Bridgebuilders: Today’s Way Forward for Public Leadership to Solve Complex Problems

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show hosts. Thank you for choosing W

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FORCY Radio. What's Working on Purpose? Anyway? Each week we ponder the

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

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

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of 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

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world we all want Working on Purpose. Now here's your host, Doctor Release

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Cortez. Welcome back to Working on
Purpose program, now eight and a half

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years on air. Thanks for tuning
in again this week. I'm your host,

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doctor Elias Cortez jo An Eli from
Dallas homebase. For me if we've

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not met yet and you don't know
me, I'm a management consultant, organizational

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logotherapist, speaker and author. My
team and I at Last Cortez and Associates

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help companies enliven their operations by articulating
their purpose and building inspirational leaders and cultures

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activated by meeting and purpose to turn
those companies from a flatline EKG to a

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vibrant workplace. There, people are
intrinsically motivated to perform with their best,

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grow into their full potential, and
are committed to stay and help deliver in

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the company's mission. You'll learn more
about us now we can work together at

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elist Cortez dot com. Now let's
get in today's program with us. Are

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the authors of bridge Builders, How
Government Can Transcend boundaries to solve problems.

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They are William Egers, the executive
director of Deloitte Center for Government Insights,

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where he is responsible for the firm's
public sector thought Leadership. Has several books

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out, with one delivering on digital
the innovators and technologies that are transforming Government.

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The other author is doctor Donald Kettle, who specializes in public management and

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public policy. He previously served as
dean in the School of Public Policy at

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the University of Maryland, and is
a nonresident Senior Fellow at the Vulcar Alliance,

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the Brookings Institution, and the Partnership
for Public Service. He has authored

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or edited numerous books, including The
Divided States of America, White Federalism Doesn't

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Work, and Ken Governments Earn Our
Trust. He has consultant for government organizations

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at all levels, including most recently, the US Department of Veteran Affairs.

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William and doctor Kettle. It is
a pleasure to have you on. Welcome

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to working on Purpose. Eden's great
to be working there. At least.

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That's quite a mouthful to try to
try to introduce the two of you.

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Let me just say, it's pretty
amazing to have both of you on.

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I loved, love, love reading
your beautiful book. This is really something

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so what I alred to learn about
the two of you as you guys are

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slightly ambitious and slightly smart, so
looking forward to digging into what you've created

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here. You're ready, ready,
Okay, Well let's do this just because

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our listeners and viewers don't know you
quite as well. As I do,

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and I can't quite do justice to
your introductions. Can each of you just

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give a brief introduction of yourself so
they understand how you're anchored in the content

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we're talking about today. In my
case, this is done. And I've

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been kicking around the world of public
management for about the last forty five years

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and have been looking in particular about
the ongoing problems trying to figure out how

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to make government work, but devoted
at the same time to the idea the

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government can work, and in particular
learning from those who have succeeded in doing

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that so that we can put ideas
together, both in teaching students over the

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years, but also in working with
people inside government and writing about it so

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with luck, other people can pick
up the band and to be able to

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lead it forward down the street.
And I'm Bill Lakers, working around public

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management for thirty five years myself,
both in think tanks in government and at

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Deloitte, and a big focus of
my work over the years has been around

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public private partnerships. In particular I've
written a number of books on that,

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including a book a number of years
ago very tied in with your podcast also,

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which is called the solution Revolution,
how business, government and social enterprises

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are teaming up to solve society's biggest
problems. And so this book really is

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a kind of continuation of a lot
of the work that Don and I have

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been doing over seventy five years cumulative. What's just astounding, gentleman. It's

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really really great to have your beautiful
minds here on the show to share with

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our listeners across the world. So
before you came on, William Don and

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I were chatting and he mentioned that
there's kind of a fun story of where

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this how this book actually became.
What is the story of why you guys

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decided to write this book and where
it came from. Well, we've been

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We've known each other for a long
time and always loved getting together to compare

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notes about what's happening out there in
the world. And I was lucky enough

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for Bill to have a business meeting
here in Austin, where I'm speaking to

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you from, and he said,
how about we get together for lunch?

