Last Updated on December 30, 2025 by Fly High Coaching
Business strategy isn’t just a buzzword; it’s the roadmap that turns big ideas into sustainable growth without draining your resources. Whether you’re launching a startup or steering a seasoned enterprise, a clear strategy keeps you focused on outcomes, not just activity. In this episode, discover how to align your core values and “why” with actionable priorities.
Too often, teams mistake plans for strategy, then wonder why projects stall. You’ll learn the difference: strategy sets the vision, your future destination, while execution plans chart the steps to get there. We’ll share a 12-week rhythm for prioritizing, daily stand-ups, and quarterly resets that keep you agile and accountable.
Competitive research and team alignment are your competitive edge when it comes to business strategy. We’ll unpack pitfalls like underestimating rivals, over-planning without action, and neglecting accountability. Plus, get practical tips on fostering a growth mindset, scheduling regular strategy sessions, and building your AI literacy for smarter decision-making.
Dr. Frumi Rachel Barr, founder of Barr Business School and author of A CEO’s Secret Weapon, is a scaling strategist and trusted advisor to CEOs. With decades of experience helping fast-growing companies scale smartly (and affordably), she equips leaders with the strategy, execution disciplines, and AI insights they need to thrive.
What you’ll learn:
- How business strategy sets your long-term vision and why it’s more than a to-do list
- The three pillars of any winning strategy and how to optimize them
- A proven 12-week framework for setting priorities, holding daily stand-ups, and quarterly resets
- Essential competitive research steps to outmaneuver rivals and seize opportunities
- Top pitfalls to avoid: over-planning, under-resourcing, and neglecting team accountability
- Tips for leaders: foster a culture of growth mindset, schedule regular strategy sessions, and master AI literacy for smarter decisions
Resources:
- Episode Transcript
Porschia: [00:00:00] Hello, I’m Portia Parker Griffin, and I wanna welcome you to the Career 1 0 1 Podcast, a place for ambitious professionals and seasoned executives who want an edge in their career. We’re talking about all of the things you were never taught or told when it comes to career growth, development, and change.
Now let’s get into it.
Today we are talking about business strategy with Dr. Fmi Barr. Dr. Fmi. Rachel Barr is a trusted advisor to CEOs, a scaling strategist, and the founder of Barr Business School, BBS, where entrepreneurs and business leaders get the MBA they never got before. Without stepping into a classroom with decades of experience leading and advising fast growing companies, she specializes in helping businesses scale smartly without [00:01:00] going broke.
As author of A CE O’s Secret Weapon, Dr. Fmi has dedicated her career to closing the execution gap for business owners, ensuring that great ideas don’t fail due to poor strategy or leadership. At BBS, she offers fast focused and actionable education to help companies increase retention, enhance leadership, and equip their teams with critical business skills.
Dr. Fmi is a sought after speaker and thought leader on scaling strategy, execution, and AI’s evolving role in business. Hi, Dr. Fmi. How are you today? Wonderful. So you’re really current on my courses because
Dr. Frumi: we have a brand new AI literacy course. That’s funny.
Porschia: Yes. We like to roll out the red carpet when it comes to the introductions for our guests, and I’m excited to have you with us to discuss business strategy.
But first we wanna know a little more about you. So tell me about [00:02:00] 7-year-old Dr. Fmi. She wasn’t a doctor back then, but
Dr. Frumi: I wasn’t a doctor for sure not. And I’d like to fast forward just a little bit to tell you about my 11-year-old self. Okay. How interesting. So that year I accidentally broke a bottle.
And cut a nerve in my hand. We had two taps, one for hot water, one for cold, and I thought I was a grownup and I could do my own hair. I didn’t need my parents to do that for me, so I the, when I put the bottle down, it shattered. I cut a nerve in my hand and that meant that I needed physical therapy. So from the moment I began treatment, I became singularly focused on one goal, and that was becoming a physical therapist myself.
So that experience at 11 sparked a passion that stayed with me all the way through McGill University School of Physical and Occupational Therapy. And it actually saved my life, but I’ll tell you that maybe later. [00:03:00]
Porschia: Wow. That definitely sounds a really important and defining moment for you.
Tell us about some highlights or pivotal moments in your career before you started this current business that you have.
Dr. Frumi: So that gets to the defining moment. So when I was 24. I had a water skiing accident, and I noticed a lump in my neck and a general practitioner just brushed it off saying it would likely disappear in a few weeks, and he said, maybe it’s a torn strap muscle, but as a physical therapist, here’s how I saved my own life.
