Speaker 1: It's time for the b a q a A, the
Speaker 1: b a q a A, the b a q eight
Speaker 1: with Man Day, the b a q eight with Tiffany,
Speaker 1: the b a q a.
Speaker 2: We also have a guest from the studio today and
Speaker 2: then mine.
Speaker 3: Today only contribute something to that song and it's the
Speaker 3: A at the end, and you just try to snatch
Speaker 3: it from me.
Speaker 2: But so we have a guest in the step. But
Speaker 2: remember first and foremost when it comes to the b
Speaker 2: a q a. We are not your doctors. We're not
Speaker 2: your attorneys. We're not your your mom, your dad.
Speaker 1: But we are smart brown girls and know a thing
Speaker 1: or two about business, about career. You know about about
Speaker 1: uh career what I say, career working, business, entrepreneurship. And
Speaker 1: you are gonna take our advice with the smallest wade
Speaker 1: of salt. You're gonna lean into the people that you
Speaker 1: pay for advice aka Suya granny, not us. All the
Speaker 1: lawyer people love, but we do this disclaimer. Oh my gosh,
Speaker 1: the people love to call me today's spam. All the rented,
Speaker 1: all the attorney people love the disclaimer. So in this
Speaker 1: to today we have brandis Daniel. The crowd goes wild
Speaker 1: if you were here as you ought to have been
Speaker 1: for Wednesday's episode, you would know who Brandis is already.
Speaker 2: But if you're not, that's okay. I'm going to introduce
Speaker 2: her briefly.
Speaker 1: Brandis is not only a personal friend of mine, she is.
Speaker 2: A forging strategic brand well.
Speaker 1: With over fifteen years of invaluable experience, Brandis has forged
Speaker 1: strategic partnerships with Fortune five hundred companies. She has been
Speaker 1: this global catalyst for transformative change when it comes to
Speaker 1: introducing black and brown designers to the larger finance, the
Speaker 1: larger fashion world. So, for example, if you remember when
Speaker 1: the Lebron James decided to do a sneaker, a basketball
Speaker 1: sneaker for women, they came to Brandes's and hfr And
Speaker 1: and Brandis helped to connect him right with three black
Speaker 1: women fashion designers. Yep, and those sneakers.
Speaker 2: Just exploded so much about minutes, sold out.
Speaker 1: In five minutes, and Brandi's shared, I don't know if
Speaker 1: this was off air on air, but shared that those
Speaker 1: sneakers had over seven billion impressions on social media. Yes,
Speaker 1: you know, And so Brandis makes that connection Brandon. So
Speaker 1: she founded Harlem Fashion Row, which started off at first
Speaker 1: as fashion shows, but now has expanded to be this
Speaker 1: connector of the industry. She also has Icons sixty, which
Speaker 1: is a five oh one c three nonprofit organization.
Speaker 2: Brandis has her own podcast, Fashion.
Speaker 1: In Color and this beautifully shot it's the podcast, but
Speaker 1: it's also this really beautifully shot show that like you
Speaker 1: have to go and watch.
Speaker 2: We're worth it. Where can they watch that show?
Speaker 4: Brand on YouTube?
Speaker 2: On YouTube?
Speaker 1: And so she's just honestly like there are she is
Speaker 1: a true Renns women. So it's funny that's Harlem because
Speaker 1: Harlem Harlem Renaissance. But when it comes to the fashion
Speaker 1: industry being inclusive of black and brown people, if you
Speaker 1: are not familiar with her book, Volume one, Fashion and Color,
Speaker 1: I mean it is absolutely beautiful. It's a to Z
Speaker 1: black is it also Latin X are just black?
Speaker 5: I think there's black designers in this one right, And
Speaker 5: so the volumes.
Speaker 4: Will include black and brown yers of color.
Speaker 3: Your promise of Volume one, yes, yes, there will be more.
Speaker 3: And that's you having accountability. I can see I never
Speaker 3: should do that. That's on that there's going to be
Speaker 3: the one. Then there people are going to expect the two.