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So I said that'd be terrific.
So we sat there and started talking,

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and the more that we talk,
the more that we talked ourselves into a

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set of problems that we thought that
government needed to address, but also a

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series of solutions that we thought were
essential. And so by the time we

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finished lunch two hours later, as
was about two years ago, we ended

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up with the idea for a book
and from there what you see in front

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of you is what it is.
It was the product of that work over

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the last two years. This took
me just two years. That's crazy till

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well, I think we actually wrote
the book in about six months, and

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then the rest of it was a
review and that sort of thing. Donal

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I had both focused a lot of
our work on implementation over the year,

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policy implementation because if you look at
all the think tanks, since there's so

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much work right now on policy development
and policy and this notion of let's just

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you know, pass bills and a
lot of ideas, but a lot of

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the notion of the hard work of
implementation has really been ignored in many respects,

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and so we focused on implementation.
But now implementation actually means implementing very

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across a very complex network of usually
private sector, nonprofits, oftentimes academia and

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elsewhere, and so it's a very
complex sort of web that you have to

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navigate through, and we wanted to
write about. How do you actually do

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that? Yeah, and so one
of the things that I really wanted to

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call out here a couple of things. And one of my ways that I

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host a show is I am,
you know, a researcher, So I

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love to be able to you saw
on my notes I take. These are

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copious notes with pay numbers, et
cetera. I'll let you be able to

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also preserve the content of your writing, because your writing is beautiful. And

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the other thing I want to say, this is a very dense book,

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but it's it's meaty, but it's
also incredibly accessible, gentlemen. It's really

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incredibly well organized and accessible so that
people that even aren't in the government space

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can benefit from this as well,
people in different sectors, nonprofit, for

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profit. I totally see some application
across all these different spaces. So you

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did say in the book that you
wrote it to help people expand their vision

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of how government can solve today's problems, and importantly, how it can bridge

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gaps between agencies, between levels of
government, and between social service agencies and

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police departments, between public and private, nonprofit, all these kinds of different

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things. I think that is incredibly
compelling and important for our listeners and viewers

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to understand that's why you wrote the
book. Did you want to see anything

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else about that? I'd add one
thing, I think, which is that

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we came at this with a kind
of twin focus. The first is that

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we saw a kind of basic core
problem that increasingly we thought hung up the

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problems of implementation Williams subscribed, and
that is that we've got a challenge of

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the fact that there's no problem that
matters that any one government organization can control

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anymore. There's just nothing that anyone
organization can control. And so the question

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was how do you go by trying
to solve that problem? And the flip

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side of that is that we came
at this book by seeking to discover how

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other people have done it to succeed
in solving these problems of implementation, to

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demonstrate that solutions are possible. And
so one of the things that's probably most

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important about our book here is that
this is not ivory tower, pie in

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the sky stuff that we thought about, but rather things that we've discovered that

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successful managers have done to solve this
basic and fundamental problem that people across the

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country, really across the world are
struggling to try to deal with And I

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would add that a lot of your
viewers maybe from the private sector or nonprofit

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sector, and we really wrote the
book for them also because it lays out

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the context of their work. We
describe the purpose landscape out there and how

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it's grown so dramatically over the last
twenty years, and then how do you

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connect the work that you're doing in
purpose in the other sectors with the work

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that government's doing, so you can
leverage that and you can have really a

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force multiplier. I've worked with a
lot of social entrepreneurs over the years.

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I have sponsored work that we've done
helping doing pro bono work for social entrepreneurs,

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and the one thing I always emphasize
with them is the importance of government

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and really understanding how to navigate it, not only for contracts, but for

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a whole variety of different things.
It's really important to understand if you're a

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social entrepreneur, if you're working in
a purpose office, how you're going to

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connect with the public sector, because
it it's very complex, it's very different

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to do so, and so we're
hoping the people who are engaged in that

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purpose work will also find a lot
in this book to help them in their

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quests. I already know that they
will. We're going to be talking about

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some of that as they go along
here. And I think as you as

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you've been talking about that part,
William, I want to gravitate to a

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term that you use in the book, which I think is capturing what you're

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talking about there, and that's this
idea of blended government. And I obviously

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here we are working in a boundariless
world. You talk about that, and

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I think it's interesting well that you
describe. Of course, this is the

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complexity here, and this isn't This
is the theme that I keep seeing by

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the way in the show, that
we're seeing that the world is changing so

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fast, the complexity is so enormous
that one no one can do it alone,

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and we must find a way to
activate more people. So I'm seeing

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that as a trend in everything individuals, how we lead inside organizations, and

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certainly in your book, on a
much more mackerel level to address huge problems

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in the world. Absolutely, I
mean, these are incredibly complex systems.

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Just think about when you look at
some of the major pieces of legislation that

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have been passed by Congress over the
last few years, the Inflation Reduction Act,

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the Infrastructure Act, that Competes Act. We're talking about over two twillion

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dollars of investment in American competitiveness.
That's all coming down into state and local

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governments, but the vast majority of
that funding is actually going towards the private

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sector, nonprofits and others in the
form of tax credits and competitive grants and

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so on. And so if you're
a government official, you have to figure

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out how to apply that holistically and
breaking down silos and how are you going

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to incentivize the different sectors, What
are the different tools you're going to use,

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whether it's through tax credits or prizes
and challenges and so for, and

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also navigate the different cultures. So
we really believe you need sort of that

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ability to have cultural competence, and
that means cultural competence both across the sectors,

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but also understanding the different communities you're
working with and so and these are

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some of the really important skills that
are needed today, not only in government,

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but in purpose offices, nonprofit,
social entrepreneurs and others who are trying

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to create public value. And we
want to flip this on its ear too.

