MENTORS Magazine: Issue 1

Issue 1 MENTORS Magazine Magazine Steps To Leadership Nirvana DR. Steven Hymovitch How Millennials Can Achieve Financial Freedom Through Real Estate. Ryan Boykin Why Your Brand Must Transform to Stay Relevant—And How To Do It Whitney Vosburgh The Role of a Mentor Neil Ball Boost Resilience, Beat Burnout! Beth Kennedy Boss Mom Interview with Dana Malstaff DR. JOE VITALE OVERCOMING FEAR MENTORS MAGAZINE | EDITION 1 | 1

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MENTORS Magazine Publisher Neil Ball Edition 1 Editor Sally Jones Graphic Designer Tim Swan Ad Designer Joseph Dawson Cover Photograph: Courtesy of Dr Joe Vitale You may NOT copy or use any of the articles in this magazine without permission from MENTORS Magazine. The articles in this magazine are teaching and instructing other people about how to develop personally, in business and other things the writers feel is beneficial to developing personally and in different areas of business. Other articles in our magazine are written by companies, authors, and businesses that have something of value to share and they promote their work to our readers. We also share other stories which we feel are valuable resources for people to learn from. MENTORS Magazine is not responsible for the content or claims of any advertising or editorial in this publication. All information is believed to be accurate but is not warranted. The reader should do their own due diligence on any information provided in editorial content and for any advertising claims before taking any further action. The reader is responsible for their own actions. Some of the links in the magazine may be affiliate links and we may receive a payment if you make a purchase using them. Copyright Disclaimer: Under Section 107 of the Copyright Act 1976, allowance is made for “fair use” for purposes such as criticism, comment, news reporting, teaching, scholarship, and research. Fair use is a use permitted by copyright statute that might otherwise be infringing. Non-profit, educational or personal use tips the balance in favour of fair use. If you would like the magazine to share a blogpost or website please contact editor@MentorsMagazine.com Writers and Contributors DR. Steven Hymovitch Steven Uster Ryan Boykin Christine Erickson David Neagle Dr Joe Vitale Mark C. Perna Whitney Vosburgh Dana Malstaff Christopher and Darcy Alkus- Barrow Ximena Hartsock Beth Kennedy Neil Ball All Rights Reserved © 2019 MENTORS Magazine Contact Information E-Mail: editor@MentorsMagazine.com Website: www.mentorsmagazine.com Facebook: @MentorsMagazine Twitter: @MentorsMagazine MENTORS MAGAZINE | EDITION 1 | 3

IN THIS ISSUE Cover Story College Is Putting a New Generation at Risk 6 By Mark C. Perna 32 58 Overcoming Fear 4 Steps To Leadership Nirvana By Dr Joe Vitale Boost resilience, beat burnout! By DR. Steven Hymovitch 38 By Beth Kennedy 16 Resonating with Every Generation on Your Team By Christine Erickson 44 62 The Role of a Mentor By Neil Ball How to Break into Tech as a Woman of Color 20 By Ximena Hartsock How Millennials Can Achieve Financial Freedom Through Real Estate By Ryan Boykin 48 Working Capital Management 66 What It Is & Why It's Important Starting and Managing a Successful Business as a Married Couple By Steven Uster 24 15 Signs You Are a People Pleaser –and What to Do About It By David Neagle 54 By Christopher and Darcy Alkus-Barrow Why Your Brand Must Transform to Stay Relevant— And How To Do It 72 Why Our Old Approach to By Whitney Vosburgh Interview with Dana Malstaff MENTORS MAGAZINE | EDITION 1 | 5

Contributing Writers Christopher and Darcy Alkus- Barrow DR. Steven Hymovitch David Neagle Mark C. Perna Cover Story Steven Uster Ximena Hartsock Dr Joe Vitale Ryan Boykin Beth Kennedy Whitney Vosburgh Neil Ball Christine Erickson Dana Malstaff 6 | MENTORS MAGAZINE | EDITION 1

Cover Story OVERCOMING FEAR Almost everyone is interested in overcoming fear –or should be. Whether you want to speak in public, open a new business, talk to potential dates, do stand-up comedy, climb a mountain — oranythingyou haven’t done before — you’re bound to feel fear and want help in overcoming fear. 6 | MENTORS MAGAZINE | EDITION 1

Well, how do you do it? I didn’t even sing in the shower. Childhood memories of being humiliated when I tried to speak or sing stayed with me. After recording six albums of songs, my Band of Legends politely nudged me to perform live. I overcame the speaking one. While I’ve spoken on stage numerous times over the decades, I neversangon stage. But I refused to even touch singing. It felt too vulnerable. Thinking about it brought up serious fears. I managed to do it in the studio for my six albums, by basically managing my adrenaline, but I couldn’t accept ever singing on stage live. Even terror. No way. But I did it. I did it! A friend remembers me saying I would NEVER sing in public. And it was a huge success. I was strong and confident, owned the stage, and led my Band of Legends into a triumphant performance. I had to overcome panic attacks, anxiety ambushes, and near nervous breakdowns to overcome the fear of public speaking. It was an historic moment. But publicsinging? It was a personal breakthrough. Forget it. And it will live forever in my mind as a moment of greatness for me. MENTORS MAGAZINE | EDITION 1 | 7

So, how did I go from terrified to terrific? the show, but I do remember the impact the principle had on me. I startedMiracles Coachingmore than a decade ago for that reason –to give people someone who could believe in them. I’ll share my own process, as it will illustrate the art of overcoming fear. I’m sure you can be inspired by this adventure. To help them overcome fear. I of course did all the standard things that I teach, from practicingho’oponopono(as I wrote about in my books,Zero LimitsandAT Zero) to rehearsing in the studio and in my mind. To help them attract miracles. I’ve had a lot of people support me and coach me in performing: Jen Sincero is a badass author of two NY Times bestselling books,You Are A Badassand the recentYou Are A Badass at Making Money. I discovered her first book years ago, knew it would be a hit, and interviewed her. We stayed in touch. But two months before the show, I also — 1.I Got coaching. A basic rule of self-improvement is this I had lunch with Jen when she came to Austin for a book signing. I knew she had been in a band at one point, so I told her my dilemma. She told me that I had already done the hard part of singing. You can accomplish more if you have someone who believes in you more than you believe in yourself. “You sang for Melissa Etheridge,” she explained, referring to when I had a private songwriting lesson with the rock icon last November. “Singing one on one is harder than singing on stage, and you sang for an icon you idolize and adore.” : I first saw that insight in the home of Jerry and Esther Hicks, of Abraham fame, decades ago. Jerry (who has passed on and I greatly miss) told me he first heard it in an early television western. I don’t recall the name of 8 | MENTORS MAGAZINE | EDITION 1

who is on my first album,Blue Healer.She was the first person I sang for. We met and she told me she always feels nervous before getting on stage. But she thinks of herself as a messenger, not a singer. That reframe made the idea of singing easier. “I am a messenger,” she said. “I focus on the song’s message.” That insight helped me drop the idea of being a singer and adopt the idea of being a messenger. It helped me relax a little. The last time I saw Melissa Etheridge, just for a moment after her show in San Antonio in June, she told me she loves my latest album,The Great Something. She said to “Keep at it.” I dedicated that album to her. There’s a song on it I wrote for her. Her encouragement helped me stay motivated. She once told me, “Feel the fear and do it anyway.” Meghan Sandau is a new friend. She has promoted big music events. She wanted to see me do a concert. She said she likes my music. Her belief in me helped make me more secure. In fact, none of this would happen without her. Sarah McSweeney is a singer-songwriter MENTORS MAGAZINE | EDITION 1 | 9

