Why do reclines call Dr. Jean the results queen? The name speaks for itself. Dr. Jean has been helping business owners achieve and exceed their goals for over 20 years. And now, she wants to help you get more results to your business and in your life. In fact, her mission is to leave you better than she found you. Join her as she dives deep into the world of business and entrepreneurship to provide you with actionable strategies and valuable insights and compelling stories that will propel you to greater success and ultimate results. Get ready to take notes, because it's time for getting results with Dr. Jean the results queen. Hi everyone, it's Dr. Jean the results queen. Welcome to getting results with Dr. Jean. Today I am super excited to talk to this woman. Her name is Kelly Johnson and it's Kelly with an E, not a Y. And the thing that's really fascinating is that Kelly and I, we just keep having all of these long lengthy conversations about lots and lots of fun stuff. So I know today's podcast is going to be super amazing. So with that said, welcome, Kelly to the podcast. Thank you. Good to be here, Dr. Jean. Oh, we're so excited to have you. All right, Kelly, tell us how did you get where you are today? What's your journey been? I have a really wonderful life and it's been circuitous in a lot of different ways. I, as a child, I, I'm very curious, I'm an identical twin. I've had to learn how to stand out and I'll go into that a little bit more in a second. It's influenced my career. And I just always love storytelling, sorry, I read it, read a lot as a child. And I remember winning this silly little creative writing contest in fifth grade. It was called Nancy and her horse. I always wanted a horse when I was a kid, but I didn't get it. I didn't get the pet dolphin either because my grandmother said, where are you going to keep it in the bathtub? Well, I had a creative mind and I would go in a lot of different directions with it. And it always benefited me. And I remember when I won this creative writing contest for this book, my mom took a picture. It was literally elementary school. And when your mom takes a picture and puts it on your bedside, you start to envision where your life's going and what you want to do when you grow up. So I always had storytelling in the back of my mind and being a twin, identical to our voices, our teeth, everything, even today at this age as adults. And I realized that people would say, Kelly, Jolie, which is her name, same thing. And I said, no, we're not the same thing. We're definitely two different people, two different minds, two different hearts and kind of learn to appreciate that. So I always did in multiples, twins, triplets, we had a lot in our high school for some reason. It must have been something in the water. And we played sports a lot. So we were super competitive. One day in basketball practice, our coach pulled my sister and I aside and lined up a basketball and rolled it into the middle of court and said, go. And so Jolie and I ran for the ball and we played one on one. It was scrappy and competitive. And the only goal was to get to the goal and shoot and score. And so the coach is yelling and looks back at the team on the sidelines and go, everybody, everybody needs to play like this against our competition this week. You understand me? So we were used as examples. And I think I still carry that competitiveness, no matter where I am in life, in business and personal and I race sailboats now today for fun because it's a hobby and it gets me out on the water and I'll have to have my gadgets with me. So storytelling has been a big part of my life. And twinning has definitely taught me to look for differences in everybody. So when I got into college and didn't really know what I wanted to do, I went to Rollins College, played volleyball actually with Jolie. She went to the same school as well. And I had a professor that said, look, you know, we're a liberal arts college. You have an English major. Let me know what you want to do. An internship would be really nice. And I said, I'd love to do an internship. So I found one at Universal Studios that the park was opening and it was in PR and back then the park was still hard hats and dirt and building and we had to talk to travel agents around the country and get people to come see this new park. It was great. You know, the Blues Brothers and a lot of creative attractions. And so after that internship, I said, this is what I want to do. I absolutely knew I want to do this. And my boss at the time said, hey, I knew you're graduating in a couple of weeks and we're hiring. I said, perfect. I really love this. How about when I get back from backpacking in Europe? Can I start then? And she goes, doesn't work that way. And I said, well, I'm never going to get this opportunity again. So I'm backpacking. And if the job's here when I get back, great, otherwise I'll look. So I did, I got back and the job was not available, but I ended up serendipitously going over to Sarasota, Florida, from Orlando at the time. And Karma is a good thing in life. And this was a life-defining moment too, where my boyfriend at the time, he didn't know what he wanted to do. He had