Aim Higher: Elevating Your Business Through Stakeholder Capitalism

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Radio. What's working on Purpose?
Anyway? Each week we ponder the answer

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to this question. People ache for
meaning and purpose at work, to contribute

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their talents passionately and know their lives
really matter. They crave being part of

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an organization that inspires them and helps
them grow into realizing their highest potential.

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Business can be such a force for
good in the world, elevating humanity.

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In our program, we provide guidance
and inspiration to help usher in this world

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we all want working on Purpose.
Now here's your host, Doctor Release Cortez.

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Welcome back to the Working and Purpose
program, which I've been proudly able

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to bring you since February of twenty
fifteen. Thanks for tuning in this week.

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Great to have you. I'm your
host, Doctor at Last Cortez,

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joining your life from Dallas home base
for me. If we have not met

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yet, you don't know me.
I'm a management consultant specializing in meaning and

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purpose, organizational logo, therapist,
speaker and author. My team and I

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at Last Cortez and Associates help companies
to enliven and fortify their operations by articulating

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their purpose and building inspirational leaders and
cultures activated by meeting and purpose to turn

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those companies from a flatline EKG to
a vibrant destination workplace. There, people

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are intrinsically motivated to perform with their
best, grown to their full potential,

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and are committed to stay and dynamically
deliver on the company's mission. You can

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learn more about us and how we
can work together at elist Cortez dot com.

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Now getting in today's program we have
with us Kent Bourgoi. He's the

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co founder of Stakeholder Business, where
he's on a mission to help entrepreneurs transform

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their companies from maximum impact to all
stakeholders. In consultancy work is known as

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the CEO to CEOs who focuses on
a win win approach that delivers exponential value

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to all stakeholders. Today we're talking
about stakeholder capitalism and the work he's doing

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to steward it. He joins it
today from Corintha, Vermont, Kent.

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Welcome to working on Purpose. Great, it's nice to be here at least

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thinking it's wonderfully. Have you you
know my fan of your work. We

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were just talking before we got on
air that I was commenting on your LinkedIn

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post and I really appreciate about what
you do. I am a fellow conscious

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capitalist. I know you're one of
the first certified Conscious Capitalist consultants. So

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we've already got immediate alignment. But
for our listeners and viewers who haven't had

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a chance to cross pass with you
as I have, I want to start

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with your tagline on LinkedIn, which
says unleashing the entrepreneurial spirit for good.

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I love that. I'm an entrepreneur. I love that, and there is

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so much goodness in that. So
can you share an example or even just

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kick us off with the story of
how an entrepreneur spirit can be harnessed for

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such positive impact? Or have you
seen it? You witnessed it. Yeah,

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we've definitely seen witness student. A
couple of stories that I come to

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mind, though I think it might
be really at go on one with ryand

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Orson, who as an ass younger
and CEO of Interface for those of you

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who don't know, Interface are the
tile carpet company out of Atlanta. And

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one of the things is he had
this epiphany and from this epiphany he then

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started on a highst Jake's journey to
become one hundred percent sustainable enterprise. He

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was well ahead of his time because
he started as nineteen eighty nine and his

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leadership has become a model for companies
around the globe. You might say Interface

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is leading its way in the area
of sustainability on a global basis and has

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made a really great, what I
would say, contribution to all carpet manufacturers

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and others who are using nylon in
similar products. So that's a great example.

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And there's one other that came to
mind, and it's Big Bie Coffee.

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One of the things with Big Bi, Mike McFall and Bob Fish,

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they kind of found themselves in a
difficult situation. They thought they had this

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really beautiful culture and they were really
proud to talk about it and come to

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find out that isn't at all what
their culture was. This was discovered about

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seven years ago and they stood in
front of their employees and they actually read

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the feedback very very, very painful, but they read it exactly as it

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was presented, and they set out
to reset their purpose to help employees create,

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to build this life in which they
love. And from that point on

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Bigbie Coffee, they're about to celebrate
their five hundred franchise. I think they're

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getting close. So they've seen tremendous
growth. As a result, their employees

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are also thriving in their lives.
Engagement is really high. Things continue to

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look up. Word for Thank you
for sharing both the stories. I know,

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the first one which I want to
get more into it just a little

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bit later in the conversation, but
the first, the second conversation or story

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that you shared to me that really
speaks to the power of what I call

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courageous communication. The ability to ask
really tough question, serve it up in

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a way that you make it safe
for these people to actually respond and listen

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to what they have to say.
What a concept. Really applaud that story.

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Thank you for sharing that that's a
great way to kick off this conversation

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and anchor us in the spirit of
what you're out to do. Now.

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Where we have to go next is
to really peel back the layer to help

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understand why in the world, how
did you find your way into conscious capitalism

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stakeholder business. You've been a consultant
for as far as I can see,

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over thirty five years. Yeah,
and I've been an entrepreneur in a CEO,

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leaping many many companies. So my
relationship to business early on, literally

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from right out of the university.
Which wasn't my first company, well,

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first one was a man factory and
company at fourteen, at eight fourteen,

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Yeah, I certainly was learning a
lot back then. It was successful,

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a story in and of itself,
but still fairly young. One of my

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are just companies. I was still
in it very much around you know,

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let's build this thing fast, let's
scale it, let's do an exit.

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In fact, I did all those
things in record breaking time in four years,

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and I thought that was the game
of business. While I had that

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company, though my father took me
aside one day. He wasn't involved in

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the company, but he was witnessing
me and he didn't like how I was

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showing up. I wasn't showing up
as this caring and trusting kind of kind

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person that he knew I was spending
money. There was no meaning behind it

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all, and he really felt that
I lost my way, and that became

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sort of, what I would say, an impetus to start examining where did

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I go wrong? What should I
be doing differently? You see, my

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father was ahead of his time.
He himself was an extraordinary entrepreneur, and

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I started leaning in more to the
things that he was sharing with me and

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engaging stakeholders more fully. Still at
that point, I wouldn't call it a

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stakeholder driven model, that I was
definitely heading down that path and trying not

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to make those really tough calls which
would result in a trade off. So

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kind of fast forward. As I
went through I worked with a lot of

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companies as well as leading my own
companies. I said, there's got to

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be a better way to do this. I land in the audience at John

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Mackey at what would essentially be the
Ethics Institute at Emory, and that began

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my introduction to conscious capitalism. A
couple months later, I was the first

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conscious capitalism CEO Summit, and that
began my journey. That was my tribe.

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And as I went through this,
my evolution to stakeholder business really evolved.

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Because what I loved about the conscious
capitalism is all the theory and understanding

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the really strong tenants. I was
looking for more about what are the methodologies,

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what are the frameworks to help bring
this about, especially from a stakeholder

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perspective. So I studied that really
deep. And so when I joined up

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with my co founders to watch stickhold
their business, Okay, really quick,

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I just have to know what was
the business that you started at age fourteen?