Speaker 1: So let's go And so this is what Brandis does
Speaker 1: and so but also too so we know that the
Speaker 1: fashion side of Brandess, but for the b a QA purposes,
Speaker 1: Brandis is a amazing business woman and this is one
Speaker 1: of the ways that we connect. You know that we
Speaker 1: go on walks and talks and talk about business for hours.
Speaker 1: And so Brenda's also has a book when it comes
Speaker 1: to busin it's called what is that book called again?
Speaker 4: Small Business Big Partnerships.
Speaker 2: Small Business Big Partnerships.
Speaker 1: And so Brandon's is going to answer, you know, a
Speaker 1: business question but also ask a business question. So we
Speaker 1: welcome Brandis Daniel to the podcast Ride Up A.
Speaker 4: Plus, Thank you, thank you. You are passive here.
Speaker 1: But honestly go back on y'all on Wednesday and listen
Speaker 1: to that interview. It was a plus plus. Okay, So
Speaker 1: we're going to write into a Brandess. Do you want
Speaker 1: to answer a question first? Or do you want to
Speaker 1: ask a question?
Speaker 4: I have a burning question? Is that okay?
Speaker 2: About X? Okay?
Speaker 5: So, as I'm building, we're in the process of continuing
Speaker 5: to scale HFR and grow, and so we're trying to
Speaker 5: figure out or I am really trying to figure out,
Speaker 5: like what is that right mark for payroll. So how
Speaker 5: when you're thinking about your business, like what percentage of
Speaker 5: your gross revenue.
Speaker 4: Do you pay in in payroll to a staff.
Speaker 2: So this is a really good question, Manday, do you
Speaker 2: have any feedback?
Speaker 3: Girl, I ain't got staff.
Speaker 2: Go ahead.
Speaker 1: Well, so this is how we figured out keeping it
Speaker 1: worth from my company. So there's two things you want
Speaker 1: to consider. One is what is gross revenue. You know,
Speaker 1: you're making a hundred thousand, making a million, one hundred
Speaker 1: million like, so that that is part of it, like
Speaker 1: how large is the company? And then the second thing
Speaker 1: that you want to consider is what type of business
Speaker 1: are you in. So if you are in a business
Speaker 1: where you're producing physical things, you know, then the highest
Speaker 1: expense is really going to be probably production of that
Speaker 1: physical thing. If you are in a business like mine,
Speaker 1: which is largely a service business, my highest expense is
Speaker 1: likely going to be on payroll in people. So you
Speaker 1: have to be clear on the size of the company,
Speaker 1: but also how do we produce the thing?
Speaker 2: You know?
Speaker 1: Is it a physical thing? Is it a service thing?
Speaker 1: And so my CFO what she did, she did a
Speaker 1: research to see size of company.
Speaker 5: You know.
Speaker 1: At the time, I think the budget MESA was like
Speaker 1: I don't know, maybe like making like two million dollars
Speaker 1: a year, plus the fact that we were largely a
Speaker 1: service based business, and you know, a quick search found
Speaker 1: that in general thirty percent was what was healthy. Try
Speaker 1: not to exceed thirty percent. And so that's going to
Speaker 1: shift if we shift. So if the business becomes a
Speaker 1: five million dollar year company, it might be something else, like,
Speaker 1: for example, Literature Academy is a little bit different because
Speaker 1: that's a much larger company, and so we have and
Speaker 1: also too the BUDGETNISA doesn't spend any money on ads,
Speaker 1: we don't run as, but the Academy does, so the
Speaker 1: large chunk of change goes to marketing over there at
Speaker 1: the Literature Academy.
Speaker 2: So you want to consider those things.
Speaker 1: So for us, it's thirty percent, which you know, I
Speaker 1: think we probably a similar size brand as I didn't
Speaker 1: know you're you're largely I mean, although you have the
Speaker 1: books now, largely you're a service based company. So I
Speaker 1: could safely say, without knowing anything else, that like maybe
Speaker 1: that thirty percent range. And so what that means is
Speaker 1: is that once you kind of know your range, Like
Speaker 1: if I'm being fully candid, it was a really hard
Speaker 1: year this year, but I didn't want to reduce salaries.