just got done playing professional basketball in Europe. He was back in the States and his uncle lived here. And so basically we, he got a job with his uncle, owning a restaurant chain here. And I started looking around and I wasn't finding anything. And all of a sudden his aunt got sick and they had three kids. And he said, hey, could you nanny for a month and just see what happens? I know you're still job searching. We would really appreciate it. I said, absolutely. So I nanny, these three girls, while the mom was going through her treatments and one night in her hospital room, a woman comes in and says hi and introduces herself, turns out she works at a Fortune 500 company here in the area. And we started talking and I stayed in touch with her and that connection, doing a good deed ended up becoming a lead to my first job at a Fortune 500 company in PR of all things. So it was Tropicana, the juice company, which kind of set the first five years foundation of my life and again, reinforce why I love to be in PR and communications and crisis and being at the top of the company with the leadership because this role is visible at all levels starting with the CEO. So at a very young age, I got exposed to a lot of very smart, curious, driven people. And and that we lived in a beach town. So go figure it was, it was rewarding, but then I realized juice isn't saving the world. I think I want to get into healthcare. So I at the right age of 26 had a startup experience before they were called startups. So that startup experience led to being in healthcare. It was sort of an antimicrobial product, like Purell, but it wasn't Purell. And I met doctors all across the country and it was an entrepreneurial environment. A couple of funny derivatives of this story is I was walking to lunch the first day with a CFO who also came from Tropicana and he said, so you know, nobody gets paid until we get the first check in from a customer and I said, what do you mean? And when you need to survive and I told him what I needed to survive, I was willing to take risks. I'm a risk taker for sure, even today. And but I didn't realize that pay would be deferred until revenue. That's coming from a billion dollar company out of the gate of college and then into the startup environment was a smack in the wall. Really? Are you kidding me? So, but what I learned was and I joke with my mom because I ended up staying two years there and, you know, no pay pretty much and I had some debt. And I said, oh my God, this great new startup job and they're paying me ex. And she said, imagine that, Kelly, that you actually get paid to work. So, I think I got a degree in an MBA just by experience in that company and I also realize I love startup companies and founders and entrepreneurs and innovation and that's kind of where it set me on fire and I worked for startups for the next four years, I moved to Colorado work for startups and then I took a year off and Abbott Labs called and in Chicago and said, we're looking for a branding person that has entrepreneurial experience. Well, this is a hundred year old, you know, 60 billion dollar company. So essentially it was my my mulligan because I realized I had been in the startup role for so long that I could try to go back to corporate America, but I don't fit in here anymore. So, you know, I worked with them, then for them and this is where ballast group started. So that was in 2005 and I have, you know, what some of my motivating words were from Steve Jobs because that same year he gave the commencement speech at Stanford and forward struck me and it was stay hungry, stay foolish and I stopped when I read it. It was in fours. I didn't go to the commencement ceremony, but it hungry to me means stay curious all the time. That's what we do in PR as storytellers to and answering your why, like why do you exist? What's your purpose and not being afraid to take risks. So you have to probably look foolish or have a little bit of fear and make some mistakes. But if you stay hungry and stay foolish, if you are interested in the startup world and entrepreneurial entrepreneurship, you'll be amazing. So I think the secret weapon for me has always been always learn and my liberal arts education at Rollins taught me that being an eternal learner and I mean, since I was 15 and played sports, you know, sports gives you a drive and an edge and confidence. I think especially in girls growing up looking for your why just don't ever stop looking for your why and it may change throughout your career too. So I'm just going to say after this podcast, we have a lot of things to talk about because I was known as the dolphin lover because I loved dolphins. I thought I'd be a dolphin trainer, which didn't happen. So you know, like, I never thought about keeping a dolphin in my bathtub, but maybe as I was living in New York and you were living in Florida, it might be in Florida was my second home. But in some ways, maybe that was in in horses or we can have a whole conversation about that and sailing. We can have a conversation about that too. So three things first to have off off the podcast. Do tell me though, like what makes startup companies need PR? Why didn't I need