S5E37🎙️ LIVE with 1SG Kenitra Scott, U.S. Army

¡Hola!

Hi, I'm John Maxwell. When the top companies in the world are looking for trainers, speakers, and coaches, there's one name that stands above the rest, and that's Maxwell Leadership. Our certified team members have gotten proven results for companies all over the globe, and our reputation, I'm proud to say, is second to none. Some of our members have risen to the top of their profession, including the one you're going to meet today. I proudly introduce you to my friend Bob Fabien Zinga. Welcome to the Leadership and Success Podcast with your host, Coach BZ, where we help you lead with purpose and succeed with impact. If you're ready to grow into the kind of leader others want to follow, this podcast is for you. If you're determined to elevate your success and leave a lasting legacy, this podcast is for you. As my mentor, Dr. John C. Maxwell, reminds us, everything rises and falls on leadership. Our goal is simple, to inspire you, challenge you, and equip you with insights that can transform the trajectory of your leadership journey. Welcome aboard to to another episode of the Leadership and Success Podcast with Coach BZ.

Hello everyone and welcome back to another powerful episode of the Leadership and Success Podcast with Coach BZ. I'm your host assistant, Coach BZ AI. I assist Commander Bob Fabien Zinga, cybersecurity executive, US Navy Information Warfare Commander, and passionate advocate for developing the next generation of military and corporate leaders. Today, it is my distinct honor to introduce an exceptional leader, mentor, and culture builder, First Sergeant Kenitra Scott of the United States Army. With more than two decades of military service, First Sergeant Scott currently serves as a senior enlisted advisor in Army medical recruiting, where she leads geographically dispersed teams develops soldiers, and drives mission readiness across multiple states. Her career spans operational assignments, recruiting leadership, and talent acquisition strategy, where she has built a reputation for developing high-performing teams and strengthening organizational effectiveness. But her leadership impact doesn't stop at the military formation. She is also the founder and CEO of Legacy Vanguard Scott Group, a leadership consulting and executive coaching firm focused on empowering leaders, elevating talent, and transforming workplace culture. Through executive coaching and leadership operating systems, she helps organizations improve decision-making, accountability, and execution, turning leadership potential into measurable performance. What makes First Surfiant Scott's story so powerful is her unwavering commitment to servant leadership. She lives by the philosophy that when leaders take care of their people, the mission will take care of itself, a principle that resonates deeply across both military and corporate environments. In today's conversation, we'll explore her leadership journey, lessons from the First Sergeant seat, talent development strategies, and how she's scaling her impact through coaching and entrepreneurship. So whether you're a Naval junior officer aspiring to command one day or a corporate professional preparing to step into leadership, this conversation is packed with insight you won't want to miss. Please join me in welcoming an incredible leader and our friend, First Sergeant Kanitra Scott. Let's dive in.

All right, everyone. Thank you so much, Coach Bizzy AI. So that was my AI twin. We are really glad to be here. We have a tremendous leader in the green room right now. So before we get started, I would like to remind everyone, please let us know where you are joining us from, like what city, what state, and if outside of the US, which country, and also what you are grateful for today, for a moment of gratitude. As you know, this entire month I am really grateful for Black History Month. I highly, highly recommend this book, African American First. This is a book about famous, little-known, and unsung triumphs of Blacks in America. I really do believe that Black Americans have built this country and they deserve to be celebrated for all of the accomplishment and contribution, what we've done to really help America be what it is today. So, Also, if you do have a question for the first sergeant, please type it in the comment and we're gonna try to answer all of your questions live. So without any further ado, let me see if I can properly introduce our guest today. So we are going to be speaking, as you have heard, this is really my distinct honor to welcome her. She's an exceptional senior enlisted leader, executive coach, and talent strategist. First Sergeant Kenitra Scott. She has more than 20 years of service in the US Army. So First Sergeant Scott serves as a senior enlisted advisor in Army medical recruiting, leading geographically dispersed teams, shaping talent pipeline, and ensuring mission readiness across multiple states. Beyond the uniform, she's also the founder and CEO of Legacy Vanguard Scott Group, a leadership consulting and executive coaching firm focused on executive coaching, leadership development, organizational culture, and decision and Execution System. I really love her philosophy. It's very, very simple and powerful. When you take care of people, the mission will take care of itself. So without any further ado, please help me welcome to the Leadership and Success Podcast, the one and only First Surgeon, Katrina Scott.

Hello. Thank you.

Hello. Good afternoon. How are you doing today, First Surgeon?

I am doing great. Thank you so much for having me.

Yes, it's a great honor and pleasure. Maybe to get started, is there one thing you are grateful for today?

Um, I am grateful to God for waking me up this morning, letting me see another day. But, um, I am coming up to 20 years now in the Army. So I'm just thankful for making it this far.

Yes, man, I love 20 years in any branch of the military. That's when you feel like you don't have to take any more bologna from anybody. You can just drop your paper whenever you feel like it. So that's wonderful. Congratulations. Wow. And is there something about you, First Sergeant, that most people may not know when they first meet you?