Speaker 1: We are currently up to fifty percent, which is way
Speaker 1: too high. But the reason why that's important is that
Speaker 1: I've had people on my team ask for raises because
Speaker 1: it's been a couple of years. But I know because
Speaker 1: I see the number, there's no money for raises. And
Speaker 1: so instead of saying, ain't no money for no raiss,
Speaker 1: I believe because the way I run the company, and
Speaker 1: it's fairly small a Bunchets as a team of like
Speaker 1: five of us, is that we share our monthly, our
Speaker 1: numbers monthly, I share gross what we made, I share
Speaker 1: what we spent, and then what's left over net, you know,
Speaker 1: And that made it easy to say, I'm not saying
Speaker 1: no to a raise because you're not amazing. I'm saying
Speaker 1: no because the numbers ain't numbering. So but it's like,
Speaker 1: so a solution to not being able to pay maybe
Speaker 1: as much as you'd like is that I am not
Speaker 1: integrating profit sharing into my company starting twenty twenty four,
Speaker 1: where here's your base salary, which I'd love to pay
Speaker 1: you more, but we are already over what's really healthy
Speaker 1: for a size of a company, you know, So that
Speaker 1: means we have to make more before I can consider raises,
Speaker 1: but that doesn't mean that we don't have some really
Speaker 1: good quarters. And so what happens is now every quarter
Speaker 1: they get paid, like I get paid, I have a
Speaker 1: base salary that I receive, but I also get an
Speaker 1: owner's draw.
Speaker 2: And that's when everything.
Speaker 1: Is paid and taxes are taxed and saving is saved,
Speaker 1: there's money left over and I can draw money out
Speaker 1: of the company. Sometimes it's a lot, sometimes a little,
Speaker 1: sometimes it's nothing. But now every quarter they're going to
Speaker 1: get a percentage of my owner's draw. And for the
Speaker 1: size company that we are, now I've decided yeah, so
Speaker 1: it's a basically a bonus, but it really.
Speaker 2: Is a profit share. Right. So now instead of asking
Speaker 2: me for a raise, because I was like, this is
Speaker 2: the raise.
Speaker 1: Just so we're clear, that's what I told them, I said,
Speaker 1: now you don't have to ask me. Now you can
Speaker 1: look in your department that you're working in and say,
Speaker 1: are we ending too much in this capacity?
Speaker 2: Can we reduce it?
Speaker 1: Also, where can I put my energy that's going to
Speaker 1: generate a larger return on investment? Because I know when
Speaker 1: the quarter comes around, we spent less we've made more,
Speaker 1: maybe just an additional fifty thousand dollars. Let's just say
Speaker 1: one hundred for easy math, twenty percent of one hundred
Speaker 1: thousand dollars is twenty thousand dollars goes.
Speaker 2: In the bonus pool.
Speaker 1: And the way we split the bonus pool is that
Speaker 1: everybody's assigned a percentage based upon what they do and
Speaker 1: payroll and stuff like that. So now you can do
Speaker 1: the own math, like, ooh, of that bonus pool, six
Speaker 1: thousand is mine. So even though there's no raise for
Speaker 1: your base, and it never puts the company in additional
Speaker 1: danger because you only get paid that access when there
Speaker 1: is excess.
Speaker 2: Now that's good, Tiffany. That's really when I tell you
Speaker 2: to figure out that solution. I was.
Speaker 1: I was worried because I have really amazing team members
Speaker 1: and they can go someplace else and make more money.
Speaker 2: But I know they really love and enjoy working here.
Speaker 2: But we're adults. I have to make money to.