She set up the event for my Band of Legends to perform. rehearse, listening to me confide my fears, and urging me to hang in there. She held my hand and encouraged me. Then there’s Patrick Stark in Canada. He’s a filmmaker making a movie about overcoming fear.. Meghan also suggested I do an energy clearing session with Nicole Pigeault of Los Angeles. I love energy work and do clearings for others, so I leaped at the chance to hire Nicole. It’s called “One Life: No Regrets.” Turned out to be one of the most powerful esoteric washes ever. He interviewed me for it. He plans to sing on stage with the band U2. But it will be the first time he’ll sing on stage EVER. The hour session helped me release fears and settle into confidence. Imagine it. The first time you sing in public anywhere is on stage with U2 and thousands watching. Well, if Patrick can drum up that kind of courage, then so can I. Right? I found preparing for the event mainly a battle with my mind. Most of my thinking was negative. It was all, What if it goes bad? But Mendhi Audlin came to visit. She teaches what ifupthinking. She wrote the bookWhat If it All Goes Right? But she wasn’t the only person to support me. Guitar Monk Mathew Dixon has been coaching me for years now. We’ve made numerous instrumental albums together, such asInvoking Divinity. He stayed in my corner, listening to me 10 | MENTORS MAGAZINE | EDITION 1

She coached me in other ways to think: what if it is a breeze? What if I love it? It also helps to see people successful in one field try their hand in a completely different field. James Altucher tried stand-up-comedy. He’s a writer. He’s doing something out of his comfort zone. My band of legends: me, Daniel Barrett, Glenn Fugunaga, Joe Vitale Mamet is a Pulitzer prize-winning playwright and screenwriter. I think he is a genius. But he’s willing to do it for the experience, and he’s sharing his learning curve to inspire others. He said most people are too afraid to be bad to be good. Though I haven’t met him, knowing he was stepping out beyond his fear fortified me to do it, too. You have to be bad first to start being good. 2.I got educated. To prepare for my show, I attended an online Masterclass with David Mamet, and another with Usher. You have to startsomeplace. I reminded myself of this as I prepared for the live event. Both were astoundingly good. While I wanted to step out on stage and be “perfect,” Mamet reminded me that I will probably step out and be bad. But bad is where you start. You can’t get to MENTORS MAGAZINE | EDITION 1 | 11

great without starting at bad. Usher said to prepare, to be confident, but to expect something to go wrong. I read a terrific book on how to deliver an unforgettable live performance. I liked the book so much, I read it twice. Don’t expect perfection. He told a story of a performance where he injured himself at the beginning of a two- hour show and had to keep dancing and singing despite the pain. It was called,The Musician’s Guide to a Great Live Performance. His insights and pointers were priceless in helping me create a mindset for success. It became my bible. I read it on planes, took it with me on my iPad, and shared it with singer-songwriter friends. And I bought a set of audios calledThe Relaxed Musician. It’s a 14- day course in exploring limiting beliefs. And I read a wonderful book on overcoming fear and panic, ti- tledYou 1, Anxiety 0. It helped me realize I had a big belief that if I looked bad as a Author Jodi Aman helped take the mask off of fear so I could see what it really was: an illusion. I soaked up the wisdom in this book. It really helped me. performer, it would hurt my reputation in other areas, such as an author or speaker. I also read a 1950 book by Vernon Howard calledWord Power. But like most beliefs, it didn’t hold up. It was about how you talk to yourself, as well as to others, effects your behavior and your results. It’s not so much affirmations but self -talk. I could forget all my lyrics and totally wash out on stage and it wouldn’t even dent my image anywhere else. Most people forgive and forget. Pretending you are fearless by saying “I am a fearless performer” is a way to beginbeinga fearless performer. In fact, a miss on stage could give me a terrific story about how I bombed and lived. But I didn’t stop there. 12 | MENTORS MAGAZINE | EDITION 1

And I read a recent book, calledSucceed. With Meghan’s urging, I wrote out a script of how I wanted the show to go. I focused on my feelings, not anyone else’s, so I could focus on what I could control. It explained that just visualizing success is a plan for failureunlessyou also visualize planning for setbacks. The script was a type of Nevillizing (which I write about in my book,The Attractor Factor): feeling as if the eventalreadyhappened the way I envisioned it. In other words, thinking the show will go without a flaw is not realistic, as Usher pointed out. There is no such thing as perfection. But visualizing success and understanding there is work to do to get there, can almost guarantee the re- sult you want. I didn’t visualize the show happening, I visualized that the showalreadyhappened. That was a mind-spinning insight. I did more, too. Big difference. I wrote the script from the point of view of the next day,afterI performed on stage. I read and re-read it every day for a week before the show. And — 4.I got relaxed. I got massages, I got plenty of rest, I drank lots of water, and I went into a flotation tank at The Zero Gravity Institute for 90 minutes the day before the show. 3.I got Nevillized. I was doing whatever I could to be at peak MENTORS MAGAZINE | EDITION 1 | 13

form when I stepped on stage. I’m the luckiest musician alive to have a band of this caliber:Drummer Joe Vitale (yes, same name as mine), bass man Glenn Fukunaga and lead guitarist Daniel Barrett. As a slogan I coined says, “It is what you accept.” I was taking care of my body and mind. I was getting ready for my moment. 5.I got faith. Faith doesn’t always mean something religious. These incredible musicians encouraged me, supported me, and brought my songs to life. Faith in yourself, faith in other people, faith in my practice and prep, faith in my Band of Legends –all of it gives a level of confidence that allows the best to surface. We raised the roof and tore down the walls. We shook the earth and wowed the crowd. I accepted that the moment would be perfect, even in any imperfections. Talk about overcoming fear!!! I gave everything I had in me, delivering my messages with energy, enthusiasm, electricity, and a sense of fearlessness and fun. It would be “perfectly imperfect.” At the end of our set, we got a standing ovation. A standing ovation! I did it. And Ilovedit! Now, what do you fear that is time for you to do? I let go. I trusted. Isn’t today a good day to begin overcoming fear? And, after two months of preparing, what happened? Expect Miracles. Ao Akua My Band of Legends and myself performed on July 21st at The Townsend in Austin. Joe 14 | MENTORS MAGAZINE | EDITION 1

Dr. Joe Vitale is a globally famous author, musician, marketing expert, movie, tv, and radio personality, and one of the top 50 inspirational speakers in the world. His many bestselling books include The Attractor Factor, Attract Money Now, and Zero Limits, and his latest releases are The Miracle: Six Steps to Enlightenment, and Anything is Possible, Seven Steps For Doing The Impossible. A popular expert on the law of attraction in many movies, including The Secret, Joe has appeared on all the top tv networks and in The New York Times and Newsweek! Also well-known as a healer, helping people clear their subconscious minds of limiting beliefs that prevent them from manifesting their desires, Dr. Joe Vitale is an authentic practitioner of modern Ho'oponopono, a certified Reiki healer, certified Chi Kung practitioner, certified clini- cal hypnotherapist, certified NLP practitioner, ordained minister, and holds a doctorate in met- aphysical science. Creator of the Miracles Coaching® program that helps people achieve their dreams, this man, once homeless is today a bestselling author who believes in magic and miracles and has spent the last four decades learning how to master the powers that allow us to channel the pure creative energy of life without resistance. www.mrfire.com MENTORS MAGAZINE | EDITION 1 | 15