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On top of it, because so
often we tend to see these as

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problems that, Okay, where's government
going to come from to try to fix

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them. But one of the things
that we discovered, too, is that

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a large part of the business about
creating public value is coming from private organizations

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as well, in ways that I
think we're in many ways not even imagined

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in which the public sector doesn't really
succeed at this point, I think in

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being able to put its arms around
If you want to understand what's going on,

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for example, to try to help
the problem of refugees coming into the

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country, you have to understand two
basic facts. One is of the federal

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agency that's in charge of the Office
of Refugee Resettlement has a total of one

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hundred and fifty employees to try to
deal with tens of thousands of people,

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and so the government isn't going to
can't possibly manage all those problems. But

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at the same time, go two
or three blocks in from the border,

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not too far from where I'm sitting
here in Austin, and what you see

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is a whole collection of religiously based
organizations, nonprofits and other non government organizations

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that are taking the lion's share of
the burden and housing people who are coming

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in or providing food, providing the
transportation that's required, job training, and

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efforts to try to navigate the immigration
system as well at the same time.

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And so we not only have government
relying on non governmental partners to do government's

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work, but we have non governmental
organizations creating public value at the same time.

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So to understand the way that the
system increasingly is working, it's important

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to come at it from both sides
of the street. That was incredibly well

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articulated from both of you. So
what I want a presence for our listeners

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and viewers who haven't read the book
just yet, as I have what this

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whole set of skills that you've been
talking about here, if I have this

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right, you are referring to that
as a bridge builder. Correct, absolutely,

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there's there. You know. They're
like orchestra conducted. They do the

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hard work of convening and aligning all
the different players, making sure that they're

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said, they're playing from the same
sheet of music, and they're cea beyond

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boundaries, breaking down silos, forging
unity from diversity, seeking mutual advantage,

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aligning incentives to achieve shared goals.
It's hard work. But it's also incredibly

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valuable work. And you know,
when I speak to students and Don's been

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teaching for decades, this is the
kind of work that they want to do

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today, whether business schools, where
in the Social entrepreneurs Club is the most

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popular club, and so many business
goals or school policy. So this is

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actually a nice fit with the kind
of work that people want to do today.

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But this is actually the work that's
needed the most also today. And

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there's a great example of that.
If you look at a typical symphony orchestra.

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It's between seventy and one hundred musicians
who get together to play with any

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beautiful music if they know what they're
doing, and if the conductor knows what

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the conductor's doing. But again,
not too far from where I'm sitting now

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in Houston, they succeeded in reducing
the level of homelessness by sixty three percent

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in about five years. Sixty three
percent on a problem that most people around

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the country think is just absolutely impossible. And how do they do that?

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They did that by pulling together a
coalition of more than one hundred different organizations

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to try to work on this problem. That is, they succeeded in making

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to get work together a group larger
than the largest symphony orchestra, but did

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it in a way that had everybody
focused on the goals that they shared in

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common, with a data system that
provided a language for them to speak and

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connect with each other and to accomplish
the shared objectives by weaving all those pieces

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together. And it was the orchestra
conductor, the bridge builder, who was

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successful of being able to make this
happen, and as a result, the

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level of homelessness was reduced by sixty
three percent. Beautiful example, don And

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with that, let's take it.
Let's go into our first breaks. Who

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can give our listeners if you were
something to chew one and consider just the

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import of what we're talking about today. I'm your host, doctor Relis Cortez.

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We've run in the air with William
Eggers and doctor Donald Kettle, the

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authors of bridge Builders, How government
can transcend boundaries to solve problems. We've

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been talking a bit about where this
book came from, why it's important.

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After the break, we're going to
get into and cover as many of their

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ten keys to unlock the solutions for
foobridge builders as we can cover along with

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scific examples of the real albums that
they're actually out to address. Stay with

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this, We'll be right back.
Doctor Elise Cortez is a management consultant specializing

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in meaning and purpose. An inspirational
speaker and author, she helps companies visioneer

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for a greater purpose among stakeholders and
develop purpose inspired leadership and meaning infused cultures

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that elevate fulfillment, performance, and
commitment within the workforce. To learn more

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or to invite a lease to speak
to your organization, please visit her at

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00:17:41.000 --> 00:17:45.400
Elise Cortez dot com. Let's talk
about how to get your employees working on

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purpose. This is working on Purpose
with doctor Elise Cortez. To reach our

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program today or to open a conversation
with a lease, send an email to

