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"Top of Mind" with Thom Ruhe, Episode 16, 3/14/2013
>>> This week on "Top of Mind," we're sitting down with entrepreneur Becky Blades to talk
about matchmaking in entrepreneurship, specifically mentoring. What does it take to be a good
mentor? And what do you want to look for as a mentee in somebody to help you build your
business. I'm Thom Ruhe. And this is "Top of Mind."
>>
So I'm here today with entrepreneur, artist and mentor, Becky Blades. Becky, thank you
for coming in today. >> Thanks, it's my pleasure.
>> So, you know, we had a chance before the cameras were rolling to become acquainted
and talk about your very impressive experience and CV as an entrepreneur, as and executive
on your own firm. Congratulations on an acquisition that is usually trumpeted as a milestone in
a startup or business of your own. And now as I understand it you're kind of starting
that next artistically inspired entrepreneurial endeavors and have quite the passion also
for giving back in the capacity of a mentor. >> Yes, I started one of those easiest types
of businesses to start where you hang out a shingle doing that thing that you've done
for someone else. Having had five or seven jobs in the course of five or seven years
I realized that I wasn't a very good employee and that I, if people would have let me run
their companies I think I would have been, you know, a much better employee. But the
writing was on the wall that I wanted to start my own agency. And having come out of advertising
and public relations I started a public relations firm with some niches, particularly in information
intensive businesses. So not toothpaste, but more aircraft or professional services, things
that the public relations approach made it made more sense to promote telling stories
and using information creatively. So >> >> Can I ask you, if you don't mind me
interrupting you there, what first drew you to public relations? You know, why that as
opposed to marketing or sales or engineering or some other field?
>> Well I went to school to be a journalist saying I didn't care about money. And I was
maybe two weeks out of school when I realized that was
>> Money wasn't so evil? >> That was fun to say in the post Watergate
era. >> Right.
>> Journalism isn't nearly as fun as you think it's going to be. Being unbiassed isn't nearly
as easy as you think it's going to be. So I think what a lot of writers learn after
they go into journalism school is that it's a really great education to learn how to be
curious, to learn how to interview, to learn how to ask questions. And they try to teach
you how to present an unbiassed view. But it can't change your personality. I'm very
curious. And I love the art of advocacy. So a journalism background was a perfect background
to, I think, start any number of businesses. >> Well, I mean PR, that's professional advocacy
in essence as an art form. And certainly I can see why with a journalism background you
would have the requisite education to understand that better. So that was then I guess the
inspiration as we talked about you for you to start that company. Then was it, like the
industries that you supported and the types of company you supported, was that just the
serendipity of who were first clients, you know, early adopters or was it like no I want
to support, you know, aviation for example? >> Yeah, that's a really good question. I
think I was just interested in everything I touched. I worked for a rock band right
out of school. I worked for an insurance company. I worked for a building materials retailer
that was a publicly traded company and got to see how big corporations worked. And I
came out of school in a recession. So it was difficult to find a job. And then I was ambitious
and took every step up that I could take. And in that process learned about a lot of
different industries. So when I went to work for an advertising agency, the opportunity
to work for a lot of different clients was just as invigorating. I find out now at my
old age that I probably had very severe ADD. And that the agency business and the information
business was a great way to keep me engaged and keep me satisfied without medication.
>> Yeah, it kind of feeds that ADD ness. I can say that having my last company being
an agency as well. So I like to say a skunk smells their own kind. And I'm right there
with you. The diversity is always a lot of fun. But the one thing I do know, if you are
from the agency background is that you have a great appreciation for creativity. And,
you know, I know that my own struggles with our agency was really, I used to say it was
a task to manage product from both the left side of the brain and the right side, you
know, the creative and the analytical side. Is that what fed your creative side in what
you now pursue artistically? >> Yes. You know, the drive kind of helps
feed the analytical side. I guess not the drive helps satisfy those things that need
to get done, the more technical sides. I'm driven enough to do the things you got to
do. I don't like the finance side. An example of that was the first client I had in the
aviation business. I went to work for an agency that was heavily into aviation because they
had a global campaign that they were working on that was very exciting. At barely 30 years
old I didn't realize that I was entering an industry that didn't have many women and would
probably not take me very seriously at age 30. So when you're driven and you're curious,
you find out that there's a ticket into every room. And the ticket into most rooms in the
aviation industry was a pilot's license. So even though it's very hard for my brain to
work that way I got my pilot's license. >> Did you really?
