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From YouTube: Open for Business Mentorship Series - June 2, 2020
Description
This is the Mayor's Open for Business Mentorship series meeting for June 2nd, 2020. Thanks for joining us.
For more information please go to www.CharlotteNC.gov
A
A
We
in
Charlotte
have
had
our
own
share
of
these
experiences
and
I'm
hopeful
always
that
at
some
point
we
will
recover
and
not
only
recover,
we'll
build
on
what
we've
done
to
make
the
city
a
place
that
everyone
can
have
opportunity,
and
that's
one
of
the
reasons
that
we
do
this
show
this
webinar
today
is,
and
every
day
is
about
opportunity
for
everyone.
So
welcome
to
the
open
for
business
mentorship
series,
where
the
City
of
Charlotte
brings
critical
information
to
our
small
businesses
and
I'm
mayor
vile
Isles.
You
know
for
several
months.
A
Most
of
our
small
business
is
actually
each
of
our
small
businesses
have
had
to
pivot
their
models
in
one
way
or
another.
In
response
to
kovat
19,
and
today
we're
going
to
have
six
panelists
joining
us.
Several
industry
experts
will
join
us
as
well
as
we
hope
everyone.
That's
a
member
of
the
small
business
community
will
listen
in
and
help
us
have
a
great
discussion
on
the
practical
tips
and
tools
for
helping
your
business
be
successful,
no
matter
the
climate
that
we
are
in
so
I
want
to
introduce
our
panelists
this
afternoon.
A
Vanessa
Mathews
is
founder
and
chief
resilience
officer
for
as
Follis
advisors,
our
business
resilience,
training,
coaching
and
advisory
fund.
She
works
around
crisis
management
and
business.
Continuity.
I
think
that
that
means
when
there's
are
crises
or
a
disruption,
that
she
helps
you
plan
in
advance
to
make
the
best
of
a
situation.
A
Sarah
Olin
is
an
international
certified
life
coach
she's,
a
leadership
close
and
share
company
is
clutch.
That
tells
you
something
about
that
active
leadership
and
coaching
style
that
she
has.
She
works
with
entrepreneurs
and
executives
in
a
wide
range
of
industries
and
her
expertise
includes
practices
of
corporate
wellness,
professional
transitions
and
work-life
balance,
and
we
welcome
back
Damian
Johnson
as
founder
of
no
grease
one
of
Charlotte's
leading
brands
and
personal
hair
grooming
services.
A
The
company
has
evolved
into
a
popular,
profitable
and
talit
stable
chain
of
full-service
barber
shops
operations,
and
it
also
has
a
barber
school
and
Damian
company
is
a
true
partner
in
so
many
of
the
efforts
around
on
social
justice
and
economic
opportunity
in
our
community.
So
we're
glad
to
always
hear
from
em
Joey,
Huell
and
Scott
Lindsay
are
the
duo
behind
the
no
dock
company
store
and
the
outpost.
A
Note
our
canteen
at
Camp,
North
in
in
response
to
the
pandemic,
that
we've
been
going
through
Joey
and
Scott
temporarily
converted
their
neighborhood
hangout
face
to
a
local
grocer,
allowing
their
patrons
to
get
anything
they
needed
from
right
around
the
corner.
I
think
that's
truly
showing
that
we
can
all
learn
from
them
how
to
pivot.
At
the
end
of
our
discussion,
we'll
open
it
up
for
questions
from
our
viewers
if
you're
watching
on
one
of
the
city's
social
channels.
A
You
can
ask
your
question
using
the
comment
feature
if
you're
watching
on
the
government
just
govern
gov
channel
gov
Channel,
please
email.
Your
questions
to
Charlotte
supports
small
businesses
at
Charlotte,
NC
gov,
so
we're
gonna
take
a
few
minutes
and
let
the
panelists
introduce
themselves
in
a
way
in
response
to
a
question.
So
I'm
gonna
start
with
Vanessa
Vanessa.
Can
you
talk
with
us
for
a
few
minutes
about
the
basic
keys
to
being
resilient,
and
what
do
you
think
is
most
difficult
about
being
resilient.
B
Well
good
afternoon
and
thank
you
mayor
for
the
question.
I
hope
everybody
is
doing
well
for
me.
What
resilience
means
from
an
industry
perspective
is
your
ability
to
be
able
to
weather
the
storm
and
when
I
think
about
that
a
palm
tree
comes
to
mind
for
me
and
if
I'm
rooted
and
there's
wind
speeds
and
there's
water
and
there's
there's
a
storm
around
me,
you're
rooted
within
that
and
you're.
You
may
Bend
you.
B
You
know
you
may
sway
back
and
forth,
but
you
won't
break
and
from
a
company
perspective,
that's
what
we
try
to
help
our
customers
to
achieve
is
for
you
to
be
able
to
weather
the
storm
and
that
storm
can
be
civil
unrest.
It
can
be
a
pandemic.
It
can
be
a
cyber
security
breach.
It
can
be
an
active
shooter.