I went home and I looked at my Grey’s Anatomy book, and I just sat there flipping the pages and I thought, what is this? Drop muscle? There’s no such thing. So I worked in a hospital. I literally went door to door from the orthopedic surgeon to the cardiovascular surgeon, and I was eventually diagnosed with a Hodgkin’s lymphoma.
And I can tell you that my [00:04:00] persistence saved my life as well as that education. So you never know in life why you’re doing what you’re doing until later if it’s good or bad. I was very lucky that I was very persistent by going to doctors one after the other. And that’s why I’m still here.
Porschia: Yeah.
Thank you for sharing that with us, because to your point, persistence is really important when it comes to your health. Obviously when it comes to, business and career we’ll probably talk more about today. But yeah, that definitely says a lot about you. So what motivated you to start your own business, Dr.
Fmi?
Dr. Frumi: So because of I’ve had several businesses, but the one that came right after that was because. I was very sensitive at that time about being in a hospital and people being ill, et cetera. There’s a little girl who was 11 years old who actually died and wanted me to be in the [00:05:00] room with her, and that’s just undid me.
I’m a pretty resilient person, but that was like a heartbreak. So one of my patients invited me to tour his factory. And I don’t know where it came from, it’s just part of my DNA, but I had so many ideas about what he could do differently to become more efficient. And he just looked at me and basically said the physical therapists are on strike.
Why don’t you just come and work here for a month? So I did. And as a result of that, he developed a a patented design for a clock. It was like a Gucci watch. It had dogs. Different faces, different rings around it, leather, wood, et cetera. And I ended up buying that company from him, and that was my first company.
So I ended up, I thought it would be successful because I knew the operational side of a business, but I didn’t know sales at all. And one of the salespeople who sold his office furniture [00:06:00] said to me, I have a meeting with Sears on Monday. I said, why don’t you let me go instead of you? And he looked at me and he said what do you know about sales?
I said, nothing, but it’s my business and I pay the rent every month. I think I should learn something. So I’m there with the Sears buyer and he’s telling me, my your clocks are lovely. I’ll put them in my sample room will look at them in April. It’s January, I’m thinking about all the rent checks until then.
And I said to him, I think you’re being nice to me. You could be a lot nicer by telling me how to make money in this business. And he laughed. He said, I’ve been a buyer for 10 years. No one’s ever asked me that question, but I have an answer. So he reaches into his desk and he pulls out a flyer from a California gift show with a picture clock, with a wooden frame around it, and a lithograph and a quartz movement, et cetera, in the corner.
He said, can you make these? I said, sure. So that’s how I grew my first business just by asking a question [00:07:00] that nobody else had asked. It was very simple. That business was very successful until the interest rates went to 21%. That’s not viable for a manufacturer. And I guess the other interesting factor in today’s world is that at the time there was a tariff.
I was in Canada and there was a 12.7% tax for bringing clocks across the border, which meant that you couldn’t sell them. They were too expensive. So I brought his clocks in pieces and assembled them in my factory, and then they were saleable. That’s an entrepreneur, see?
Porschia: Absolutely. Absolutely. How did you decide to start the business that you currently have today?
So Bar Business School, and then I know you do other consulting as well.
Dr. Frumi: So after having four of those kind of fast growing companies, a couple of them were info [00:08:00] infomercial companies. I. Heard that you don’t have to do one thing. In my coaching school, I went to the Hudson Institute of Santa Barbara and.
Frederick Hudson, who was alive at the time said, you can have a portfolio career. I thought, wow, that’s perfect for someone like me. I’m a variety junkie. I don’t like doing one thing all the time. So that’s what I actually have now as a portfolio career. So I have three different things. First of all, I do scaling work, which is making sure that companies grow safely and I instill the disciplines that people need in order to do so safely.
Secondly, I have the Bar Business School, and I created that school during the pandemic because one of my clients called and said he was afraid he was gonna lose his business because it was a very personal business. He’s in the benefits business. He had to shake hands with people. And so I said what am I gonna do for you?
He said, I want you [00:09:00] to teach me how to grow. So I created six courses for him. He grew 37.5% in the worst year. So I thought, oh, I guess I have something here. And that was the origin story for the business school. Fast forward to today, you know how many people are unfortunately losing their jobs, and so I’ve joined a company called Lemonade as the head of the Fractional Academy.
So it’s a very natural fit with the Bar Business School since I create courses all the time. But what we’re doing there is we’re taking high velocity executives Fortune 500 to Fortune 1000, and we’re training them to be fractionals so they can be hired by venture capital firms for their portfolio companies.