Speaker 1: Survive, and so I how do I say to a
Speaker 1: good person, I would love to pay you more, there's
Speaker 1: just not more money, and they understood that. But also
Speaker 1: how do I maintain them because they can take their
Speaker 1: goodness someplace else many knows I was stressed, right right,
Speaker 1: I was because I'm like but I was like, you know,
Speaker 1: so I'm like, I wanted to be able to pay more,
Speaker 1: but I also am looking at the budget, like, so
Speaker 1: if I overextend ourselves and then I crashed the company,
Speaker 1: that we're all out.
Speaker 2: Of business next year and no one has a job.
Speaker 1: And so your job as a leader is to balance
Speaker 1: the good of the company versus the good of you know,
Speaker 1: the individual people working there, including yourself. And so I
Speaker 1: am willing to give up a chunk of what I
Speaker 1: would take home to make sure everybody is good and
Speaker 1: everybody can eat, you know. But so now that alleviates
Speaker 1: some of this like feeling. So now they know that
Speaker 1: we're at fifty percent. So I said, we can't even
Speaker 1: consider raises until payroll is under thirty percent, because once
Speaker 1: you get to twenty twenty five percent, that means you're
Speaker 1: underpaid or you don't have enough PEP go on staff.
Speaker 2: Now we can consider razs Oh, we are twenty percent.
Speaker 2: We had an amazing year.
Speaker 1: Now we can consider increasing your base because the numbers dictate.
Speaker 1: So just in business, when you're navigating, and this is
Speaker 1: why I started my mentortivity dot Com to have these
Speaker 1: kinds of conversations with black women, especially right, is that
Speaker 1: just like understand when you're navigating that, like you know,
Speaker 1: like everyone is always going to want more and that
Speaker 1: is a natural human thing.
Speaker 3: You know.
Speaker 1: I'm not upset about people wanting more because we're adults
Speaker 1: and you know, we want to be able to take
Speaker 1: care of ourselves. But it's like, how do I navigate
Speaker 1: so we can sustain that? Is that is the role
Speaker 1: with you as a leader. Now, everyone doesn't have to
Speaker 1: open the books up like I do. I just believe
Speaker 1: in doing so that they get to see, you know,
Speaker 1: because you can't do that with every team. If you
Speaker 1: know you have a team that everyone is not really
Speaker 1: pulling their weight, and they can use that against you.
Speaker 1: But I have already curated the best of the best,
Speaker 1: you know, so I know I can share the full
Speaker 1: numbers and say this is what we're working with. If
Speaker 1: you want more, here's some things. Bring me some ideas
Speaker 1: what can we do? And when I tell you they
Speaker 1: were working hard before, but the way they're working smart
Speaker 1: and more strategic is amazing to see. I mean it's
Speaker 1: mind blowing. Like the way people are like you know
Speaker 1: what we should do that would have never happened before
Speaker 1: if I was just mom, Tiffany, I'm the mom of
Speaker 1: the business.
Speaker 2: We are all now CEOs. Everybody gets paid like I
Speaker 2: get paid.
Speaker 1: We all get a base, we all get an owner's draw,
Speaker 1: we all get to see the numbers, and so like, yeah,
Speaker 1: that's a and I know that's a long answer to
Speaker 1: the question, but I wanted to give you greater context
Speaker 1: that you know, as you are considering paying people to
Speaker 1: consider size of company. Consider are you product or service base?
Speaker 1: You know, do your research on this size of company
Speaker 1: and product and service base. Where should I be not
Speaker 1: only with payroll, but where should I be with marketing spend?
Speaker 1: What's help and safety there? You should really be where
Speaker 1: should be with operational expenses? And you shouldn't know what
Speaker 1: your percentages are because I check on them every two
Speaker 1: weeks to see are we flexing too high or too low?
Speaker 1: Because too low is bad too. At one point, I
Speaker 1: was underpaying That's why I gave everybody like a twenty
Speaker 1: thousand dollars raise that year because we were at like
Speaker 1: fifteen percent.
Speaker 2: That means I'm underpaying you or we need more more staff.
Speaker 1: So that's gonna help guide you, you know, not not
Speaker 1: your emotions, not how you feel about people, you know,
Speaker 1: but about like how how business is best.
