telling people about us or things of that nature. How are you utilizing them? Does that make sense for your business or do you actually need someone boots on the ground and like I said, they're going connecting with your future customers, they're going to the Chamber of Commerce events on your behalf because you don't have an opportunity to go there. What are they doing? And so, that's why it's important to know what is the goal that we need to have based off of, hey, here's the initial first step in the business, or that I now need to take based off of where I wanna go.
• 30:26
  Tolu: Yeah. Now, I like what you're saying because and it's an eye opener in many cases because there's lots everybody's getting the VA these days. Everyone is doing all that stuff. But it's great to to hear you say that out loud. Mhmm.
• 30:37
  Like, you don't always need a virtual assistant. Right. And it's not so expensive to have a salesperson because usually when people think about a salesperson, they're like, oh my god, commissions, oh I can't, I cannot afford this. Right. If that person is really good Right.
• 30:51
  And if they can get that extra $50,000, 20,000, or whatever it is Mhmm. Then you have the money to pay them.
• 30:58
  Krishna: Exactly, exactly. Yeah. And then sometimes, like I said, if you're looking to make a little bit of a mini you in regards to you know, like, Krishna, this is what I know sells. This is how I know my product sells. This is my script that I follow and this is my success rate.
• 31:13
  So I know that this script works. Okay, well then why aren't we training, like I said, a college student? And it doesn't have to be a random college student. I've created partnerships for my clients at nearby universities and they work with the professors and they're sending me their best and brightest students, their honor students, the one who they know is going to do a bang up job and who's using this experience to get credit. So, they have every investment not just financially, but they're like my grade depends on And me being successful in this so, they're coming in for anywhere from three months to six months to help you and doing that work for you.
• 31:55
  So, marketing project managers, those types of individuals, do not skip over this new generation of employees that you have. When I tell you I've had some, my clients are seeing some phenomenal progress in their business and they have hired a college student or someone with not as much experience because here's the advantage, they don't have all the barriers of this is how it was done in this organization. I don't know why You got a clean slate to groom, develop, and really have them to embrace and understand your business. Take advantage of that.
• 32:34
  Tolu: Yeah. And, they have the willingness to do the research.
• 32:38
  Krishna: Right.
• 32:39
  Tolu: They can go find, ask their friends, how did you do this?
• 32:41
  Krishna: They'll Right.
• 32:42
  Tolu: They've got that drive to try new things.
• 32:45
  Krishna: And, have their professors because they'll go to their professors and ask their professors, hey, this is what I'm working on. What do you think about this and what are some ideas? And so now you've got a professor with thirty years of experience now giving them information. You more or less end up with this huge knowledge base, shall I say, when you tap into these young professionals, these new professionals. And, not only that, but also, and it's not just newbies, my baby boomers who have retired from corporate.
• 33:14
  Mhmm. They're like, I don't wanna do corporate anymore, but if I can come and help your business and share the information that I have, they're into the knowledge transfer now. So those who have been laid off or who have again retired, 10,000 baby boomers a day are eligible for retirement, But they're not wanting to stop working, stop sharing what they've learned, tap into them. There's so many different organizations, but all of those individuals can make a valuable contribution to your business. And again, it can be small project based work.
• 33:45
  Here I'm paying you $500 for X number of hours, here is what I need you to accomplish. But that's why I say you need to talk to someone and say, let's meet with HR, let me come up with a strategy on how I'm going to utilize my people or to utilize these individuals so I get not only what I want, but then hopefully I'll get more than what I even expected, much better than what I expected. And that's the way that we do it.
• 34:11
  Tolu: Yeah. Oh, I really like what you're saying. I've I've been in that situation before, I think. I I think I was mentioning it where I was in the work work workplace and it was a retired a couple of retired gentlemen who had extensive knowledge of the railway industry that you couldn't even cram into your brain. Mhmm.
• 34:28
  But they have done it for over forty, fifty years. Right. And they would just come in for a day a week to figure out the data. Right.
• 34:36
  Krishna: See, see, exactly. And then what would take someone else weeks and months to do, they can sit there in one day and you're just like, wow, wow, okay. Yeah. And that's what we need. That's why it's so important to have the multi generational workforce because every generation brings something.
• 34:57
  Yes. Don't get stuck in
• 34:59
  Tolu: it has to look like this. Mhmm.