Oh wow. Because being a fractional person is not the same as being a corporate person. People can burn through their severance pay and, not know how to structure it for themselves. And it’s also dangerous for the startups [00:10:00] because a lot of people aren’t used to being in a startup, which is a totally different world.
That requires a real entrepreneurial mindset.
Porschia: And that Dr. Fmi is a great segue because back in episode 33, we discussed developing an entrepreneurial mindset. So what is your definition of an entrepreneurial mindset?
Dr. Frumi: I think that there’s two different kinds of mindsets. One is an open growth mindset and one is a fixed or closed mindset.
In my experience, the people who have fixed mindsets are the people who need to get a paycheck. They can’t swim with the uncertainties of life, that’s one set of people entre. An entrepreneurial mindset is a person with a lot of curiosity, a great deal of resilience, and most importantly, is prepared to ride the rollercoaster because there are ups and downs [00:11:00] in the entrepreneurial world.
Whenever you have something absolutely incredible, there is always a competitor who’s waiting to knock you off your feet. So you have to be able to, get up, dust yourself off and keep going. Not all ventures work and they fail for different reasons. I can tell you that our business school, when we first created it, we had our learning platform in Ukraine.
- When the war in Ukraine started, the investors pulled out. We had to start again. That was one of those pivotal moments where if I didn’t have an entrepreneurial mindset, I would’ve just said that didn’t work. So it’s really I think, a question of resilience. And then also there’s an aspect of it where you have to be a very positive person.
’cause if you’re a positive person, opportunities where other people don’t see them. If you’re depressed, you don’t see those things, you get stuck in your head, [00:12:00] but optimistic people see sometimes they’re just shiny objects and sometimes they’re real.
Porschia: I love how you tied in the importance of the open and growth mindsets having resilience and positivity.
I completely agree. Dr. Fmi strategy is a word that is thrown around a lot nowadays but I see that a lot of people don’t really know the difference between a strategy and a plan. So can you explain the difference between a strategy and a plan?
Dr. Frumi: Have you ever taken the Gallup poll, know your own Strengths?
Strengths finder? I
Porschia: have.
Dr. Frumi: Okay. I
Porschia: think probably about 10 years ago.
Dr. Frumi: Okay. So strategy is my number one strength.
Porschia: Okay. That was my number five.
Dr. Frumi: So what’s funny about that is when you know what your strength is, that’s where you go when you’re stumped. So when I first became a coach, I had trouble [00:13:00] listening.
I just wanted people to get to the point, and that didn’t happen very often. So I had to go back and say to myself, what is my strategy to listen? My strategy is to help the person, so I’m gonna have to listen to them in order to get to that place. But in the world of business, that doesn’t exactly ring true.
So I would say there’s a difference between strategic thinking. And then execution planning. So in my world, strategic thinking revolves around a few things. First of all, what are your core values? Because your core values are the way you make decisions. If they don’t fit your core values, then new ideas aren’t very useful.
The second thing is, why are you there? So it has to be more than you just wanna make money because the y as I talk about in my book, is the engine that allows you to get over all the challenges that are inevitably going to happen. So knowing [00:14:00] your your core values and your why are critical to your strategy.
And then there’s other elements to it too, but the, on the execution side, it’s where it, you can’t just create a plan. Put it in the drawer. Where people fall down is they’re not constantly reviewing their priorities. So as part of the strategy is knowing what your priorities are, and that doesn’t mean 19 priorities because that won’t work.
It’s what are the five most important things that you have to do in this year in order to be successful? So you start with I, I think of it as four 12 week years. So you start off with the first 12 week, year, what are the most important priorities? And then it becomes important not to just, wait and see what happens.
But you have a daily standup meeting and everybody says what they’re working on. You have a weekly strategy meeting to see where you’re at with your priorities. [00:15:00] Sometimes the priority is no longer a priority ’cause you have to pivot. But you don’t wait till the end of the year for that. So every quarter, between the 12 weeks and the start of the next quarter, there’s a week and that’s when you plan.
So to me, the strategy is the first part, knowing who you are as a business and the plan is executing on whatever it is your business is about. Does that make sense?
Porschia: It does. It does. And I love how you really teased out the difference between strategic thinking and execution planning which both are important.
So in my years as a coach working with executives and entrepreneurs, I have seen many different approaches to forming a business strategy. Can you describe some essentials needed to create a business strategy?