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It was called Velvet Manufacturing VLV hyphen
it. I didn't actually develop the

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product. It was my uncles,
my great uncles, and he had put

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it on the shelf. He had
made his living with it. Never sold

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it, managed to get a royalty
back to him three cents for every jar,

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and it was. It excelled at
cleaning things from fine jewelry to glass.

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You know. One of the interesting
things about glass, people were using

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it on airplanes, boats and cars
and bathroom mirrors. If glass is dirty,

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it's usually why it's a part of
why it fogs up. It's not

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the only reason, but it holds
that fog. When you would use velvet,

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you would never get the fog because
it actually cleaned all residue off from

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it. So you could use it
on yaw to use it on boats,

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you could use it on countertops,
and in that company to have full manufacturing

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operations labeling. I was one of
the first companies to actually have a UPC

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code, like crazy, like that's
how long ago it was when I was

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thirteen. I was pretty young,
and that was a long time ago.

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But one of the other things that
was kind of neat about it is my

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father kind of put me out front. I had asked him, I said,

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okay, we got to sell this
product. He brought me to his

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commercial bank or Marcy Harding. I
knew her very well later in life.

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And I went to Marcy and I
had two cases of this and she agreed

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to put it on her desk and
sell it on consignment. Well, sure

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enough she did. She introduced me
to some other people. Company took off.

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In my weekends. I would demonstrated
at Hill's Heart where it was just

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a fun story. Great way to
know thirteen years old actually have a bona

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fide company that has all the makings, and while I couldn't own it because

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I was a miner, my parents
had to. They were very much in

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a supportive role. They weren't leaving
the company at all. That was my

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gig and made mistakes and learned along
the way. Wow. Oh that's so

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wonderful. I love that. Okay, now there's going to be a lot

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of people listening or watching this particular
episode. Kent, I don't know about

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conscious capitalism. I'm amazed to how
many people. It's such a quite you

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know, great secret for so many
people. So what I want to do

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next if we can. You talked
about how your father pulled you aside and

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said, I'm not quite sure if
I like how things are, how you're

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going in life, and who you're
being. So I think it would be

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good to distinguish what you consider to
be key qualities of a conscious capitalist leader

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or a stakeholder business leader. What
what would be those that would distinguish them

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from someone else? Yeah, I'm
going to tell you what mine were.

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So it's kind of very personal for
me, you know, digging in and

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really being that student, being authentic, always to be learning, and I

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have a growth mindset and I have
to keep that very top of mind more

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right now. Like one of the
things I am feverishly learning like most of

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us, is AI, but I'm
taking it at a really deep level.

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So my learning can be also very
on broad at times, or it can

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be very specific. Doing a lot
on AI. Listening intently. I used

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to just say listen. I have
My spouse does the Burkman and burkemn method,

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and in there, one of the
things it says is you know how

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important it is for me to listen
intently and to also honor other people to

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listen to them intently. So I've
had that with me for a long time.

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Being curious. I still practice with
that all the time. One of

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the things that helped me with being
curious, I went to retreat a couple

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different times in the past eighteen or
some months, and we get to do

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things like, you know, play
like childlike games again, and the childlike

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games in a way help me actually
start thinking about curiosity in a new way.

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And then the last one is and
I'm pretty well known for it,

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and it's amazing how often it comes
up completely unsolicited. Care one of the

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words, and it is definitely I
could call it a superpower for me is

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care, And I would say,
you know, care and you've got to

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be, of course, a person
who is trusting. You have to come

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across in all ways that people are
going to trust you, because if they

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don't trust you, all of those
things are out the door. So trust

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is a really big piece. But
for me, those are the things I

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had to work on and do more
of to really show up. Is that

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conscious leader? Well, you have
already a countenance about you. There's that

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I would describe as your approachable there
is it. There's an authenticity, sincerity

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about you that this probably all contributes
to this thing of care that you're talking

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about. It's palpable, Kent.
I know that you've probably been told this

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a million times, but it's very, very very palpable and evident with you.

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Thank you, You're welcome. Okay, So now you've you've sort of

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served this up here, but I
do want to hear what you're doing with

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conscious exue me with stakeholder business.
I want to hear you know what's the

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business model. I know you're working
with entrepreneurs I think maybe CEOs, but

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tell us about this work. Yeah, So the work that we're currently doing

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are always knows or with chief executives, and our notion is around business can

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and should benefit all of their stakeholders
versus prioritizing or a single stakeholder. Right,

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So we're looking at optimizing and our
core principles around this approach. One

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of the things is that the CEOs
with who we were working with, we're

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really looking for greater connection with others
who are doing this real, deep,

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meaningful work. So we created a
society called the Stakeholder of Business Society,

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and in there, not only are
we telling stories of people who are not

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in society, we also tell the
stories of people who are in society.

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There's amazing things that are going on. Back during a recent launch meeting of

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a cohort of CEOs coming in hearing
their own stories, I knew all of

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the people. I didn't have a
deeper relationship with them all. I knew

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a lot of the business stories,
but to actually hear them talk about their

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purpose, talk about how they're using
it not just within the business itself but

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outside the communities, one of their
initiatives they're working on with great success,

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how they're using a stakeholder approach to
do that. Frankly was one of the

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most rewarding moments in my life.
I know that sounds unusual that it might

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have just happened to me as this
moment, but it was just so rich

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and so amazing. So they want, you know, these stories to inspire

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they're already inspiring people, and to
help them lead from perspective. We offer

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programs and training. We have masterclasses
with people like Pete Stavros, who's managing

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partner at KKR. He's doing a
really interesting one on ownership works and one

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of our Society numbers is one of
the Ownership Works clients and it's a really

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large company, multi billion dollar company. We're beyond that session, so giving

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them that opportunity to really dig in
and be very personal. It's not like

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a webinar. These are very personal
experiences. They can dig in and receive

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the support. And then we do
retreats and we do other formats, so

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the Society is kind of like the
glue currently within stakeholder business. And then

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we have opportunities to screen the film, share the fifteen lessons of Interface which

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are forthcoming, we have them.
That's a really really big piece because they'll

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also have film clips with them.
A lot of learning and all of that

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can take place with small enterprise mid
as well as the largest public companies in

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the world in which we're engaged with. What a fantastic introduction, and I

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do want to hear more about You've
mentioned Interface and some of that. I'm

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going to delve more into that after
our breaking, but let's grab our first

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break. I am doctor Lee's Cortez. We've been on the air with Kent

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Gregoire. He's the co founder of
Stakeholder Business, where he's on a mission

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to help entrepreneurs transform their companies for
maximum impact to all stakeholders. We've been

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talking a bit about how he got
into business himself, Founders Way to Conscious

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Capitalists and Stakeholder Business. After the
break, we're going to douve more into

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the Beyond Zero film that showcases the
Interface company, and he was talking about.