A
A
C
Yes,
thank
you
hi
happy
to
be
here
with
all
of
you.
I
think
that
the
most
important
thing
is
communication
ancient
and
then
communicating
some
more
getting
authentic
and
vulnerable.
With
your
team.
I
think
people
know
when
you're,
lying
or
hiding
things
and
when
you're
making
things
up
and
what
we've
learned
that
pandemic
and
now
what
we're
facing
is
that
we
were
in
the
unknown
before
the
pandemic
and
the
pandemic
just
shined
a
big
light
on
oh
wait.
We
really
don't
have
power.
C
C
Think
that
love
is
being
clear.
I
think
that
love
is
being
great
as
a
leader
and
being
great
with
your
people
being
generous.
Being
understanding,
love
looks
like
a
lot
of
things.
It's
not
just
I
love
you,
but
it
is
I,
love
you
it's
it's
that
cheapness,
it's
really
about.
Where
are
you
coming
from
with
people
right?
Even
our
leaders
are
scared,
but
it's
their
responsibility
to
to
handle
their
scandal.
They
need
to
take
care
of
themselves
so
that
they
can
show
up
and
be
great
for
their
people,
so
they
need
to
get
supported.
C
A
A
So
there's
now
a
time
that
the
regulations
have
allowed
the
service
industry
barbershops
and
nail
salons
and
salons
to
open
so
Damien.
You
want
to
talk
to
us
a
little
bit
about
how
you
stay
resilient
and
what
you
did
to
open
your
doors
and
how
you
knew
you
were
going
to
be
have
to
what
you
had
to
do
to
be
ready.
D
Thanks
Marilyn,
first
of
all,
zoom
had
became
our
best
friend.
We
had
there's
a
lot
of
zoom
meetings
to
just
really
stay
connected
with
all
the
barbers
and
and
our
front
desk
people.
So
we
I
mean
we
were
having
ongoing
zoom
meetings.
My
industry
is
a
a
big-time
social
connection,
human
connection
type
industry.
So
we
started
to
really
fill
that
because
we
wasn't
around
each
other.
D
So
it
just
reassured
that
we
had
to
get
back
on
top
of
that.
So
communication
was
a
huge
thing
and
really
just
seeing
how
we
could
go
back
into
the
the
industry
and
make
everyone
feel
comfortable.
We
did
do
some
things
differently.
We
dissin
staggering
when
we
brought
the
barbers
back.
We
did
you
know
every
other
chair
when
servicing
clients
we
wear
masks,
we
wear
gloves
were
constantly
cleaning
even
more
so
than
ever.
So
we
really
just
wanted
the
people
to
feel
like
that.
D
A
Were
some
of
the
comments
from
your
clients
that
when
you
first
opened
and
the
you
know,
people
have
been
missing
the
barbershop
and
not
just
the
part
of
it.
What
you
do
is
providing
them
a
service,
but
the
barbershop
atmosphere.
So
what
was
it
like?
What
was
the
first
moment
or
what
was
your
first
thought
when
you
opened
up
and
people
were
in
their
chairs
and
people
were
waiting
for
the
services
I've.
D
Never
seen
so
many
grown
men
not
know
what
to
do
with
themselves
when
they
saw
it,
they
didn't
know
if
they
wanted
to
hug
each
other.
Do
the
fist
bump
they
did.
It
was
just
a
lot
of
things
them.
You
know
the
emotions
of
just
how
we
humanely
connect
with
one
another
ya
know
that
we
missed
that,
so
it
was.
It
was
a
lot
of
things
going
on
here,
but
it
was.
It
was
joy,
not
a
joy.
You.
A
You
give
a
lot
of
joy
Damon.
We
really
appreciate
that
so
Joey
and
Scott.
You
know
you
made
some
big
changes
to
your
store
and
your
website.
As
I
said,
you
really
did
make
the
pivot
work,
and
so
how
did
you
do
that?
I
mean?
How
did
you
take
a
multi
facet,
space
to
grocery
store
and
client
availability
and
access
to
your
customers?
How
did
you
do
that?
A
F
So
if
we
didn't
have
a
lot
of
time
to
prepare
and
I
think
one
of
the
fortunate
things
that
we
have
partners-
husbands,
but
we're
also
business
partners-
and
we
don't
see
things
exactly
the
same
all
the
time,
but
we
react
quickly
and
we
understood
that
we
had
to
react
quickly
if
we
can
react
at
all,
and
so
you
know
we
just
realized.
We
had
the
ability
and
the
resources
to
find
certain
amounts
of
products.
F
That
would
be
a
grocery
and
we
also
looked
at
it
from
the
sense
that
we
personally
would
appreciate
that
business
being
close
by.
We
live
with
two
blocks
away
from
the
store,
and
you
know
we
didn't
want
to
go
to
big
stores
full
of
people
and
we
wanted
to
try
and
reduce
our
interactions
like
we
all
needed
to,
and
and
so
it
was
twofold,
we
realized
that
there
was
a
need
because
we
felt
the
need
ourselves
personally
and
we
rose
that
we
had
a
business
that
we
could
react
to
that
and
wait
for
us.
