Today’s BEP Talks episode explored transformative leadership with Rosemary Bova, founder of Bova Enterprises and author of The Four Vectors. We dove into how her four-step framework helps organizations boost productivity, foster better communication, and nurture genuine workplace well-being. Key themes included understanding managerial roles, empowering employees, self-awareness, and prioritizing rejuvenation to make better decisions. If you’re ready to break free from traditional politics and drive positive change at every level of your business, you won’t want to miss this conversation.

Curious about what “traveling all four vectors” could mean for your workplace?

Connect with Rosemary Bova to start that conversation, or find The Four Vectors on Amazon to dive deeper and start transforming your leadership today!

www.bovaenterprises.com

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Well, hello there and welcome to this edition of BEP

Talks, where people from all around the world, from all industries

and professions, all ages and stages of life come to us,

to you, to share their beliefs, experiences

and passions. You know, everybody has a story. They're all

worth sharing. And this is the wonderful stage on which

to share them. BEP is going to make you like we're going to do today

for today's guest, make you easier to remember and impossible

to forget. Today is no exception. Our guest today is

Rosemary Bova, who is the founder

of Bova Enterprises, Inc. And we can talk

to her about that. What we're going to talk more particularly about

today, Rosemary is a new author and her new

book is called the Four Vectors. And I

am very curious as to what all of that means. So

please welcome to the BEP Stage today, Rosemary Bova.

Hi there. Hi there. How are you today? I'm well, thank

you. Good, good, good. I'm happy to be here. My pleasure to

have you here. And I want to mention New Yorker to New Yorker. I'm a

Long Islander now in Florida. But you are a Brooklyn girl. Have

you lived in Brooklyn your whole life?

No, I grew up in the house I'm living in,

but I lived most of my life in Manhattan and I

moved back to Brooklyn. My mother needed some help

and I moved back here about 10 years

ago. Lovely story. I've heard many people

in Brooklyn, from Brooklyn back in the house in which they grew

up. And I think that is just such a charming, charming story.

So thanks for joining us today. As I said, you are the founder

of Bova Enterprises. Just briefly tell us what that's all about.

Well, it's, I call it B and

it's, it follows my passion, which is to

have everyone be there in their full authority

and who they want to be. So

that's the, that's the short answer. It's a good

answer. B. Be. Yes. Right. That's, it's

a short word, but it has a huge meaning behind it. Yes, it does.

Just be and allow other people to be. To be.

Yes, a lot of tolerance in that. Which we could use a little more of

that in these, in these days, couldn't we? So I mentioned that

today you're going to talk more particularly about your new book.

Congratulations. Called My pleasure,

the Four Vectors. Talk to us.

The Four Vectors transform the

way you manage the greater productivity and

profit is my

bringing together of the years of work that

I've consulted to different

kinds of organizations, but it brings together the

organization architecture and as well as

the behavioral work

that needs to be done by chief executives or

members of their leadership teams. So I

work primarily with the top of the

organization. And

what I have done is, I think is a

paradigm shift that allows people

to enter these four vectors. Vectors are energy

fields. Okay. And so they.

You can enter anywhere you want

in one of the four vectors, but you need to travel

all four. Oh, so

it's. So you can travel. You can.

Excuse me. It sounds like a great video game.

Well, that's a. That's something. Yes. Okay. Thank you

for that. And remember where the idea came

from, because I do accept royalties. Yeah, okay.

I demand royalties. So

what are the four vectors? So the four vectors, the first vector

happens to be the distinctions between

accountable managerial leadership, leadership

and supervision. And you'd be surprised

at how many people do not know what those

distinctions are. It's just,

it's. It's just boggles my mind.

So, yeah, my passion is to

transform the world of work so

that everybody who is employed,

is respected, has integrity.

You know, there are all kinds of different

aspects of work, some

basic, some much more complex.

But every level has to be

respected and, and appreciated

and valued. The second

vector is a formula

which is given to.

It's how to task an employee.

And it talks about the.

The period where you want the task ended,

needs to have a quality, a quantity,

a time and resources allocated to it.

My take on that is that I also want to

give that not only to the manager

who is tasking the employee, but also to

the employee so that if the employee doesn't understand,

they can question the manager. So

creating greater communication between

manager and employee.