Um, I have a twin sister.

Really?

Wow. Yes, I do.

Fantastic.

All right.

So if you could take us back to the beginning, what inspired you to join the U.S. Army and how did growing up in a military family kind of shape your leadership identity?

So having, you know, parents who both had military They both were Army. Wow. I kind of knew where I was going to end up, but they were very— I won't say strict, but very adamant about the importance of education and, you know, excellence. Nothing less was accepted. And so seeing their example and they were successful. Um, I saw that as an opportunity, the U.S. Army, to use it as an opportunity, a stepping stone for me to join. So my purpose initially was to join for educational benefits. Um, but once I, you know, got my master's and completed my education, I stayed for the development. Um, because I like to tell people that I grew up as a leader in the Army. Um, a lot of my leadership traits and my philosophies was developed coming up in the Army.

Wow. That is really, really powerful. So I'm assuming once you got your degree, did you have an opportunity to become an officer if you wanted to? And if you did, why did you decide to remain enlisted?

Um, yeah, so I, decided to remain enlisted because my goal is to one day be a Command Sergeant Major. So that was the goal at the time. Right now I'm in a transitioning period. So I'm kind of on the fence right now about what the future holds as far as the Army and my career.

But yes, that is really, really Powerful. And, uh, and I know some people believe everyone who has an opportunity should become an officer, but I really think it's not for everybody. And there are definitely some people in the military who deserve to be E-7, E-8, E-9. In the Navy, we call them chiefs, the chief mess, and in my opinion, they run the entire Navy. All senior officers like me do is just take credit for all of their hard, hard work. Without them, our Navy is completely, uh, Well, yeah, it wouldn't have much value at all because they mentor all of the senior enlisted and then junior officers too. So we definitely need strong chief or sergeant, I guess, in the army, in the military. So thank you so much for your service. And I believe you started as an information technology specialist. Yes. Which it was my rate when I was enlisted. How did the technical foundation kind of influence the leader you became.

So, so initially when I came in, I went into IT because I didn't know what I wanted, what direction I wanted to go into. I was 17 when I enlisted, so I wasn't sure. That seemed like the safe, the safe route. So that's the way that I, I went with that. But then I came to find that I wasn't really interested in the IT. So, so I started searching for other opportunities. So the great thing about the Army is, you know, there's always other, you know, opportunities and MOSs that you can change into. So I looked into drill sergeant and recruiting. So it brought me to recruiting. So I came to recruiting and, you know, I loved it. I love the interaction, being around people, being able to influence young women who look like myself, being able to impact them, to go out to the high schools, to be in the community. I fell in love with it and I was like, this is, this is what I want to do. So I decided to stay.

So, wow. So were you a drill sergeant at boot camp also?

No. So I didn't become a drill sergeant. The Army decided that I was better fit as a recruiter. So they kind of chose for me, but it was the right choice. Yeah.

Yeah. Because for me it was 21 years ago. I was at RTC, Great Mistake, I mean Great Lakes. And I still remember my drill sergeant, Black woman, Chief Dyer. She must be retired by now because that was 21 years ago, but she completely changed my life. I was like, wow, when I grow up, I want to be just like her. So it was like, if I become a chief, or I become a commander. It just happened I had an opportunity to, uh, get command in the Navy. But, uh, it's really amazing the work they do at boot camp where you are completely a civilian, you know nothing about the military, right? And then they pretty much transform you into a sailor or a soldier or whatever your country needs. It's just, uh, mind-boggling, the leadership lessons you learn. It's incredible, even at the lowest rank. Like I say, I joined in as a Siemens recruit E1, and by the time boot camp was over, they promoted me to Siemens E3. But man, that was time I will never, never forget. Do you remember your time at boot camp? What was that like?

Yes, yes, I do. I really had a good time. I enjoyed it.

A good time? What about the first 2 or 3 days? Good time too? Because I hated every minute of it at first. It was a good time afterward. But not at the beginning.

It was definitely, it was, it was interesting, but, um, it was an experience. I'll say that it was an experience.

Because I remember for me first, they shaved me, they got rid of all of my beautiful long hair. And then they gave me all of this, you know, standard uniform. And we started walking all over the place. I think the first night I probably only slept 1 or 2 hours. I mean, they kept us awake marching all night. I'm like, what is wrong with these people? But anyway, toward the end, it was very nice. But at the beginning, I hated every minute of it.

So I had parents who kind of, they gave me their, they told me about their experiences. I would say my parents were like my first recruiters because they told me about their experiences and they made it sound fun, you know, basic training. And you know, so I went in with that perspective. And so, and also with the perspective that I can't quit.

Yes, yes.

So I'm not going home. So with that perspective and keeping that in my head, like I was determined to make it through regardless.

