June 2020, Monique's On-Air Forecast, Diagnosis & Solutions. How to Pivot Your Business in the Post Covid - 19 World.

"I always like interviewing Monique Guild because she is a fascinating guest with a unique viewpoint, incredible experiences, and in-depth knowledge. In this interview aired in?June 2020, Monique shrewdly analyzes the scope of the problem right at the?beginning?of the pandemic.?

Monique also talks about how we can take advantage of the new technologies being used. Instead of wallowing in the crisis, Monique offered solutions and made positive suggestions. Her gifts were on display, in my view."?

--?Jeff Crouere, a commentator and analyst, Crouere has been interviewed for his perspective by the?New York Times?and national cable television networks such as?Fox News, CNN, CNN Headline News, CNBC,?and?MSNBC. Since January 1999, he has been the host of?Ringside Politics, an award-winning radio program in New Orleans dedicated to examining the top issues of the day on the local, state, national, and international levels.

The radio show airs weekdays from 7-11 a.m.?CT on WGSO 990-AM,?Wgso.com?and the TuneIn and Simple Radio Apps

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Ringside Radio Interview Transcription: Host Jeff Crouere with guest Monique Guild

Good morning. Jeff:?Monique Guild is with us here on the Ringside Politics program, back for a return visit. Hello, Monique, how are you?

Monique:?Good morning to you, Jeff; how are you?

Jeff:?Very good; thank you so much for joining us. And we had some hotline issues, but we're glad to have you back. And I want our listeners to know about your great background and how you can help so many businesses and individuals out there looking to chart their future. But we can also expand that to a whole community, like New Orleans, which needs to rethink the city's future.

M:?Yes, yes, absolutely. I have experience in helping people around the globe in different situations create completely different realities. And you know, the quote I've always loved, Einstein's quote, says: "We cannot solve our problems from the same level of thinking we used when we created them." So, it's really about creating from a different level of mind. The bottom line is that we have to create from a different level of mind. And the 55-million-dollar question is - how do we create a new level of mind to cause a paradigm shift? Because knowledge is not enough. It must become an experience. The knowledge we've gained since just in 1968 when MLK Martin Luther King was killed… And everything that happened at that time, we're seeing the same situations again now, many years later. And that's because there was no solution; there wasn't a comprehensive solution; people didn't know what to do or how to create next. So, we're seeing this same experience here for the problem to be solved. And this time, it needs to be solved.

J:?Yeah, what's happening in New Orleans is similar to what's happening in many other cities, they're having this shutdown change their budget, and they're looking at ways to pay their employees and survive financially. I can't think of another city impacted more than New Orleans because we've got the port that the trade decline has hurt, all of the industry that's hurt by the declining prices, we've got conventions, tourism… and all the hotels are on life support because of lack of travel, so we are getting hit from all over. And we're in phase 2, so we're having a very limited, very slow reopening of our economy. And unemployment will end at the end of July, and I think many people are going to be, at that point, really looking for some answers.

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M:?So, you just listed off a bunch of the problems, everything that's happening, who's been impacted, and this same circumstance occurred during Katrina. So again, the issues are coming up again to heal. The same problems are coming up because they weren't solved then. This time, we must find a solution, like you're saying. First of all, we've got to identify what the problem is.?

As you know, I've worked with countries, for example, in El Salvador, with one of the most prominent families there in transitioning 3rd generation coffee, sugar cane, hotels, and condos to the 4th generation. And when their family fights, the riot police must be called in. They worked with different consultants worldwide to find the solution they needed. Eventually, I was called to get the job done, a solution finalized within a few months. And the thing is, when you have a repetitive problem repeatedly, a cookie-cutter solution will not work. So, you have to download for the future reality. Leaders must download from a future reality to create permanent solutions. Taking the time of isolation and looking at this time as a time of re-grouping, we have to take this time as a gift. We cannot throw this time away. This time is being given to us, so to speak, where businesses have subsidiary income from the government through SBA loans. But, take the time, grab hold of it, write down all the problems and say, "Okay, we already know what the problems are." you just listed them off. And we have to be willing to let go or be dragged. Let's see the old fall away. Let the old solutions fall away and harness a new, greater reality for the future we have yet to live.??

It's like when a person is in a bad relationship, and they're afraid to leave that bad relationship because of the fear of the unknown. But you have to ask yourself, "What's scarier? Continuing to create the same problem over and over again or to step out into the unknown and experience the unknown?" People will stay in all sorts of chaos. So, it's about creating, which will cause a paradigm shift.

J:?So, you've got to have that courage to take that step.

M:?Exactly

J:?To move into that future and create this new reality for yourself. And also for a community like New Orleans while facing all these interior challenges. And you're talking about downloading a future reality. So how does a leader how does a community do that?