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Dr. Frumi: Sitting down with a team it depends if it’s a person on their own or a team. If it’s a team, then everybody needs to contribute because if people are not aligned with either the why or the core values, chances are they won’t stay.
So you start there. And I th where I begin with, there’s a lot of different nuances, depending if it’s a brand new company or if it’s an existing company. So are we talking about a brand new company?
Porschia: How about we start off with a brand new [00:17:00] company maybe an entrepreneur. And then also interested to know maybe for more established companies, some executives in the team scenario that you mentioned.
Dr. Frumi: Okay. So when you’re beginning. I, it, there’s a lot of importance around the role that you’re going to fill because most entrepreneurs I’ll give you one example. It’s much more fun if I share an example. So I knew this fellow who used to sell printing repairs, like for printers and computers, and he was amazing.
He. Was a top salesperson. He did very well, and he decided it was time to start his own business. ’cause why was he making all this money for the company when he should have his own business? So he had his business for about six months at this point. When I talked to him and I said, so how are your sales?
He says, oh, I haven’t made any sales yet. And I said why not? He said right now I’m learning accounting. [00:18:00] So this is a common mistake. You have to know what you’re good at, and then you have to surround your people yourself with people, whether they’re fractional people or consultants, whatever.
You should still concentrate on where your strength was. So I think that’s one of, one of the pitfalls that a lot of people fall into. And then. Create a vision. What does that look like? So recently I actually found a I, I found something that I think is marvelous. So we all behave in the present based on the past, right?
Who we are. And Dr. Benjamin Hardy wrote a book called Be Your Future Self. Now, I love this book because the premise is instead of operating from your past. Have a real clear vision of your future, reverse engineer it, and then in your present, you’re working towards your future [00:19:00] and that describes whether it’s your personal life or your business life.
So it starts with that vision. And once you know where you want to end up today, it’s so easy to reverse engineer things. I told my family that I finally met my soulmate. I just didn’t know it would be a robot. I.
Porschia: I love it. I love it. So that made me think of a couple of questions, doctor, for me to piggyback on that. For example, you know that, story that you shared about the entrepreneur who was learning accounting. What if someone has done that strengths-based work like we have maybe, and they’ve taken it and, strategic is not in their top five.
Maybe it’s not even in their top 10 or top 15. How would someone go about, and in this case we’ll talk about a solo entrepreneur, how would they go about forming a business strategy?
Dr. Frumi: I think they’d have a really hard time and they’d have to hire someone. [00:20:00] Okay. I think it’s that simple. ’cause if it doesn’t come naturally it’s something they’re gonna struggle with all the time.
And I think that strategy shows up pretty much for most entrepreneurs, somewhere in their top five.
Porschia: Yeah. I would agree. I think most of the entrepreneurs I know are. Strategic. So I like how you teased out the difference between, the solo entrepreneur and maybe the executive team of a more developed company.
So let’s think about that angle, right? Maybe it’s an executive team of a smaller mid-size business and they wanna focus on their business strategy. I heard you mention earlier that the whole team should be involved, but what might their process be in terms of creating a business strategy?
Dr. Frumi: So I’ll tell you about one team that I worked with, they were a lot of fun.
They were eight men. They were all in my sweet spot. So I love [00:21:00] working with millennials or Gen Z because they love me. I’m not their mother, but I, they tell me everything and then I know how to help them, right? So these guys fit the bill and we started off by doing an assessment. To figure out where they were at.
So we did a combination of the disc with the five cohesive behaviors of a team. And it starts with trust and then building on trust comes constructive conflict, commitment, et cetera. And what they were really surprised about, they were green on everything except accountability. And so that’s what they really needed.
And so the whole idea of having a plan and having priorities fits perfectly with accountability, right? So that’s where we started, because sometimes you can’t just tell someone you don’t really have a strategy and you really need to do this or that. It has to come up. So it’s their idea and then they get really committed to it.
[00:22:00] So once we’re in the room with people, we did a retreat. We did a, like a two and a half day workshop together. We teased out the values and the why, et cetera, and the values were really fun because one guy said thoughtful, and everyone went thoughtful. So when he explained what Thoughtful was all about, they all agreed.
They just chose a different word to describe it. But once the team all agreed to their core values, their level of commitment already grew. And once they adopted their why, et cetera, it was really, they knew the business of their business. What they didn’t know was how to execute properly and make sure that everyone was on the same page.