Speaker 2: Run in the most optimal setting. So I hope that's help.
Speaker 4: That's incredibly helpful. Thank you so much for that.
Speaker 2: No problem.
Speaker 1: Well, actually, you know what, We're gonna pause for commercial
Speaker 1: break and we'll be right back and black and I
Speaker 1: have a question for brands, and we're back in black
Speaker 1: and brown. So brand, that's my question for you in business,
Speaker 1: is you have gotten like you like you are literally
Speaker 1: known for your ability to partner with brands in a
Speaker 1: way that I've never seen before. I mean, I get
Speaker 1: brand partnerships, but like, even during rough times, brands still
Speaker 1: seek you out to partner with you, Like what do
Speaker 1: you think that, like, what is that? What is that
Speaker 1: it factor that you're presenting that attracts brands even when
Speaker 1: like this was a rough year for influencers in general,
Speaker 1: I've seen a lot of influencers go back to work
Speaker 1: because they're no longer attracting brands. And that has not
Speaker 1: been you know, maybe money has reduced or it's slowed
Speaker 1: a little bit, but you very much are still connected
Speaker 1: with the brand. So why what's the IT factor that
Speaker 1: you're bringing to the table that like we can all
Speaker 1: learn from.
Speaker 5: So there's a few things that we've done that I
Speaker 5: think has been really helpful.
Speaker 4: Number One, we from day.
Speaker 5: One we had press, and people don't realize how important
Speaker 5: press is. And because we took the time to really
Speaker 5: build relationships with editors, a lot of times when we
Speaker 5: get featured in something, the editors will also mention the
Speaker 5: brand that we're partnering with. Well, the brand can't do that.
Speaker 5: You know that that is something that is very unique
Speaker 5: to partnership with with HFR. Most brands know that if
Speaker 5: they do something really dope with HFR is going to
Speaker 5: get covered.
Speaker 4: It's going to get picked up.
Speaker 5: So I highly recommend people who want to get brand
Speaker 5: partnerships hire a publicist. You know, if you don't know
Speaker 5: what a publicist is, a publicist is someone who helps
Speaker 5: to get whatever you're doing covered impress and media. And
Speaker 5: it's so important to brand partnerships because it's another way
Speaker 5: that they kind of track value, right, they're tracking value
Speaker 5: through through press. The other thing is like we try
Speaker 5: to keep relationships outside of just when we want to
Speaker 5: do a brand partnership, and so our goal is like,
Speaker 5: let's host dinners and breakfasts, like sometimes I'll host things
Speaker 5: that are my home for our brand partners, whether they're
Speaker 5: partnering with us or not, to really build this relationship
Speaker 5: where we're having constant communication. And when I talk to them,
Speaker 5: I'm not asking brands like Okay, can you go and
Speaker 5: partner with me?
Speaker 2: I used to have this whole pitch.
Speaker 4: That I used to do. I don't have a pitch anymore. Now.
Speaker 5: When I get on with a brand, I'm really interested
Speaker 5: and hearing what they're up to, what their goals are, how.
Speaker 4: I can help support them through HFRS.
Speaker 5: So I had a call yesterday with a huge brand,
Speaker 5: probably one of the top five brands in the world,
Speaker 5: and I.
Speaker 4: Was going to pitch them sponsoring some events.
Speaker 5: But before I did that, I said, well, why don't
Speaker 5: you tell me kind of like what have you done
Speaker 5: this year that's worked and how are you guys moving forward?
Speaker 5: And she said to me, brand is we need more
Speaker 5: things that provide us a real ROI. So I started
Speaker 5: talking to her about our Fashion and Color show, which
Speaker 5: is I'm claiming the number one fashion podcast in the world,
Speaker 5: claiming it now, and I started talking to her about that,
Speaker 5: and she was like, that's something that I can actually measure,
Speaker 5: you know what, let me know what it looks like
Speaker 5: to sponsor your second season the all sixteen episodes. Yes,
Speaker 5: but it's because I sat back and instead of pushing.