A
E
Well,
we've
been
together,
17
years
and
kind
of
within
those
17
years,
combined
all
the
days
that
we
are
literally
be
less
than
two
weeks
and
so
we've
always
enjoyed
each
other's
company.
We
are
as
working
closely
together
hair
salon
estate
company
still
does,
but
we
work
side
by
side
and
that
as
well
in
an
office
in
the
salon,
and
so
we
work
together,
we're
fortunate
so
long
and
so
we've
been
in
different
scenarios.
E
That
was
a
challenge
to
us
and
it
was
a
fun
challenge
of
a
sex
that
we
have
done
the
same
thing
at
our
store.
For
you
know
a
few
years
now
and
said
this
was
just
a
growing
opportunity
and
and
together
I
think
we
were
still
growing,
we're
actually
planning
on
the
reopening
to
the
public
this
weekend
on
a
limited
basis,
and
so
we're
working
on
that
right
now.
So.
A
E
E
So
that's
what
we
did
for
a
long
time,
and
now
we
transition
into
a
grocery
store.
So
now,
what's
funny
is,
is
where
were
seats
inside
are
now
just
these.
You
know
four
shell,
four
four
level
shelving
systems
full
of
groceries
like
you
would
see
at
a
grocery
store,
and
so
we
transition
what
we
used
to
do
to
now
being
a
curbside
or
delivery
grocery
sites
that.
A
Sounds
great,
thank
you
for
sharing
some
of
your
personal
and
professional
wisdom
with
us.
Now
we're
going
to
go,
take
questions
that
have
been
coming
in
from
the
audience
that
are
watching
all
of
you,
so
I'm
gonna
start
with
Sara
Sara.
How
can
leaders
offer
support
to
those
they
are
not
seeing
every
day
in
person?
How
do
you
help
express
their
value
and
importance
when
there's
a
lot
of
change
and
uncertainty?
C
We
say
that
in
any
relationship
where
either
doing
it
killing
it
or
letting
it
die
slowly
and
the
opportunities
as
leaders
is
that
we're
always
trying
to
grow
our
relationships
with
the
people
that
we're
leaving
our
peers
so
that
it's
an
it's
always
an
active
conversation
and
from
relationship.
That's
where
everything
starts
right.
That's
where
results
happen
from
that's
where.
A
Ok,
so
let's
go
to
the
second
one
and
make
sure
that
we
have
a
response,
the.
What?
How
do
you
show
value
and
importance
and
I
think
the
way
you
explained
it,
generosity
all
of
those
words
and
when
there's
a
lot
of
change
and
uncertainty
when
you
perhaps
are
trying
to
be
authentic,
but
no
authenticity
can
be
scary,
sometimes.
C
It
can
be,
and
as
leaders
we've
got
to
get
over,
that
it's
not
a
good
enough
reason
not
to
do
it.
I'm.
Sorry,
it's
uncomfortable,
oh
well,
lots
of
things
are,
you
know,
that's
life
and
that's
leadership.
Isn't
for
the
faint
of
heart,
I
was
gonna,
say
something
else.
Can
you
repeat
the
question
one
more
time,
I
feel
like
I'm,
making
up
my
own
questions
and
answering
them
just.
C
I
think
we
want
to
normalize
it
as
leaders.
I
think
we
want
to
be
human
beings
and
being
human
conversations
and
I
think
that
it's
an
opportunity
to
decide
what
kind
of
leader
you're
going
to
be.
You
know
what
are
you
committed
to
if
you
say,
you're
committed
to
a
B
and
C
your
actions
match
that?
Does
your
speaking
match
that
leaders
should
be
in
conversations
about
their
values
every
day
with
their
genes.
G
A
B
B
Every
you
know,
just
you
know,
probably
similar
to
most
people.
We
have
clients
who
have
gone
out
of
business.
We've
had
clients
who've
had
to
living
off,
75%
of
their
workforce.
We've
had
clients
have
had
to
shut
down
their
their
facilities,
we've
had
clients,
who've
had
cases
of
kovat,
we've
been
working
on
kovetz
since
January
our
clients
are
in
retail
and
some
larger
companies,
and
so
they
felt
the
supply
chain
disruptions
early.
B
So
from
from
our
business,
what
I
had
to
keep
in
mind
was
their
needs
are
changing
and
you
need
to
change
what
their
needs,
because
it's
not
about
what
you
want
to
do
it's
about
what
they
need
as
a
client.
So
for
us
we
look
at
resilience
from
four
perspectives:
people
processes,
infrastructure
and
technology
from
a
people
perspective.
We
had
to
stop
up.
B
So
the
beautiful
thing
is
we're
a
crisis
management
company
and
it
seems
like
every
day
or
every
week,
there's
a
new
crisis,
and
so
our
team
is
having
to
ramp
up,
which
has
been
a
little
bit
different
than,
however,
historically
structured
from
the
process.