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Stay with us. We'll be right
back. Doctor Elise Cortez as a

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management consultant specializing and meaning and purpose. An inspirational speaker and author. She

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helps companies visioneer for a greater purpose
among stakeholders and develop purpose inspired leadership and

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meaning infused cultures that elevate fulfillment,
performance, and commitment within the workforce.

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To learn more or to invite a
Lease to speak to your organization, please

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visit her at Elise Cortez dot com. Let's talk about how to get your

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employees working on purpose. This is
working on Purpose with doctor Elise Cortez.

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To reach our program today or to
open a conversation with Elise, send an

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email to Elease Ali se at Elise
Cortez dot com. Now back to working

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on Purpose. Thank you danying with
us, and welcome back to working on

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Purpose. I'm your host, doctor
Elise Cortez, as I too, am

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dedicated to helping create a world where
people realize their potential at work and are

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led by inspirational leaders that help them
find and contribute their greatness, and we

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do business at better as the world. I continue to write my own books

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and so one of my latest books
came out in March of twenty twenty three.

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It's called The Great Revitalization, How
activating meaning and Purpose can radically enlignent

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your business, and it's designed to
help leaders understand today's workforce and what they

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actually want and give them about twenty
one best practices to equip them provide that

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through their leadership and their culture,
and you can learn more about my books

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at least Cortes dot com and find
them on Amazon. Now, if you're

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just joining us the program joining overgram
now we have with us Kent Greg war

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He is the co founder of Stakeholder
Business, and we've been talking about a

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bit about that business. I want
to delve more into that. So you

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mentioned just before the break that and
one of the things that you're doing in

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your work at Stakeholder Business is teaching. Would you say fifteen principles that Interface

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uses is out what you said,
Yeah, there are fifteen key lessons that

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have been identified with Interface, and
that's in collaboration with executives in Interface.

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So it's not just the film,
but it's a much larger body of work,

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and they're not the things that we
traditionally here in business school or we're

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hearing you at meetings where CEO's attend. These are lessons that frankly are quite

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surprising, but they did lead to
the great success that Interface has had in

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our environmental sustainability. Can you just
name one for example to start, just

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to give us some keys. Are
one of the ones that all seems to

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get a kind of a surprise it's
actually one of the first ones. It's

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easier to explain. And that is
one of the things that was really important

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Ray when sort of this mad sustainability
came out, is that he absolutely for

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made marketing to ever talk about what
they were doing. And the reason he

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did that is because he wanted to
make sure that the company showed up full

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authentic way, that the company was
showing up, and that the measurement of

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their success would be being noticed.
It would be are they actually doing this

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work? Other people start talking about
them, and we certainly have heard to

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some notion that goes much much deeper
and the lesson that goes on for hours.

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But I think it is an important
one because so often people will say,

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oh, this is great, I
can start doing this. Now,

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how am I going to go tell
everybody that I'm doing it? And my

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question is why is it important?
I'm not saying that's a right or wrong.

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I just simply said why is that
important to you? And get them

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to think it through and determine is
that what they want to do or do

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they really want their own stakeholders to
start discuss opering that things in fact aren't

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very special and very different about their
organization. Thank you for sharing. That's

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beautiful. Okay, So now what
I want to do is I do want

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to talk about the Beyond Zero filming. I As I mentioned, I'm on

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the board of Conscious Capitalism here in
Dallas, and we featured that film in

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February of twenty twenty two for our
members and our guests and it was really

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it's so beautifully done. And I
know you were a part of making that

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film. So maybe at this time
would you say a little bit about how

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did that film come to be?
What was your role in it? Yeah,

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so the film came to be.
Nathan Hady read one of Ray Anderson's

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early books, and he's the writer
and director of the film. He was

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really really maybe I was a called. He was called after he read that

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book and said, you know what, I need to leave the work he

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was doing on Capitol Hill. There's
a better way to actually change the world,

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to create a world that works for
everyone. And he realized it was

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going to be through capitalism. And
Ray became his sort of is you know,

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his hope in the person that he
looked up to and studied through various

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different things. It became possible for
him to actually get collection of all of

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those assets since the late eighties,
which include film footage and all kinds of

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materials, not just a braid,
but other members of the organization, interview

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people, and so he was given
full launch, a carte launch to interface.

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There was no holdback, and there
was a lot of willingness. They

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had no stake in this, money
in it, no nothing, and they

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still they still have nothing. You
know, this was a film that they

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allowed Nathan to do. It's a
huge gift to him, and you know

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he's the one who deserves all the
credit board. The film was actually not

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final. I got involved in starting
to look at what is this going to

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shape up like and giving a lot
of contribution and studying it, but that

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was my I came a little bit
later in that process. But it's pretty

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phenomenal as I as I think back, he's in the film has one various

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different festivals, some of which were
intentionally entered, some just happened, and

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certainly he knew they were happening and
he released the film. But I'd say

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the one that was really pretty amazing
a couple of months ago to be at

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the Cannes Film Festival, to be
invited into screen the film certainly had a

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lot to say about the film.
I got to go back to what you

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first said as you were talking about
this, Kent. I knew this about

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hard because he mentioned this when he
was here in Dallas for that filming,

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that he had left Capitol Hill,
he was had or he had a full

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career in politics and government go in
to pursue business. In this show,

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part of our tagline is business can
be such a force for good in the

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world, and I think that is
a beautiful expression of that. And of

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course the work that you're doing through
stakeholder business is really helping to fortify that.

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So where I want to go next
is there. I'm amazed that you

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know, I do probably I guess
I'd probably talked to a lot of people

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that are more like you then not
like you. So when I hear a

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descent about this idea of, you
know, a stakeholder focus is ridiculous.

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It's you know, untenable, and
that's not what capitalism is, et cetera.

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I just doesn't make any sense to
me. So could you kind of

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want to help us understand why do
people have such an aversion to the idea

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of stakeholder capitalism the whole perspective of
that. And if you're also seeing maybe

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if you're seeing maybe a move away
from those staunch disagree ers or they're still

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really out there and force. Well, one of the things I am noticing

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is that the people who were disagreeing
when they have their you know, particularly

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large platform voice, and it's become
more a political what I would say,

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you know, we're certainly seeing ESG
and another. And what we what we've

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seen is that really many companies are
starting to jump on board. You're curious

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or I think that those that are
curious and they're starting to do something people

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are wanting to learn, they're wanting
to die in and why do they want

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to do that? And one of
the reasons we tell stories, and the

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stories are like beyond zero of interface. We're chronicling what's happening. We're not

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showing a trophy moment. How did
this actually play out in this organization?

