Episode Transcript
[00:00:00] Speaker A: Welcome to the Authority Playbook. I'm Jeff Brandeis and today we're talking about the strategies to help you stand out, be seen and be heard. You're watching now Media Television.
Welcome to the Authority Playbook. The show where respected leaders, innovators and industry experts share the systems, the strategies and the mindset behind sustainable influence and long term business success. Success.
I'm your host, Jeff Brandeis and this show explores what it truly takes to establish authority in today's competitive landscape. From leadership and branding to operational systems, client acquisition and scalable growth.
Today's guest is Sabrina Renee Kinkle, co founder and CEO of Kilbrey Consulting and creator of the Client Engine podcast. Her work focuses on helping entrepreneurs and consultants build scalable system driven businesses through leadership development, client acquisition, strategy and operational clarity. In our first segment, we'll explore how strong leadership, foundations and strategic clarity create lasting authority in business.
Welcome, Sabrina to the Authority Playbook.
[00:01:12] Speaker B: Hi Jeff. Thank you so much for having me. It is wonderful to be here.
[00:01:17] Speaker A: It's my pleasure to have you. As always, I always enjoy our conversations.
Great, great to have you here today.
So, Sabrina, for our audience and for us who don't know you, take us through a little bit of your entrepreneurial journey. What experiences led you towards consulting and the leadership strategy that you follow today?
[00:01:35] Speaker B: Yeah, absolutely.
So my original background is very corporate.
I worked in executive leadership for a number of years in both the management consulting and market intelligence spaces and I enjoyed it very much.
I spent a lot of time overseeing P and L, serving as Chief Revenue Officer, looking at ways to use different forms of marketing and sales to bring in consistent revenue for the companies throughout that that I helped and I did that both here in the United States and abroad. I had the wonderful opportunity to live abroad and do work spanning the Americas and as well as living in a couple other places doing that. And so I, I really had taken a lot of that experience and applied it to Calgary Consulting.
We work with companies here in the United States, but also in 15 different countries and we help those companies with building out a consistent client attraction system.
A lot of times companies have some good marketing that's happening, they have some good sales that are happening, but unfortunately they don't have a full structure in place, especially if they're in a stage of growth to really grow and to really scale. And so that's something that Cobra Consulting helps with.
We as an organization, we've been around for 21 years now.
I had my feet kind of straddling the fence there because even though I was in more of an advisory position with Calbury Consulting for many of those years. It wasn't until about seven years or so ago where you know, I jumped in with both feet and have been co manning the ship for, for the last seven years. And it's an experience that I'm very, very glad that I, you know, took the leap and did. I would say we work with a lot of entrepreneurs. We do work with mid size and larger companies but we work with a lot, a lot of entrepreneurs who, when they're first starting out there, there is that fear especially in service based professions. Right.
Where am I going to find those clients? I have all this expertise. I.
But where am I actually going to find the clients to fill my pipeline? And so that's, that's a big part of what we help with.
[00:04:27] Speaker A: So that's interesting. Sabrina. So as a someone that's just starting businesses and starting out, how do you dig into really what that ideal avatar is for that person who's starting the business and how do you go about finding them?
[00:04:40] Speaker B: Yeah, that's a really good question.
So a really good place to start is what excites you in the world of what you do anyway, right. If, if you're going to take the leap and start your own business, you don't want to do that just so it feels like you're walking into another job. It should be something that you feel good about that you feel very confident about, that would be the first thing. And then the second thing which I can't even say is less important, it's actually as important. So I'm going to say that my number one and number two, they're, they're really on the same.
The second thing is really what are you able to do that you can get good results on? Right. If your experience is something that you can really rely on and something that means that you can bring good solutions to the table for people, can you get them good results? Can you get the companies that you are interested in bringing in good results? And if so, what does that avatar look like? If you know that, you know you've done a lot of work in the financial industry, for instance, and you've done a lot of work in that space, how much can you get results for them and what does that look like?
I would caution anyone to go into an entrepreneurship environment if you don't feel like you can do that. Right. If, if not and it's more, well, you know, I've been doing this for X amount of years and I'm sick of working for another company and that's really the only place where you are, then maybe there are some other things that you'd want to consider because a really big part of getting strong clients and building that avatar is being able to get them good results. And then after that it makes it a lot easier because you have good client testimonials. You can do really good stor telling you can move them forward in a strong way. So I would say that's, that's a really big piece of it.