The Role of a Mentor The Role of a Mentor By Neil Ball Launching or running a business is exciting. You get to claim your independence. You can finally make the rules. But the details can bog you down. of small business owners make it past that hump when they work with advisors to build their leadership skills as they learn and grow. Those who want to be on the successful side of those statistics need to make sure that they create a solid relationship with some type of guide or teacher who helps them reach their full potential. Mentors need to understand their roles so that they provide valuable insight and create confident trail- blazers that have the determination to run a thriving business. When you don’t have experience, you can get overwhelmed by questions about what to do to ensure success or how to make business decisions that are specific to your industry. Mentors have been through it and can give you their support and share their wisdom with you. Approximately 50 percent of small businesses don’t last five years. However, 70 percent 16 | MENTORS MAGAZINE | EDITION 1

Serve as a Guide They are advisers. They are teachers. They are leaders, examples and guides. According to the Merriam-Webster Online Dictionary, a mentor is a “trusted counsellor or guide.” The secondary definition is “tutor, coach.” A mentor can help an individual create a map to steer through the stumbling blocks that come with starting, managing or running a business. Most experts agree that someone in a mentoring position plays a different role than a coach would. Coaches typically help businesses set and meet goals. They focus on helping entrepreneurs, business owners and managers come up with the most efficient ways to achieve their objectives. Create Structure When someone is launching a business, mentoring can help them create a business plan and structure the business. A colleague in this position can offer advice for setting up the foundation of the company. A good coach doesn’t tell someone what to do. Instead, coaches help draw out someone’s inherent wisdom through structured tasks, exercises and questions. For this reason, a business coach doesn’t need experience in an individual’s industry to help them develop the skills that are necessary for a productive, efficient business. The relationship usually goes on for a long- term period. Mentoring advisers continue to work with individuals when they have questions about the intri- cacies of the business, including understanding the cost structure, setting up marketing strategies, making hiring decisions and allo- cating resources. They are advisers. They are teachers. They are leaders, examples and guides. When difficult decisions have to be made, people in mentorship positions can help their mentees look at the pros and cons of the available options. In many cases, the mentor has been through a similar situation. Mentoring can offer specific advice from a personal perspective when the business owner otherwise has access to only general recommendations. A mentor, on the other hand, usually has direct experience in the same field as the mentee. Those in mentorship positions help entrepreneurs and business owners learn how to work industriously, make assess- ments and set priorities. But their guidance doesn’t stop there. They have been through the same challenges that their mentees are undergoing. They can ex- plain how they navigated certain obstacles so that their protégés can identify their options and understand what works without having to experiment themselves. Give Advice and Feedback A relationship of this kind gives individuals a chance to get advice and feedback when they need it. Mentees can look to their advisers to provide an objective outlook. MENTORS MAGAZINE | EDITION 1 | 17

The counsellors don’t have a stake in the de- cisions that are made. Therefore, they can provide a devil’s advocate perspective and debate problems without worrying about offending anyone. specific, realistic expectations. This establish- es clear boundaries and provides direction for the relationship, enhancing the potential for positive results. Help With Networking Be Accessible Having an adviser gives mentees a chance to build their networking opportunities. A colleague on the giving end of this relationship has been through it all before. A mentor doesn’t have to be instantly accessible. However, advisers do need to be ap- proachable enough that the mentee feels comfortable looking to them for support. They’ve usually created a network for themselves. They can help mentees access this network to boost their own potential. An adviser is an insider who is on the outside of the mentee’s social and professional circle. This relationship can help someone make contacts that they wouldn’t otherwise be ex- posed to. During mentoring, the mentee must be trained on the best way to contact their adviser when they need assistance. They should set up a protocol that involves understanding when to share important information, how to contact the mentor and what to expect in return. Offer Motivation and Support Mentees should be instructed to reach out to their guides before circumstances become actual problems. When business owners and managers turn to mentoring to evaluate potential issues before they happen, they learn how to manage their situations to ensure success instead of simply putting out fires. Part of the mentorship role is to provide support and encouragement. These advisers should demonstrate that they are counting on the mentee to act a certain way. As a role model, a counsellor is inherently motivating. These individuals have usually been successful doing what the mentee strives to accomplish. Provide Accountability Mentoring can help someone reach their business goals. People in this leadership position provide accountability and keep their mentees on track. They can enhance the motivation factor by working with the mentee to access intrinsic motivation. When mentees consistently access the fundamental rewards that come from certain behaviours or a particular level of performance, they maintain their desire to reach their goals. Mentoring helps people take responsibility for their actions. People in the leadership role can often serve as a direct example of what can be achieved when mentees accept ownership for their decisions. All mentoring relationships are unique. To make the most out of this ongoing associa- To create accountability, mentors must set 18 | MENTORS MAGAZINE | EDITION 1

tion, the adviser must be respectful, honest and non-judgmental. The best connections are built on trust. Both of you should know what you want out of the relationship and give as much as you receive. Neil Ball has been a serial entrepreneur for over 25 years with businesses in sectors such as Printing, Consumer Electronics, Distribution, Removals, Storage, Mail Order, Property Investing, Publishing and more. He has had his share of fail- ures and successes on his entrepreneurial journey. The most successful of his businesses sold approximately £300 million or $500 million of products via retail, mail order and ecommerce and was one of the largest independent consumer electronics companies in the UK. In recent years Neil’s passion for entrepreneurship and helping other entrepreneurs has led him to becoming a podcaster on his daily podcast The Entrepreneur Way where he interviews entrepreneurs and business owners on their entrepreneurial journey and their secrets of success. He is also a business coach and helps a small number of one on one clients in his coaching business.. When he isn’t working on his business or helping others your will find him spending time with beautiful wife Lorna and his 4 adult kids. To connect or learn more go to: www.neilball.com Twitter: @NeilDBall Linkedin: @NeilDBall MENTORS MAGAZINE | EDITION 1 | 19

capital. Working capital is frequently defined as the difference between your company’s assets and your liabilities. That means you’re talking about money that your business has on-hand, unpaid invoices, and any inventory compared to your accounts payable and money your business owes. It looks simple. But how do each of these different elements When you look at a healthy company, one of the first things you’ll notice is its access to working capital. The second thing you might notice is how the company manages that 20 | MENTORS MAGAZINE | EDITION 1

come together to form the basis of working capital management? pay in the short term. A lot of companies often try to delay accounts payable as long as they can to maximize how much positive cash flow they have available. One way companies do this is by applying “net” payment terms —such as net-30, net- 60, and so on. These net terms can be beneficial for large businesses, but they’ve also made a ripple effect through all kinds of industries where small and medium-sized businesses (SMBs) are put in tough spots. It’s important that you have a fundamental understanding of what makes up working capital. Working capital management usually has three key features. Each of these features is equally important in determining the financial health of your business. 1. Accounts Receivable 3. Assets and Inventory First, look at your accounts receivable. This is the money due to your company. Any services or goods you’ve already provided for which you’re expecting payment can be con- sidered as accounts receivable. Your accounts receivable also include any overdue invoices you’ve sent to clients or customers that they’ve agreed to pay, but haven’t gotten around to yet. You also need to make sure you keep track of every asset belonging to your company. Any inventory of everything your company currently has on hand is thought of as a positive asset. This is assuming that any inventory you have on hand is going to be sold and converted into capital. How a business manages its inventory can indicate the overall operational efficiency of your business. It’s important that you have enough inventory on hand to fulfill any potential orders, but not so much that you have an inordinate amount of working capital tied up in your inventory. Most importantly, your accounts receivable represent your incoming cash flow. Goods or services for which you’ve already invoiced can be collateral you can borrow money against. Knowing that you have incoming cash flow on the books can be a big deal when it comes to getting your money. How your business handles these three com- ponents is the cornerstone of working capital management. Now that you know what working capital management is, it’s crucial for you to understand why it’s so important. 2. Accounts Payable When you have determined your accounts receivable, you can check out your accounts payable. Your accounts payable are any bills (or other money) that your company has to MENTORS MAGAZINE | EDITION 1 | 21