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What worked well? What didn't work
well? Where did they invest ten million

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dollars? There was a bomb,
you know, and it took five years

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later, but wow, it was
such a huge payoff, right, And

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how did they get to that point? What were the learning so when people

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really kind of are you know,
like I'm just not sure or yeah,

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that's just not for me. These
people over here are saying, you know,

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it's going to destroy us. What
I say is, know what,

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perhaps not, because companies that are
following it, their performance seems to be

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better, actually their profits are better. One of the things that happens when

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you work on environmental sustainability is that
it helps organizations discover inefficiencies, which in

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turn helps them become more effective,
certainly more efficient, more effective. And

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that's all because it's driving in a
and so the organizations do a lot to

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drive innovation, and innovation, as
we know, isn't going to be just

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around environmental sustainability. It can be
innovation in a broader sense. And today

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who doesn't like innovation. It also
helps with employee engagement, retention, talent.

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You know, younger population certainly isn't
saying that we won't work for a

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company unless they're doing something, but
they're definitely giving strong cues that they want

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to work for a company whose brand
is attractive to most people. And so

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if we talk about North America today, you know, everybody, everything shows

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people want to see companies doing good. They want to see environmental improvements,

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they want to see improvements in society. And I think another one anything something

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that's showing up very strong is that
people want to feel that the work that

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they're doing has a meaning, and
that the meaning of that has a much

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bigger purpose. What are the worthy
problem that they're trying to solve? Sure

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that ends up being a results in
brand reputation, and I'd say more companies

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are starting to ask themselves the question, what if I don't do this,

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will I be left behind? Yes? I can be certain they will be

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left behind. I think that has
more to do with certain industries where a

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company may be in its growth stage, but eventually it'll be left behind.

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Because frankly, it's a huge benefit
to actually be a shareholder business. There's

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just so many benefits. Forget the
financial benefits, there are also so many

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other benefits. So I think people
will begin to see that stakeholder business,

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stakeholder capitalism, conscious capitalism is actually
the future. But we're here today.

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We need to start learning and digging
in and starting to respond. Well.

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You know, there's obviously incredible alignment
here between what you're doing and what I'm

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doing, and with with culture and
leadership as well. And you know,

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when you start, really if you
look at your business from the vantage point

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of and and really look at all
of your stakeholder communities, right, and

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you start to look at one how
can you better unify them around you know,

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your your purpose so that they're they're
really enrolled. But too looking at

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the vitality of those communities you need
each other. And what I want to

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share, you know, just for
our listeners and viewers, is just one

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simple example I had on several years
ago whenever one was doctor Kerry Israel and

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he I think spent ten years presiding
over I think it was Colin County Community

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Colleges here in the in the Dallas
Fort Worth area, and he said,

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one of the things that he first
did when he when he took the role

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that got him into a lot of
hot water is he discovered that most of

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the staff, most of the teaching
staff, had at least one part time

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job to survive. And he said, you know, gosh, we are

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00:28:00.039 --> 00:28:04.039
expecting our teachers to teach our students
and they can't even make ends meet with

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00:28:04.319 --> 00:28:07.240
what we're paying them. They have
to get another job. Something isn't right

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here. And he increased all of
their pay and of course you can imagine

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the backlash that he got from that, But it's a perfect example of Gosh,

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if the mission is to educate our
community, and the people that we

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rely on to do that, you
know, don't have their full attention on

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the ball, how are we actually
executing them? Perfect example in them?

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00:28:27.839 --> 00:28:32.960
Yeah, really important. Well,
certainly we're seeing more and more organizations making

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sure that they're paying a loving weights. You're not trying to figure out what

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little amount they can pay, what
one amount needs to be paid, And

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so I'm speaking of companies that have
very large base of hourly employees, and

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so you know, it is the
notion of helping employees live a life in

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which they love. But certainly it's
pretty hard to love your life if you

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can't pay your bills and you're having
to work multiple jobs and the kind of

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stress. I always say when that
happens. As an employer, than that

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means your employees primary job is not
the one in which you hire them for.

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So get on board. Let's make
sure those employees are paid well and

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00:29:11.079 --> 00:29:15.680
continue to support them in growing and
elevating them in their life. Doesn't doing

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00:29:15.799 --> 00:29:18.440
for them? I mean setting things
up to create that really strong culture.

404
00:29:21.440 --> 00:29:23.799
Okay, now that we've served up
you know the potential of this here,

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00:29:23.880 --> 00:29:27.000
what is stakeholder business really look like? Now? Of course I have to

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00:29:27.039 --> 00:29:30.559
ask you if you've got an example
of someone that you've worked with or known

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00:29:30.720 --> 00:29:36.839
a business who's really done well at
striving to meet the diverse needs of their

408
00:29:36.839 --> 00:29:41.559
stakeholder community or serve it or elevate
it. Yeah, well, I think

409
00:29:42.240 --> 00:29:45.440
yeah, there's several great examples.
I want to go back to Bigbie Coffee.

410
00:29:45.440 --> 00:29:49.519
There's something at Bigbie's done that I
think is actually pretty extraordinary. And

411
00:29:52.160 --> 00:29:56.359
so if I looked at the business
problem that they were faced with, is

412
00:29:56.440 --> 00:30:02.279
that we're going to see coffee as
commodity. We're going to see that the

413
00:30:02.319 --> 00:30:06.720
supply of it is starting to shrink. We also have a lot of environmental

414
00:30:06.720 --> 00:30:10.559
concerns around it, and certainly you
know how it's grown, et cetera.

415
00:30:11.319 --> 00:30:15.000
But there's also has been traditionally this
middleman in between, with a lot of

416
00:30:15.000 --> 00:30:18.480
profits being taken so that the farmers
don't have enough money to do what they

417
00:30:18.519 --> 00:30:22.119
really need just to be able to
produce coffee, let alone and pay people

418
00:30:22.240 --> 00:30:27.960
living wage. So what they've done
is actually work really really hard, and

419
00:30:29.039 --> 00:30:33.799
being on a lot of a lot
of different locations around the world, is

420
00:30:33.799 --> 00:30:38.920
to visit these farmers and find the
coffee farmers that meet certain requirements, certainly

421
00:30:40.039 --> 00:30:44.640
environmental, but meet a lot of
different requirements, and then to partner with

422
00:30:44.680 --> 00:30:48.200
that farmer. Farmers there as a
source, and they're going to source all

423
00:30:48.240 --> 00:30:52.680
the coffee from that farmer. They
know the farmers names, they know the

424
00:30:52.720 --> 00:30:55.960
growers names, they know everybody in
the field. It's a name and it's

425
00:30:56.000 --> 00:30:59.000
a face, and it's a place. And to be able to bring that

426
00:30:59.200 --> 00:31:03.400
coffee on into Bigbie Coffee. And
every package of coffee I have some you

427
00:31:03.440 --> 00:31:07.640
know, has the story on it. But what becomes really important about that

428
00:31:07.839 --> 00:31:11.400
is Bigbie Coffee gets their coffee.
And now it's coming. It's not just

429
00:31:11.480 --> 00:31:17.920
fair trade, it's so much beyond
fair trade. And the farmers are now

430
00:31:18.160 --> 00:31:19.960
not only able to pay their people
well, but they're able to do more

431
00:31:21.000 --> 00:31:25.440
in their community, so their communities
are thriving. It's now a vibrant business.