• 35:01
  Krishna: No. It doesn't have to look like this. They don't necessarily have to be the let's see what else is out there for you. And as an entrepreneur, you have the opportunity to take advantage and not miss, because corporate is missing a lot of that. They're overlooking those in folks.
• 35:18
  It won't be until they really need them, which is now they're starting to consider young professionals because again, 10,000 baby boomers a day are leaving, that they're like, oh my God, oh my God, I now need to tap into this new talent. Well, for you, easy as an entrepreneur, you're right there. You can put your hands on them today. Yes. Take advantage of it.
• 35:37
  Tolu: Take advantage of So, you're hearing that straight away from the HR experts just telling you take advantage of the multi generational workforce that we have out there. So I'm gonna I'm gonna throw a curveball question. Okay. I've got one final question, but this one is a curveball one because someone out there Mhmm. Is gonna be thinking, oh, yeah.
• 35:55
  You're right. But AI can do all these things for me. I can just tell you straight a bot. Hippie surprise. You're
• 36:09
  Krishna: you're right. So, here's what I'll say about AI. AI is a tool. It's a good assistant. It is not the be all to end all.
• 36:20
  Right. One thing about AI is that AI can only answer the questions that you know to ask. As an entrepreneur, there are many things that you don't know. There are many things that you have not seen or yet experienced.
• 36:35
  Tolu: Right.
• 36:35
  Krishna: That's why you do need key people. You need access to a HR person. You need access to a business coach. You need access to a type of mentor because there are things that just, you just don't know. Mhmm.
• 36:49
  Just can't foresee. And even if you ask AI to give you a few scenarios and say, well is there something I'm missing? It's still not going to cover everything and there's nothing like having someone that has walked in your shoes or has access to people who have walked in your shoes. So I tell my clients all the time, I don't know it all but what I do have is a phenomenal network. And so if I don't know the answer, I know someone that does, that I can put you in touch with.
• 37:19
  I know someone who has walked in your shoes, has had successes and failures that you can learn from. That's the difference. So AI is the tool to get you started and a little warmed up, but to really carry it through, there's still nothing like that human touch. Absolutely. So we need both.
• 37:39
  We need artificial intelligence,
• 37:41
  Tolu: but we need human Human intelligence.
• 37:43
  Krishna: Yes, need that kind Do not say think. And that's what I tell leaders to go, well, don't need AI. You still need AI. Because again, sometimes you can get information, data faster, process, things of that nature. But there's still nothing like having that person comb through it to make sure, okay, here was what really relates to the business right now, or here's what should immediately be implemented into the business that we can do today.
• 38:06
  Yeah. You know? That's what you're going to miss. And so, there's value in both of them. Mhmm.
• 38:12
  But, no, you can't just depend on AI to run your business. If you do, here is the other challenge, then you're gonna be cookie cutter. Why do I need you?
• 38:20
  Tolu: Yeah.
• 38:21
  Krishna: If you're gonna follow AI, then why do your client need you? Yeah, exactly. What makes the difference is the humanity that you put behind it. And so, you don't want to lose that touch. For things that we can do, processes and repetition that AI can help us out with, by all means.
• 38:38
  But, this has all The goal in my opinion of AI has always been for us to be smarter and not just work harder and that's what I want entrepreneurs to Work be able smarter because studies have shown today there's a cognitive decline because there are people depending so heavily on AI. Yes. And so we are missing that creativity, that innovation and having it be based solely off of what technology can create versus what the human mind is able to do. Yeah. So partner the two together.
• 39:09
  Don't separate them. We need both
• 39:10
  Tolu: of We need both of I like that. And you talked about not work harder, work smarter. You know, many many many of us work hard. We've been trained to work hard. Yes.
• 39:18
  Hard work is in our veins literally as black people. But what you're saying here is work smarter, work strategically, have your board of advisers, hire in for diversity, bring in the human elements because it's a combination of all these things that actually brings the innovation.
• 39:34
  Krishna: Exactly. You got it.
• 39:36
  Tolu: Yeah. Wow. This is amazing. I'm just so excited. Do you know what?
• 39:40
  Like I said, I've I've been really excited to have you on board because it's important for people to hear this. Right? Mhmm. And for also also as business owners, not to think of this as too far a reach. Like, hiring is not that of a challenge.
• 39:54
  It's hiring towards the right goal because if you can move the needle on that goal, your business will scale.