health of your company. A ratio of less than 1.0 may indicate that your company cannot to meet its short term debts and might be dealing with liquidity issues. This is also a sign of a business experiencing cash flow gaps. Working capital management is vital to the success of your business and how your business is viewed by others. The ability to properly manage working capital also relates to the growth of your business. This is in addition to its overall operational viabil- ity. Managing your working capital is about more than keeping cash on hand and having a financially solvent company. It’s about how you’re using that money and if you have the business acumen necessary to capitalize on your assets. If your working capital ratio is too high, it could mean you don’t know how to take ad- vantage of an opportunity. If your working capital ratio is higher than 2.0, it may re- flect that you don’t know how to make the best use of your assets to invest back into the business and continue to grow your company while increasing revenue. The “goldilocks” zone of where you want your working capital ratio to lie tends to fall in between 1.5 and 2.0. This tells people that your business is financially solvent with plenty of cash on hand, but is still taking proac- tive steps as it pursues future growth. Reliable working capital management means ensuring that your business maintains a positive cash flow. This cash needs to satisfy any short-term operating on top of any other bills. We’ve shown how you can define working capital management. You also need to understand why properly managing your working capital is important. What can SMBs do to create more working capital in a world where it seems like everyone is trying to delay payments for as they can? The amount of working capital you have compared to your existing obligations de- fines your working capital ratio. The formula for your working capital ratio is that you take existing assets and divide them by your liabilities. This ratio is key to determining the financial We already discussed it, but existing invoices 22 | MENTORS MAGAZINE | EDITION 1

are a key component of accounts receivable. We also mentioned how you can rely on these invoices as a form of collateral in se- curing additional working capital. This is where invoice financing and invoice factoring can come in handy. to them in as little as 24 hours, it’s not hard to see why. As long as a business has docu- mented, outstanding invoices, it can reach out through online invoice financing to secure the working capital it needs to continue to operate at a high standard. While net-terms can be convenient for large businesses looking to manage their working capital, they can quickly become unfair to the small and medium-sized businesses rely- ing on these payments to keep their businesses afloat. It’s hard to talk about working capital management without having the cash flow to manage in the first place. Thanks to alternative lending services like online invoice financing, businesses are no longer held hos- tage by one-side net payment terms that only serve to benefit large companies. Invoice financing provides a much-needed lifeline for SMBs looking to get a firm grasp on their working capital management and allow for the cash flow they need to keep debt obligations paid and everything else running smoothly. Through access to more working capital on a faster timeline thanks to invoice financing and invoice factoring, SMBs are able to proactively manage this capital to further grow their business. Rather than wait for months on end to be paid for services rendered or goods you’ve already produced, a business can receive the money its owed on time and focus on running their business, rather than tracking down customers for payment. Alternative lending is gaining traction among small businesses thanks to its more relaxed qualifications, convenience, and fast access to a capital. When SMBs can have up to 100% of their outstanding invoices advanced Steven Uster is the Co-Founder & CEO of FundThrough, an invoice funding service that helps business owners eliminate "the wait" associated with payment terms by giving them the power and flexibility to get their invoices paid when they want, with one click, and in as little as 24 hours. Prior to FundThrough, Steven was an investment banker in New York at UBS and Centerview Partners. Steven has an MBA from The Wharton School and a Bachelor of Commerce with Honours from McGill University, where he was a Loran Scholar. Instagram: @FundThrough_ Twitter: @FundThrough Facebook: @fundthrough MENTORS MAGAZINE | EDITION 1 | 23

Why Your Brand Must Transform to Stay Relevant—And How To Do It ————————————————————————————————— BY WHITNEY VOSBURGH ———————————————————————————————— Editor’s Note: The following is an excerpt from “WORK THE FUTURE! TODAY 2019 POCKET PAL: A faster path to purpose, passion and profit,” available on Amazon. For the past 20 years, we’ve worked with a wide range of companies and organizations all over the world, including a number of Fortune 20 companies. We’ve noticed a growing sense of dissatisfaction, and the desire of both leaders and employees at all levels to find greater meaning and impact in their work. As we begin 2019, this wide- spread hunger for a new sense of fulfillment in our work and the need for transformation to meet the challenges that constant change bring is more prevalent than ever. With this in mind, we offer a step-by-step path to fill- ing this void with a new sense of shared purpose and value. The purpose of transformation Old into new: In 2019, we need to transition more than ever from the Old Story of Profit First to the New Story of Purpose, which is made possible by a three-part path, which we call Working The Future! Today: 1. Purpose: Why?—your destiny. 2. Place: Who?—your destination. 3. Practice: How?—your journey. To pull all this together with a clear view of the path forward, we explore foundational thoughts on perennially popular corporate topics: collaboration, innovation, and transformation—all of which are about creating a better today and tomorrow. The Old Story of Profit First is dying, and there is nothing to replace it. What we des- 24 | MENTORS MAGAZINE | EDITION 1

perately need and yearn for is a New Story of Purpose First. The old triple bottom line of profit, people, planet—in that order—has taken many of us far, but no longer. We need a new triple bottom line of planet, people, profit. Why? With no planet and no people, there can be no profit. Companies must become prophets of the new, so they can continue to earn new profits. In order for companies to accumulate wealth, they must not only share the wealth but also ultimately recognize the role of all parties in the co- creation of that wealth—commonwealth. Transformation nation: Sadly, so many people have neither meaningful work nor life, which is made dramatically evident by the rapid rise in our suicide rates, opioid addic- tions, debilitating stress levels, and lack of civic engagement across almost all de- mographics—the United States of Aliena- tion. Collaboration into sharing: People do not truly collaborate unless they know their best interests have been fully embraced. That is called shared purpose. Innovation does not happen in a vacuum—it is part of an inter- connected chain of simultaneous events, factors, and influences such as shared purpose, vision, and leadership, as well as inspiration, imagination, and invention; all of that leads to shared value creation. What combines shared purpose and co- creation of a future desired state is community, and from both the corporate and stake- holder points of view the ultimate fruit of these unions is called commonwealth, wealth for all, not just for the one percent. Within the corporation, that commonwealth is called culture—all that you do and don’t do relative to others in the minds, hearts, and wallets of your brand community of stakeholders and the places you do business. The purpose-profit connection: In the New Story, which is the future of work, there is a direct connection between purpose and profit. All healthy businesses are founded with a core purpose and values, as well as a vision, mission, and value proposition. Pur- pose has to come before profit, not only at the inception of a business, but all through the business lifecycle. Increasingly, the more stakeholders have an ever-renewing brand, a new sense of positive purpose and value, the more profitable and sustainable a business will be. Customer experience and content are made from these threads. Transformation is not a standalone concept. It is like a valued brand: an active, shared, MENTORS MAGAZINE | EDITION 1 | 25

positive, and aligned purposeful culture, which is built on a foundation of strong, emotional, transformative experiences such as a sustaining story of origin—why we exist and whom we serve—to serve as a collective and sustaining north star. A healthy, vibrant sustainable culture has three legs: Each leg is supported by its brand community of stakeholders. The stronger the community, the stronger and smoother support for the three legs of the culture. Incremental innovation is possible without a purposeful culture. However, continual transformation is only possible in a purposeful culture, and without continual transformation, businesses and organizations will not be sustainable. They will be tomorrow’s corporate road kill, squashed by relentless competition, change, and transformation. volves: Awareness: We become part of a working entity with a shared purpose. Motivation: We drive to gain consensus in problem-solving or development. Self-synchronization: We decide as individuals when things need to happen. Participation: We participate in collaboration and we expect others to participate. Mediation: We negotiate, collaborate, and find a middle point. Reciprocity: We share and we expect sharing in return through reciprocity. Reflection: We think and consider alternatives. Engagement: We proactively engage rather than wait and see. Innovation is the harnessing of creative thought and action to a useful end for a short-term goal, which is meant to—at best—keep you where you are today, instead of slipping back. Transformation is: Future value creation for a shared long-term goal. A shared act of imagination translated into a treasured future. The art of scientifically bringing creativity continuously to life. Applied creativity that makes a long-term difference. The power of transformation Work The Future, Today: Collaboration, innovation, transformation: There are two basic processes that bring the future to you and your organization: innovation and transformation. Too much has been written about innovation and too precious little on transformation. And neither is truly possible without collaboration, which is the social glue holding and bonding them together. Collaboration, at a conceptual level, in- 26 | MENTORS MAGAZINE | EDITION 1