The third vector has to do with

knowing yourself, knowing what

triggers you. And there are lots of

different kinds of

instruments or vehicles that you can

use to find out about yourself. I personally use

the disc. Instrument disc

and. But there are many. So I really

don't care how you learn about yourself.

If you want to learn from me, you'll use disc.

But that gives you information about your own

behavioral style and how that comes across

in an organization. And the

fourth one, which I think is really critical,

has to do with rejuvenation.

You have to have something during a

week that is for you, that feeds

your soul. Whether it's walking in nature,

whether it's playing basketball, whether it's

reading a book, whether it's knitting. There

has to be something that is for you

that makes you calm and

relaxed. You know, it's a stress

reduce, reduce stress

reductor. So

it's very Very important. Because when an executive makes a

decision under duress,

when they're at the top of their organization,

that decision is not really going to be a

good decision. And it

could take years, 10, 20

years before that decision comes back to haunt them. But

the executive who made the decision is not going to be in that role

anymore. Right, right.

Yeah. So it's really, it's a complicated situation,

but I believe that the more relaxed

a person is when they can

make a decision, that those decisions will

be more grounded, they'll be

more appropriate for their organization.

When you're talking about the top, you know, thinking of like the flowchart, when

the executive, the CEO, the cfo, the coo, the

top management team, when they make a decision, it

affects everybody. I mean, there's that trickle down effect. Of course.

Yes. Who typically gets held accountable for

it is not the person necessarily who made the decision, but

the people that it affected and

where they came up short. Because as you said, I like when

you said that in the second vector where they

could question the manager if they don't understand the task, the first

thing that came to my mind is, well, then who is that manager? Does that

person deserve to be the manager? Is that person qualified to be

the manager if they can't give proper instruction so

that it's able to be understood? Well,

that's a curious point. I, you know, I

don't go there because there are a lot of people that are in

positions that they should not be in. Well, we call that the

Peter Principle. Don't we call the Peter Principle. Everybody rises

to their level of incompetency. Yes, yes,

yes. Yeah, yeah, no, that's, that's very true. I mean, remember

studying that way back in, in undergrad

school, actually, about the Peter Principle. And I've experienced that

I took a million dollars, I was doing consulting work for

a company and they said, we need more money, we need more money, we need

more money. And everybody thinks of revenue. And I also think of

expenses because that's the other half of the equation. That's correct. So I

sat down with someone that I had learned to

like a little bit and trust that he, well, his, his asset was that he

knew everybody in the company. And I sat down with him and who's this? What's

that job? There were no job descriptions. So how could you hold anybody accountable to

their job if there were no job description? And

I will tell you that in two days, less actually than two days, because there

were a lot of interruptions, the CFO came to Me and said,

how did you do? I said, well, I just got you a

million dollars. And he was like, what, what, what, what,

what did you sell? I said, I didn't sell a thing. I just took a

million dollars off the payroll. That's right. Because

of the Peter principle. Nobody knew who these people were. Some of them, we didn't

even know where they were. It was, it was a multi location business.

So who was tracking anybody? So in two days I. And

was there a sale made? No. Did it increase

profits? Yes. Yeah. Yes. It's.

I usually when I'm doing a

consulting project or a demonstration project, I go in

and I will analyze two lines of the

business. So say it's marketing and technology or something.

And I will demonstrate how

the org chart that they have in their,

in their institution is really a chart that

demonstrates pay

grades. It has nothing to do with

what the work of that role is.

Right. And so I look at what the work in the role

is and you know, this is,

this is a bit more advanced, but

the, the system that I work with has about eight

or nine layers and the

manager needs to be in the next higher layer

than the subordinate or the worker.

It makes sense. It makes total sense.

But I don't understand why it

never took root. Because you

have people that are stacked above one another

and you have, when a vacancy occurs, you

have the manager saying to the person, well, find your

replacement. Well, no, don't find your replacement because you

want the manager to think through what they

want in that role. It's very

curious. It doesn't make sense. A lot of time referring back to the

payroll, the compensation, sometimes, and I don't think this

is a good idea either. It's tied not just to the job title

and the function obviously, but to the length of time that someone has been in

service to that company. The incremental raises, which.