Speaker 4: My event that I wanted them to sponsor.
Speaker 5: I asked the question that gave me the answer to
Speaker 5: know what to tell her, you know, something that could
Speaker 5: actually maybe provide a solution for her. So I'm always
Speaker 5: looking at like, how do how do we serve our
Speaker 5: brand partners through our platform? And I think that has
Speaker 5: been like so valuable. The way that we approach brand
Speaker 5: partnerships is very service base versus I'm just gonna pitch
Speaker 5: you and see if.
Speaker 4: You're going to come on board.
Speaker 5: And we do things for brands for free all the time.
Speaker 5: We just hold they were brand for free. I didn't
Speaker 5: charge them anything because it's a relationship and I don't
Speaker 5: want the relationship to always be transactional. And so I
Speaker 5: saw this thing. I saw the brand. I could tell
Speaker 5: they were struggling to get the word out to the designers,
Speaker 5: and I said, do you know what, do you want
Speaker 5: us to host a meeting for you with designers? And
Speaker 5: they were like, yeah, and so we got like fifty
Speaker 5: design on a zoom. You know that they may not
Speaker 5: have been able to reach, but for us, that's the
Speaker 5: way that I can serve them.
Speaker 2: They've been a partner.
Speaker 5: For ours for five years, so I don't have to
Speaker 5: charge them for everything we do for them. So it's like,
Speaker 5: how do you how do you serve? That is the
Speaker 5: best way to approach brand partnerships.
Speaker 2: That's really good.
Speaker 5: The outreach has to be massive, Like a lot of
Speaker 5: times people reach out to like two brands or three
Speaker 5: brands and then they're like, oh, nobody partnered with me,
Speaker 5: Like we reach out to hundreds of brands, Like we
Speaker 5: our effort is massive on our outreach, so that we
Speaker 5: at the end of the day, sometimes we have options.
Speaker 5: Sometimes we have to decide, Okay, we can't actually do
Speaker 5: that brand in that brand, so let's go with this one.
Speaker 5: So your outreach needs to be massive in order to
Speaker 5: make sure.
Speaker 4: That I just read read a book over subscribe.
Speaker 5: Tiffany, which Mandy, you would love that book too, And
Speaker 5: so how do you stay over subscribed? Which basically you
Speaker 5: have more demand than you even have. You know, you
Speaker 5: have more demand than supply. You need, you need to
Speaker 5: have your sponsorship deck ready, and you need to know
Speaker 5: what value you have to offer.
Speaker 4: To a brand that is really really important.
Speaker 5: And so when I went through the exercise with Tiffany
Speaker 5: and her team, one of the things that we did
Speaker 5: was we went through, like, what is all the value
Speaker 5: that the Budjanista has to offer?
Speaker 4: And they, I mean.
Speaker 5: Tiffany, I think we came up with a list of
Speaker 5: like thirty to thirty things. So once you know that,
Speaker 5: that also informs who you reach out to, because then
Speaker 5: you can say, all right, well, my value is that
Speaker 5: I have a trusted community. My value is that people
Speaker 5: trust me to give them financial advice or in your case, Mandy,
Speaker 5: I know that you're a coach around careers and so
Speaker 5: people trust me to give them like career advice. Right,
Speaker 5: So then who are the brands who want to partner
Speaker 5: with you around that? So I don't know, maybe it's Staples,
Speaker 5: maybe it's a bank, maybe it's a company that is
Speaker 5: focused on entrepreneurship. So then that kind of like once
Speaker 5: you know your value, the next step is now you
Speaker 5: know what types of brands to reach out to, because
Speaker 5: you can match your value with the brands.
Speaker 4: And then when you reach out to brands, which we cold.
Speaker 5: People think that like we've got all these relationships, and
Speaker 5: we do. We have a lot of relationships, but there
Speaker 5: are so many new brands we reach out to all
Speaker 5: the time. Like my team just reached out to a brand,
Speaker 5: and I was like, how is that partnership gonna work?