>> Yes. >> That's quite an accomplishment.
>> I'm glad to have done that. And it opened the door for many other industries that happened
to be male dominated or intellectually snobbish. Because they said well, if she can get her
pilot's license, or if that agency can do aviation, if they can promote a Gulf Stream,
then maybe they can promote my complicated, you know, technological service.
>> I have to tell you that's a brilliant strategy. And you have no idea how much I agree with
you. Because about 25 years and 50 pounds ago, I was a pilot in the Air Force.
>> Oh. >> So I know exactly how dominated that is.
But if you did have that card, you had a card, you were a member of the club.
>> Right. >> And that's just a brilliant strategy that
you figured that out. But again >> I think it
>> it's a perfect example of how entrepreneurs work, right?
>> Uh huh. >> As you were making that journey, you know,
did you have people along the way that, you know, helped you like with that or guided
you? I don't know if we want to the use the big "M" word yet, mentor. But in that capacity,
when or how did that flex into your career? >> Indeed. In fact, the owner of the agency
when, that I was working for when that happened, it was an entrepreneur. It was a small agency.
He was a military pilot. He encouraged me, when I I don't remember how the subject came
up. But he said you can, you can take the time, we'll support it. But he also told me
he would support me in starting my own agency when that time came. And that was I think
that was the biggest blessing of all. I knew when I was recruited to that agency that I
had the itch and I wanted to start my own agency. I didn't know what it took. I knew
I didn't want to freelance. And in our business >> Oh, sure.
>> in the agency world there's all kinds of things you could do. I could write from home.
I never wanted to do that. I didn't want to do that. That felt like a demotion. I wanted
to build something. And so I told him in the interview, I said I love this campaign that
you're working on. This sounds very exciting. I want to do it. But I need you to know it
will be, when the campaign's over I want to do my own thing. And he not only said that's
okay. He said when that time comes, I will help you. I don't know what it looks like.
But the way they helped was they let me lease space. It was there was a natural break in
the agency. Natural time in the economic environment. And they rented me space. I think I shared
an accountant with them. >> Oh, really?
>> They may have even subbed out some work to me initially. But I remember that it was
three, four guys that had an ad agency, very specialized in aviation here in Kansas City
that helped launch my business. >> Get you off the ground, pun in intended.
>> Yes, pun intended. >> That's fantastic. And that's a common path
for a lot of entrepreneurs that they, you know, they get that lucky shot. And I have
to say for as many entrepreneurs as I have helped over the years, you know, something
fortuitus like that, the generosity of an entrepreneur that took that chance on you
along the way is a very fortunate way that some people do get to get started.
Now I know you've taken that in all the years you've had since and you've learned a great
deal that you're kind of passionate about sharing and in the mentoring, formal mentoring
capacity now. I wonder if you could take a moment and share your thoughts around well
let's start with like, you know, what a good mentor is or does or how mentoring done well
looks. >> I've heard a lot of people express the
desire to be mentors after they have sold their businesses or stepped away and are craving
that attachment to an enterprise, the attachment to the excitement. I think they are surprised
to learn once they attach that they don't get to call the shots. That it isn't it isn't
theirs. It isn't their energy to draw. It's the other way around. It's a very humbling
thing. I think what the best mentors know, and I know this from being around mentors
and the Helzberg Entrepreneurial Mentoring Program which is a great structure and forum
for mentoring, is that the best mentors package themselves as what mentees wan and are able
to then give them what they need. Mentees think they want cheerleading and atta boys
and >> Right.
>> and enthusiasm. And what they need is somebody to take their face and move it in the right
direction. But that isn't necessarily gratifying to the mentor unless they are really pure,
I think, in their intentions. >> Right. Their resolve to do this. You know,
you used a word that it's not really gratifying. I kind of make an analogy to effective mentoring
as basically effective parenting. >> Uh huh.
>> A lot of what I've learned to be as a mentor I've learned as being a parent and father
of three children. >> Yeah.