Irreversible, substantive, creates new identi- ty, and contains a shift in purpose. A shared activity where people come together to co- create the future today and create something of lasting and sustaining value. Creating your brand new story: It might be said that true and sustainable transformation is about creating an ever-renewing story encapsulated in a living, breathing brand and culture that is kept together by shared purpose and value. The three ingredients of a sustainable culture— sustained by shared purpose—in the new world of work are: 1. Brand Purpose (WHY: promise, passion, and perception) 2. Brand Participation (WHO + HOW: part- nership, participation, and process) 3. Brand Performance (WHAT + WHEN + WHERE: planet, people, and profits) What’s your New Story? Purpose, leadership, and place let you pull the future toward you. You surround it, you dance with it, and you make it real and share it with others. The outlines of the New Story narrative are emerging from the fog of the past. It’s more about harmony instead of control; it’s more feminine than masculine; it’s more about stewardship than exploitation; it’s more about co-creation than about what’s already built. And it’s more about living in the present with an eye to the future than not being present and looking toward the past. We conclude with a playbook to get you started on your pathway to purpose, possibility, and plenty. The path to sustainable profits and overall sustainability is through shared, aligned positive purpose. The path of transformation “The cave you fear to enter holds the treasure that you seek.” —Jo- seph Campbell Finding your true north: The way to make your way along the path of emotional transformation toward purpose parallels the clas- sic story of the hero’s journey. It is a path of what Carl Jung called individualization or becoming oneself. Or, in an organizational setting, finding your purpose—your true north. The process by which this occurs is MENTORS MAGAZINE | EDITION 1 | 27

called differentiation and has as a goal of the development of the individual or organizational personality, the discovery, and ac- ceptance of one’s true purpose. The path is often summarized as having seven distinct, but overlapping, stages. The brand new path to purpose: Now, we are at a point in our journey where we need to look at just how we’re supposed to be able to make this transition to purposeful and sustainable transformation. Use this seven-step path to guide you and your organization through this transition. Below you’ll find the steps in the order you’ll take them. For each step, you’ll see the name of the state associated with that step, the quality you should be experiencing during that particular stage of transition, and the activity you’ll associate with that step. 7 Steps: The purpose path Step 1. Initiation: Recognizing the Real World Socialization: Looking from outside to inside. Brand focus: Your focus is on your brand. Brand development (activity): Awareness that something is missing and time is pass- ing. You move to get something you need. You begin seeking answers to nagging ques- 28 | MENTORS MAGAZINE | EDITION 1

tions, such as “What is our core purpose?” Step 2. Involvement: Call to Adventure Brand action: Struggle: Looking from inside to outside. Brand focus: Your focus is your brand in the marketplace. Brand development (activity): Looking at parts of ourselves we don’t want to look at. Introspection: “Is it us or has the world changed without us?” Step 3. Inquiry: Meeting the Mentor Brand action: Service: Moving from inside to outside. Brand focus: Your focus is on your brand community. Brand development (activity): Sharing what we know in order to build future capability with our stakeholders and the communities where we do business. Sharing provides a bridge from what was to the New Story. Step 4. Improvement: Crossing the Thresh- old Brand action: Showtime: Going from old playbook to new. Brand focus: Your focus is on brand activa- tion. Brand development (activity): Creativity is expressed through innovative culture. You experience the “flow” state and begin to act in brand new ways, building off the old into long-term sustainability. Step 5. Inspiration: Road of Trials Brand action: Sensing: Opening up to co- creation. Brand focus: Your focus is on collaboration with your brand community. Brand development (activity): Actively co- creating brand value and perception. Firmly committed to a pathway of purposeful change. Step 6. Innovation: Seizing the Prize Brand action: Stewardship: Walking your talk. Brand focus: Your focus is on brand leadership. Brand development (activity): Realizing and acting upon new marketplace demands such as authenticity, transparency, responsibility, and engagement. Step 7. Iteration: Return with the Treasure Brand action: Simplification: Knowing shift happens. Brand focus: Your focus is on your brand future. Brand development (activity): Oh, shift! De- veloping a firm grasp of the obvious: Pur- pose = profits. Change, complexity, and competition are relentless and ruthless. MENTORS MAGAZINE | EDITION 1 | 29

Call to Action for a Brand New World framework. We call this contextual re- imagination. If you want to grow or keep growing your brand, you need to keep it new and stay focused on your shared purpose and value, while embracing change and possibility, and driven by continuous renewal through collaboration, innovation, and transformation. Humans change at the speed of snails, but everything around us changes quickly and all the time, with ever greater velocity, impact, and complexity. We all need a flexible new WHITNEY VOSBURGH is co-author of the two WORK THE FUTURE! TODAY books, and co-founder of the company of the same name, which is a social venture offering vision, leadership and solutions for maximiz- ing personal, organizational, and societal potential. He is also co-founder of Brand New Purpose LLC, a brand transformation consultancy that creates purpose- built, value-driven opportunities for leaders and organizations of all sizes. As an interim Fortune 20 Chief Marketing Officer, Whitney has guided over $20 billion in value creation. His expertise has been featured in four books on the Future of Work, including a bestseller by Dan Pink. Whit- ney’s work is featured in numerous media outlets including ABC, BBC, Conscious Company, Newsweek, Time, US News & World Report, Venture, and The Wall Street Journal. As an author, speaker and workshop leader, Whitney always asks, “Why?” —and then creates actiona- ble clarity by turning complexity into simplicity. His purpose is to elevate people, organizations, and communities to a brand new sense of purpose, possibility, and plenty. Whitney fo- cuses on inspiring and leading short-term innovations and long-term transformations, so we can share our gifts and passions with the world to make a lasting difference. Whitney graduated with a M.A. in Religious Leadership for Social Change from the Graduate Theological Union in Berkeley, and with a B.F.A. in Communication Design from Parsons School of Design in New York. He has a world of experience —having lived, studied, and worked all over Europe, Asia, and America —and brings this all together both in his work, writing, speaking and art. www.workthefuture.today LinkedIn: @WhitneyVosburghTwitter: brandguru 30 | MENTORS MAGAZINE | EDITION 1