Perspective
needs
of
the
clients
have
have
changed
so
now.
You
know,
prior
to
COBIT,
we
were
much
more
of
a
consulting
advisory
arm.
Now
we're
transitioning
more
into
a
coaching
training
and
advisory
company
where
people
are
coming
to
us
to
provide
them
those
skills.
B
Many
small
businesses
do
not
have
the
proper
mitigations
and
rolls
in
place
to
properly
manage
brick
and
so
we're
seeing
that
that's
a
neat
there
from
infrastructure
perspective,
we've
had
to
put
in
the
proper
things
in
place
to
make
sure
that
you
can
manage
everything.
That's
coming
our
way
and
then,
of
course,
you
know
from
a
technology
standpoint
we
have
to
like
everybody
else
and
think
how
do
we
serve
clients
in
a
virtual
environment,
so
every
piece
of
our
business
we
change.
Why.
A
I
think
this
is
an
interesting
topic,
because
I
think
the
economy
was
going
very
well.
Unemployment
was
3%
and
I'd
like
to
hear
your
advice
to
small
businesses
that
we're
doing
so
great
and
that
day
that
had
happened.
It
just
happened,
and
so,
when
how
did
what
was
the
first
thing
that
you
said
to
them
when
they
called
and
said,
I
need
help
yeah.
B
No
clients
I
know
exactly
what
it's
like
to
have
to
lay
off
my
entire
team
and
I
know
exactly
what
it's
like
to
lose
my
hope
and
my
faith
and
the
process
of
running
a
business,
but,
more
importantly,
I
know
what
it's
like
to
have
to
pull.
Without
of
you,
what
you
didn't
think
that
you
had
inside
at
the
most
troubling
time,
I
think
what
everybody
has
that
I
didn't
have
is
everybody
gets
to
go
through
this
together?
I
went
through
my
pre-coated
by
myself,
the
ball,
everyone
was
thriving
and
business
was
fine.
B
I
was
crumbling
to
pieces
and
trying
to
find
what
I
had
inside
of
me
and
in
my
network,
so
I
think
that's.
The
first
thing
is
recognized
that
this
is
happening
and
that
you
have
to
did
it.
You
have
to
change
I
had
to
change
our
business
model
coming
out
of
what
we
went
through,
but
I
think
it's
important
that
we
don't
keep
these
stories
to
ourselves
share
that
story,
because
now
somebody
else
can
say:
oh
well,
you
you've
been
through
it.
B
A
A
great
story
thanks
for
sharing
something,
that's
so
personal.
We
really
appreciate
that
so
Damian
and
Scott
and
Joey,
and
what
resources
now
that
everybody
is
getting
to
do
some
reopening?
What
resources
did
you
have
to
use
to
reopen
your
establishment?
So
you
want
to
start
Damien.
You
want
to
start
talking
about
I
think
you
talked
a
little
bit
about
training
and
sanitation
and
I've
heard
you
talk
about
the
social
need
of
people
that
come
to
barber
shops
and
salons.
D
Three
things:
definitely
we
started
with
our
leadership
first,
we
really
wanted
to
get
all
our
leaders
to
understand
that
if
there's
ever
was
a
time
to
lead,
it
was
a
time
to
leave
right
now,
and
it
was
you
know,
for
those
who
are
in
leadership
role
is
one
of
the
most
uncomfortable
places
you
could.
You
can
kind
of
live
in,
and
this
was
an
opportunity
to
if
you
wanted
to
put
some
big-boy
pants
on
this
was
inside
to
do
because
beaver
Lee
was
training
people
on
how
to
encourage
how
to
build.
D
Not
only
you
know
your
co-workers
that
you
can,
because
we
knew
that
you
know
individuals
were
going
through
their
own
personal
situations
at
the
time
when
the
pandemics
start
to
happen,
and
then
we
have
to
move
into
the
old,
because
we
have
so
many
independent
contractors.
We
had
to
move
into
the
resources.
How
can
we
find
each
other
resources?
And
we
were
you
know,
you
know
you
talk
about
I've,
never
been
on
unemployment
and
in
almost
30
years,
I've.
D
Never
I
didn't
know
what
to
do,
because
I
had
never
been
on
a
clock
and
my
Barber's
as
independent
contractors
in
99
they
were
searching
his
family,
how
to
get
resources,
so
we
was
all
helping
each
other
out
from
where
the
other
getting
information
from
you
know:
banks
from
other
businesses.
So
if
it's
just
everyone
filling
up,
the
pen
is
going
to
work,
I
mean
it
was.
D
A
Of
the
things
that
I've
heard
most
is
that
when
this
crises
happened,
you
know
you,
you
may
have
had
a
tax
accountant
as
a
small
business
owner,
but
now
you
needed
a
lawyer
and
you
needed
a
banker
and
I
guess.
Scott
and
Joey
tell
us
a
little
bit
about
how
you
were
able
to
provide
resources.