432
00:31:25.680 --> 00:31:30.799
So they now farmers have a sustainable
business model in Big Big Coffee has

433
00:31:30.960 --> 00:31:37.039
improved its sustainability of its business model
and it's a real win win. That's

434
00:31:37.079 --> 00:31:38.319
so beautiful. So I just want
to come up with that really quick and

435
00:31:38.400 --> 00:31:42.079
we'll grab our next break. So
for me, Kent, why I keep

436
00:31:42.400 --> 00:31:47.279
at this is because I look at
the through the lens that we have one

437
00:31:47.559 --> 00:31:51.200
precious life and we don't know when
the exit ramp is coming. And because

438
00:31:51.240 --> 00:31:55.000
I work through the lens also a
purpose and meaning purposes about urgency. There's

439
00:31:55.039 --> 00:31:57.839
a there's a something about you we
don't get forever. So it gives us

440
00:31:57.880 --> 00:32:01.920
a sense of urgency too to fulfill
that purpose while we're here. And what

441
00:32:01.920 --> 00:32:06.759
you've just shared with me is in
us is a great example of just how

442
00:32:06.799 --> 00:32:12.119
beautiful you can be as a business
owner or someone in an organization to be

443
00:32:12.200 --> 00:32:16.240
part of elevating the lives of people
among the whole stakeholder community or maybe even

444
00:32:16.240 --> 00:32:21.079
around the world. And I think
that is a fantastic use of a one

445
00:32:21.160 --> 00:32:25.319
precious life. Yeah, it's amazing, and it's really been amazing to walk,

446
00:32:25.440 --> 00:32:31.400
to talk, to go through these
two very significant what I call transformations,

447
00:32:32.240 --> 00:32:37.200
and that was all let by Nathan
Hay and call leagues working them.

448
00:32:37.839 --> 00:32:43.720
So their stories are very very real
to me and and you know, it's

449
00:32:43.799 --> 00:32:45.519
kind of making the future, and
you might see some films about some of

450
00:32:45.519 --> 00:32:49.960
that. I'm in, I'm in, Okay, what that. Let's let

451
00:32:50.000 --> 00:32:52.640
our let's let our listeners of viewers
think about what we were just talking about

452
00:32:52.640 --> 00:32:55.039
there, about the beauty, the
potential beauty of being in business and expressing

453
00:32:55.039 --> 00:32:59.279
yourself through it. I'm your host, doctor at Least Cortez. We've got

454
00:32:59.400 --> 00:33:02.279
the earth Kent Gregor. He's the
co founder of Stakeholder Business, where he's

455
00:33:02.279 --> 00:33:07.519
on a mission to help entrepreneurs transform
their companies from maximum impact to all stakeholders.

456
00:33:07.759 --> 00:33:25.160
See what this will be right back. Doctor Elise Cortez is a management

457
00:33:25.160 --> 00:33:30.279
consultant specializing and meaning and purpose.
An inspirational speaker and author, she helps

458
00:33:30.279 --> 00:33:37.119
companies visioneer for greater purpose among stakeholders
and develop purpose inspired leadership and meaning infused

459
00:33:37.160 --> 00:33:42.039
cultures that elevate fulfillment, performance,
and commitment within the workforce. To learn

460
00:33:42.039 --> 00:33:45.720
more or to invite a lease to
speak to your organization, please visit her

461
00:33:45.799 --> 00:33:50.240
at Elise Cortez dot com. Let's
talk about how to get your employees working

462
00:33:50.319 --> 00:33:59.920
on purpose. This is working on
purpose with doctor Elise Cortez. To read

463
00:34:00.160 --> 00:34:04.000
our program today or to open a
conversation with Elise. Send an email to

464
00:34:04.079 --> 00:34:08.599
a lease a l I se at
Elise Cortez dot com. Now back to

465
00:34:08.719 --> 00:34:17.280
working on purpose. Thanks for saying
what does it Welcome back to working on

466
00:34:17.320 --> 00:34:21.199
Purpose. I'm your host, doctor
Elise Cortez. As I mentioned in the

467
00:34:21.280 --> 00:34:23.760
last break about my latest book,
The Great Revitalization. With that, I

468
00:34:23.800 --> 00:34:27.559
have created an assessment that's on my
website if you can. If you can

469
00:34:27.639 --> 00:34:30.679
go to Elise Corte dot com on
the help tab how we Help, you

470
00:34:30.679 --> 00:34:36.119
can actually download that three page assessment
and see how your practices are are faring

471
00:34:36.199 --> 00:34:39.360
for today's workforce. If you're just
now joiningus. My guest is Kent greg

472
00:34:39.400 --> 00:34:44.800
war He's the co founder of Stakeholder
Business. So okay, from here we

473
00:34:44.920 --> 00:34:50.519
have to go into this whole notion
of the long or guest related to the

474
00:34:50.559 --> 00:34:52.679
right way to say it is the
short game of business today is today's business

475
00:34:52.719 --> 00:34:57.559
world is played in a short game. Some time ago, I think it

476
00:34:57.599 --> 00:35:01.119
was probably five years ago, I
had on Greg On from Fortune Advisors and

477
00:35:01.159 --> 00:35:06.400
he's written a whole book about the
long game of business for for a you

478
00:35:06.400 --> 00:35:09.639
know, a better outcome, and
it's really really quite quite quite amazing.

479
00:35:09.679 --> 00:35:13.519
So I would love it if you
can kind of talk about, you know,

480
00:35:13.599 --> 00:35:15.360
here we are in a world room
by these short term results, how

481
00:35:15.440 --> 00:35:22.039
can leaders encourage their their teams to
adopt a more longer term perspective that aligns

482
00:35:22.039 --> 00:35:29.599
with a conscious business mindset. Yeah, so, you know, it's it's

483
00:35:29.599 --> 00:35:32.840
certainly a big, big challenge.
And yet at the same time, I

484
00:35:32.840 --> 00:35:37.079
think one of the notions is we
have to be patient, right, and

485
00:35:37.440 --> 00:35:40.320
but Wall Street says we can't be
patient, can't come on, hold on.

486
00:35:42.000 --> 00:35:45.320
I think one of those big challenges
is, you know, when public

487
00:35:45.320 --> 00:35:47.119
companies we have Wall Street and things, you see earnings, you know,

488
00:35:47.320 --> 00:35:52.559
a quarter overcords thing. We're a
private company, you know, it can

489
00:35:52.599 --> 00:35:55.760
be all over the board. Private
company might be that the exit, that's

490
00:35:55.800 --> 00:35:59.960
what they're they're working for. Like
you know, one of my early company

491
00:36:00.159 --> 00:36:02.599
shall grow the thing, scale it
and exit and you know, walk away

492
00:36:02.639 --> 00:36:06.840
with a big amount of money.
And if that's the case, then it's

493
00:36:07.000 --> 00:36:09.159
it's going to be difficult, right, It's it's not going to un fifth.