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BY DR. STEVEN HYMOVITCH 4 Steps To Leadership Nirvana I don’t believe leaders are born; I be- the way up these levels, not skipping lieve that they are self-made. Sure, there are any steps along the way. times when, by sheer seniority, somebody Boss gets bumped up into a position where they As I just mentioned, a man or wom- Step 1 might suddenly be running the shop, have a an can, and often do, become boss, bunch of employees under them; ‘leading’ in only by being promoted. But if you have a manner of speaking. But one must grow in- even a smidgen of awareness, you will quick- to being a leader, and to do this, one must ly realize how little real power and influence climb the rungs of an imaginary ladder, learn- you have, even though you are the boss. At ing, losing their footing even well before one this level, I dare say you’ll have to work to gets to leadership nirvana if they ever get gain the trust and respect of people, earn the there at all. ‘right to lead,’ whether you are a principal of Some people don’t ascend to the meta- a school, or just promoted to head dentist. phorical leader penthouse, while others are Teetering on this first rung, one relies quite content on reaching and staying at a on rules, regulations, politics, and organiza- specific rung. Only you know the kind leader tional charts to control people; don’t get a big you will turn out to be. But to be a person head here, you are not much more than a glo- who influences others in the most positive of rified manager. Sure, this is the first step, but ways, and uses the full force of his or her being a boss doesn’t mean you are a leader. awareness and abilities, you need to climb all MENTORS MAGAZINE | EDITION 1 | 33

Friend them. Showing someone mutual respect and caring feeds the need we all have, boss and This next-level up the leader- Step 2 employee both, for connection. ship food chain is the first step to Delivery man or woman real leadership, although lots of people view this as a step back and avoid it, much to their What a leader makes happen, the Step 3 detriment. Employees give their leader per- results from his or her actions, the mission, allowance, a welcome to lead them, implementation of a plan or vision, are sure only if a leader has earned their respect, car- to leave a profound impact on a team. This is ing, and nurtured friendships. Although plen- the shut-up or put-up level; a leader can’t ty of bosses, leaders think that cultivating fake their results as a delivery man or wom- fear or creating an antagonist relationship an. with their people is what pushes them to suc- The staff I hired as I grew my practice cess, you’ll attract more bees (and buzzing saw that I was on an upwardly- mobile tra- happy bees) with honey; friendship being the jectory. Sure, I was often knuckled under by sweetest honey of all. enormous stress, but I like to think my drive When a leader is a friend to his staff, was infectious, that the people who worked workers, students even, he finds people fol- for me wanted to be part of the growth of lowing him or her because of affection and what came to be ten dental offices. My peo- respect as opposed to them kowtowing for ple looked to me as the answer-man, the fear of losing their jobs or favor. The leader leader, because they saw how serious I was working at this level isn’t protecting their po- in making things brighter, better, and bigger. sition; he or she is getting to know their peo- Even if a leader shoots and misses at this ple and figuring out how to get along with stage, the team will be much more forgiving 34 | MENTORS MAGAZINE | EDITION 1

because, at least, they saw that the leader was Woman and Mentor and retaining the best of trying; putting an effort out there to make what you learn along the way brings one to things better for everyone. the penthouse suite of leadership. This is what we saw with Steve Jobs, Martin Luther Mentor Step 4 King; Gandhi. These leaders stood heads and Quaker leader C.W. Perry said: shoulders above so many others and were “Leadership is accepting people where they able to bring all that they learned through the are then taking them somewhere.” four steps transcending their workplace, their class, even their political and cultural struc- I enjoy watching people grow, devel- ture—what was expected from them for mere op their skills, cultivate their talents. I want productivity—making everyone they came in to see people excel, become the best worker contact with that much better. The leaders they can be, even become leaders themselves who make it to this stage can change the cul- (on a selfish level, the more folks you culti- ture, influence technology for the betterment vate into leaders, the more pressure you can of us all, lead revolutions, become historical take off your shoulders.) I won’t say getting figures as much as envied CEO’s. to this level is easy. I had to take myself from working in my business and work more on it, I ran through levels one and four with which included, tweaking and cultivating my a few paragraphs for each, but it takes years people. But when a leader gets to the last to exercise your muscles for this climb, to step, mentoring, typically he or she is less not get knocked back a few rungs on occa- concerned with production output and deliv- sion, to maintain a level long enough to ery and more their people’s productivity. make the necessary strides needed to jump to the next. Stepping up the ladder of these four steps, from Boss, Friend, Delivery Man/ MENTORS MAGAZINE | EDITION 1 | 35

Dr. Steven Hymovitch, also known as “Dr. H”, is the proud co-founder of The Scottsdale Leadership and Coaching Center. He is a Certified Executive Coach from Royal Roads University and a Level 1 and Level 2 TalentSmart Emotional Intelligence certified trainer and currently coaches’ executives, upper management, and doctors within the healthcare industry as well as faculty groups within dental colleges. In his words, “I coach as it really gives me the satisfac- tion of knowing that I can unleash the inner potential of driven and motivated professionals and entrepreneurs.” The focus of Dr. H’s coaching and speaking topics is leadership in the healthcare world. Additionally, as a professionally trained endodontist (Root Canal Specialist), Dr. H is the founder and CEO of Valley Endodontics and Oral Surgery. He continues to run 10 successful endodontic and oral surgery prac- tices throughout Arizona since 1996. Valley Endodontics and Oral Surgery is the largest Endodontic/Oral Surgery practice in the Southwestern United States. Dr. H was born and raised in Montreal, Canada. He received his DDS degree from McGill University, his En- dodontic Certification from Tufts University in Boston, and an MBA from Arizona State University. Dr. H served as an officer in the Canadian Armed Forces for 15 years and was meritoriously awarded the Canadi- an Forces Decoration (CD) medal in 1993 after attaining the rank of Captain. Dr. H sponsoring the 2019 Summer Health Institute at ASU’s College of Health Solutions. The summer before their senior year of high school, participants stay for a week on the ASU Downtown Phoenix Campus, where they enjoy an immersive college experience while learning about various health career options. Now approaching its sixth year, the Summer Health Institute has demonstrated its ability to inspire promis- ing, college-bound high school seniors from a variety of socioeconomic backgrounds to pursue careers in health and health care. His sponsorship provides 24 students the opportunity to participate in this one-of-a -kind learning opportunity, regardless of their financial situation. Dr. H is married to Julie, and is the proud father of three girls and two boys. In his personal time, Dr. H is very involved with his two sons travel hockey team. His oldest son David was the first American forward drafted in the WHL Bantam Draft in 2018 by the Calgary Hitmen, and was drafted in the USHL 2019 draft by the Sioux City Musketeers. Business Website: Scottsdale Leadership and Coaching Center www.scottsdalecenterofleadership.com Dr. Steven Hymovitch on Linkedin www.linkedin.com/in/steve-hymovitch-dds-mba-cec-786399a 36 | MENTORS MAGAZINE | EDITION 1

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BY CHRISTINE ERICKSON Take a look around your office (or for the start-up/gig economy, the coffee shop). It’s a melting pot of generations -- from Baby Boomers, age 54-72 to the first Gen need to figure out how to get people in a 50-year age span to connect. down. Regardless of what phase of entrepreneurship you are in, it's critical for all of us to learn how to connect across generations. It's what fuels innovation and drives business. Here is how we -- and our clients -- successfully approach that multi- generational intersection. First and foremost, stop MINDFUL MEETINGS Healthy team members are happy team members no matter what age they are. Today, wellness is expected, and it’s changing business dynamics. One tip: Find new ways to weave physical and mental fitness into your employee’s day or at your business events. One thing these generations have in Z’ers who just graduated college), and everyone in between (Millennials and Gen X). compartmentalizing each audience. Believe it or not, many of these generations’ needs and preferences do overlap. Some Baby Boom- ers love Twitter. Some Mil- lennials will put their phones Forget trying to figure out the office thermostat -- we MENTORS MAGAZINE | EDITION 1 | 39