Did
you
have
someone
that
helped
with
your
taxes?
Did
you
have
a
lawyer?
Do
you
have
a
banker
that
you
could
that
when
you
call
them
up,
they
knew
your
name
so.
F
F
We've
5/4
Pinkman
a
lot
of
questions,
a
lot
of
questions
we
applied
for
PPD
lungs,
which
we
did
get
only
a
week
or
so
ago,
and
we
needed
his
advice
on
the
proper
way
to
use
those
funds
to
where
we're
doing
what
we
should
with
them.
We
talked
to
him
about
our
various
employees
and
what
we
would
need
to
keep
up
with
them.
F
Send
me
a
message:
I'll
give
you
all
my
contact
and
so
a
number
of
people
who
are
going
through
the
kind
of
things
all
of
us
who
sort
of
share
that
information
among
each
other,
because,
as
Damian
had
mentioned,
never
dealing
with
unemployment.
I've
never
dealt
with
an
employee
to
file
for
unemployment.
F
A
F
If
it's
the
payroll
for
rent
utilities,
things
like
that
the
emergency
disaster
loan
from
my
lesson
from
the
accountant
yesterday
is
is
just
a
loan
with
a
good
term
and
a
good
interest
rate
to
work
to
you
know
we're
having
to
spend
a
certain
amount
of
money,
literally
right
now
we're
in
the
midst
of
reshaping
our
patios
and
stuff,
and
so
that
loan
provided
us.
Some
money
that
didn't
have
in
haffley
payroll
didn't
have
to
be
this.
D
D
B
We're
about
five
in
total,
we
did
receive
the
PPP
loan
similar
to
everybody
else.
I
think
is
you
know
it's
obviously
important
to
have
your
infrastructure
in
place
ahead
of
time
from
a
financial
perspective,
and
then
we
also
have
applied
for
grants.
So
yes,
but
I
would
also
say
that
my
Copen
19
plan
he
was
not
grants
and
loans.
There's
outside
it
happens
alone.
It's
not
gonna
solve
this
front
any
more
than
just
any
kind,
and
so
I
think
it's
important
for
businesses
to
think
beyond.
Just
the
financials
okay.
A
A
So
why
don't
we
go
ahead
and
continue
Sarah
in
a
crises
it
can
be
easy
to
fall
into
negativity.
How
can
people
break
into
positivity
and
shift
their
mindsets?
I,
don't
know
if
you
have
several
hours
for
that,
I
can
easily
I
can
use
some
help
in
that
yeah
I
think
you
could
give
us
some
some
top
of
the
mind.
Thoughts
for.
C
Sure
it's
a
really
easy
normal
thing
and
it's
a
way
that
people
connect
really
easily
as
around
complaints
and
things
like
that,
but
the
so
the
first
step
in
transforming
anything
is
awareness,
so
first,
you've
gotta
actually
have
the
awareness
or
the
understanding
of
what's
happening
that
oh
I
have
this
negative
mindset
or
my
speaking
is
really
negative.
My
attitude,
so
that's
the
first
step
right.
The
awareness
and
the
second
step
is
conscious
action.
So
awareness
is
the
booby
prize
with
what
action
it
doesn't
really
matter
right.
C
You've
got
to
have
the
awareness
and
then
take
action
to
see.
Change
and
part
of
it
is
realizing
that
everything,
for
the
most
part
is
a
lens
or
a
filter
or
a
narrative.
I
moved
to
Charlotte
from
Brooklyn
eight
years
ago
and
I
love,
Charlotte,
I.
Think
it's
the
best
I
think
the
people
are
great
I
think
the
food
is
great.
C
That
there
are
definitely
a
few
and
I
have
another
girlfriend
from
Brooklyn
who
moved
here
a
year
before
I
did
and
she
thinks
Charlotte
is
mad.
The
city
is
math
the
food,
the
people,
not
enough
Jews,
there's
a
lot
of
problems
for
her
right.
That's
our
interpretation,
so
I'm
not
right
and
she's,
not
right.
Everything
is
just
our
interpretation
into
your
point.
There
are
certain
facts
right
and
our
filters
create
our
experience.
C
A
We
have
two
questions
that
I'm
going
to
start
with
Vanessa
because
they're
both
about
what
the
future
is
doing
and
how
we
work
towards
the
future.
So
then,
the
question
that
the
has
come
in
over
from
one
of
the
listeners
is
that,
do
you
think
more
investors,
insurance
companies
and
banks
are
going
to
require
continuity
plans
from
small
businesses,
and
if
you
don't
have
a
plan,
is
there
still
time
to
do
one
and
and
and
how
do
what
is
really
a
resilient
plan
composed
of
how?
What
is
it?
What
does
it
require?
The
next.
A
B
So,
when
I
take
a
step
back,
so
my
background
is
in
Homeland
Security
and
emergency
management,
I
used
to
work
for
the
Department
of
Homeland
Security
prior
to
my
private
sector
life
and
most
legislation
that
we
see
purely
from
a
emergency
management
perspective
happens
only
after
disasters
right,
so
everything
you
know,
people
have
to
die.