494
00:36:09.480 --> 00:36:15.039
I'd say more it's about helping employees
and helping all the stakeholders understand that

495
00:36:15.360 --> 00:36:20.239
you know, a stakeholder business it
is a longer term play. But when

496
00:36:20.320 --> 00:36:24.639
a storm arise arrives, like COVID
as an example, we all certainly having

497
00:36:24.679 --> 00:36:30.280
forgotten, it is still very much
here and when it arrived. Those companies

498
00:36:30.320 --> 00:36:37.679
that took a longer term approach to
building their organization were frequently the ones who

499
00:36:37.719 --> 00:36:43.119
actually did quite well during the pandemic. I know of one company in South

500
00:36:43.199 --> 00:36:51.840
Florida at five locations. They're in
swimming seven thousand student go through the program

501
00:36:51.880 --> 00:36:57.159
every single week. All the things
that they did because they took this long

502
00:36:57.280 --> 00:37:00.800
term approach. It wasn't like,
oh, me now met to entirely new

503
00:37:00.840 --> 00:37:04.000
game plan. It was being who
they are. They had to make some

504
00:37:04.079 --> 00:37:08.119
adjustments. But in those adjustments,
after about three months, all the employees

505
00:37:08.159 --> 00:37:15.119
came back. They didn't lose employees
because they were really understood the long game,

506
00:37:15.280 --> 00:37:17.119
how to be a part of it, how they were treated before,

507
00:37:17.480 --> 00:37:22.960
during and continuously. So I think
that's a really big one. One of

508
00:37:22.039 --> 00:37:28.639
the things I think that a huge
testament is really Rayanderson. His whole thing

509
00:37:28.719 --> 00:37:34.280
was around reducing their environmental impact,
and he very well knew it was a

510
00:37:34.280 --> 00:37:37.000
long game, it was going to
take some time, but he was also

511
00:37:37.079 --> 00:37:42.360
going to have some really great innovation
along the way it would reduce their cost.

512
00:37:42.760 --> 00:37:47.119
So getting employees involved in solving these
problems and being willing to be more

513
00:37:47.239 --> 00:37:52.760
creative share their ideas to help move
this innovation forward is what they're looking for

514
00:37:53.000 --> 00:37:58.239
because it creates this meaning and their
work and helps them reshape their business in

515
00:37:58.280 --> 00:38:01.519
the world in which we live.
So getting employees involved when they can see

516
00:38:01.559 --> 00:38:07.559
that the work they're doing is actually
connecting to something larger, makes it worthwhile.

517
00:38:07.800 --> 00:38:10.760
That's it's probably my jam Kent.
I'm right there with you, and

518
00:38:10.840 --> 00:38:14.320
you know, as I you heard
me say at the very beginning of this

519
00:38:14.599 --> 00:38:16.280
the show when I was introducing it. It's been on air for eight and

520
00:38:16.320 --> 00:38:21.400
a half years, so I think
your episode four hundred and forty seven,

521
00:38:22.440 --> 00:38:25.679
and you know the surround sound that
I'm hearing from because I usually bring on

522
00:38:25.760 --> 00:38:30.360
you know, thought leaders like yourself, business practitioners and authors, and the

523
00:38:30.400 --> 00:38:35.199
surround sound is absolutely get everybody involved
in solving the problem. You need all

524
00:38:35.280 --> 00:38:37.239
these minds, activate all these hearts
and minds, not just a few leaders

525
00:38:37.280 --> 00:38:42.320
at the top and everyone else is
expected to just fall in line with what

526
00:38:42.360 --> 00:38:46.280
they say. We need everybody contributing
to the innovation, to the problem solving,

527
00:38:46.400 --> 00:38:50.760
and one it's just much more meaningful
for them too. And two in

528
00:38:50.800 --> 00:38:53.400
today's very complex world, we need
to activate all those minds and hearts.

529
00:38:54.239 --> 00:39:00.519
Yeah, I think that's something that
activating the minds and hearts helping CEO's helping

530
00:39:01.239 --> 00:39:08.760
leaders understand that stakeholder business is really
an amazing gift. When we really understand

531
00:39:08.800 --> 00:39:13.880
our stakeholders, we ask them what
their needs are, we start partnering with

532
00:39:13.960 --> 00:39:15.760
them. That's one of the things
I learned from my dad. Even though

533
00:39:15.760 --> 00:39:20.719
I got off path when I was
ten, he always had gift holds pneering

534
00:39:20.760 --> 00:39:23.679
table and was trying to figure out
how to help them and help them grow

535
00:39:23.719 --> 00:39:28.440
their business. And my father didn't
do it. It wasn't like a one

536
00:39:28.480 --> 00:39:31.480
to one ratio. He was really
vested in them. And I think that

537
00:39:32.199 --> 00:39:37.599
when business leaders, more of them, begin to see how the stakeholders are

538
00:39:37.679 --> 00:39:42.719
actually a big part of the fuel
of our success, we're going to see

539
00:39:42.760 --> 00:39:45.559
a much faster adoption. We're going
to get to what we say in our

540
00:39:45.639 --> 00:39:50.880
business is a sixteen percent tipping point
is what we're measuring, and when we

541
00:39:50.920 --> 00:39:58.960
receive us sixteen percent tipping point of
companies with a billion or more dollars in

542
00:39:59.039 --> 00:40:02.719
revenues. That's we're pinning it as
to have mass numbers of employees as well.

543
00:40:02.960 --> 00:40:09.280
When sixteen percent of those companies are
following stakeholder business stakeholder capitalism, we

544
00:40:09.320 --> 00:40:15.239
will know that the world is changing, certainly North America and Mexico changing.

545
00:40:16.559 --> 00:40:21.679
But it is incredibly exciting, Kent, incredibly exciting to me. And what

546
00:40:21.800 --> 00:40:23.440
you were talking about before, they're
kind of reminding me of the notion that

547
00:40:23.639 --> 00:40:27.199
I knew that I wanted to ask
you about this, and it's the relationship

548
00:40:27.199 --> 00:40:32.039
between profitability and ethics, which can
be really, really really sticky, And

549
00:40:32.039 --> 00:40:36.400
I'd love for you to just to
kind of comment on your perspective of you

550
00:40:36.440 --> 00:40:40.119
know, those two worlds and what
you've learned, observed or maybe seen in

551
00:40:40.239 --> 00:40:45.400
your work with stakeholder business in that
realm. Yeah. Well, the first

552
00:40:45.440 --> 00:40:50.480
thing I want to say, just
as a general comment, when ethics,

553
00:40:50.559 --> 00:40:52.679
and you know, ethics is a
very you know, we can all say

554
00:40:52.679 --> 00:40:57.639
we're ethical, right, but ethics
also requires a lot of testing. Others

555
00:40:57.719 --> 00:41:04.559
are involved to help keep us true
ethics because it's it's very complex to me

556
00:41:05.360 --> 00:41:08.559
when we operate an organizational ethics.
Frankly, it becomes a lot easier.