[00:06:53] Speaker A: So that those are awesome points. And I think, you know, as you talk to entrepreneurs and you speak to leaders in some of the more mid sized companies, what kind of typical blind spots do you see that people tend to kind of put their blinders on or that have tunnel vision in and get stuck at that you have to kind of unstuck them.
[00:07:16] Speaker B: It's a really good way to put that.
Unstuck them.
[00:07:23] Speaker A: I'll rephrase that.
[00:07:25] Speaker B: No, I love it. I love it. I think that works really well because that, it's a good way to put it because I think that's exactly what happens. I think a lot of times companies do feel stuck and you know, they feel like they have all this experience on deck. They feel like they know what they're doing. But being able to bring a consistent pipeline of leads can be very challenging. And there's a lot of noise out there. If you're working in the B2B space and you're using LinkedIn at all, which most of us are, you see there's a lot of noise and it can be very challenging to figure out how to stand out. What we've noticed that works really well with the smaller companies and even the larger ones that we work with in the service B2B spaces really is the utilization of virtual events.
We have noticed that bringing your audience in by offering something interesting, topical, relevant, something that is not a waste of their time, right? So you usually don't want it to just be a boring webinar. You want there to be some good
[00:08:39] Speaker A: through those before, haven't we?
[00:08:42] Speaker B: You want there to be some good engagement there. You want there to, you really want for the people who attend to feel like they're getting something strong and something that is highly applicable to their space.
Because you know, these are busy people. And so if they're taking out their time to sit in your virtual event, it needs to be meaningful for them. Otherwise you're never going to hear from them again. But if you do it well, what we found is that it's a very, very good, consistent way to bring people in, have a very strong funnel associated with, you know, what happens next.
And then, you know, nurturing those, those audiences and really getting them to the point where they're interested in doing more with you rather than just learning from you. We find that that works very, very well.
And you will get, I would say, you know, maybe 5% of the time, 5% of every engagement you will get people who are 100% ready to do something at that moment. The rest you have to nurture. You have to nurture them so that this way, you know, they, they turn into more than, than just listeners they turn into.
And it happens all the time where our clients will say, hey, you know, we just got this client who came on and they, you know, they've been attending our virtual events for several months and now they're ready to do something. So it's good for both the short term gain because you do get immediate scheduled meetings. You're, you're able to turn some, some good things into those engagements, from those engagements, but then they're also good for the long game. And that is really what building that pipeline is about. You have to always be thinking ahead, not just what's closing out this month or this quarter. Right?
[00:10:48] Speaker A: Definitely. So you mentioned nurturing. Can you give us some examples of where people or companies actually fail in nurturing?
Either people who are attending their webinars or people who signed up for the webinar or the presentation, never show up and figure, well, you know, they had no interest, they didn't show up and they moved on. But there's a nurturing process that has to happen. Can you help kind of dive into that a little deeper for, for our listeners?
[00:11:15] Speaker B: Yeah, definitely. I think one of the most common mistakes we see is inviting people to the event, doing the event, and then after that, nothing.
[00:11:26] Speaker A: Right.
[00:11:28] Speaker B: A lot of times people have kind of a oneand done approach. Okay, you've done the event and you know, man, maybe we'll do another one year or six months from now. You have to keep the momentum going. It makes it a lot easier to nurture them. So that when you're sending out communications in between, you know, newsletters, whatever it is that you're sending out, newsletters work very, very well. They, they're, they are email newsletters. They are time consuming. You have to put some, some good work in. And if you hire a team for it, it's not cheap. Right. You know, you want to, if you want the content to be good you can always, you know, throw something together. But if you really want it to be good, for it to be relevant, you know, for it to be timely, and you're putting something out every single week that's time consuming and there's, there's labor and money involved in that. If you're, you're paying a company to do it, but it's worth it to do because this way you are nurturing them. You have some type of communication going out that is not just, you know, come to this, come to this, come to this. Right. So that's the nice in between thing to do. The other thing is making them aware of stuff that's going on in the industry that can be interesting and relevant for them so that they don't just think of you as the person or the company that is selling their wares. Right. So you want to find ways to stay engaged with them in that way as well. And we find that that works really well.