That's amazing. And you mentioned your parents, what leadership lessons did you learn growing up in an Army family? And also I think one thing most people don't understand also is, right, when even my wife and my kids, they didn't join the Navy, but they've definitely served because everywhere I go and all of the time I've missed and stuff, so they've been affected for, for sure. How was it like being an Army brat growing up?

Um, it was interesting. No, it was, it was, it was fun moving around and meeting new people. Um, I would say it probably got hard once I got to high school and started really you know, not wanting to leave my friends and, yes, start all over again. But, um, it was beneficial because it kind of gave me a lens of what it would be like to be in the Army. Now I have a daughter who's also an Army brat, so, um, I see— I kind of know what she's going through a little bit. And so, yeah, but it was, it was definitely— I feel fortunate to be able to, to do that. And so that's kind of how I communicated to my daughter, like, she's fortunate, you know, all the places she's been since a baby. She's only 8, and, you know, she's been to I don't know how many states, so she's well traveled for an 8-year-old.

Yes, absolutely. Wow, that is quite amazing. So when Was there maybe like a defining moment early in your career when you realized, I am not just here to do a job, but I am here to lead people as well?

I think that that came a little, a few years later after me coming into the recruiting command because my experience, unfortunately, I experienced ineffective leaders. And, you know, effective leaders. And so I got to see what that looked like, and I got to experience, you know, how I re— you know, I was fortunate enough to have good leaders, so I know what it feels like to have good leaders and how it affected me, um, how I grew under those good leaders and what that looked like. And so I also experienced the other side of that too. Um, But it, you know, brought this passion in me because, you know, I wanted to do better.

Yes.

And you, you know, I heard the quote of, um, be the change you want to see. So I always think about that and it's like, okay, be the change you want to see. So, and that means that, you know, if I want something to be better, maybe I need to be be the one to step into the role and get a seat at these tables and, you know, speak up. So, you know, I put that on myself. And then, you know, I always believe that God puts me where I'm supposed to be.

Yes.

Um, nothing is by mistake. So I'm— my thing is, if he brings me to it, he'll bring me through it. He'll put me through it, you know. Yes, I'll get through it. So Nothing is a coincidence. So I think that's when I, you know, believe like, okay, um, I was put in this position for a reason and I need to take advantage of it basically.

Wow. What, what do you believe, First Sergeant, is the number one characteristic that differentiates good leaders from not so good leaders? And again, from my own experience, yeah, I've had a few ineffective leaders, but very, very few. The great majority, I would say 99%, of people who've led me throughout my entire Navy career. They've been really, really good people you really wanted to follow into the heat of battle. But sometimes we do get a few bad apples. I don't know how that's possible, but they do hang out sometimes. What do you think is the main difference between the two?

I think maybe, I think self-awareness.

Yes.

And understanding, I would say, and emotional intelligence.

Mm-hmm.

Just having the ability to look at yourself as a leader and always reflect on, you know, what you do, how you communicate, how you lead. And also having mentors and those who you can consult with, because we don't always get it right.

Yes.

And we're not always right. So that's one thing. And then the emotional intelligence part, understanding those who you lead and being sensitive to their needs and just caring about people. Because at the end of the day, we're people, you know, we have families and, you know, people want to come to an organization and they want to want to be there. So I think it's important to, to value those who you lead. Hmm.

That's really powerful. I know when I had the privilege and great honor of being being a commanding officer in the Navy, one of my leadership mantra was mission first because I do have to accomplish a mission. That's why I was selected for the job. But people, people always. And we have a member of our community, Daniel Young, he says, First Sergeant, uh, presence is the ultimate reminder that discipline is the foundation of safe haven. When you take care of people, the mission will take care of itself. Yeah, that's one of the great, uh, mentorship I got when I called out all of my mentors, "Hey, what do I do as a commanding officer? What do I need to really focus on?" "Just take care of your people, everything else will take care of itself." And I know you do say that a lot, and more than likely the Navy stole that from the Army. But anyway, can you tell us more about your philosophy and why it is so critical to really truly care for your people?

Um, because I see what hap— I've seen what happens when we don't, and it trickles. It's a trickle-down effect, like it's a domino effect. So when you have personnel who are not taken care of, then, you know, when they come to work, they're not going to be focused, they're going to be distracted, you're not going to get their best self. Um, so I truly believe that. I've experienced it myself. Um, so knowing that So, if we take care of that part, then, and our subordinates know that we're going to take care of them and that we care about their needs and their families and that that is a priority, then I feel like they're more inclined to, you know, come to work, to want to work. They're happy about, you know, the organization and they feel taken care of.

Wow. And earlier you mentioned some effective leaders and mentors who've pretty much helped you become, right, a first sergeant in the most powerful army the world has ever seen. If I could ask, who are some of those leaders and mentors who really saw leadership potential in you before you saw it in yourself?

So, um, I've, I've had a lot of mentors, um, in my 20 years, um, But one that stands out to me is my, my first supervisor when I was at Fort Bragg and I was a private, you know, and I was hardheaded and I didn't want to listen, you know, nobody tell me nothing.