that? It's a great question. A lot I just had lunch yesterday with a former Fortune 150 Fortune 50 CEO and he's in early stage investment. So he's retired, he lives in Sarasota and we have such a fascinating conversation. One of the first questions he asked me was, do you work with venture capital firms? And I said, not a lot. We usually work with our portfolio company CEOs or the C suite and he said, I looked through your capabilities deck and it's a bunch of gibberish basically said, you're just talking about what you do, how you do it instead of why you do it. And I have the why, but it's in the back of the deck and it was sort of this aha moment for me to say, well, why do they need me? I'm saying it in the deck, but it's not the way a venture capital partner would look at it. And so it's, instead of saying, we help you launch, stand out from the competition, announce big things, manage to build credibility before a liquidity event or stay stealth sustainable. All of these companies, the leaders are thinking about this every day. What is my objective? And it might change in the first three years. In the last 18 months, I'm sure a lot of them have questioned how long do I want to stay in this because the funding is there, but it's very carefully doled out now. And so it's constantly proving your value proposition and knowing your customer base and finding that link to the next round of funding, 44% of funding last year came from follow on investment. So investor that already invested in startups, that's a big number. They come back to keep it alive and make sure it can sustain through times like this, where interest rates are high and there's an election year and people are unsure about a lot of things. So it even trickles into the startup environment. Wow, interesting. So what do you do for the startup companies? Because I will tell you that I remember reading an article about Starbucks, I believe it was, they actually invested in PR and did not invest in advertising because we are gives a bigger buck than advertising. And everyone's like, advertise and read it, advertise, I don't think that's truth. So tell me what you do. It's a great, great point. So in my world, if you just stayed in PR or earned media where you earn your way into a reporter, producer, editors, mind share to reach the readers or viewers, it is you have to earn your way and you have to tell them why it's important, why they would even care about the story. If you can't lead with the company or the product or services solution, you have to tie it into first why they're going to care, like a national trend or something, why are healthcare costs going up? Well, gee, diabetic drugs, like Zempik and Wigovia are coming out to tackle weight loss. And that's what, not what diabetic drugs were supposed to do. And in fact, the usage is so high that now other people are covering the cost of that. So it's driving up from the employer standpoint. If you have your own health insurance and the smaller plans, you're paying for it as well. So there are certain trends that do that. Where we come in is we say, where do you want to be in three years? What's going to get you there the fastest? Is it the customer base or a strategic partner or more investors? You have enough. What's your runway? And so sometimes it's a short runway. And so you have to reach their, the prioritize the audiences and reach them most efficiently possible. It's not just in earned media, even though we say in advertising, you pay an NPR, you pray because it's all about relationships. But targeting, especially on LinkedIn, a ad that say targets the right titles and geographies that you want to go after, it's super effective and very cost, it's super efficient and very cost effective to do that. And so you don't have to go spend tons of money on advertising. It depends what medium you want, what's your customer base? Is it B2B or is it B2C? So there's paid and then there's earned and then there's shared media. So a two-way dialogue, you have to be open to that. A lot of companies don't want it. They say, oh, we would just want to talk to the marketplace on our own. Well, that's called owned media, your website, your blog, your newsletter, you can say whatever you want to say on your own, but a part of it still has the remnants of your drinking your own Kool-Aid because it is a one-way conversation. So blending that paid, earned, shared and owned type of campaign together is where a company can thrive. It's a bigger budget and a longer timeline, but it pays off in spades because your customer, your strategic partners or your investors are seeing you everywhere. Okay. So paid, earned, shared, owned. So owned is my stuff that I own, like my website, my blog, all that stuff. Okay. So that's fine. Shared PR? Like, how does that work? What's that? So shared is a dialogue, meaning two-way. So I post something out there. And if I don't tag people or hashtag topics to draw others to my feed, then you're talking to yourself. It's a vacuum. So you definitely want to engage. I mean, every post that you don't engage, you're missing such a huge opportunity. And it takes time to do that. It's not just coming up with the right question or