It's, again, it's the long game. Right.
Most newsletters that go out don't turn into a whole bunch of sales, but you can set them up so that when you are ready for them to act, such as attending your next event or something like that, they're far more likely to show up because you've become a trusted company. They're used to receiving good information from you, good insights and, oh, wow, yeah, they're hosting another event. You know, I think I might check that out.
[00:13:41] Speaker A: That's awesome. Thank you so much for sharing that. I think that's a missing piece of the puzzle that a lot of people don't follow up on, don't do, and they just kind of focus on those that even sometimes the no shows actually are become your best prospects at some times when you actually follow through and you nurture them.
Sabrina, we're going to take a short break and we're going to go with the learn. I think from our first segment here, authority isn't built overnight. It's created through systems, leadership, consistency, and intentional growth. Coming up next, we'll explore how businesses scale without losing structure, culture, or client trust. We'll be right back.
We'll be right back with more insights and frameworks to help you elevate your brand and your influence. Stay tuned.
And we're back. I'm Jeff Brandeis and this is the Authority Playbook on NOW Media Television. Let's dive deeper.
You're watching the Authority Playbook on Now Media Television. Watch full episodes anytime on Roku, iOS, Android, Apple TV and Amazon Fire TV. Or stream worldwide. @nowmediatelevision.com Growth creates opportunity, but it also exposes weaknesses in systems, communication and leadership structure.
Many companies scale quickly only to discover their operations cannot support long term success.
In this segment with Sabrina Renee Kinkel, we will discuss how organizations can build sustainable infrastructure while maintaining performance and trust.
Sabrina, welcome back.
[00:15:21] Speaker B: Hi.
[00:15:23] Speaker A: What are the early warning signs, so to speak, when a business starts to see them scaling faster than that they can actually support their systems, can actually hold and make a client happy?
[00:15:35] Speaker B: Oh, that's. These are really good questions. That's a great question. So I would say one of the big ones is how well you're able to execute all of the steps that are part of that project management calendar for every engagement. Right. So let's say that, and here I'll, I'll focus on service based companies. So rather than, you know, like an FMCG for instance, so let's say that you own a consulting firm and you are bringing in a lot of work. That's fabulous. And you already by now have your process. You know exactly from a project management perspective what needs to happen and when to be able to execute the, whatever the consultative project is.
If you get to the point where you find that you're having to cut corners to get it all done, you know, you're, you're feeling like you don't have enough hours in a day, but you have more of that business coming in. While the, the more business is a good thing, it means that you really have to start thinking about how you delegate. If you have people to whom you can delegate and how you can do this in a way that you're able to scale. So I would say that's one of them. Another is if your business is just 100% project based. If you don't have something in set up so that this way you can bring in repeat revenue month over month in a strong way, then you probably aren't in a good place to scale because there isn't a way to really duplicate what you're doing. Right. You want to be in a situation where you can step back from some of the day to day so you can focus more on the strategy and your, your company is still running like a well oiled ship. Right. And if you're not able to do that, then you probably aren't in the best position to scale. So I would say those are two things that you really want to pay attention to.
[00:17:47] Speaker A: Those are all awesome points. Thank you for sharing that. When you, when you look at the companies that you've been working with. Is there areas that are kind of more often neglected than others in that expansion, for example, is it?
Well, yeah, we got sales going well, we got the training going well, but on the back end, our support is lacking. They're not answering the phones emails, is taking four days to reply. Do you see a, a trend where a lot of companies are falling down or not looking at the back office enough, where expansion is really killing them?
[00:18:22] Speaker B: Yeah, absolutely. I would say that probably 75% of the companies that we work with, where they're in this place of growing and scaling, that's exactly what we're working on, is their back end. Right? Like, maybe they don't have a lot of things automated, so setting up. Okay, if someone comes to the website, for instance, what happens next? Where are they pulled in? If they download something, click on something, does that trigger some type of email campaign? Does that bring them into your world a little bit more? What happened?
How does that connect with your sales team? If you have certain marketing that's going on, you know, is there sales enablement there or are the two areas siloed? Right?
If everything is manual, or if you don't have a really good funnel for all of the different entry points by which a prospect could come into your company and learn more about you, if all of that is siloed or you don't have some good automation in place, you don't have a good back office. You know, you're still working with Excel spreadsheets instead of a CRM.