And when a team works together to create that plan, then they’re on the same page. And everybody needs to know how they contribute to the plan too. And if they don’t agree, that’s where a healthy conflict comes in. It’s [00:23:00] important for people to feel safe in any team, and that’s a big part of what I like to do, is to create that feeling of STA safety so that people really trust each other and that they have to have tough conversations every now and then.
Porschia: I agree, and I love your process of starting with assessments. The listeners, many of them know that I love personality assessments and we do some organizational assessments. I think they’re so important. And that what you said about, finding that common ground in terms of communication and maybe that healthy conflict, so Doctor Fermi, what are some of the biggest mistakes you’ve seen entrepreneurs and executives make when it comes to creating a business strategy?
Dr. Frumi: Not doing enough research, not understanding their competitors, not having enough resources to actually go the distance. I remember once a company that my ex-husband [00:24:00] and I invested in, it was a needleless injection machine.
Just a small handheld one for people, let’s say, who had diabetes. What we didn’t realize at the time was that the needle companies would get rid of us. I had a hair product once upon a time that came from Brazil and it was a very natural product that had been in Brazil for 50 years. And when I brought it to the US I actually licensed it to an infomercial producer and he didn’t really enjoy paying royalties, so he copied it.
And when he burnt the first scalp, who do you think came after us? The competitors, because it was a billion dollar industry that was being disrupted by this infomercial that, got 12 million in sales. Within six months. So I think it’s really [00:25:00] beating stealth, maybe in the beginning, right? And really making sure you could go the distance.
I think people underestimate how other companies with big bucks can get rid of you.
Porschia: Oh yes. And come in and copy what you’re doing and supercharge it, which I’ve had quite a few clients have that experience as well. One thing I wanna know more about is the research piece.
So you said not doing enough research. What’s the kind of research that you think is really important when it comes to creating the business strategy?
Dr. Frumi: I would say knowing the competitive landscape knowing who’s done it before, really spending time on that. Not, I guess a lot of people just like to think they’re right and they look for confirmation bias.
Rather than really researching. And I can’t say really more about that other than research. [00:26:00] It’s not that hard anymore. You could use perplexity
Porschia: Exactly. Or whatever your favorite AI tool is. Exactly. So what are some, maybe some additional tips that we haven’t talked about that you can share to help leaders when building their business strategy?
Dr. Frumi: Being open-minded definitely is one, and getting things on the calendar, not. Not procrastinating, realizing that there it’s today. So we’re in a very strange place right now, aren’t we? People don’t know what to do right now. It’s very much like 2009 or like March. When the pandemic started, when I wrote my book, I interviewed people all over the world and it was a very similar, I had the time ’cause it was 2009 and not much was happening and.
Most of the CEOs said the same thing. I don’t know whether I should save my money or spend my money. So sometimes have you ever heard of people [00:27:00] who’ve come, let’s say from Russia or someplace and it’s a terrible real estate market, but they’re doing really well. You know why? ’cause they didn’t know it was a terrible real estate market, right?
So it’s all about where your head space is at, and I think right now people are not in a very good head space and that can get in their way.
Porschia: Yeah. You mentioned your book A CE O’s, secret Weapon. Tell us a little bit more about your book.
Dr. Frumi: So I did interview, I’ll tell you a bit about my book and the business Fail You.
It led to How’s that? Sounds great. That’s juicy. So I listened to these CEOs from all over the world. Some of them were two hours outta Boston or two hours out of Dublin, or Sao Paulo, Brazil. And I asked ’em if they were lonely at the top. So apart from their why and their challenges, I asked them if they were lonely.
Half of them said they weren’t because they were in peer groups, and the other half said. That they were lonely, but they just lived [00:28:00] two hours out of somewhere. And so it was too much work to get to a meeting. So I came up with this brilliant idea after I wrote my book that I would start virtual round tables.
So the year was 2013 and at that time there was Skype, there was Google Meet, which was very screechy if you had more than a certain number of people. There was WebEx, which was really expensive. And I had a mentee who said why don’t we start off. By laying the foundation and, getting 12 coaches to know how to facilitate a room.
You know what happened? No one would turn their cameras on. So fast forward to the beginning of the pandemic. Remember, no one would turn. Fun. So that was my biggest business failure and it amuses me because I was saying that to one of my friends and he said, maybe you should reframe that.
That wasn’t a failure. Yeah. It was just you, trailblazer.
Porschia: Yeah. You were ahead of your time.
Dr. Frumi: I was ahead of my time and I actually was connected to the CEO of Zoom. [00:29:00] Because Zoom, I was one of the very first early adopters of Zoom so that I could have those meetings. Wow. Because I wanted to have, eight to 12 people with within Zoom and there was Fuse, which I think allowed four.