We
have
to
lose
a
lot
of
money.
We
have
to
lose
a
lot
of
buildings
before
we
decide
to
put
policy
in
place
from
a
purely
federal
perspective,
so
I
think
that's
a
saying
from
a
government
perspective.
B
I
really
can't
tell
you,
you
know
if
that
will
be
a
requirement.
I've
seen
changes
from
a
procurement
standpoint
over
the
past
six
to
eight
weeks
on
some
of
the
federal
departments.
Now,
as
far
as
private
sector
is
concerned,
especially
those
that
are
regulated,
I
think
that
there
will
be
changes
because
many
businesses
I
mean
you
can't
run
a
business
without
people
I,
don't
care
who
you
are
and
your
supply
chain
is
ran
on
people
and
so
I
do
expect
to
see
changes.
B
I've
definitely
heard
private
businesses
talk
about
most
of
the
larger
ones
that
their
their
small
business
supply
chain
and
the
middle
market.
You
know
those
you
know:
20
million
to
a
billion
dollar
size
companies
just
did
not
have
the
proper
risk
mitigation
crisis,
/
preparedness
infrastructure
in
place,
so
the
first
thing
is
yes:
I
do
think
that
that
there
will
be
changed,
but
the
second
thing
that
I'll
say
is:
why
should
that
change?
Drive,
what
you
do
as
a
business
owner,
you
are
making
decisions
that
impact
someone's
college
tuition.
B
It
is
your
responsibility
I,
don't
care
what
business
you're
in
you're,
not
you
are
susceptible
to
threats
that
impact
your
operation,
and
so,
if
you're,
a
one-man
shop
at
home.
If
you
are
running
a
daycare
facility
or
whether
you're
running
a
Harris
Teeter,
you
have
the
responsibility
for
your
people
and
for
the
public
to
do
what's
right
for
your
business
threats
are
happening
around
you
every
single
day.
You
need
to
identify
them,
you
need
to
analyze
them
and
you
need
to
manage
it
and
manage.
B
It
means
what
am
I
gonna
do
about
it
now
that
I'm
aware
of
it
right.
That's
just
like
this
protest
now
that
everybody
is
clearly
up
under
the
rock.
What
are
you
gonna
do
about
it
now?
How
do
you
make
it
actionable
and
so
in
terms
of
what
goes
into
resiliency
so
again,
resiliency
is
about
you
being
able
to
weather
the
storm
if
I
lose
my
people,
my
technology
or
my
assets,
if
I
lose
40%
of
that,
what
are
you
going
to
do
to
continue
to
do
business?
B
You
know
I'm
sitting
here,
like
I
haven't,
had
my
nails
done,
I'm
like
I'm
hoping
he
stayed
married
like
you
know,
we're
all
impacted,
we're
all
connected
and
so
there's
a
ripple
effect
when
there's
disruption
to
business
and
business,
whether
it's
a
pandemic,
whether
it's
a
protest,
whether
it's
a
cybersecurity
incident,
the
number
one
focal
point
is
always
people,
and
so
you
have
to
put
people
first
and
yes,
I
hope,
I
answered
the
question
there.
You.
A
Did
you
you've
been
very
wise
and
you've
done
it
with
a
sense
of
humor,
and
that
makes
it
difference
and
and
the
hubby
has
to
get
in
line
for
that
beard
trim,
so
alright,
I'm
noti'm
Scott
are
the
folks
that
are
on
this
webinar
I
want
to
know.
If
you
would
tell
us
about
how
you
coordinate
it
with
other
small
local,
local
small
businesses,
and
are
you
incorporating
local
products
and
your
offerings
in
your
new
venture.
E
F
E
F
G
A
Think
that's
so
important
to
unlearn
that
there
is
a
network
of
people
that
everyone
was
just
didn't
know
what
to
quite
do,
but
by
reaching
out
that
network
will
be
strong
and
it'll
be
stronger,
because
I
expect
we'll
have
other
disasters
that
will
take
place,
and
now
you
know
who
to
call
and
how
to
work
together.
So
it's
really
an
important
thing:
I'm
Damien,
I'm
gonna
come
to
you.
A
This
is
a
question
about
you:
have
shops
in
other
states,
I
believe
that
one
of
those
states
reopened
sooner
than
those
stores
in
North
Carolina
and
your
shops
in
North
Carolina.
So
what
lessons
did
you
learn
from
the
openings
of
your
earlier
shops
that
helped
you
prepare
for
when
you
could
open
the
shop
in
Charlotte.
D
D
Even
though
the
stores
was
open,
I
mean
people
really
really.
You
know
know
with
the
mask
the
gloves
the
six
feet
apart.
They
really
did
take
the
initiative
to
really
demonstrate
that
they
wanted
to
protect
not
only
themselves
but
everyone
else.