If there's a conversation and the discovery call, you know, didn't yield anything, what happens? Do they disappear? Do you have to scratch your head and say, hey, did, did we talk with a guy from such and such a company a year ago? If, if it's set up that way, you're definitely, definitely, definitely not ready to scale, you have to have those things set up first so that you can start building. And so that is a big thing that we see, a really big thing.
[00:20:04] Speaker A: So what role is kind of leadership, leadership development play in that scaling to make sure things are done correctly and successfully so that they can actually have things in place as they do scale.
So I'm the leader. What do I have to make sure is happening?
[00:20:20] Speaker B: Yeah, that's a really good question. I would say that on our end, we work with a lot of COOs, a lot of chief revenue officers, a lot of chief marketing officers, a lot of fractional people in those spaces who are now working within organizations and are looking, you know, they're taking a high level view of the organization and trying to ascertain where the leaks are. Right. And so I think that one of the important things to pay attention to is what does the journey look like from when someone first learns about your company, what happens next?
Is it seamless? Right. Is there something very structured and repeatable that happens once they come through that door? Whichever one of the doors they come through. If you're a company that, you know, you're doing webinars every month, what does that look like after someone registers and they've attended?
If they saw something on the website and you know they visit it, what does that look like? Is your website tracking companies that visit your website?
If you are tracking companies that visit your website, what, what are you doing with that information? Is it just sitting there or are you somehow finding a way to nurture them and, and bring them into the fold? So I think that that mixed with whatever your profit goals are and you know, understanding what solutions you have, who your avatars are, as you mentioned earlier, bringing all of those pieces together, making sure that you're well positioned, making sure that you're in a place where you're attracting the right people at the right time, all of that has to be a very well functioning ecosystem. And for a lot of companies, before they can scale, they have to get those things in place. A lot of times you don't.
Some of the best companies, many of the best companies were started by people who are amazing experts in whatever the topic is, whatever the industry is, but they're not sales or marketing people, right? They, they don't have a very strong go to market strategy. And so we work with those firms as well, trying to get something really good in place so that you're able to attract the, the companies that you need and keep them.
[00:22:57] Speaker A: I got some holes in how I have processes at the moment, so thank you for bringing those to light for me too.
Part of scaling, Sabrina, is obviously building. You got employees, you got a culture, you're building your own identity. And sometimes as we scale, that culture changes and we lose our own identity. Even as a leader and how you set up the organization, how does an entrepreneur scale without losing that culture that they built, they tried so hard to build as they, when they first started the company.
[00:23:35] Speaker B: Oh, that's a very interesting question. I love that.
I think that is a challenge, isn't it? I mean, when you, as you grow and you bring in more people, the, the energy of the company can change a bit because people all represent their own Cultures, ideas, ideologies. I think the important thing is having a culture that allows for the expertise and collaboration of any growing people, any new people who come in. Right. Of course, you make sure that as an organization, you have your mission, you have your vision, you have what it is that your company stands for. You have, you know, those things in place that make your organization the organization that you have.
Some companies are very flat.
Others are, are really into hierarchy. There are others where, you know, it's a very collaborative space, and then there are others where, you know, the departments are, are very siloed. I think that a lot of that part of the culture comes from the top, so to speak, and really setting the tone for how we play together. Right.
The culture of a company really is nothing more than how things are done here. Right.
And, and, and organizations do set that at the leadership level. But I think that outside of making sure that the company always fits whatever that mission and vision is, and sometimes that can change as time goes on or it can evolve, that you do allow for some growth where the culture is concerned.
Otherwise, you know, you end up with an organization where 20, 30, 40 years down the road, they seem outdated because they haven't grown culturally.
You know, they seem too conservative because they're not open to things like AI or, you know, other areas that, you know, make doing business now different than perhaps 10, 15 years ago.
[00:26:02] Speaker A: So I, I couldn't agree with you more there. I think also the, like you talked about, the leadership needs to be able to communicate down to the managers, the managers need to communicate down to the employees, and everyone needs to be speaking, representing the same tune, the same harmony. So thank you.
[00:26:21] Speaker B: And I would say the other way too. I mean, yes, definitely top down, but also bottom up and laterally. I think that if you have a culture within the organization where the people who are, who are individual contributors do not feel comfortable communicating with leadership within the organization, you're probably missing a lot. You're probably missing a lot about what's happening within your company.