topic to talk about online to your followers. You want to talk with your followers. And it's also about engagement and then measuring that engagement and making sure that the conversation stays alive. That's the two-way part. In the old days, you know, when I got out of college, it was the '90s and companies wanted to do only one way. So unless they found themselves in a crisis communication, some would say no comment, which you never wanted to do. But others would just say, "Mm, we're not going to respond. We're just going to keep our track going on our own." You can't do that today. Fast forward 25 years, you have to have that open two-way dialogue or you're not a believable authentic brand. Really, so you have to spend time and energy having conversations with people like on LinkedIn or Instagram, wherever you are. Exactly. Yeah. And say something relevant, not just about your product or solution, but the marketplace. There's sort of a social media workout that we do. You build a content calendar and you build lists of influencers that you want to reach or have a conversation with and you keep the dialogue going by tagging them in replies and things like that. It's sort of tactical, but it works and you just want to make sure that you're not talking to markets that you don't need and also talking to yourself. Especially in a startup land, because I think that would be a very expensive mistake. Yes. It would. Cash is king and you got to watch the dollars and make sure you hire the right people to spend those dollars. Yes. Especially in a startup. Okay. So paid, shared, earned. What's earned? PR. So earned is talking to a reporter, a producer, or editor. You want to reach their audiences, their viewership or their readership, because that third party implied endorsement, so to speak, when you do land in the Wall Street Journal or Crane Chicago or the LA Times, whatever, it may be a trade publication is a very targeted audience. So healthcare purchasing news or Becker's healthcare or whatever trade you're in, those are important and they're your direct audience, but a lot of times if you're attracting investors or strategic partners, you need to be in those business and mainstream publications. And to me, earned media will always be the toughest part of what we do, because you can't buy your way in there. You have to build relationships. You have to convince people of the story and who it's benefiting and why they should even care. And so it's different from just writing a check and paying for to post something online or doing a blog or a newsletter. It's open for interpretation and in fact, nothing's ever guaranteed in earned media. It's the real PR is usually thought of as earned media, but today it's integrated like the page shared and owned campaigns as well. But earned is a trickiest. And I think I know I taught at DePaul University for six years as an adjunct and now I mentor and guest lecturer. And a lot of the students there and other places that I hear, they're coming out of college thinking that earned media is a social media post that's re-shared. It's not. That's the two way shared social media. That's not earned media. It's nice when I do that, but you didn't have to convince three layers that your story was worthy because even if a reporter does a story, it could get scrapped at the last minute. The story, if they interviewed you for an hour, could be one little quote and you wonder, I spent an hour and that's all the anchor, the airtime I got. So you have to set the expectations to the CEOs that we work with to say nothing's guaranteed. This is the best form of credibility you can get. And trust me, it is a quote third party implied endorsement by somebody that is constantly trained to be balanced in their reporting and getting two, three, four advantage points in the same story. So your competitor could be next to you. You could be not mentioned at all if they didn't get the quote they were looking for. So there's an art and a science to earned media and media relation training and getting ready for an interview and how you manage that interview no matter what question you're asked to make sure the outcome is what you would like. Okay, I got to keep going because I got a couple more questions. It seems like earned media seems very fleeting, right? Like it doesn't have a long shelf life, does it? Relations of the reporters can go on for decades for us and yes, there's been a lot of changes. But from a fleeting standpoint, the value of a story, I mean, I will tell you that pre-COVID, we had a new medical technology in cell therapy that was wanting attention because their funding was a necessity and they're entering clinical trials. And it was a week before COVID and we did this great interview and I was so excited for this to get out to get my client, you know, very small, no revenues yet, some really good attention. And the reporter said, I'm sorry, I'm not allowed to cover anything less that's related to COVID now. So fast forward three months, they got a grant that said that this technology could be used for either for a patient to choose this or being on a ventilator. And the study was going to cost a lot to prove, but he got the