So
we
loved
it
like
that
that
people
did
take
responsibility
and
even
South
Carolina
open
up
also
a
little
earlier
than
Charlotte.
So
we
had,
we
had
a
shop
in
Georgia,
we
have
one
in
South,
Carolina
and
again.
People
did
really
take
some
initiative
without
us
even
saying
anything.
A
D
Barbershops
and
barbers
and
stylist
we
have
a
state
board,
it's
kind
of
over
us,
so
they
are
giving
us
information.
Then
there's
know
what
are
the
proper
steps
that
we
should
be
taking,
and
so
by
the
time
the
governor's
released
that
mandate
and
gave
those
rules
we
we
were
ahead
of
the
curve
we
had.
Our
rules
had
preceded
super
preceded
the
governor's,
so.
A
D
A
I
want
to
encourage
everyone,
after
after
listening
to
Joe
and
Scott
and
and
Damian
Charlotte
open
for
business
is
our
website
on
the
cities
page
and
their
ways
to
connect,
and,
furthermore,
the
city
is
working
to
have
these
relationships
grow
and
be
stronger
with
a
visit.
This
tube
is
b2b
business
to
business,
so
we
hope
that
Damian
and
Joey
and
Vanessa
Scott.
All
of
you
at
some
point
remember
that
they're
people
that
need
your
help
and
your
guidance
and
wisdom.
So
thank
you
so
much
so.
A
I'm,
Sarah
and
Vanessa
you've
talked
about
having
being
new
business
owners
and
so
when
for
looking
at
this
for
new
business
owners
who
have
just
opened
prior
to
kovat
and
are
navigating
with
little
experience,
what
are
some
of
the
best
practices
that
they
can
follow
so
they're
asking
for
both
from
a
coaching
perspective
and
a
resiliency
perspective.
So
Sara
do
you
want
to
start.
C
But
my
work
is
a
lot
about
having
people
get
support
around
them
so
that
everything
is
not
just
up
to
the
individual,
the
leader
or
the
business
owner,
that
they
actually
have
support
structures
around
them
as
they
grow
and
I.
Think
that's.
One
of
the
smartest
things
that
you
can
do
is
is
get
supported,
whether
it's
an
appear
organization
or
you
know,
work
like
I,
do
or
Vanessa
I
think
that's
really
important.
Okay,.
A
B
I
definitely
think
there
and
hit
it
on
the
head
in
terms
of
having
a
support
system.
That
is
absolutely
critical,
because
every
business
has
its
peaks
and
it's
valleys,
no
matter
what
you
look
like
it
will
come
outside.
Of
that.
There's
two
things
I
would
say,
is
one
and
I
think
Steven
Covey's
said
this,
but
keep
the
main
thing.
The
main
thing
like.
What's
that
thing
that
you
do
that?
B
No
one
else
can
do
better
than
you
and
you
stay
true
to
that
thing,
but
you
you
have
to
be
known
for
something,
and
then
the
second
thing
I
would
say
is
the
world
is
changing.
Consumers
behaviors
are
changing.
How
they
buy
is
changing.
What
they
buy
is
changing
where
they
buy
is
changing,
and
those
are
all
very
important
things
to
understand.
B
A
E
Well,
we
we
talked
about
this
extensively
in
the
past
months.
We
try
to
just
you
know,
for
us
create
ways
to
allow
people
to
be
together,
but
out
of
certain
distance,
and
so
one
of
the
things
that
we
done
is
the
build-out.
We
have
ton
of
outdoor
seating,
our
interior
is
pretty
small
and
so
we're
gonna.
Are
we
decided
just
to
keep
that
open
with
no
seating
on
the
inside,
and
so
as
far
as
our
outdoor
patios
go,
we've
completely
rebuilt.
E
We
used
to
have
a
bunch
of
picnic
tables,
metal,
chairs,
things
that
you
can
move
around
things
as
your
friends
or
family
showed
up
you're
kind
of
be
together
and
move
those
areas
around
to
create
whatever
space
you
needed
everything
you
cannot
do
them
everything
you
can't
do
now,
and
that
was
you
know
one
of
the
kind
of
the
craziest
fonts
Rosses.
Everything
that
we
hadn't
tell
people
after
kovin
is
exactly
what
we
encouraged
beforehand.
E
You
know
bringing
community
together
and
getting
to
know
your
neighbors
and
hanging
out
with
different
people
and
and
now
for
our
patios
we've
done
these
huge
built-ins,
and
so
there
are
no
more
chairs
that
you
can
move
around
without
is
so
that
people,
you
know,
can
sit
in
their
area.
They
can't
push
the
tables
around
and
it's
hopefully
will
not
have
to
be
the
fun
police.
E
F
It
was
a
conversation
that
didn't
leave
us
for
a
couple
day,
he's
trying
to
figure
how
to
do
it
and
then,
when
we
determine
what
we
need
to
do,
we
actually
realize
well,
let's
make
this
the
best,
let's
make
it
the
best
it
can
be,
and
so
so
we
go
into
it
with
the
genuine
attitude
like
okay,
here's
our
chance
to
redo
our
patio.