Speaker 5: But they people email us back. So we go on LinkedIn,
Speaker 5: we find their contact information, we shoot them an email.
Speaker 4: Once we send them that email.
Speaker 5: You know, we follow up even if they don't hit
Speaker 5: us back, like, we keep following up.
Speaker 4: And sometimes you have to do something that nobody else
Speaker 4: will do.
Speaker 5: I always say, like, honestly, if you want to get
Speaker 5: anybody's attention, just do something other than email.
Speaker 4: Most everybody email. So at the beginning of.
Speaker 5: HFR, I would send people cakes to their office. One time,
Speaker 5: our first brand partner, I sent a cake to their
Speaker 5: office because I.
Speaker 4: Knew people were going to go whose birthday is it? Oh,
Speaker 4: it's nobody's birthday.
Speaker 2: Well who's at the cake?
Speaker 4: Harlem?
Speaker 5: And I said, everyone have to say my name all
Speaker 5: day long, Harlem's fashion, and you know, And so I've
Speaker 5: always done like I'll send breakfast, I'll send cupcakes. I
Speaker 5: used to have an account with Melissa's Cupcakes because I
Speaker 5: used to send so many cupcakes. Sometimes I'll send a
Speaker 5: Starbucks card, like, that's a great way for you to
Speaker 5: get the attention of a brand partner. Send an email,
Speaker 5: Starbucks card and say coffee on me today. I hope
Speaker 5: we get a chance to connect. I mean very few people,
Speaker 5: is good.
Speaker 4: There are very few people who will not email you back.
Speaker 5: After you've sent them a ten dollars Starbucks card, you know,
Speaker 5: and so.
Speaker 4: Those if you do anything other.
Speaker 5: Than email, it will get people's attention because most people
Speaker 5: are only going to email.
Speaker 2: That's the other thing. Yes, yes, most.
Speaker 4: People are going to send a DM via linked In.
Speaker 5: They're going to shoot you an email, but they're not
Speaker 5: going to do like the extra step. And so if
Speaker 5: you're someone who is willing to do the extra step,
Speaker 5: you will get the meeting.
Speaker 1: But no, but I'm just thinking about if someone would
Speaker 1: have reached out to me in that way, you know,
Speaker 1: I'd be more likely to be like, oh, because it's
Speaker 1: called the law of reciprocity that someone does something for you,
Speaker 1: and you have this sense that you're just like, you
Speaker 1: know what I have to like, you know, like I
Speaker 1: have to do something reciprocal to say I can spend
Speaker 1: ten minutes on the phone because this was a really
Speaker 1: nice gesture. You know, I think we don't really that
Speaker 1: when we're asking of something of someone that to you,
Speaker 1: you see yourself as a singular ass to to them,
Speaker 1: you're a sea of hands out.
Speaker 2: So I tell this to my mentees.
Speaker 1: I'm like, imagine I'm standing on stage and everyone's hand
Speaker 1: is out, and if one of those hands there's a gift,
Speaker 1: which one do you think I notice? I don't care
Speaker 1: how small the gift is. I'm like, oh, there's a
Speaker 1: gift in that one hand. Let me explore that one
Speaker 1: versus everyone is always asking like everyone swears they're asking.
Speaker 2: Is so unique, Tiffany, I'd love to spend just fifteen
Speaker 2: minutes of your time.
Speaker 3: I don't have.
Speaker 4: My girl.
Speaker 2: Literally times I'll be taking meet and you know, damn
Speaker 2: near in the shower.
Speaker 4: Say I get the kkn you go have coffee with me?
Speaker 5: And I'm like, do you know what it will take
Speaker 5: for me to come meet you and have coffee with you?
Speaker 1: That person? I know that people don't realize that, like
Speaker 1: and of course I one's asking like from a rude place,
Speaker 1: but I don't think they understand.
Speaker 2: Fully like what they're asking and how they're asking. How
Speaker 2: ineffective that is.