grant for it. And he was a great CEO, he said, you know what, this is not our focus. I'm going to table it. It's great that we got the grant, but it's distracting us from our main core business. So I call the reporter and told her that they won this grant and it was enough to reignite that story and guess what, in the beginning of our relationship, we ask every CEO what's your definition of success and what kind of ideal partner would you like. And of course, most people in medicine or healthcare always say, Oh, Johnson and Johnson to acquire us would be my main goal. And it's a pipe dream for a lot of people, but it actually can work for others. And Jay and Jay is very, you know, one of the best companies in the world. They saw this story, they called the CEO, he's busy triple engineer head down, didn't return the call a week later called again, third week didn't get a return call. So they called the chairman of the board who's been funding the company for the 12 years that it's been doing trials. And so they say, Hey, we're trying to get ahold of your, your CEO. We absolutely have to learn more about this technology. We have an innovation division and you would fit really well in that. Can we do some diligence? So less than learn that a little tiny startup and with a great mission and progress can be noticed by the big dog, just from an earned media article, because someone else talked about them. They weren't talking about their cell themselves. Okay. Also, listen, learn when someone calls you, pick up the phone, right? Because can you imagine if Jay and Jay called and then he just missed the phone call? I mean, I know we're all busy as CEOs and owners and entrepreneurs and yeah, I think that was a head down major deadlines, but also I don't think they identify themselves as Jay and Jay in the beginning. I want to go to the chairman and say, Hi, we want to do the diligence on your company. I know. And when we, when we hear that, because sometimes the clients don't give us the feedback that that actually our work caused that to happen, we have to dig for it. We have to say, Hey, you know, let's give us a business update. What's been happening? What are you noticing with calls coming in or website inquiries, things like that, that that's, that's rewarding to us. Oh, I think it's very rewarding. Okay. So I've got owned, earned, shared and paid. So paid. Talk about paid. Yes. Paid anytime you exchange a dollar to target an audience. I mean, you could look at the big billboards to the TV commercials on national network news or you could look at $100, $500 a month spent on LinkedIn that gets significant returns. We have a new medical records compliance AI tool client right now. And we were targeting on LinkedIn and they were getting ready to debut to launch the company at a trade show. And we targeted a couple of people that we thought would be very influential to them. Sure enough, it worked within one week. They had this lead calling for a demo and going to meet them at the trade show. And it, a several happened, not just that one. But my point is that if you target and specifically, you know, do some research ahead of time to know who you want to reach and why those paid ads paid off in state to me, $500 for the lead that's on a product of several tens of thousands of dollars to use is, is quite a return on investment. Well, I think that's the only thing is because I think people think that PR dollars is a waste of time. I really do. I think they think they get more out of marketing and advertising than they do for PR. And I just don't think that's true. Do you? I know that you're going to say PR, but tell me what's your, what's got on its truth about this? Sure. I, PR, I think people misunderstand PR and sometimes I think it's trade shows or events or things, but it's a very strategic way to reach your audiences where they are and get them. I think PR, there's, there's, there's benefits to every function and marketing and sales and NPR. They're all three different, of course sales, you know, we, we can lead the horse to water. We can't make a drink. We're not the sales team. So we always save you ready for the attention you're going to get because your operations could be affected. And if you don't have something in place, you could disappoint a lot of people. So we can often more swiftly act as a sales force for a pure startup, you know, five, six, 10 employees, no revenues, launching and have be a lot less cost effective than hiring salaries for personnel to be on the feet, feet on the street, whether it's a fractional sales team or distributor or someone who can get the product out there. Those are quite costly endeavors. So gauge the waters with your message, reaching the audience that might want to know about it, even if they can't buy it yet. And that sort of sets the tone for, you know, I, I don't think we're as much as sales teams would cost if you had a build out payroll is the most expensive cost for most companies. So reach the reporters that are producers that reach millions of your target audiences and way more cost effective and more swift than it would be to hire a sales team. So we can help them bridge that phase of growth. Interesting. How