>> And, you know, a husband of 20 some years. I should know how many. But my wife doesn't
watch this anyhow so that's not a problem. You know, how do you feel about that analogy
or do you make others that, you know, because, being a good parent isn't about being a friend.
>> Uh huh. >> It's not about always sure, you have to
give the adulation and encouragement along the way. But sometimes you have to be the
sounding board and swift kick. I mean, do you have thoughts around those lines?
>> Exactly. You know there's a parenting book that's called, "How to Talk So Kids Will Listen
and Listen So Kids Will Talk." And I think that would be a great title of a mentoring
book. How to talk so mentees will listen and listen so mentees will talk. It's all about
getting mentees to put their worst foot forward as Barnet Helzberg has want to say. It's an
exchange, it's almost a trade. If you want mentees to do what they need to do and be
candid, a mentor needs to pay for that with confidentiality and trust. And it doesn't
happen immediately. It doesn't happen in the speed dating stage. It happens over time.
And it certainly is not going to happen going back to the parenting
>> Sure. >> If the kid's expecting to be smacked down
or disciplined, he's not going to tell you the next, you know, the problem he's having.
So listening is always first. You know, I use the word sounding board.
>> Sure. >> I think a sounding board is the best thing
a mentor can be. It's harder than it looks. It requires not only active listening but
managing of those tough questions as the mentee tests the mentor. And there's one thing we
have to remember when we're talking about there's mentors in all walks of life. But
entrepreneurial mentoring, just think about that. You've got two of the most independent,
driven spirits. People that think >> Type A's for sure.
>> Type A's. And now there can be all types of different personalities. But chemistry
has to be there. >> You know, one of the topics that we get
here a lot at the Kauffman Foundation is okay, so generally speaking I understand as an entrepreneur
I should have mentors. But a lot of time we also talk about advisory boards. And I'm curious
to know your take on that. Like does having a mentor preclude the need for an advisory
board? Do you even believe in advisory boards and if there is value there? What has been
your experience on that and what would you offer to aspiring entrepreneurs on that topic?
>> I think advisory boards are very valuable. The ability to put people around the table
that care about your business, that know you, as in an advisory way is so valuable. A mentor
should be part of that advisory board. I think it's a great opportunity for the mentor to
hear the perspective of others. I had an advisory board where I invited my top managers at times.
It allowed both the advisors and the mentors to meet some of the people that I was talking
about, developing. It allowed my mentor to be a better mentor. That's one thing a mentor
can really help with. A mentor can help imagine where you are in life when you start your
first business. Usually young, you think you're connected, but it's usually in your industry.
You don't know what you don't know. So a mentor can really help you find the right kind of
accountant help you find somebody in a, in a vertical industry that might be a growth
category for you. So those might be the same people that staff your advisory board. But
I think that's one of the key roles that a mentor can fulfill is to
>> All right. Well then trick question. >> Uh huh.
>> Is there something you would be willing to share or draw from your mentor that you
wouldn't share or ask from a board of advisors? >> I think a board of advisors doesn't have
to hear feelings. I think and I think a mentor needs to hear feelings.
>> Okay. >> I think one of the best questions a mentor
can ask is how do you feel about that. How did tell me that story. Start from the beginning.
I'm not going anywhere. And to let the entrepreneur kind of get under their frustration, their
fear. To me now that might be a personal opinion. >> Sure.
>> It might be, but I think emotions make us do stupid things as entrepreneurs. And
a mentor is often a person that can help us slow down, get on track with what we were
thinking when we did something. Slow down enough to realize maybe we're in the middle
of making a mistake and we have time to stop. Stop it. So
>> The invitations haven't gone out for the wedding yet.
>> Right. Right. Only that only that kind of patient listening that a mentor can do
can help you get to the bottom of that. And an advisory board, I believe, should be all
business. >> Got it. Well listen, I really want to thank
you for sharing your thoughts today. I mean, it was a real thrill for me to sit and meet
with you knowing that the entrepreneurial experience you've had here in Kansas City
and beyond. I wish you great success with your artistic ambitions. I would look forward
to a second time to get you kind of in the chair for "Top of Mind" and other uses and
really follow on how you're doing with this. And hopefully some both mentors and mentees
can get something out of this conversation we had today. So thank you so much.
>> Thank you, Thom.