557
00:41:08.920 --> 00:41:14.400
Key stories that we tell ourselves and
tell other people are not helping us and

558
00:41:14.519 --> 00:41:16.719
we think they are, and we're
doing it when it's not. It's very

559
00:41:16.760 --> 00:41:22.039
mainfulative. So I would say between
profitability and ethics, we don't think of

560
00:41:22.079 --> 00:41:25.599
maybe a couple of different examples.
The company I know fairly well ironically,

561
00:41:25.639 --> 00:41:31.320
they actually one of my companies on
the lake in Burlington, on Lake Champlaine

562
00:41:31.320 --> 00:41:37.199
in Burlington no longer there, moved
to a different location, but Seventh Generation

563
00:41:37.280 --> 00:41:42.360
took it over and that was originally
where they started. And Seventh Generation a

564
00:41:42.599 --> 00:41:49.880
very mission driven organizationalists acquired by Uni
Leaver an Inni Leaver now for several kind

565
00:41:49.920 --> 00:41:52.960
of company that you know Seventh Generation
wants to sell to. That's a huge

566
00:41:52.960 --> 00:41:59.360
badge of honor. And they had
an amazing, really a fantastic exit monetarily

567
00:41:59.400 --> 00:42:02.559
as well as everything else. And
I would say it is really predicated upon

568
00:42:02.639 --> 00:42:09.480
their customer loyalty, and customer loyalty
doesn't exist when there isn't strong ethical behavior

569
00:42:09.519 --> 00:42:15.400
by the corporation. I lean Fisher
is another. She's commitment to long term

570
00:42:15.440 --> 00:42:22.199
sustainability, and it is in fashion. I'd say her customers are very cult

571
00:42:22.239 --> 00:42:24.960
like, so again it comes back
to customers. But the decisions that they

572
00:42:25.079 --> 00:42:30.039
make from an ethical point of view
is really difficult to manage because when you

573
00:42:30.039 --> 00:42:37.519
think about sustainability and you think about
garments, there's a lot of complexity there.

574
00:42:37.960 --> 00:42:42.119
And of course we all we all
know the story of Patagonia. You

575
00:42:42.159 --> 00:42:45.079
know, they like to push the
envelope. You know, they're very vocal.

576
00:42:45.480 --> 00:42:50.239
They that environmental advocate that we've all
needed, and they're absolutely committed to

577
00:42:50.239 --> 00:42:52.440
the cause. You know, planet
is first and everything that they do,

578
00:42:52.800 --> 00:42:59.360
and they're quite overt and even sometimes
play a little bit of a challenge with

579
00:42:59.440 --> 00:43:01.400
even their own products. They'll put
it out there and say, maybe you

580
00:43:01.440 --> 00:43:05.599
really shouldn't buy this product, maybe
you need to hold us to a higher

581
00:43:05.719 --> 00:43:09.880
standard. And to me, that's
really putting up front, to put to

582
00:43:09.920 --> 00:43:16.159
the forefront some ethical considerations. Beautifully
share. Oh, that was just gorgeous.

583
00:43:16.159 --> 00:43:19.360
We could we could have a whole
of the set of shows just on

584
00:43:19.440 --> 00:43:22.800
that. In the beginning of our
conversation, you mentioned Kent that you were

585
00:43:22.880 --> 00:43:27.679
focused on or you were working a
lot with AI, and I wanted to

586
00:43:27.760 --> 00:43:31.880
definitely ask you, we all understand
how technology is completely changing the business landscape,

587
00:43:31.960 --> 00:43:37.960
especially even just recently with some of
the AI introductions. Interested to hear

588
00:43:37.000 --> 00:43:44.440
your perspective on how you see technological
advancements influencing trajectory of conscious capitalism and stakeholder

589
00:43:44.480 --> 00:43:49.320
driven practices. Yeah, well,
definitely get the AI one of the things,

590
00:43:49.320 --> 00:43:52.400
certainly are very well aware of social
media and it's playing in open moor

591
00:43:52.519 --> 00:43:59.639
and all of the other places in
which consumers, employees, and other stakeholders

592
00:43:59.679 --> 00:44:02.079
can contribute how they feel about a
product, your service, and how they

593
00:44:02.079 --> 00:44:05.920
feel about the company, how do
they feel about working there, whatever it

594
00:44:05.960 --> 00:44:08.360
may be. And so we're going
to we're going to continue to see that

595
00:44:08.559 --> 00:44:14.199
at a higher level. We've also
seen examples where you know, somebody did

596
00:44:14.280 --> 00:44:20.920
something and it literally just crashed their
business. A leader, a dentist misbehaves

597
00:44:21.360 --> 00:44:24.119
and the next thing he knows is
patients aren't there anymore. They're not going

598
00:44:24.159 --> 00:44:28.679
to tolerate it. So, you
know, kind of going back to ethics

599
00:44:28.679 --> 00:44:32.639
and going back to kind of the
transparency of doing good. Companies that are

600
00:44:32.679 --> 00:44:37.519
not doing good definitely, you know
what are harmed. At the same time,

601
00:44:37.599 --> 00:44:42.000
I think it also oftentimes has to
do with how the company's responding.

602
00:44:42.920 --> 00:44:46.840
AI is going to be very very
interesting. I'm I'm definitely studying it feverishly.

603
00:44:47.079 --> 00:44:51.920
I'm I'm excited. I see conscious
capitalism as an event on AI and

604
00:44:51.920 --> 00:44:53.719
they're calling it, you know,
in that that the person is putting it

605
00:44:53.760 --> 00:45:00.719
on is highly respected and somebody I'm
anxious to to listen to. But in

606
00:45:00.840 --> 00:45:04.960
that they're considering it a potential stakeholder. And I think that's one of the

607
00:45:04.960 --> 00:45:07.639
things that I'm wrestling with. I
don't know that AI is a stakeholder as

608
00:45:07.719 --> 00:45:13.199
much as because it's pervasive throughout the
entire organization. Is kind of like saying

609
00:45:13.320 --> 00:45:19.360
purpose, Your purpose isn't a stakeholder. Purpose is essential, and then all

610
00:45:19.400 --> 00:45:22.039
the stakeholders are connected to the purpose. I think we're going to see AI

611
00:45:22.119 --> 00:45:28.840
as more of an operational and how
it gets operationalized, to see through innovation

612
00:45:29.039 --> 00:45:34.719
to help find these efficiencies some of
the things I mentioned before. It isn't

613
00:45:34.760 --> 00:45:38.320
just about you know, quickly finding
great text and you know, ask a

614
00:45:38.400 --> 00:45:42.920
question and you've got your next blog
written. You know, it's solving some

615
00:45:42.960 --> 00:45:47.119
really big challenges. And I don't
think it's just companies that are going to

616
00:45:47.159 --> 00:45:52.719
spin up because of AI. It's
really how are companies going to bring AI

617
00:45:52.960 --> 00:45:57.800
into their place? One of the
consulting companies, I don't remember which one,

618
00:45:57.840 --> 00:46:01.639
but one of the really big consulting
global companies is starting to use AI

619
00:46:02.000 --> 00:46:07.840
internally for the purposes of a database. Think of taking quicking and everything else

620
00:46:07.880 --> 00:46:12.360
and putting all the data that they've
ever had in a place so now their

621
00:46:12.400 --> 00:46:16.159
consultants can ask questions interest get all
of this information. Yeah, it's like

622
00:46:17.440 --> 00:46:22.719
it's one of the really big consulting
firms. Yeah. Interesting, Okay,

623
00:46:22.760 --> 00:46:25.280
I would be remiss, And we're
getting close to the end here. I

624
00:46:25.320 --> 00:46:30.760
have to know what you see as
the future of conscious capitalism and stakeholder business.