do I know what I need a PR company? I'm a startup. I just, I literally wonder, how do I know I need to hire you? We hear all the time, we have something no one else has and nobody knows about us. That's usually when, obviously, if you get in hot water, startups do have crises too. That's a time to call, but a lot of times it's mostly for growth factors or for building credibility for a liquidity event or building credibility to put the PR and into your deck, whether it's your sales deck, your investor deck, your website, your social media. So it's again, somebody else speaking on your behalf so you don't have to because the marketplace sees it as, oh, okay, if they're using it, I need to check this out. I could use, I could use that solution too. I love that. Okay. So, and as this is where people are going to be like, is it, do you have to spend a lot of money in PR to get a big return on investment? Like usually do you have to spend a lot of money on your sales team? So. Right. Right. So, $25,000 for a very specific earned media deliverable up to $250,000 if you're blending that paid, earned, shared and owned or the peso model, we call it, of integration. So if you're fortunate enough to have a budget and a timeline that will allow you to build out these campaigns, which by the way, are preceded by primary research with your stakeholders because we'll listen to the leadership team and then we want to go out and talk to the customers, the employees, the partners, just to see if the message is resonating with them too, because if they're not aligned, then the marketplace isn't going to believe it either. If you come in the middle somewhere to build that narrative first, it then gets plugged into all these different channels of paid, earned, shared and owned campaigns. I love that. I've learned so much about PR in this conversation. It's been, it's been terrific. I can't believe this, but I'm going to ask the next question because I wanted to ask more. So I think, Kelly, you might have to come back on because I have more questions. I love you. Yes, I love you. Yeah. We respect the listeners' time, so with that said, what are some action steps that the listeners can take to get results as soon as they finish this podcast? Great question. I would ask people, especially entrepreneurs, to examine what your narrative is. What's your story? Is it believable? If not, how can it become more believable, i.e. get your stakeholders input into it? Make sure they're aligned across all categories and then be prepared, right? If it's, know your business goal and why you want PR because it can help accelerate the growth. It can keep you out of trouble. It can put you on the map and it can lead you to partners that you never know you could have or investors that you never knew needed to invest in your company. And when you say, get all the stakeholders on the same page, who are the stakeholders and how do I do that? So, say your owners are fancy term, I guess, you'd go out for the public and public relations. Who are your publics? Do you talk to interact with, sell to, help every day? Those are your stakeholders. And sometimes they can be external to whether it's a politician or an academic, somebody that could speak on behalf of your industry and is looked to as a thought leader. And you want to be that thought leader too. So you need partnerships like that to build that credibility. Do you have people who just come in who are totally clueless, like they just go on what I need and help me out? Yes. Yes. They don't know what they don't know. They just been told by their board members that they need PR. Yeah. Right? Because there's a part of me that's sort of like, I don't know what I don't know. And if I don't know my stakeholders, do I need to know that before I show up to your door? But I think the answer is probably no. No, you wouldn't need to know it, but hopefully you're handing us 12 to 15 to talk to right off the bat to get some qualitative research done to say that we can build a messaging around this. And we heard this from you and our leadership kickoff strategy session. And therefore, we think we can align these to be believable. And it's always secondary research too, you're going to go out and research and your competition and do an audit on what is, what are people saying about them? Where are they in the news? What is their social media platforms? Because we want to always be unique and differentiated coming back to being a twin and living my life, doing that constantly. I love that we've circled from, I started as a twin back to, you know, what you don't want to be a twin when you're doing PR. So I love, I love that full circle. That's, that's so cool. All right. What is, what's your favorite quote and why? So I like one by Eleanor Roosevelt and it, it goes like this, small minds talk about people, average minds talk about events and great minds focus on ideas. And that's the profession I'm in. I love working with entrepreneurs and who constantly are coming up with new ideas. And I don't have room for gossip. There's no time for gossip in the marketplace and in the business. You know, I want, you want your team's focused. And I think this