But then you should have been— you should have been a commander.

He saw something in me that I didn't see in myself, like he believed in me. He pushed me, he motivated me.

Wow.

And you know, he just cultivated that in me that I can, I can be more. He will always tell me like, I can see you being a sergeant major one day.

Yes.

Wow. I didn't see that, but he saw it. And just him having that belief in me, I began to have that belief in me. Yes. And so And that's what pushed me and motivated me. And then as I continued to grow, I always made sure that I had mentor. I, I'm, I'm very, um, intentional about having people around me who know more than me, who know more than me, who are where I want to be, um, or have gone where I want to go, so that I can always, you know, consult with them and ask them questions and like, how should I handle this situation? Like, you've been there. I've been fortunate also to have great officers. Um, it's been a blessing. I have great officers that I've been able to work with who have, um, I've been able to like just soak up all the things, um, from being around them to be being in their presence and just how they carry themselves, like what they learn. Because, you know, enlisted and officers, we have a very different upbringing.

Yes.

But I've learned to, you know, to not, to not see it as a threat or to be intimidated by it, but to use it as an opportunity to learn and grow as a leader myself.

That is really Really powerful. And I guess another follow-up question I have. So now that you are serving as the first sergeant in the US Army, it's really one of the most consequential enlisted leadership roles in the Army. How do you define the responsibility of being the heartbeat of the formation?

I, you know, I set the tone. And, you know, I enforce the standards. I'm the, you know, senior enlisted advisor for the company, so I wear many hats. Um, I have to, you know, I'm the advisor for the commander, so, um, it's— yeah, so I'm pulled in all different directions, but, um, I find a way to manage it and to make sure that, you know, I communicate with my commander and that she understands, you know, what is going on and what she needs from me. I make sure that I give her what she needs from me and that I'm also training and developing, you know, the soldiers that are under me. Wow.

And also, by the way, who is your commander right now?

So my commander is Captain Tracy.

Yes.

Yes.

Major, Major Select, right? I believe she's going to be putting it on.

She will be getting promoted soon. Yes.

That is really amazing. And for those who follow the podcast, she was here, I think it was season 4, episode 135. So you can go back and listen to it. But it's just such a small world. And I really love it when it all comes together. Together, right? And, uh, uh, just know the hard work that, uh, you do for, again, really the most powerful army in the world. We've never seen, uh, any army quite, uh, like it. And, uh, just as a flashback, so Season 4, Episode 134. Uh, all right, so another question I, I have— hold on. OK, here we go. And another question I have for you first, Sergeant, is what are some of the biggest leadership challenges in leading geographically dispersed recruiting team? Because I believe that's what you guys are doing right now, right?

Yes. I would say finding opportunities for us to come together in person with the restraints on, you know, budgeting and all those things, but So we just make more of an effort to plan out and to do things virtually that we can. We have virtual meetings so that we can, with our leadership within the company, so that we can have, you know, weekly FaceTime with them. The commander and I, we also make sure to get out to our stations. We have stations throughout the DMV and West Virginia. So we make a point to get out to our— stations at least twice a quarter so that we can spend time with the soldiers, do some, some type of training and development with them and just, you know, check on their well-being and see how they're doing.

And by the way, when you say DMV, you're talking about D.C., Maryland, Virginia. For my California friends, they're going to think it's the Department of Motor Vehicles, which it is. And working with people like that, dispersed throughout, how do you maintain then cohesion, morale, and accountability?

Right. So yes, like I mentioned, we have our, you know, we do weekly meetings, so we come together for that. And then we have opportunities where we can get together and for company training. So we try to plan that out so that we, you know, can get everybody together. Um, yes, yes.

But really, the, the work you guys do as recruiter, I mean, it is so critical because without you, we don't have a future Army, we don't have a future Navy. So while you are leading talent acquisition across multi-state market, what kind of leadership lessons come from recruiting America's next generation of soldiers?

Um, I would say what comes to mind is resilience. Resilience, uh, resiliency. Um, because, you know, in recruiting you get a lot of— sometimes you get nos, you get told no. So you have to be able to bounce back from that no, um, keep going and to stay motivated.

So how do great recruiters and leaders— you, you think, what, what do they have in in common? What makes you successful as a recruiter?

I would say, again, resiliency, having a resilient personality and not giving up. Yes, and staying and maintaining, being optimistic, for sure.

So as a recruiter, you definitely help with getting people on getting them recruited. What about retention? How do you balance your mission pressure with people sustainability?

So I make sure that I set certain standards that I communicated and that everyone understands. There's a shared understanding of, you know, what's needed, what's required. So communication is key, I'll say, when it comes to that. I just make sure I communicate with my subordinates and make sure they understand, you know, to communicate, and it's open communication.