625
00:46:30.800 --> 00:46:35.400
Where's it going? Well? It
definitely my hope that more organizations really

626
00:46:36.480 --> 00:46:40.960
conscious leadership, the stakeholder orientation,
and really this conscious culture that it becomes,

627
00:46:42.760 --> 00:46:50.079
you know, this place of common
I think that I really do feel

628
00:46:50.079 --> 00:46:55.360
strong that this generation that's coming up
that's actually not quite yet out of school

629
00:46:55.440 --> 00:47:00.280
yet, they're coming up, this
particular generation are very much already you know,

630
00:47:00.519 --> 00:47:05.559
with consciousness, and we're not to
put up with They're not going to

631
00:47:05.599 --> 00:47:09.119
put up with anything that's shortsighted.
It's just not going to happen. So

632
00:47:09.320 --> 00:47:15.440
we're seeing a number of different things
that will take place. So I think

633
00:47:15.559 --> 00:47:20.559
interesting is in our business, in
stakeholder business, we're kind of answering that

634
00:47:20.719 --> 00:47:24.679
question as well. It's really important
to us in our theory of change.

635
00:47:24.679 --> 00:47:30.119
Our domains of influence might be a
better way of explaining it. Business education,

636
00:47:30.480 --> 00:47:35.719
we've been using the Beyond Zero writing
the lessons. It's in educational curriculum

637
00:47:35.880 --> 00:47:39.280
in colleges and universities and some of
the most prestigious ones around the world,

638
00:47:39.559 --> 00:47:43.480
and that's eventually going to be rolled
out to all of them. We're going

639
00:47:43.519 --> 00:47:46.280
to continue that process with all our
films, sources of capital, and you

640
00:47:46.280 --> 00:47:51.800
know I mentioned KKR and Peter Rabbo's
earlier. You know, KKR is the

641
00:47:51.920 --> 00:47:54.679
kind of private equity firm that we
all want to work with when we're a

642
00:47:54.719 --> 00:48:00.239
stakeholder business and understand how to influence
others. So that's something we're doing to

643
00:48:00.280 --> 00:48:07.039
get to this tipping point. Professional
associations in groups as well as the business

644
00:48:07.119 --> 00:48:10.440
media. We'll be working with our
society members and others, not as the

645
00:48:10.480 --> 00:48:15.599
coach the media coach, but to
prepare them in the talking points when called

646
00:48:15.679 --> 00:48:22.519
upon with media to get these inspiring
stories out there so people can understand that,

647
00:48:22.880 --> 00:48:25.039
yes, this is being done.
And if you've watched Beyond Zero,

648
00:48:25.199 --> 00:48:30.440
the most one of the most common
things I ever hear from CEOs is I

649
00:48:30.519 --> 00:48:34.079
want to be like ryand or something
that last thing we're working on as the

650
00:48:34.119 --> 00:48:39.920
consultants and helping consultants really understand this
and give them the models and the methodologies

651
00:48:40.000 --> 00:48:43.920
and the friend works, all the
things that need to be done to help

652
00:48:43.960 --> 00:48:47.039
support them and give them this learning
material to be able to bring into their

653
00:48:47.079 --> 00:48:54.320
consultancies to work with the CEO's goal
beautiful or beautiful person, beautiful mind and

654
00:48:54.320 --> 00:48:58.000
soul. Kent, I'm so happy
to know you and to share with my

655
00:48:58.079 --> 00:49:00.239
listeners and viewers around the world.
Thank you for showing up and being on

656
00:49:00.320 --> 00:49:06.039
working on purpose. Thank you Louis, listeners, viewers. If you want

657
00:49:06.039 --> 00:49:08.400
to learn more about Kannack Gregoire and
the work he is doing at Stakeholder Business,

658
00:49:08.480 --> 00:49:13.719
just go to stakeholder business dot com. Last week you to miss the

659
00:49:13.719 --> 00:49:15.360
live show you always kept to be
a recorded podcast. We are on the

660
00:49:15.360 --> 00:49:20.840
air with Atifafik, who has served
as the chief digital innovator for many Fortune

661
00:49:20.840 --> 00:49:23.519
five hundred companies. We talked about
his new book, Decision Sprint, the

662
00:49:23.639 --> 00:49:28.480
new way to innovate into the unknown
and move from strategy to action. We

663
00:49:28.599 --> 00:49:31.719
talked about how his book shares the
secret SOFCE strategy of innovation to help companies

664
00:49:31.960 --> 00:49:37.559
work further upstream to make decisions and
create winning strategies. Next week will be

665
00:49:37.639 --> 00:49:42.239
on the air with Tracy Schubert Barrett, who spent twenty years building HGTV and

666
00:49:42.320 --> 00:49:45.840
has since been on a ten year
mission to help businesses, leaders and individuals

667
00:49:45.880 --> 00:49:50.320
reach our potential beyond success to embrace
the significance. We'll be talking about her

668
00:49:50.360 --> 00:49:53.800
new book, What If There's More
Finding Significance Beyond Success. See you there,

669
00:49:53.800 --> 00:49:58.119
and remember work as an essential part
of our lives, ultimately the way

670
00:49:58.159 --> 00:50:00.199
we'd spend our lives. It can
be one of the best adventures and means

671
00:50:00.199 --> 00:50:04.719
of realizing our potential and making the
impact we crave. So let's work on

672
00:50:04.800 --> 00:50:10.400
Purpose. We hope you've enjoyed this
week's program. Be sure to tune into

673
00:50:10.440 --> 00:50:15.559
Working on Purpose featuring your host,
doctor Elise Cortez, each week on W

674
00:50:15.760 --> 00:50:21.000
four CY. Together, we'll create
a world where business operates conscientiously. Leadership

675
00:50:21.079 --> 00:50:24.639
inspires and passion performance and employees are
fulfilled in work that provides the meaning and

676
00:50:24.679 --> 00:50:29.360
purpose. They crave see you there. Let's work on purpose.