What
would
our
dream
scenario?
Key
we've
been
given
a
little
bit
of
money
to
do
some
of
this
with
and
and
instead
of
going
into
it
Mobe
thinking.
F
Oh,
we
created
this
over
a
couple
of
years
and
working
well.
Instead
of
thinking.
You
know
it
sucks
that
we
now
have
to
change
this
right.
Okay,
let's
go!
Let's
make
this
the
best
experience
we
can.
So
when
people
come
out
to
this
new
environment,
it's
going
to
be
different
and
some
people
may
miss
what.
But
it's
in
my
opinion,
we
want
about
all
the
flowers
today
is
going
to
be
beautiful
and
so
take
it
yeah.
We
may
want
lemonade.
E
Focus
on
what
you
do
at
this
time,
this
is
not
a
town.
I
feel
like
to
just
start
throwing
things
at
the
walls.
You
know
focus
on
what
it
is
that
you
do
and
just
make
it
better
and
move
around
right
now,
which
essentially
just
what
we
do
is
gather
people,
and
so
that's
really
difficult
for
us,
but
I
think
that's
great
advice
is
to
know
what
you
do
and
do
it
better
than
anybody
else,
and-
and
you
know
we
need
you-
outdoor
patio,
space
and
it'll
be
a
safe
space
for
everyone
there.
A
E
G
E
A
B
We
cook
a
lot,
but
oh
I'm,
a
woman
of
faith.
First
and
the
first
thing
I
do
is
I
pray,
even
when
I
don't
want
to
talk
to
God.
The
second
thing
I
do
is
I
keep
a
blessing
star
and
I
write
down
five
things
every
day
that
I'm
grateful
for
and
when
stuff
hits
the
fan
and
when
I'm
ready
to
just
blow
it
up.
B
I
pull
into
my
blessings,
jar
and
I,
pull
out
those
things
that
I'm
grateful
for
and
I've
been
able
to
see
that
in
the
most
trying
times,
I've
been
most
grateful
for
oxygen
or
water
or
a
warm
bed,
because
at
the
end
of
the
day,
there's
always
somebody
that
has
it
worse
than
me,
and
so
those
are
the
things
I
just
try
to
keep
into
perspective.
That's.
A
C
So
my
go-to
activity
is
meditation
before
I
moved
to
Charlotte
I
had
a
business
in
New,
York
called
relaxed
already
and
I
brought
meditation
programs
into
companies
all
over
Manhattan
and
meditation
and
prayer.
Our
best
friend's
first
cousins
said
they
really
go
hand
in
hand.
Meditation
I
couldn't
I
couldn't
survive
without
it.
Yeah
wow.
A
C
Well,
my
my
gateway
to
meditation
was
actually
through
yoga
and
in
a
particular
form
of
yoga
called
Kundalini,
where
there's
a
lot
of
meditation
and
chanting
and
I
had
never
done
any
other
type.
So
I
didn't
know
that
it
was
the
weird
one,
not
the
hot
body,
chanty,
weird
one
with
turbans
and
all
that.
So
it's
the
chanting,
it's
the
music.
It
really
helps
you
focus
I
think
easier
than
a
silent
meditation,
which
a
lot
of
people
find
really
challenging.
Wow.
Thank.
D
Oh
yeah,
oh
yeah,
I'm,
an
artist
by
night.
The
court
me
as
an
artist
so
from
drawing
to
writing
poetry
once
my
body
gets
to
the
place
of
tranquil.
I
could
see
so
many
different
things
and
I'm
gonna
try
to
bring
those
things
it's
into
fruition.
So
meditation
is
a
part
of
my
creative
side
of
drawing
art,
but
it's
our
haircutting
has
been
an
art
to
be
my
whole
life.
So
if
I'm
not
going
here,
I'm
trying
to
think
of
another
way
to
create
have.
D
A
It's
about
mentorship,
but
I
want
to
say
to
each
of
the
you
I
think
this
was
a
fabulous
program
and
I
am
I,
think
that
you
made
it
fabulous,
because
not
only
did
you
share
what
it
takes
to
be
successful
at
work,
you've
been
willing
to
share
what
makes
you
successful
as
a
person,
and
we
need
more
of
that
understanding
because
those
things
work
hand-in-hand.
So
we
hope
that
everyone
that
listens
and
sees
this
webinar,
especially
in
our
small
business
community,
that
you've
enjoyed
them.
That
we've
been
bringing
something
to
you.
A
A
great
experience
in
this
ever-changing
climate
that
tight
these
times
have
brought
to
us.
The
series
will
continue
every
Tuesday
at
1:00
p.m.
we'll
be
back
next
week
and
with
our
topic
facing
unemployment
during
recovery.
I
hope
that
we'll
be
able
to
help
people
understand
and
do
that.
So,
thank
you
again
for
being
such
a
great
panel
have
a
great
afternoon
and
we'll
see
you
soon.