Very good. Are there any trends in recruiting that you see that leaders should really adapt to when it comes to recruiting? Um, I would say—

I would definitely say, you know, AI, use the use of AI, get to that and using that to just help with, you know, precision and what you're looking for. Definitely take advantage of that.

Now, from my point of view, I remember when I joined the Navy, there were quite a few people, I am a Gen Xer, and our kids are pretty much out of shape. At least a lot of them are. They're just couch potatoes playing games all day. They don't exercise, they don't go out, and many of them are quite obese. And the other thing I've also noticed is many of American kids no longer are interested in doing science or technology, engineering or math, which I think is a national security issue. Is there anything like that that you see with the pool of the people you you have to recruit from to build the next generation, uh, of the Army? And anything you believe we as a society maybe need to do different?

Um, no. Um, so the pool of people that we recruit from, they're medical, they're medical professionals. So they're, yeah, they're, they're meeting that, um, they're in that STEM role. But yes, yeah, so yeah, we— but I would say just exposing, continuing to expose kids to those STEM programs, um, and letting them see how fun it can be and let them see themselves in those programs.

Wow, powerful. And like we mentioned in the intro, you are also the CEO of your own coaching business, which you're just taking off the ground. But how does military leadership philosophy kind of translate into executive coaching?

So we— it translates. We have a lot of— when we look at organizations, a lot of organizations lack structure or leader training and development. And so the goal with, you know, Legacy Vanguard Scott Group is just that, you know, a lot of leaders, they lack that, managers. And so we just want to empower leaders and provide them with coaching and consulting and training and development, because a lot of organizations lack that. And we see that as a need.

Wow.

Powerful.

I remember, actually the same one, Daniel says, first, Sergeant Ford Bragg's story is the ultimate return on failure. I just stepped out of John Maxwell leadership session discussing exactly that, and transition is the invisible infrastructure. Well, thanks for sharing, Daniel. I guess the other question I have for you is about trust, right? Because I think ultimately, when you are a leader, you need to trust your people and your people need to trust you. Otherwise, you can't really lead, at least not effectively. How do you build trust quickly when entering a new command or organization, which I guess you have done Recently, so you've got a brand new team, new people you have to lead. What do you do to make sure you establish that trust as quickly as you can?

I think transparency, definitely, and just communicating, you know, my expectations and having welcoming feedback, welcoming feedback. Letting them know that, you know, I'm open to any ideas, you know, that I may not know any, you know, everything, but I'm open to learn. So definitely having that type of attitude and just being transparent. Wow.

Now, one more question I want to ask you before we go into our last segment is when I was a CO, a commanding officer, I felt like really my— I had two things to do. One was to create an environment where my people would want to be there, and then once they got there, to do the very, very best work they could. So as a first sergeant in the Army, how do you create a culture where your people want to actually show up and not just have to?

Um, so again, I welcome feedback. I, you know, solicit ideas and feedback from the leaders within the company of like what, what would they like to see for training and leader development. What are some things that they would like, um, that they want to train on? Um, we try to create some fun activities as a company. We do events. With our, with the soldiers and the companies. Um, and a lot of our subordinates are stationed, they have the autonomy, you know, to control their schedule. So we're kind of lenient on that with letting them control their schedule. Um, and they have the autonomy to manage their stations as they see fit, um, within reason, obviously.

Yes.

Um, but I think that gives them a lot of flexibility, and we make sure that they understand, like, that their families are important. Um, if they have things that they need to take care of, just, you know, let us know.

Yes.

Um, and we're very flexible with them on that, and the— we feel that as long as that is taken care of, that everything else will fall into Mm.

That is powerful. So for, for the last segment, I think we have about 20 minutes left. I wanna ask you, what do you believe is the greatest lesson you have ever learned? Whether it's not in life in general, in leadership, greatest lesson you've learned so far?

Um, I would say the greatest lesson that I've learned is to never, to never give up.

Never give up. Wow.

To always— yeah, to always try no matter what. Um, and even if I fail, that— to see that failure isn't— failure changed. I changed my perspective on failure. Failure isn't necessarily a bad thing. Failure just means maybe I need to pivot, or maybe I need to do something different. Um, and, and learn from failure.

Yes. Wow, that is powerful. That's usually a question I ask, so thank you for already answering that. And I like to show this coin I have. One of my CEO gave it to me. One side says success, the other side says failure. So two sides of the very same coin. And what she was telling us is, uh, for you to succeed, you probably will have to fail, um, because failure is really a path to success. It just depends on how you look at it. Is there maybe an experience you are willing to share that you really learned from and helped you with your growth and becoming the leader you are today?

I would say, so, Airborne School. So Airborne School is a 3-week course out of Fort Benning, Georgia, and it took me 4 weeks to graduate Airborne School. Because I, you know, failed the third week because I did not, um, I wouldn't jump from the tower.

And, um, jumping out of a, of a, of a plane?

Yes. So I had to jump, we had to jump from a tower. It was Tower Week. And, um, so to complete that week, we had to jump out of the tower.