Speaker 1: Yeah that unless you ask in a way that you know,
Speaker 1: like those who are really getting, they'll ask in a
Speaker 1: way where I can instantly see the value. I remember,
Speaker 1: this is woman who reached out to me. She was
Speaker 1: struggling with something. But then she casually dropped you know,
Speaker 1: I run a nonprofit that manages over fifty million dollars
Speaker 1: worth of da da dada.
Speaker 4: I was like, oh, girl, what time.
Speaker 2: I walk every evening?
Speaker 1: If you don't mind the cars in the background, we
Speaker 1: could walk and talk and we did and it's been
Speaker 1: an awesome connection.
Speaker 2: But that was smart because she just said, hey, I
Speaker 2: have a question. But she knew to dropped that.
Speaker 1: Jewel because I was like, well, I can see there
Speaker 1: could possibly be an exchange here.
Speaker 2: Yeah, and so like, yeah.
Speaker 5: The same thing.
Speaker 4: We do the same thing with brands all the time.
Speaker 4: I'm like, I'm dropping the jewels.
Speaker 5: I know every event, big event that we do gets
Speaker 5: a billion press impressions.
Speaker 4: That is not normal. I know that that is like
Speaker 4: an extraordinary thing. So I dropped that.
Speaker 5: I also do no pressure for brands. I try I
Speaker 5: you know, my thing is like.
Speaker 4: For us is for us, and so we're always like,
Speaker 4: we're here. Oh this you think this price is too much?
Speaker 4: Well you know what, you know we're here.
Speaker 5: We but what we the reason the price is what
Speaker 5: it is is because we provide excellence. So if you
Speaker 5: want excellence, and I know that you do as a brand,
Speaker 5: you know we're here and we're happy to provide you
Speaker 5: with excellence service from start to finish.
Speaker 4: Right.
Speaker 5: But we try not to adjust our prices because I've.
Speaker 6: Got people to pay and somebody and sometimes people will think, oh,
Speaker 6: because you guys are doing good work, it's supposed to
Speaker 6: come you know, at something that should cost three hundred thousand.
Speaker 5: They think it's supposed to come in a one hundred
Speaker 5: thousand and I'm like no.
Speaker 1: But so brand is if the people want to stay connected,
Speaker 1: if they want to get your books, where can they
Speaker 1: do that?
Speaker 5: Yeah, they can follow me at Brand's Daniel on Instagram.
Speaker 5: My website is Brandisdaniel dot com. You can get the
Speaker 5: business the book on Partnership Small Business, Big partner Ships.
Speaker 2: It's a little black book to a.
Speaker 5: Tract secure and maintain partnerships with big brands. You can
Speaker 5: go to Harlem's Fashion room and get the fashion and
Speaker 5: color book if you're interested in that. But I'm going
Speaker 5: to be giving more business chips on my Instagram, so
Speaker 5: make sure you check me out there.
Speaker 1: Yes, please do. We thank you for coming on. You've
Speaker 1: just been excellent. If you didn't listen to a Wednesday's episode,
Speaker 1: listen to it because we got deep into our business.
Speaker 1: And if you really like this episode, we really encourage you.
Speaker 1: We're always trying to grow. To share with your bestie,
Speaker 1: your work mom, you know your your sneaky link girl,
Speaker 1: We don't care.
Speaker 4: Just shred recently. Somebody just told me what that is.
Speaker 1: So listen to something but with your sneaky link, right,
Speaker 1: so so so we encourage you to share, share, share
Speaker 1: with someone that you know that's going to find value.
Speaker 1: And honestly, I take a note from this, so if
Speaker 1: listen to it again and take notes and so you
Speaker 1: know what, actually we should have said this in the
Speaker 1: in the Wednesday episode, but we're going to put Brandis's
Speaker 1: links in the show notes, so just make sure you
Speaker 1: look out for them there if you can't remember the
Speaker 1: links she shared, well, we thank you Brandi's for coming,
Speaker 1: thank you for having me