• 40:00
  Krishna: Exactly. And that's it. You hire the right person, imagine hiring the right person and they do, they're not only generating enough revenue for their salary, but they're making three, four, 10 times the amount of their salary because, again, you have them focus on the right goal for your business. Now you can be like, okay, now I'm gonna hire additional folks. Yeah.
• 40:23
  But, that's why you need, let's talk about it, let's strategize. There is a human strategy that needs to be a part of your business strategy. Yes. A lot of times people think human resources is after the fact. And if you wait till after the fact, you're going to have some headaches and some stress and lots of gray hairs by the time you get to me.
• 40:40
  And you're going to be like, Oh my God, I should have came to you earlier. Let's talk about it now while you're in that development phase. So that's the consultation part of what we do at HR for your small business. It doesn't have to be full blown, I have to have the HR person and they have to come in and do all this. No, no, no.
• 40:56
  Let's do the baby steps and get you ready.
• 40:58
  Tolu: Yeah. Yeah. Well, here you go. Krishna is here. She's here.
• 41:01
  She's based out of New Jersey, but she can work anywhere in
• 41:04
  Krishna: the world. Quite a few clients here in Texas, Yes. More of
• 41:07
  Tolu: Yes, indeed. So how can our community reach you? I have two two more last two more questions. How can we reach you? Mhmm.
• 41:14
  And the second question is what let's answer that first question first because I wasn't the second question would be, what will be the one thing that you will say to the community that will help them move the needle forward? So, how can they reach you and what's that? What's that?
• 41:33
  Krishna: So, you can reach me at h r, the number four, your small biz, b I z So, that's how they can reach me. And, one thing that they can do to move the needle forward is stop trying to figure it out alone. You were not meant to do this entrepreneurship. You start out as a solopreneur, but part of the solopreneur, the success of being a solopreneur and an entrepreneur transitioning to being an entrepreneur with staff is the fact of the relationships that help you grow and move your business. You don't have all the red tape corporate has.
• 42:14
  That's again one of the advantages and that's what you need to tap into is your strengths as an entrepreneur, is the relationships, is the connection, is having someone such as myself, a business coach and different folks on speed dial to say, hey, this is what's going on, can you help me? Here is where I want to go. I need to bounce an idea off of you. That's the difference. That's how you move the needle is by not trying to move the needle by yourself.
• 42:40
  By yourself.
• 42:41
  Tolu: Exactly. Yeah. If you go alone, you will go fast. You go together, if you go with others, you go far.
• 42:47
  Krishna: And that's what you want. You want your business to go far. You want it to be twenty years, thirty years, and in going far, you want that money to go far too. To do that, you need a team.
• 42:57
  Tolu: You need a team. Yes. Yes. Well, thank you so much. It's been such a You.
• 43:02
  Rich and and enjoyable conversation with you. My pleasure. And, you know, we're just so thankful to have professionals like you in in our corner, in the in the the in the business world, and also in the community as well. And and, you know, we wanna we when we have our guests come to the podcast, what what we also ask is what the community can do for you. So so, Krishna, you know, you've poured into us, you've shared, you've taught us, you've kind of taken us in different directions.
• 43:34
  What can we do for you? What would you like our community to do?
• 43:36
  Krishna: So, if you know anyone who need help of any of the things that we just talked about, tell them they don't have to do it by themselves. To reach out to that little girl from New Jersey, Krishna, at HR for your small biz, she got a team that can help you and it doesn't matter if you need someone that speaks Spanish, we got someone that speaks Spanish. But you don't have to do it by yourself, so let them know. Krishna's here to help you. You don't have to do it by yourself anymore.
• 44:02
  You got support. I'm here for you and my team will be there.
• 44:05
  Tolu: Wonderful. Well, thank you. Krishna's here. Reach out to HR for your small business. Whatever your business needs might be, you may be in the construction industry, you may be in the beauty industry, you may be in the professional services industry, you may be in the education industry.
• 44:21
  Every business needs to scale, every business needs to grow, every organisation is a chance to breathe and HR for your small business is right there to support you.
• 44:31
  Krishna: Thank you.
• 44:31
  Tolu: Thank you. So thank you everyone. It's been another fantastic episode. Happy small business small business month and wishing you more success. This is Tolu on the Black Business Live Podcast where we amplify black excellence and innovation and culture loud, proud, and authentically.
• 44:50
  Have a nice one.