common: most prefer to stay active, eat well, and feel rested. mation differently. Some need more time than others. When you ‘gift’ decom- the existing, most-used tech teams want and need. Peo- ple are engaged when collaboration is simple –so use intuitive options that are easy to implement and are user-friendly. “Engage your team on a personal and professional level by opening up networking events.” FYI, fitness doesn’t mean a long, grueling marathon or cross-training session. Touchpoints for mental and physical wellness can be everywhere -- inspirational speakers to get the brain moving differently or even offering diet- accommodating menus and snacks. To take it one step further, consider cloud-based solutions that unify these tools and applications. Then incorporate collaboration ses- sions so all generations can quickly and easily contribute -- while transferring knowledge in real-time. Some examples here include using collaborative white- boards, employee engagement apps, and social media walls. pression time, people get inspired and recharge and you will see successful results. Morning yoga not for you? No problem. What about providing mental motivation? Gamification challenges that feed problem-solving skills are multi-generation friendly. BRIDGE THE COLLABORA- TION GAP Across all generations, we’re still learning how to best uti- lize face-to-face connections and technology. In fact, I’m not sure anyone has mas- tered this yet. Finding that perfect balance of technology and personal interaction is… well, hard. We sometimes forget that the goal of technology is to keep everyone engaged, not distracted. So, in the end, just keep it simple. Don’t forget those “no-tech” spaces and activities where everyone puts away their phones and instead inter- acts face-to-face, or simply… remains still. Companies and entrepreneurs coming close to the perfect digital/face-to-face time balance incorporate OPEN NETWORK(ING) Professional networking and accessibility to all team members (company found- We sometimes forget that everyone processes infor- 40 | MENTORS MAGAZINE | EDITION 1

ers and below) is key to any successful business. Your team wants to grow their network and enhance their skills so they can keep reaching towards their ultimate career goals. session presentations and breakouts and... ues, principles, and ethics you want to highlight? Then, survey your team. Learn what they want. Then curate your community give-back accordingly. c) Create ‘wow’ content and experiences to get people talking, connecting and get inspired. Next, look at your providers. Are you working with suppli- ers who prioritize fair wages and safe environments? Are you sourcing meeting properties that are working to reduce their carbon foot- print? What are your own office’s alternatives to plas- tics? Whatever your business’ impact, own it. Ensure your team is well aware of the contributions and strides they too are contributing to by simply partici- pating in your program or event. Engage your team on a personal and professional level by opening up networking events. We live in an age when information and knowledge are at everyone’s fingertips. Because of that, work hierarchies can disen- gage and deter ‘lower level’ employees from engaging with the ‘top brass’. MAKE A POSITIVE IMPACT From environmental sustainability to human rights – every generation wants to contribute to the world around them. They want to “Members of all generations have the desire and capacity to grow as individuals.” Networking IS a motivator. People like hearing others’ career stories and meeting and connecting with other professionals. Some examples to open networking -- share their resources (knowledge, experience, ideas, and passions) in moving their ideals forward. So- cial responsibility is a key component of this belief. People want mind-share and heart-share. PRIORITIZE SELF- ACTUALIZATION Members of all generations have the desire and capacity to grow as individuals. a) giving audiences the opportunity to interact with a keynote speaker or leader following a presentation. Start by clearly defining your business’s goals for positive impact –what are the val- Everyday business meetings and events are uniquely po- b) Creation of small- MENTORS MAGAZINE | EDITION 1 | 41

sitioned to fulfill those needs. These opportunities provide people with learning and discovery, a change of perspective, and building a strong sense of team community. and does take some coordi- nating -- but you get the highest value from them. Shift your resources to help your team members focus on new feelings of euphoria, joy, and wonder surround- ing their job. If your surprise and delights tend to be goods or ‘swag’, make them more meaningful. Or, rather than a physical takeaway, consider creating an a-ha moment that supports the realization or fulfillment of one's talents and potentiali- ties. The goal of self-actualization moments in the workspace should not be to entertain but to make a lasting im- pression. INVOLVE EVERYONE The pièce de résistance when it comes to self- actualization opportunities for your team is to provide transformational experiences -- authentic experiences that incorporate resonating content. FYI, this isn’t free No matter how you look at it, age is simply a number. Everyone wants to be invit- ed to the conversation. Eve- ryone wants to be inspired and make positive change. Ultimately, employees want 42 | MENTORS MAGAZINE | EDITION 1

to be part of an environ- ment that genuinely con- nects them to other people, the community, and the world. board meetings and events. Ask them to idea-share or crowd-source, so their topics get heard. closer to finding impactful solutions when aim for the middle of the Venn (or in this case, Gen[eration]) diagram. Identifying the center of your workforce generational diagram is key to understanding how everyone can relate and succeed together. There is never a one-size-fits -all approach to designing the perfect team member experience. But, we are Invite all generations to participate in your research, surveys and organization’s In an industry dominated by forward-thinking women, Christine Erickson stands out with her phenomenal leadership skills and proven ability to pilot a creative brand. As Senior Vice President, U.S. Event Solutions at BCD Meetings & Events, she heads a team of 75 event special- ists with expertise in planning, procurement, creative design, business development and operations –all serving customers globally. Annually, her team produces 300+ events across the globe, stemming from the U.S. market, with a portfolio of incentive programs, product launches, national and global sales meetings as well as high profile marquee events conducted by organizations. Erickson’s passion to help clients improve their businesses through creative and innovative events has been honed over 27 years in the hospitality, travel and performance improvement industries. Her diverse background lends itself to progressing within the fast-evolving meetings and events industry. She began her career in planning operations, traveling the globe 260 days a year as a senior trip director executing programs. Moving into business development and sales, she worked closely with Fortune 100 customers in multiple verti- cals, understanding what is necessary for a business to be successful and how those needs can be supported with various expertise and services. In 2019, she was recognized by the Meeting Magazine in their "Top Influential Women in the Meetings Industry". BCD Meetings & Events: www.bcdme.com Twitter: @bcdme Facebook Page: @bcdmeetingsandevents LinkedIn Page: @bcdme MENTORS MAGAZINE | EDITION 1 | 43

By Ryan Boykin Contrary to the narrative promulgated by social that millennials don’t save, stud- ies show that they are cash- savvy –and they’resaving moreandbuying lessthan previous generations. In fact, this group represents the bulk of adherents of the FIRE (Financial Independ- ence, Retire Early) movement, wherein people try to saveat least halftheir income to achieve financial freedom, and in some cases, early retirement. According to Liz Thames, author of “Meet the Frugal- woods: Achieving Financial Independence Through Sim- ple Living” and a prominent advocate of the FIRE movement, the concept hinges on 44 | MENTORS MAGAZINE | EDITION 1

three main elements: • Expenses • Income • Time The piece that might be missing from this pic- ture is Investing. To build a solid financial foundation for all of your financial goals, such as retiring at a relatively young age, living comfortably, providing for yourself or your family and not being married to your job, you should understand that investing your savings is just as important as the action of saving. One of the best ways to build steady wealth is to invest in real estate, and you don’t have to be inherently wealthy or hold an MBA to get started. Through con- servative spending, smart investment and prudent saving, millennials can use real estate as a pathway to financial independence. Below are four ways to use real estate to start growing your future nest egg: Be A Borrower You don’t have to put a 20 percent down payment on a hometo get into the game. Government loans exist for the very purpose of helping first-time buyers become done your homework on location and you’re reasona- bly sure of your ability to find renters, this is an excel- lent option. Not only will you eliminate one of your largest monthly expenses by getting other people to pay for it, but you’ll also build equity in the process. Invest In A Rental Property Perhaps you’re already a homeowner. You’re not looking to move and maybe that savings nest egg of yours is a little bigger. This is an ideal time to begin investing in a rental property in order to increase the second of those three FIRE elements: income. Millennials in this financial situation should look into purchasing a townhouse, single family home, duplex or fourplex (a building divid- ed into four apartments). By renting out each of the units, you’ll again be cover- ing your mortgage plus building equity in the property. However, because you’re now renting out entire units rather than just rooms, your “just by collecting more in rent than your monthly mortgage payment. Rental properties provide steady passive income each month.” homeowners. In fact, you can often buy a house with just athree percentdown payment. So, if you’ve fallen in love with a house, town- home or condo and you have reason to be confident of the neighborhood’s future, don’t let a smaller- than-ideal cash savings keep you away from buying. Live For Free By Taking In Tenants To help ensure your monthly income exceeds your total monthly expenses, consider doing what many early investors do after college graduation: buy a home and rent out a few of the bed- rooms. Your rental income could cover most, if not all, of the cost of your monthly mortgage, meaning you can essentially live rent-free in your own home. Again, as long as you’ve MENTORS MAGAZINE | EDITION 1 | 45