just keeps people curious, creative and striving for changing the world. You heard it here. I think that could apply to PR, right? The whole idea of who are you talking to, small people talk to people, right? How about, yeah, about people. Yeah. So don't do that. Average people talk to. So yeah, small minds talk about others, gossiping, right? Average minds talk about events, like what's going on there and great minds think about ideas. I think that applies to PR. I really do believe that. So now you need to talk about your ideas and you got to have your stakeholders because if you don't have that, there's yes. And one, one importantly, or I did not mention is values, have values as a company. It's what you can hire and fire by and it's objective. It keeps people objective. If you're not following the values of accountability or honesty or transparency, curiosity is one of ours, believe it or not, because everything we just talked about, you've got to come up with the big idea for your clients. Yeah. And I'm just going to tell you, because we have a podcast on core values, I'm a huge core value person on higher fire permit reward, don't pick something that's normal, like we're honest. Don't do that. Pick something that is unique and special to you because then you're going to have, first of all, your PR is going to be unique and special. But second of all, the people you get are going to be unique and special. So pick something that's unique and special. And if you want to hear more, listen to the podcast on core values because that's super important. Yeah. Super important. A little bit about core values in the last couple of minutes that we have in terms of PR. I'll give you, you know, a couple of minutes because it's really important and I really want them to know. Yes. Yeah. Sure. It may not sound like one, but I tell my team all the time every day. Connect the dots. Connect the dots. Connect the dots. If you're doing random campaigns or thinking about the bigger picture for your clients, the paid, earned, shared and owned can all be connected and has to align with that story. But also connect the dots for what journalists would like to hear about this based on what your clients have in the works, right? We always have to think about not only what we're saying, but who we're asking to tell that story too. And so that's that's the message is only as good as the medium is really where that comes down. So connecting the dots is sort of a unique value, but it does tie back to curiosity and curiosity is just drives the world drives innovation. It drives fun, light heartedness, levity, we have to have levity, we do we work all day long. So bringing levity into the workplace and being humble also helps get work done and build relationships. Yeah. And imagine if you hired someone who was curious as opposed to someone who's honest. Because, you know, honesty is not a good core value. I'm just saying every that's like table stakes. That's a good point. Exactly. Right. That's the cool thing. That's what you're talking about. Kelly, how can people find you because now that they've listened to this fabulous podcast, I know they're going to want to talk to you. And so how do they find you? So I'm on the web at ballastgroup.com, B-A-L-L-A-S-T. It's the weight of a ship that keeps things steady and moving in the right direction. And I use a lot of sailing metaphors and nautical metaphors in my work, because I love sailing. And you can go on LinkedIn and find me under Kelly Johnson with two E's on the end. It looks like P-E-L-L-E-E. And also the ballast group is on LinkedIn. I love that. And all of that will be in the show notes as well. Kelly, do you have any final words of wisdom that you'd like to share with us? I think back to what drives you as a person, anybody, as a person, is do you make things happen or do you watch things happen? And are you making the world a better place with what you do? Just for me personally, I found that corporate America didn't do that for me as much as startups and entrepreneurship did. So find what you're passionate about and find your purpose and the rest just becomes the curious fund. I love what's such wonderful words of wisdom. Kelly, thank you so much for being on our podcast today. Dr. Dean, thanks for having me. Of course. And if you loved what Kelly had said today and know that someone who needs to hear what Kelly has to say, please forward the podcast to her or him or them or whoever it might be. And also, if you liked the podcast, please like us on your favorite podcast platform. And as I always say, when you're ready for results, come listen to the results, Queen. I'm Dr. Jean, the results, Queen. Go out and get results. Thank you for listening to Getting Results with Dr. Jean the Results, Queen. If you like the show, please subscribe, rate, and review on Apple, Spotify, or wherever you get your podcasts. We appreciate it, and it really helps your fellow business owners to find the show. Go to Getting Results with Dr. Jean.com for more information on how you can achieve better business results with caveman brain business growth system and the entrepreneurial operating system. Here's to you, Getting Results. [MUSIC]