There's a lot of validity to that to some extent, of

course. Well, and I think you can have that.

But the role that they're doing is a different

role, is a role that they've always been doing.

They're getting paid for the longevity. Exactly.

Which loyalty comes with a price. And when you have

someone who is loyal to a company, they know

the history of the company, they're a reliable asset. And

sometimes there are people in companies in that level

who are there longer than the CEO. That's right. They

hold the history, the culture, the history and the culture

of the company. They're very valuable. They're very valuable. They're very

valuable. So they should get paid properly.

And you know, you know, I do red circles.

So I mean I, you know, there are certain key people

that we will red circle and you're not going to get rid of them until

they're ready to retire or something like that. But

it's the

way the company will work.

Reduces expenses,

increases sales and revenue

and everybody can talk to one another. Yeah. So

there's another, there's another

system in this. I don't talk about it in the

book, but, but I, but I do, you know, create it

that it's three level, three tier team building.

So it's the mat, the manager once removed, the manager

and the employee. And you know, that

cascades down, but it also

cascades, you know, not it doesn't cascade up, but it goes up,

it travels up, but it travels down.

And so it allows for great communication

to take place in the organization.

When you said communication so important

in any application is that who's talking to who and does everybody know the

story? What I have discovered too is that when people have reached their

level, referring back to the Peter principle perhaps, or just

lack of feeling that they can talk to a manager, it comes from

fear that people don't want to speak up. That's right. And

that definitely impedes the

productivity, the

integrity of the company, the spirit of the

company. Yes. And depending on how large an organization

it is, can be very, very detrimental. If it's a small

team and one key player, it's like if one

brick is out of line in the building, the whole building can fall down.

That's right. So who is the book? Let's go back

specifically to the book, the Four Vectors. Who was this written

for? It was written for CEOs and

leadership teams, you know, chief financial officers, chief technology

officers, chief human resource officers. You

know, I've learned

I always stand apart from

the norm. And you know, like there are a lot

of chief human resource officers who really

don't want to hear anything about this way of

thinking. No, no. Because they're protecting

the status quo and boosting their

own image, if you will. That look who that. And I've

worked with people like that where they can

turn a blind eye and a deaf ear. They

have favorites who, who they hired. And also

what I used to say in a managerial position, in a consulting

position is that, do you realize what the cost of

hiring the wrong people and continually replacing them,

do you know what the cost of that is? That's right, yeah. And

yeah, it's kind of a vicious cycle. It is a Vicious cycle.

You know, it's an interesting thing because it's

this system which is known as

requisite organization, I must say

is, is eliminates the

politics that exists in an

organization. So you know, you, you go into an

organization, you take a job and you know,

you know what the job is.

And, but as

you, as you get comfortable in that role,

you might need information from someone else.

So this requisite organization

actually articulates who you

can go to to get the answer.

But most people don't even know about who they can go

to. So most people say, oh my

friend, you know, Jill or Frank is,

you know, I'll ask them to get them that information,

then they owe that person. Right. You

know, it's like, it's, it's kind of a political thing

and it, it's. So

you have a whole organization that is

run by politics

and not structural work

because, you know, roles exist in

a large organization without

any person in the role. There's a role and then there's a person in

the role. So.

It's challenging work. And most people do not want

to do the challenging work. And with a lot of

companies in my years of experience,

as long as the money keeps coming in, they think everything is

hunky dory. And they don't realize to your previous point, that

it can take a long time for bad decisions to

have their trickle down effect on a company. And then it

takes as much time to go back in the other, usually longer

time. You can crash faster than you can build up

and it's just a lack of practicality. But

let's face it, Rosemary, don't you think there are a lot of people who have

titles that just. It's

just a title. It's just a title. It doesn't represent

what they, what the title represents and what they can bring to the company.

Like you said, it's politics. And you're not talking, you know, conservative,

liberal. No, I'm not talking about politics within the

politics between the individuals. Right. And you

know, and somebody says, well, you know, you owe me now.

It's kind of, it's just a little crazy. It sounds like

when you make a comment like that is that there's no spirit of teamwork

and that we're all on the same team and if the environment

in the company is safer, happier,

more productive, doesn't everybody benefit from that?