[00:26:50] Speaker A: I think we both have lived through that at some point in time.
[00:26:54] Speaker B: Yeah.
[00:26:56] Speaker A: So we're going to take another break here at the moment, so thank you, Sabrina. So what we went through is really scaling isn't just about getting bigger, is about becoming stronger operationally while protecting the client experience and the company vision. After the break, we'll explore leadership, communication and decision making under pressure. We'll be right back. We'll be right back with more insights and frameworks to help you elevate your brand and your Influence. Stay tuned.
And we're back. I'm Jeff Brandeis and this is the Authority Playbook on NOW Media Television. Let's dive deeper in today's business environment. Leadership communication is one of the most powerful competitive advantages an organization can have. Teams need clarity, client needs confidence, and leaders must navigate uncertainty effectively.
This conversation focuses on executive communication, decision making, and building trust during growth and adversity. We're back with Sabrina. Renee Kinkel, welcome back.
And Sabrina, how has your communication style evolved as a leader through the years as you've gotten your experience and you've seen what's going on in, in the field and work with different organizations?
[00:28:15] Speaker B: Oh, that's an amazing question. I love that.
Gosh. I would have to say from when I first was a leader until now, which that represents probably about 30 years, a really good word or two really great words to describe the trajectory would be growth and maturity. I would say that, you know, when I first became a leader in the 90s, I had a different idea of what to be a leader was. Right.
There was usually within organizations a much higher level of power distance.
What we were talking about earlier, the idea that, you know, the leaders trickle everything down and, you know, if you're into your boss and no one above that. Right.
That definitely is a very old school way of leading and it's not as effective as what we see leaders doing today. And so part of my journey as a leader coming into that world was learning how to lead better. Right. I would say that difference between being a director, a manager, or whatever your title is and actually being a leader. Being a leader to me is someone who takes the, takes the perspectives of other people into consideration. Someone who, you know, you're not directing them or managing them. You're learning from one another, you're collaborating, you're sharing, you're getting good ideas, you're building together, you're inspiring, you're allowing yourself to be a good model and you're taking all of these different points of view that represent your department or, you know, your, your area and you're looking at what the needs are and making sure that things are moving in a good way where people don't feel excluded and think that's a learning exercise. For a lot of people who have been in leadership for a very long time, I don't think the culture of business looked the same as it does now. And so our ideas about leading came from what we saw and what we experienced. And, you know, in the 90s, there wasn't this whole, oh, let's share together, let's collaborate it. No, this is the business, this is what needs to be done and that's it. And so I think if I look at my own leadership trajectory, it was filled with a lot of growth, discovery, maturity and you know, I, and now is someone who actually mentors other leaders.
You know, I feel really good about what I see and, and how we're able to impact one another. So I think that's. That's fabulous. Really?
[00:31:43] Speaker A: Yeah, I think that's actually, that's how we first met years ago, coaching other, other, other leaders. So I remember that journey very well.
I'd like to circle back a little bit to our first episode segment where we were talking about communication issues and concerns of how leadership actually communicates with internal communication breakdowns. Why do you think the growing businesses or leaders actually struggle when it comes down to communicating with while they're scaling?
[00:32:19] Speaker B: That's an interesting question.
I think that when you're focusing on growing, there are very naturally some things that might fall by the wayside if you're not careful.
You're thinking about that year over year growth. You're thinking about how you can service your clients.
You're spending a lot of attention on what's happening outside of the company and maybe not being as intentional about focusing on what's happening within the company itself.
And I think one of the challenges is remembering that that piece is extremely important. Important. It's critical really.
I think the best scaling and growth plans focus not only on how you're going to bring in more clients, how you have that infrastructure to support those clients, but also on how you're communicating within the organization so that as you have more business coming in, there's some fail safes and you're making sure that your people feel good about the work that they're doing, that they feel good about the level of communication, that they know exactly who to talk to if there's something that comes up, what should happen next. And that is all part of growing and scaling. A lot of times organizations see growing and scaling, particularly smaller companies, as just a revenue and client growth experience.
And that part of course is important. You can't scale without it. But beyond the back office infrastructure that we talked about before, you really have to work on what happens with your people big time.