asking price can be a good deal higher. If the location is right, you could bemakingmoney each month –just by collecting more in rent than your monthly mortgage payment. Rent- al properties provide steady passive income each month. Partner Up Maybe you’re focused on that third element of the FIRE movement –time –because even a three percent down payment for a month, a property that’s in your name building equity and, of course, additional monthly income. Good Ethics Lead to Good Results While these four methods can help you achieve your financial goals through real estate investment and ultimately give you the freedom to retire early or pursue other interests, I learned many years ago that the way in which you do business is as important as the results you achieve. I reached a turning point in business when a mentor, the founder and CEO of WhiteWave Foods, shared his life and company core values with me: good for me, good for you, good for everything. I embraced those values for myself and my company and quickly realized that if I am not doing something that fits those parameters, then I and my team members should not be doing it at all. This ethos has become the guiding light I have applied to all of my work, relationships and activities in the world. It has been deep- ly gratifying to see these values take hold in my business and personal life and to know that I am doing much more than transacting a deal when helping Millennials with wealth- enhancing real estate investments. I’ve been mentored well and now it’s my turn to share some wisdom: As you work toward achieving financial freedom, always seek positive results for everyone and everything. Good ethics lead to good results. piece of property wouldn’t be fiscally responsible. To decrease the number of years it will take to realize a consistently higher income than expense, you could share a real estate purchase with a financially like- minded partner(s). By partnering, you will reap all of the benefits of your combined down payment savings. This can lead to fewer upfront fees and no private mortgage insurance (PMI). It also means you can divide landlord responsibili- ties once you start renting, while still gaining the benefits of a paid mortgage every 46 | MENTORS MAGAZINE | EDITION 1

Ryan Boykin has over 15 years of experience as an entrepreneur. His first endeavor in 2004 was Scout Cleaning & Maintenance, an environmentally conscious cleaning service, and the next year, he co-founded U.S. Capital, a private equity holding company that sold to Northport Investments in 2008. This sale opened the door for the co-founding of DP Assets, LLC, a real estate asset holding company for institutional investment, which would eventually purchase the investment firm, Atlas Real Estate Group, in 2013. Ryan is also co-founder of a wellness-based social club, Archipelago, and a marketplace technology, venUse. Today, Atlas Real Estate Group has several divisions: investment, which helps people achieve their personal path to financial independence; property management, including residential and com- mercial properties; a full-service buy/sell brokerage; and in the Denver area, Atlas represents Zillow Offers in all its transactions. Ryan is an expert in real estate investment, having purchased over 4,000 units of investment real estate in the last 10 years. Ryan is also a regular contributor of articles and commentary about the real estate market and has commented or been featured in Bloomberg, The Wall Street Journal, US News and World Report, RealtyTimes.com, The Denver Post, Colorado Real Estate Journal, Investopedia, and other local and national publications. Ryan was a Denver Business Journal 40 Under 40 honoree in 2017 and is a graduate of the University of Den- ver. He’s generously contributed to the Denver community for many years, having served on non-profit boards focused on education and the environment. Atlas Real Estate Group was honored with the Top Company Award in Real Estate by ColoradoBiz Magazine in 2018, the Best of Colorado Business Choice Award for Best Property Management for three consecutive years, 2017, 2018 and 2019, and Best Places to Work, 1st place, medium size company, by Denver Business Journal in 2019. The Group’s internal real estate holdings are over $50 million, having bought and sold more than 4,000 properties on behalf of individuals and institutional investors totaling over $750 million worth of transactions. The group manages over 2,800 units of residential investment real estate for its clients. Business Website: www.realatlas.com Twitter: @AtlasRealEstate LinkedIn Page: @atlas-real-estate-groupInstagram: @atlasrealestategroup MENTORS MAGAZINE | EDITION 1 | 47

A “people pleaser” is one of the nicest and most helpful individuals you can meet. They never say “no”, can always be counted on for a quick favor and get the job done. be wrong, emotionally immature with low self-esteem and oftentimes addicted to approval. It causes us to accept things in our lives that to a degree, there are some where these types of behav- iors are taken to a toxic level –and that is where things can go awry. Here are 15 signs you are a toxic people pleaser –and what you can do about it. Being a people pleaser doesn’t sound half bad right? 15. You are impressionable. Yet, the truth is that it can be an extremely unhealthy pattern of behavior and one that runs deep into our subconscious. By constantly looking for affirmation for others, you aren’t always doing what is best for you. Image from clipartimage.com How impressionable are you? Do you think for yourself, or do you always ask the opinions of others? Do you believe everything that is told to you, or do you investigate the truth for yourself, and then make an educated decision? are completely out of balance, including attracting the wrong types of people and staying in bad relationships -- both personal or professional –way too long. People pleasers come in all shapes and sizes. They can be highly impressionable, have an intense need to not While almost everyone ex- hibits people-pleasingtraits People-pleasers have a ten- MENTORS MAGAZINE | EDITION 1 | 49

dency to be very impres- sionable, because they really don't trust themselves. And with so many people on social media, we see this even more. People compare themselves to others, think they are less than others and then start questioning themselves. There's something wrong with me, they think. ple often get stuck in the emotional intelligence of a child, meaning they seek out the appreciation, attention, and the protection of other people. other individuals, it's painful -- it physically, emotionally and mentally hurts. You go into self-blame mode: What did I do? Why was I wrong? Does this person not like me? And then it turns into a kind of obsessive behavior: How am I going to win back the approval of this person? 12. You are excessively al- truistic or philanthropic. You are constantly giving away things in order to buy a person's love or respect. And no, I am not talking about birthday gifts, Christ- mas presents or a token of appreciation to your em- ployer. Rather, I am talking about consistently giving in order to get appreciation and attention back. 10. You have low self- esteem. 14. You isolate yourself. Low self-esteem, or low self- worth, is when we have a very stunted image of ourselves. I understand that there are situations in our lives we can’t control -- ter- rible upbringing, unhealthy relationships, to name a few -- that can impact our confidence. But I believe the root of this really comes from fear. It comes from adopt- ing, adapting and protecting yourself within a dys- functional unit where a person will not let you express your own individuality. For instance, If you're a gregari- ous person, but you're family consistently shames you One of the things that people-pleasers do is that they have this intense need not to be wrong. They will avoid an argument at all costs. So, they will isolate and move away from confrontation. Self-isolation is also a way of self-protection, and saying, “Don't see me. I really don't want anybody to observe my flaws.” 11. You are addicted to approval. This is when you will do anything, including compromis- ing your own beliefs, morals or values, for the sake of approval. I think what makes this toxic is when we're not getting that approval from 13. You are immature. When we're talking about people pleasers, these peo- 50 | MENTORS MAGAZINE | EDITION 1

MENTORS Magazine: Issue 1