Yes, everybody does benefit, of course.

Of course. But there's a lot of selfish people, a lot of insecure people. People.

Yeah, listen, we have a lot of, a lot

of Greed in our society right now. Yes. Greed and

jealousy. Yes. Greed and jealousy. Two terrible, terrible,

terrible things. Yeah. So. So

you, you will. We're talking about really

transforming the world of work

so that, so that not only are you,

you, you increase your productivity and you increase your

profits, but everybody in the system

enjoys working. Yes. For the company.

Yeah. You know, we are at. Right, right now. I mean, there

is, there are so many people who want to be coaches

and, and you know, you, you, you. There is a coach and

there's a coach. Yes. Yep. And you don't know.

They choose the same word. You don't know who you're getting

exactly. When you sign up for a coach.

You don't know where on the food chain you're tapping into. That's right. You have

no idea. Yeah, yeah. You have no idea. That's

interesting. And even the best of the best in any industry,

athletes, musicians,

authors, you're an author yourself. Business persons

have mentors and coaches themselves. Absolutely.

Absolutely. And they are respected.

Sure. You know what I mean? You know, an athlete wouldn't,

would not work without a coach. So you have,

you know, if we just take the Knicks, you have the head

coach and you have a lot of assistant coaches who are working on.

Because when a coach looks at how you're

operating, how you're doing your job,

they're going to point out to you things that you don't see

yourself. Yeah. And you

look at, you mentioned the Knicks. So at any basketball team, there used to be,

years ago there would be a head coach and maybe two assistant coaches. With

technology now that's being used during the games. If you look at the row

behind the team and the coaches, there's like five and six more coaches

each with a specialty. Some of them are just looking at the video to

say, should there. Should a challenge be declared on a particular call?

Yes. Others are. Yes. Yes. So,

well, it's working well for the New York Knicks now, is it? We're talking. Well,

and, and you know, the specialization

has gone too far to

either the right or the left. I don't, you know what it. The

specialized. Because if you, even if you look at healthcare,

if you go to a doctor and you complain

of a pain in your stomach, that's all

they're going to look at. Yes. They're not going to look at

anything else. And you know, we have this,

we have this good foot store.

It's a store for orthopedic.

Yeah. And so I, you know, I even say to

Dan, my partner, you know, maybe you should go

because I think maybe that might be a good thing for you.

He's got a bad knee. I said, maybe you should go. And he

doesn't want to listen to me. So I just kind of ignore it.

But it's the, the

idea that an

orthotic can help put the whole body

into alignment is

so new. I mean, it's, I mean,

it, it just, it just makes me wonder,

really. Just makes me wonder, you know what I want to ask you, have you

seen in your, all your years in this kind of

work, when can it be

defined generationally? Like, we talk

about the greatest generation and then we talk about the baby

boomers, and then we talk about them. Did you start to

see a change in the pattern with one of these

new generations where focus just changed?

Did technology change? Is AI going to change it?

Well, I think that AI

will be a whole new playing field. I

think AI is going to transform how

not only the United States, but all the countries, because it's

available everywhere. And so they

will, you know, they, so it'll be transformative.

But I also think that, that

children coming in now

have a wisdom that we, we didn't

have. So

I'm part of the baby boomer generation. So I, you know, and I say to

myself, well, these little kids

I have, I have a great niece and a great nephew. I don't have any

children. So I, and I see them and they

are so vibrant and

so smart. So smart.

So I have a lot of hope that,

you know, that the generational, that there will be

generational communication, hopefully. Yeah,

yeah. You know, I, I, I don't know if that will be the case,

but I do hope, yeah, I do hope. I don't know that I'll be around

to find out the answer to that question. But like everything else, Rosemary,

it's balance and it's assets, equal liabilities.

So you look at technology, every good thing that it can do, there's an evil

side to it. There's a nefarious application for the technology.

What I always wonder, can kids add anymore? Can they subtract? Can they write

a sentence they don't know how to write in script anymore? I even see

attorneys at that age level where they print, they

don't write in cursive. And just the little

changes and change is not bad, but change just for the

sake of change has to be questioned. But

with your talking about the four vectors, to get back to that, because I could

talk to you forever, is that change needs

to happen when it's needed to happen

and when it creates a good outcome.