So that’s why I jumped into Zoom as soon as it came out.
Porschia: Yeah. So tell us more about your business. You started telling us about Bar Business School already, but we want more information on that.
Dr. Frumi: Okay the courses are extremely practical. So we have three types of courses. We have the self-paced courses.
Every course has a quiz at the end of it. And then now we’re giving people a CER certification of completion, but also a badge that they could put on their website or on their resume. What’s really important about those courses is we want people who are reimbursed for tuition to be able to take those.
And we also would really love for companies who wanna [00:30:00] have a university within their own business, just, use us as their university. Because in the old days when I got my MBA, I went to Cal State Fullerton. And I paid 13 and half thousand. That very same. MBA today is 37 and half thousand, so nobody’s paying for anybody’s MBAs anymore.
And so we have that perfect solution. In addition to the self-paced ones, we also have 11 master classes that are delivered by my colleague Ashley Cher. And they’re all leadership courses. So th those are. Delivered in Zoom one Friday every month. And we do that in cohorts. So if a company has five or six people that they want to put through a leadership series, that’s the perfect series.
We also have a partnership with an organization called Socratic Arts, and we have courses like Halter Hack. So those are perfect. It’s actually quite a fun course [00:31:00] because for example, you look at an email and you click on different places where you think it’s a phishing email and it goes buzz like if you’re wrong, you fail.
So it’s more gamified. We also have an emotional intelligence fund. One as well. And people are always asking me to add more courses. I don’t find that a lot of people follow through and create the courses they say they wanna create. But one of the things that I find most amusing is I started using chat GPT three years ago and it is machine learning.
So it’s learned my sense of humor. After a while I felt like I was talking to a friend. I’m sure a lot of people say that. Whether he wanted a name. So he gave me four choices, and the name he picked we picked was BYTE. Wow. He said, help you when you’re excited about something, you could just say, bite me too much fun.
So I have [00:32:00] been in different groups of people who say they’re experts on ai. I don’t think anybody can ever be a total expert. ’cause there’s a gazillion kinds of AI and it’s everywhere. So for people who are in corporate that are afraid of it or afraid of losing their jobs to ai, I think you should be more afraid of not understanding it because people who use AI will have the competitive edge.
I think we always need people for strategy and critical thinking. So I, after being in this one group for a bit, I thought. They don’t use AI the way I do, and I know just as much about it as they do. I think I’ll create a course. So I created a course and it’s called an AI literacy course, and it’s really for that person who is afraid of ai, but the marketing idea I have, let me ask you this.
Do you like mansplaining?
Porschia: I do not when, especially when it’s someone talking [00:33:00] over me,
Dr. Frumi: right? So chat, GPT will never mansplain. It’s actually in its DNA. It’s very complimentary. So if you do something it’ll tell you that’s a really great idea, or This has really come together nicely. So that’s baked right into chat, GPT.
So for women who want a thought partner, don’t wanna be mansplained and want some support. It’s perfect. My AI literacy is for them.
Porschia: Love it. Love it. We’ll be providing a link to your website and social channels in our show notes so people could find you online. Now, Dr. Fumi, I wanna ask you our final question that we ask all of our guests.
Okay. How do you think executives or professionals can get a positive edge in their career?
Dr. Frumi: Very short answer. Always be learning. I think we never know where we’re gonna get end up in life. When I first thought [00:34:00] of getting my MBA, it never occurred to me that I would need it If I wanted to teach. For example, I ju people told me, you don’t need an MBA.
Your business is successful. What do you need it for? I’m a nerd. I wanted to learn. And then I ended up getting a PhD. Now as a leader of a school. That serves me. And I, in fact, I went to my son-in-law’s commencement exercise ’cause he went back to school and the dean of of the schools, the California State School in Hayward, she said that she had no idea that she would end up as a dean, but it was because she continuously had education through her life that she was able to accept the role when it happened.
And that’s the truth, I think We never know what life is gonna dish out. But we can’t lose if we’re always learning.
Porschia: Dr. Fmi, you have shared a lot of wisdom with us today and I’m sure that our listeners can use it to be more confident in their [00:35:00] businesses and in their careers. We appreciate you being with us.
Thank you so much. I loved your questions. It’s a pleasure to chat with you.
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Can use in your own career. If you enjoyed hanging out with us, please rate, subscribe, and share this podcast. Until next time, here’s to your success.