Wow.

Yes. And it was, and, um, it was And but I was determined to make it through. I had some good black hat instructors, my instructors, they, they worked with me. They pushed me and, and they didn't let me, you know, give up. And so I went through the Tower Week again. And I made it through and I jumped out, you know, I jumped out of the airplane and I graduated airborne school.

But congratulations.

Thank you.

Wow. No, I don't think I can, I can do that. Uh, I don't know, most Blacks I know don't jump out of perfectly good airplanes. Now, if there is some type of mechanical troubles or something, you have to, or you're gonna die. Yeah, but, uh, wow, congratulations. That's, that must have been really, really scary.

It was, but it was, it was, um, me conquering that. I wouldn't call it a fear, but me conquering that really kind of set the pace for letting me know that I can do whatever I set my mind to.

Wow.

So that always reinforces that to me. Like, I've been here before. I've made it through before. I can get through this. Wow.

Congratulations again, because that's something I will never, never do, at least not voluntarily. Sometimes you get voluntold in the Navy, but wow, that is quite powerful. But why do you think you are so successful? So you came in as a private, now you are a first sergeant, senior enlisted leader. Why? And then you've also just started your own executive coaching business. Why are you so successful, you think? What's the secret to success?

I think it came, it's, you know, my parents instilled in me at a young age, the importance of education and the benefits of hard work. Um, and just striving for excellence in everything that I do. Um, and so that's something that's always stayed with me in everything that I've done. Um, and I always set goals for myself. Every year I set goals for myself. I'm always challenging myself. I'm looking for the next thing to do. Um, I surprised myself by, you know, becoming an entrepreneur because That wasn't something that I thought I would want to do, but yeah, I was like, why not?

It's a challenge. That is powerful. Let's do it. Because one of my mentors, Brian Tracy, he taught us that only about 3% of people actually write their goals, they set goals. And if you don't set goals, for sure you're not going to end up where you think you might end up. But just the fact of just writing it down, You take it from your mind to a physical thing, whether it's a piece of paper or your computer or whatever it might be, and you are more likely to accomplish that, which is quite powerful. Wow. So what are you learning these days? I know leaders are learners. What kind of things you have been getting into lately?

So Learning how to be a business owner. So this is in this season that I'm in. I'm learning how to be a business owner. I'm learning how to be a leader because I'm currently, you know, in this leadership role. So I'm constantly learning every day what to do, what not to do.

Yes.

So I would say I'm actively learning how to be a leader. Um, and how to be a business owner. And I will soon be going to be certified as a coach, to get certified coach. So I'm going to be starting that in the next couple of months.

Wow.

Who are some of your thought leaders, people you follow that we should follow as well?

Um, so who do I follow? Like, um, I would say, um, the Maxwell Leadership Podcast, um, and I really like, um, Joyce Meyer's— yes, I like her Talk It Out podcast, so I listen to that a lot. Um, but yeah, so those are— I would say those are the two.

Outstanding. And, uh, if you could choose 3 people to have dinner with, right, they could be alive, dead, or even fictitious characters, who would you choose and why?

I would say Michelle Obama because she was—

I think she's right over there. Yeah, forever First Lady.

Yes. And, um, I just have a lot of questions. I would have a lot of questions like, what was it like um, to be the First Lady and, you know, just all the, all the things. And, um, and then I think after that it would be Beyoncé because, you know, it's Queen B, right? But I just like the way she carries herself, um, and her work ethic. And, um, yeah, it's just amazing to see One more? Yeah, one more. Um, hmm. Um, hmm. I would say another person. I would say, um, Sarah Jakes. Um, yeah, I would say her.

Yeah, she's the daughter of Bishop T.D. Jakes.

Yes, the daughter of Bishop T.D. Jakes. Um, I really, I really like her. I follow her and, um, I've read a few of her books. Um, and yeah, she inspires me a lot. Um, and I feel like I relate to her in a lot of ways. So yeah, her.

And, uh, actually, before I ask you about a couple of books that you recommend, you said this one was one of your favorite quotes: knowledge isn't power, applied knowledge is power. What does that mean to you?

Um, so it means nothing to get knowledge if we don't apply it. So, um, my parents always told me that about knowledge, um, about getting knowledge and applying the knowledge, like It means nothing if I know everything, if I don't apply. So, um, but also the power that comes— there is power in knowledge, um, which is why I, I'm always seeking it. I'm always trying to learn things and, um, learn how to be better because I feel it does empower me when, you know, or I learn, I feel more empowered. So yes.

That's really powerful because I know in Bible it says, you shall know the truth, the truth shall set you free. But it's really the truth that you know and the truth that you apply. Because if you don't apply it, like you say, there is absolutely no power to it. Wow. So let's talk about some of the books you recommend. So you recommended that my audience read this one, great, The Power of Passion and Perseverance by Angela Duckworth. Why is this book one that we should read?