M:?So, in dealing with the partners of this business in El Salvador, while we were dealing with the riot police, what I initially had to do was work with each partner individually. So, let's say the city of New Orleans: working with the city council members, working with the people creating and figuring out what to do. Meeting with them initially first, identifying what the resentments are that they've had in the past. Either with individuals, within themselves, or what's happened in New Orleans.?

?Because of what happens, resentments keep us so stuck in the past that we cannot hear our future. People stay in that conflict, as opposed to getting into solutions. And you feel the fighting going on or the bickering. And it's just a big fat distraction.?

So, when I'm working with global leaders, we initially start with their negativity and grief. The suffering has got to be processed. Resentments have got to be addressed. From the grievances and all of the "don't wants" that come out of this. And where we get to look at: "What did I do to participate somehow? How did I not step into a solution and instead be distracted by someone? A person's personality."

We have to get and look at it for the greater good. "What's the greater good? What's for the greater whole?" And at the same time, healing past resentments and moving forward. And through all that, "Don't Wants" gets created and listed out. Those "don't wants" end up showing us what we want. So, let's say with tourism, we sure as heck don't want to lose all this economic value that comes in from tourism. So, all they don't wants are listed.?

But what can a person do? What can a small business do, or New Orleans as a whole? What can you do to prepare for when something like this happens again? Because it's going to happen. This is going to happen again. First, learning to get stuff online, taking advantage of this whole Zoom stuff, and even going beyond Zoom. Because Zoom was a greater reality that stepped in, but it's got even to go beyond, where businesses have learned to economically bring things in, to create products and projects that can step into place, to create. For example, now the movies, many people watching movies and documentaries now, and having all these businesses…

J:?And look at how the entertainment industry will have to change. I mean that industry will never be the same. Monique, I wonder if people will be going to theaters or if all these theaters will be able to survive. So, all these different industries will have to do exactly what you're talking about: Restructure their whole business method. They've got to figure out how to tap into what will be available to them in the future.?

M:?Right, so that tapping in comes from number one; we must clean up the resentment. we get to say, "What can we do?" Because right now, going on the internet, downloading from the internet, being able to buy products, having things that come to our homes, and always having a backup plan. New Orleans has fantastic tourism, but all this has got to be documented, backed up where someone could go to La Petite, the very famous bar on the corner, or The Blacksmith, you know? Like them having a history back where they could do a virtual tour, like virtual reality.[Monique, foreseeing Immersive Experiences] Like a person who says, "I want to visit this place," and having a virtual reality thing created where they can experience it with a 3D model or the glasses.

J:?Take advantage of what technology offers and provide that to people where you didn't have that capability in the past.?

M:?Exactly.

J:?And a lot of that will have to happen for some of these businesses to survive.

M:?Oh.

J:?Because if they don't adapt, they're not going to be able to make it in this future reality we're looking at.

M:?It's easy for the businesses to create and take hold of the virtual reality and all the tools offered… at least there's that out there. But we're really looking at the people, the conflict between people. The distraction is created because of the people in power: city council members, governors, mayors, and all the people in a place of political power. The distractions are caused by conflict because of personalities and personal agendas. Instead of asking what's good for the greater whole? And cleaning up the stuff that's affecting the business now is crucial too. So, there are two parts.?

J:?All right. Well, Monique, boy, I wish we had an hour. Thank you so much. We're going to do this again in more in-depth, but we're going to link to where people can get more information on you Moniqueguild.com, futurist, turnaround, and development strategist with us right here on the Ringside program.

www.moniqueguild.com

ABOUT

Monique’s unique sixth sense?specializes in creating multi-layered strategies for exponential growth identifying the Company’s uniqueness, and developing it beyond what one thought possible.

Monique Guild, CEO and Founder of Intuitive Business Enterprises?is a Futurist, Strategic Advisor, and Visionary and is one of the most significant Global Diagnosticians in Turnaround and Development Strategy. Guild’s laser-sharp sixth sense delivers precision insight, optimum solutions, and expansion, figuring out the unfigureoutable? – within the?first-hour consultation when a business, product, or project is stuck and needs to expand rapidly.?

For over 25 years, clients with The?World Economic Forum, Shanghai Disney, Aspen Institute, United Nations,?CEOs, Executive Producer of ABC’s TV The Bachelor, family partnerships, diplomats, foreign leaders,?4th generation coffee growers, celebrities, politicians, sustainable commercial builders, artists, & athletes sought Monique’s Counsel.

Monique pinpoints what it takes?other consultants, advisers, and wealth management professionals?years to figure out the company’s cause for the meltdown in the first hour.

Guild uncovers information to build and maintain the best forecast while identifying what may get in the way of moving the business forward, allowing?you to get out of the analysis and the bottom line.?