Yes, yes, yes. Yeah, yeah, we agree. And,

you know, it's interesting. I, I mean, this is just an aside. I, I

was listening to something a few weeks ago

and I heard a statement

that was attributed to Edgar Cayce and

he said that people that were born between

1945 and 1965,

there, there are many of us, people

who don't feel in sync with the world.

And he said, our time is coming

because we are here to,

to usher in what I would

say is the new humanity. Well, that's a glorious

thought and statement.

We came at a very transactional time or transitional time in the

world after World War II. And with the introduction of a

lot of the beginning of technology and advances, you just think of what

happened in the last 100 years. Someone coming back, you

know, less than 100 years ago even, would not know what the devil's

going on in this world. When you said our time is

coming, I thought, well, yes, we're all going to die. Our

time is coming. We're all going to make

that. We're all going to make. Take that journey. We're all going home.

Please, God. And that's funny. Who is the typical

client that you work with?

I usually work with people

who are CEOs of, say,

anywhere from $5 million in revenue

to, you know, hundreds of millions of dollars in revenue

to a particular industry. No, I work

across every industry because I'm, I'm a curious

person. So to, to narrow it down to be like

in finance, you get bored. You know,

I'm bored. So I work across, you know, I,

I've, I've had clients at American Express, I've had Colgate,

Palmel of Europe and, and, you know,

GE Plastics.

Yeah, it's, I mean, I've, I've had those

clients and the work has been very satisfying, not

only to them, but to me. Sure. So, yeah, those are, those

are big, big companies. Where can people find your book,

the Four Vectors? So the book is on Amazon

under Rosemary A. Bova. And you can get in

touch with me@rabbova

enterprises.com or you can call

me at

917-653-7941.

I think the baby boomers are the last generation to be giving out their

personal phone numbers. I do, I do. So

the four Vectors available, I guess, most conveniently on

Amazon and you can be in touch with Rosemary Bova.

I'm not going to repeat your phone number if you wish to. That would be

up to you. And bova b o

va enterprises.com

Rosemary, you are, say, with all

where it's coming from, with such sincere

credit to you. I'm going to say you sound like you're

ahead of the times for, for a woman doing what you're doing. And I

say that as a businesswoman to a businesswoman in what you're

doing. One last question. Did you have

trouble or difficulty breaking the

gender barrier when you started doing this work?

That's a whole other story. It's a whole other story. That's a whole other BEP

talk. That's a whole other BEP talk. Yes, I did

have trouble. I bounced around a lot.

And. But I,

I will tell you, I am a truth teller.

It'll never get you in trouble. And I.

So I have, I have spoken truth to power

and I've been knocked out of, you know, out of the

assignment or whatever, because

why would I consult to someone that I'm going to lie to

or that food has to lie to, or you're knowing right away you could never

find alignment. Right. Yeah. Eating a dead horse. Well, good

for you. So I am very selective,

but if somebody really wants to work with me,

that's when I generally have

a really satisfying experience. Oh, I can't imagine that you

couldn't. So I want to tell everybody, all the viewers and listeners

today. Again, the Four Vectors by Rosemary Bova is

available at Amazon.com and her company is

Bova B O V A enterprises dot com.

Obviously, you know where to find that and there you can find out more

detail about how to be in touch with Rosemary.

Rosemary, I want to say to you how much I have enjoyed this

conversation. I enjoy every Bev Talks

conversation because they're kind of unpredictable. They're

unscripted, they're spontaneous. We never know where we're going to go with them,

but we always go where we're destined to go, is what I

believe. And I thank you so much for what you've shared with

us today and for the great work that you've been doing for a long time.

And as I say to all of our viewers and

listeners, you have a story, too, and it is worth

sharing because it is worth hearing. And people do want to hear and

learn from you as well. So go to BEP B E P

BEP talks.com and find out how you can bring

your story to center stage and become easy

to remember, impossible to forget. And as we

always say here at BEP Talks, may the best always

be yet to come. And until we talk again, bye

for now.