So this is a, um, good book that, um, I believe my commander, she recommended it. And when I listened to the podcast and she recommended it, I was like, oh, check this out. Um, and so I start— so I'm an Audible person, listen to, um, books because I'm so busy. So yes, it's just easier for me to, uh, listen. But, um, I like that the book is really good. You know, it talks about What do you have in you? What is your grit? Do you have that? It's nothing to just say you're talented, but do you have, are you willing to go the extra mile and put the effort into it?

No, that is wonderful. I follow her on LinkedIn. I know she has a bunch of TEDx talks as well. Actually, she lives here in the San Francisco Bay Area. I'm trying to get her on the show, but maybe I will be successful this year. What about this one? The Five Languages of Appreciation in the Workplace by Gary Chapman.

Yeah, so I, I had— I read this book when I was in my master's program, The Five Languages of Appreciation, and, um, it was really eye-opening to me because I was like, wow. Um, and it's, it's, uh, it's a part of like my leadership philosophy. Um, and I believe it that, you know, if we that it's important that, you know, we focus on how others want to be appreciated. Not everyone wants to be appreciated the same way. So I think it's a good book for leaders to, to read. And, um, I actually did like a leader development training with my, um, the leaders in the company, um, so that they could, you know, talk about it. We could have a group discussion about it so that they can understand you know, the languages of workplace appreciation. And, um, they could be cognizant of their subordinates and, and what do they need from them and how do they like to be appreciated.

Yes. Wow, that's powerful. And I think it works not just at work but at home also, whether your spouse, your significant other, or your children. It's, uh, it's quite powerful. And then one more book, I Will Teach You to Be Rich by Ramit Sethi.

So this book was, um, recommended to me by my battalion commander, um, and so I decided to listen to it. But again, you know, me and my thirst for knowledge, I'm like, if I can learn it, if I can, I can learn it, I can, you know, I can do better. If I want to do something, I just need to go figure out how to do it, read a book about it, and I can do it. So, and I'm, I'm very, um, my— how I handle my finances and things like that is important to me. And so I'm like, why not? So it was some really good tips and tools in that book about, you know, handling finances and, you know, some practical tips and things that you could do, um, to just be, you know, more financially stable. And I think it's important that we, um that financial literacy that others are, you know, that they talk about that and that they learn about it.

Yes. But really, you know, I think we do take a lot of things for granted. In my house, you know, I am the only male here if it wasn't for our dog, my wife, and two daughters. But there was a time in America not too long ago where women couldn't even have a checking account by themselves. They had to have a man. In order to do that. So I definitely believe in being financially literate and empowered, especially as a woman in this country. It's quite amazing how much changes have come like in the last, I don't know, 80 years or so. But is there maybe like a song or a book or even a movie that would be your life's theme or anthem? And if yes, which one? Um, song or a book or a movie?

I would say, um, it's— I didn't think about this. Wow. This one is—

if nothing comes to mind, that is okay.

Yeah.

Okay. Because for me, for example, I've been playing the piano since I was 7 years old. Music is really a part of everything I do. Some certain song I hear, then they take me back to a very specific place in my life. And there are things that inspire me and motivate me quite a lot. Like sometimes I don't really want to work out, but then I will listen to specific music and then I will get the courage and I will be motivated to do something. But yes, okay, very good. That's, that's good. That's good. Good enough. All right, so, uh, let's see. Let's say that you had one and only one day to live. What would you have liked your final contribution to be?

Um, To have inspired someone to be better.

Yes.

Powerful. And if you had a magic wand, you could solve any problem at all, what is the one problem you would like to solve first thing tomorrow morning?

Let's see, the one problem. So many. I would say— I would say people who are unhoused. Yes. Because I don't think that that should be an issue that we should have. So definitely that.

Yeah, especially living in the most, in the wealthiest white country in the history of the world. Even here in California, if it was its own state, it'd probably be the 6th economic power in the world. But even here in Silicon Valley, we have people who are unhoused and it really breaks my heart. And some of them are veterans too. And I believe our governor spent almost $25 billion to try to solve this problem, but I don't see much of a change. It's a very difficult problem to solve, but yeah, thanks for sharing that. So we are coming to the end of the program. So that's where I ask you, what can we do to add value back to you?

So yes, I would say connect with me on LinkedIn and check out our website at legacyvanguards.com.

Scottgroup.com. Very good. And, um, one of the most important questions I ask is, if you could go back, uh, what advice would you give to the 17-year-old version of yourself, knowing everything you've, you've gone through and the incredible career you've had in the Army, what would you say to 17-year-old Kenitra?

Um, I would say, um, that it's all going to work out in the end. Um, yes, that is all going to work out in the end.

Powerful. Wow, very encouraging. So before we end, I'm gonna end with a lightning round, right? Rapid fire. You don't take too long to think, just give me the first thing that pops in your mind. Before I do that, is there a question I should have asked you first, Sujan, that I didn't get the chance to ask? Anything else you wanted to share?