Yeah.
[00:34:12] Speaker A: As we scale, many leaders never been there before. So how they actually communicate clearly with their teams when they don't really know what all the answers are going to be.
[00:34:26] Speaker B: That's a very good question. I think that where a lot of companies fail is in not getting that outside help.
There are a lot of organizations, including ours, that help with that very specifically. If you go into it thinking we can just wing it, then chances are you won't get the results that you want. Right.
And sure, you can also do some things to educate yourself, but it's a good idea to have some experts on deck who can really help you navigate growing and scaling where they've seen it all before, basically. Right. They see what some of the major pitfalls are where they can come in, take a look at your organization and really evaluate it and say, okay, here are the trouble spots that I see. We need to fix that before you start growing or whatever. Here's what I see where your, your people are concerned. Here are some areas of leadership development that are pivotal. They're critical to your organization as you start looking at growing and scaling. So I think having that external expertise, if like you just said, you know, you've never done it before, is paramount. I really think so.
[00:35:45] Speaker A: Thank you, Renee. Renee. Thank you, Sabrina. I appreciate that.
So as we close out this segment, let's think about how leadership communication builds alignment, stability and trust. In our final segment, we'll explore the future leadership and how organizations stay relevant in the rapidly changing world. We'll be right back.
We'll be right back with more insights and frameworks to help you elevate your brand and your influence. Stay tuned.
And we're back. I'm Jeff Brandeis and this is the Authority Playbook on NOW Media Television. Let's dive deeper.
You're watching the Authority Playbook on Now Media Television. Catch every episode on Roku, Apple TV, Amazon Fire TV, iOS, Android, and streaming worldwide at Now Media Television.
In our last segment, let's talk about business leadership, how it's evolving rapidly, technology is changing, automation is moving quickly, and the workforce expectations are reshaping how organizations operate and grow.
In this final segment, Sabrina and I will discuss future focused leadership, adaptability and long term impact.
Welcome back, Sabrina.
So as the world changes and leadership qualities change, what will matter most in the next three to five years if you put your crystal ball?
[00:37:14] Speaker B: You know, I would say part of it is in how organizations work with artificial intelligence. I think that's a big one.
Many organizations are finding a way to incorporate various aspects of artificial intelligence in the work that they do.
Certainly in the marketing world, it's impacting analytics. There some really good things there, you know, including how search engine optimization is handled.
Just a lot of really good things there. But I also think that There are a lot of organizations, especially companies, that are more in that growing and scaling phase where they hear it as a buzz. Right. Okay. I keep hearing about AI. I know I should be doing something more with it, but they're not exactly sure what the more looks like, what should they be doing? How can it make things, you know, from an infrastructure perspective, better or more seamless within the organization? And so what we're finding right now is that a lot of companies, they're coming to us saying we want to use AI, we want to incorporate that, but they have no idea what that looks like. It's, it's an idea more than it is anything else. And so I think that over the next three to five years, the companies that will excel are the ones who have incorporated AI in a smart way, where they really have found a good way to use it to make their processes better within the organization, to strengthen, you know, that back end as we were talking about earlier, where they are able to make the process of attracting, gaining, scaling clients easier and in executing the work that they do for those clients.
And I think that the best leaders will make it a point to be as knowledgeable about that process as possible so that this way, you know, they are more educated on how to use it, what it's good for, what it's not good for, and how to do that in a way where you're maintaining the voice of the organization and the culture of the organization. I think that will be a really big one over the next few years.
[00:39:43] Speaker A: I think as you kind of, if I take this to one step further, is the leadership is learning no different how technology is changing because they, it's such a rapid change revolution we're going through right now that they never been through before and most leaders never been through before.
So the being able to learn, adapt, but also being able to keep your team stable and focused on this change. How do the leader actually adapt themselves to this instability that could transpire as we innovate from businesses?
[00:40:24] Speaker B: Yeah, that's a compelling question. I think that a lot of leaders are in the process of finding their way. We know that there are some organizations, or I'll say some industries that have been impacted quite heavily by these new changes, and some industries that have been very, very much impacted by what we're seeing.