No, I think you've covered it all.

Fantastic. So we're going to be done in a couple of minutes. Before we do so, really quickly, one word that defines great leadership, one word.

Self-awareness.

Okay, what is a morning routine or practice that keeps you grounded?

Praying.

Okay, a book or a quote that changed your life?

Uh, applied knowledge is power.

Okay, who inspired you most today?

My husband.

Very good. And I believe I took the time, uh, this is a picture of you And your dear husband. Here we go. And he's also your partner at your new firm, right?

Yes.

That is really wonderful. And he is also a retired, uh, yes, army soldier. That's, that's just incredible. All right, so what is the leadership habit you refuse to compromise on?

Communication. Communicating, um, and, um, keeping the lines of communication open between me and my support. Yes.

And what is a question every leader should ask frequently?

Um, what do you need from me?

What do you need from me?

Yes.

Powerful. Okay, what did you want to be when you were a kid?

I wanted to be a hairdresser.

Wow. Okay, let me Military is far away from that. Okay. So what are 3 adjectives describing you as a child?

Um, uh, quiet. Oh, I was probably shy and—

one more. Um, Quiet, shy, obnoxious, maybe.

Yeah, maybe. Um, yeah, probably a little, um, rebellious, maybe.

Okay, what about as an adult?

Um, now I'll say focused, um, optimistic, and determined.

Very good. All right, uh, this is going to be the last question. What is— because I want to end on a positive note— what is one thing you are feeling optimistic about these days?

I am feeling optimistic about what's next for me.

Good. So it looks like, you know, already 20 years in the Army, so you might be retiring soon and probably focusing on your business. Or— wonderful. That is wonderful. I think 2026 is going to be a great year. I am believe— I already feel it in my bonds. 2025 was a very bad year for a lot of people, but I think things are going to turn around this year. Okay, the very last question I have actually before I do, let's see, Daniel comes back and says, never give up is an invisible infrastructure that keeps the blueprint alive when whoever is worth Barnes Noble account is live to collect. Okay. Yeah. Never, never, never give up. That is powerful and very inspirational. So the very last question, and this is it. What is one word that represents our shared experience on this podcast today?

I will say it's interesting. It's been an exciting experience.

I believe interesting is probably one of your favorite words. I think you've said it at least a dozen times during this interview. So thank you. Thank you so much. Really, really appreciate that. First, Sergeant Kenitra Scott, everyone. And for me, it's always grateful. I'm so grateful you are here and for being one of our masters teachers today. So I really appreciate all of your work and, uh, all of your service to our country.

Thank you. Thank you.

All right, bye for now. All right, uh, I know our First Sergeant has to go. She has another meeting. Hopefully I didn't keep her too long. But, uh, for everybody else, please follow her. She's on, uh, LinkedIn. And also, uh, follow the website to her, uh, new business as well. So that's LinkedIn, Kenitra Scott, and then legacyvanguardscott.com. All right. So for everybody else, this is the only interview I had for today. However, I know I am falling behind. I was supposed to do the AI review of the Book of Proverbs. We started that in January for all of the 31 days in January. We read one chapter until the end of January. So now I'm going back and doing the artificial intelligence recap. So I am going to come back today. I'm going to do this today. I thought I was going to do it tomorrow, but I think I have to go back to Proverbs chapter 16. So we're going to do 16, 17, and 18, and 20. So that's going to be almost 4 hours of content later today, probably in about a couple of hours. I'm just going to do them back to back to back to back to back. And I think because everybody has heard Jesse Jackson passed away 2 days ago, I want to do a special podcast about the life and legacy of Jesse Louis Jackson Sr. I think he has really been tremendous. He has done a lot of good things for this nation, trying to, again, you know, Martin Luther King's dream of really having America be one nation under God, where all people, including Blacks and women and everybody else, have civil rights and justice. And I think that is the America I was willing to die for, part of the reason why I joined the Navy, and I want to celebrate the life of that man. So I'm going to do that today as well. So I'm just going to make it happen. Okay. And I'm going to be back. I will have more interviews tomorrow and Friday, and I will let you know on LinkedIn who those great people are. I also got another confirmation. A 3-star admiral is going to be speaking to us next week. So I am really excited about all of the interviews that are being confirmed. As we speak right now. And again, great, great, great thanks to First Sergeant Kenita Scott. And I am really, really quite grateful for everything she's taught us today. All right, until later today, and then for those who join us tomorrow, goodbye for now. Have a wonderful rest of your week.

Thank you for tuning in to the Leadership and Success Podcast with your host, Coach BZ. If If today's episode added value to your leadership journey, be sure to subscribe, share, and join us again for more wisdom nuggets on how to lead better and achieve greater success. Remember, leadership is the most critical skill of our time. The world will always need leaders to inspire others, drive innovation, and execute meaningful strategy. So why not count yourself among the bold leaders shaping the 21st century? Until next time, stay inspired, stay committed, and keep leading with excellence.