They found some good ways to pivot, they found some good ways to roll with it, use it to their advantage. And now, you know, it looks like the trajectory for that industry looks, looks or the, the basically what the outlook is for those Organizations, it looks bright. There are others though, where there are leaders within certain industries where my sense is that they're very nervous and while they, you know, they want to keep a brave face there, there's still some concern about how some of this technology will ultimate their industry and even their ability to do their jobs the way they do them now. So I think, you know, it's, it's healthy to have a little bit of, I won't say fear, but to think critically about how some of this technology is impacting your space and come up with a good plan for what your next steps will be, whether it's within that industry or applying that expertise to other areas.
And that's a challenge. I mean, that, that is difficult for some leaders. There are some industries where the impact is huge, right. If you are a leader within a communications, within a communications company and what you lead are the writers, you might be a little nervous right now, right? Especially if it's technical writing, you know, you might have some concerns there. You might say, okay, how do we set ourselves apart given what's happening on a technology level? So I think you do need to be smart. And.
But then there are others where being able to incorporate that technology is the answer because of what you're able to offer your clients and what better results you're able to get for them.
[00:43:01] Speaker A: So as you also look into our crystal ball that we now looking into, how would you recommend or what advice would you provide an entrepreneur to kind of help them future proof their business?
[00:43:15] Speaker B: You know, it's interesting, not two weeks ago, I was, I attended a very interesting virtual event that talked about that very specifically. And the idea was with artificial intelligence very specifically, the question is, how do you future proof your business? How do you stay meaningful, stay relevant? And one of the things that came up was making sure that your business still includes a very human element to it. So let's say that you're a business to business consulting firm. Whatever area of consulting, whether you're doing that consulting in the healthcare industry or you know, you do go to market strategy, whatever the case may be, there needs to be some type of very human element where there is something that they would get from your strategy, from you connecting with them, from you going to visit them, whatever the case may be, that just would not be enough with AI. And so I think that's really the mess, the missing piece.
To give you an example, we know several consultancies right now where part of what they do is some version of a paid lunch and learn strategy session.
For their clients. So this way, sure, they can get information on, you know, on AI if they wanted. But this form of ideation, this form of strap planning, it's very human based. And so incorporating that into some of the other things that they offer is really important. And just for having those sessions, there are, there are fees associated with that and therefore revenue associated with, for the companies.
So I mean, I think the, the key is really to find as much of the human element as you can.
We know a couple of consultancies that traditionally focused more on certain areas of marketing and now they're pivoting. They're still doing marketing, but they're also doing more partnership building where part of what they offer their clients is the ability to form partnerships. And so that is beyond just something that you can get from AI that's more than content development or what have you. So I would say the human element is a big part of it.
[00:45:58] Speaker A: That's awesome.
My last question, Sabrina, you're an owner of a business.
You have a legacy. What do you want to kind of have people remember, remember you from a leadership perspective as you would move on to your next chapter of either retirement or, or your next business? When you look at a Kilbury consulting perspective.
Oh,
[00:46:26] Speaker B: I want people to remember that as an organization, our goal is to help honestly, you know, the reason why I love the work that we do is we're able to make a difference for those organizations. I come from a long line of entrepreneurs. My parents were both business owners.
On my mother's side can go back three generations. On my father's side can go back a couple.
And so entrepreneurship is something that's really important. It's in my blood. And one thing I would want to be remembered for is really caring about the growth and success of small businesses. We work with companies that are larger than the small business space as well, but we do also work with entrepreneurs.
And specifically among entrepreneurs, I think I'd want to be remembered for that.
[00:47:22] Speaker A: So that's awesome. I love what you do. I appreciate you very much. Sabrina Renee Kinkle, thank you so much for sharing your insight and expertise with us today on the Authority Playbook. If our viewers wanted to find you, speak with you, learn more about you, what's the best way they can get in touch with you?
[00:47:39] Speaker B: Yeah, great question.
You can go to my LinkedIn, which is Sabrina Renee, R E N E E. And then Kinkle K I N C K L E.
I'm the only one on there like that, so that'll be easy to find.
And you can also visit our website, which is Kelbri K E1L K E L E R E E Consulting.com Awesome.
[00:48:08] Speaker A: And thank you to our audience for joining us on the Authority playbook. I'm Jeff Brandeis reminding you that true authority is built through clarity, consistency and leadership that creates lasting impact. We'll see you next time on NOW Media Television. Thank you for joining us. Have a great day.