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a lease a l se at least
cortez dot com. Now back to working

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on Purpose. Thanks for staying with
us, and welcome back to working on

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Purpose. If you're just now joining
the program, I guess are William Eggers

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and Donald Kettle, who are the
authors of bridge Builders, How Government can

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transcend boundaries to solve problems. I'm
your host, Doctor las Cortez, So

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from here that I've been going forward
I want to be able to give our

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listeners and viewers as much leak from
the book as we possibly can to help

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help them walk away with something they
can usually easily put to work. So

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one of the first things that I
want to cover is, as I mentioned

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before the break, is you put
forth in your book ten keys to unlocking

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these solutions for bridge builders, and
then in each of your chapters you actually

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have I think it's something like ten
ten ways or ten ten ways to support

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the bridge builders and so on.
Of your One of your keys is is

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to knock down barriers, and you
say that a siloed perspective guarantees failure.

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So can you speak a little bit
to that particular key, And then I

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want to talk about the application around
it through Hurricane Katwin. It which I

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have a connection to you as well. The basic problem that's so often both

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government managers but also individuals experiences that
they say, Okay, I have a

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problem that I need to solve,
and I need to find whoever it is

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who's in charge of solving it.
There's nothing that's more frustrating than to discover

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that you've come to the wrong door
and that you can't get in that you

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can't get the solutions that you need
to the problems that you've got. And

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the people describe it as silos,
but the real problem is the kind of

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well, not my problem or somebody
else's problem, or if you want me

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to solve it, you've got to
go someplace else. And in a world

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where it is the case, as
we said before, the no organization that

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exists can solve every problem on its
plate, and no problem that it faces

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can be solved by any one organization. It inevitably requires these connections across these

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boundaries. And so as a result
of that, the existence of silos that

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really create tall walls between organizations and
a deep moat full of regulations that prevent

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people from working together is something that
gets in the way of the kind of

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problem solving that the twenty first century
demands. That was very You actually distilled

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everything everything beautifully from chapter one in
a way that I didn't think you can

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do in just a short amount of
time. So kudos for that. Now,

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if we could, and I want
to do this with each of the

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keys that we can cover, I
wanted to have you talk and speak from

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from that particular key area about Hurricane
Katrina which happened, of course in two

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thousand and five. I remember that
very distinctly. I ended up housing three

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students and a set of parents for
about four months after that. So part

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of the part of the offload crew, if you will, to help cover

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that. So if you could just
speak a little bit to how that particular

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key is addressed through the Katrina experience, absolutely well, thank you for doing

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that, by the ways, that
was amazing of you. As we know

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you know, Katrina was a Category
four hurricane, caused over eighteen hundred fatalities,

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over one hundred billion dollars in damage, particularly hit hard with New Orleans

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surrounding areas, and the initial response
to the hurricane was just chaotic, uncoordinated,

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inadequate. And that's when Homeland Security
Secretary marcol Churdoff he called Coast Guard

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Chief of Staff bat Allen and asked
him to go to New Orleans to take

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over the struggling federal effort. And
it really turned out to be a prophetic

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decision. Now Alan, The rub
is that Alan might have been in charge

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of the federal response, but he
had no legal authority over state and local

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resources. But he recognized that a
lack of coordination would absolutely cripple the response.

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But instead of giving orders, he
focused on building credibility and trust.

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And one of the first things he
did was to gather two thousand responders federal,

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state, local NGOs, private companies
that have Dillards, department store,

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warehouse. He got up on a
desk with a loudspeaker and told everybody that's

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giving only one order, treat everybody
affected by the storm like a member of

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your own family. It was simple
but very powerful. And what Alan did

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was he found a way to lead
in a system with lots of players but

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no one officially in charge. And
there's a lot of examples in the book

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like that. So he had to
find those who had the resources to solve

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a particular problem, regardless of what
kind of organization that they were in,

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and weave them together in a seamless
coordinated response. And that was really the

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core of his bridge building. This
was one of the toughest emerges and See

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response efforts in the nation's history.
It required pulling together a collection of state

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agencies across the Gulf, for local
governments, nonprofits like the Red Cross,

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companies from Walmart to banks to gas
stations, and instead of viewing the cleanup

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effort as a problem of how to
manage a particular agency. He worked hard

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to manage the problem, and he
pulled in all the resources needed from all

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the organizations involved, wherever they were
located, and so it was a whole

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of society response which made his leadership
of success. And after howar King Katrina,

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FEMA adopted this whole of community response
as a core of their response to

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disasters, and in the decade since
then, FEMA has become really one of

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the best government organizations in bridge building
and weaving together these different organizations, and

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Katrina was really the beginning of this
effort to do that. And one of

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the things that is one of one
of my favorite stories about this is not

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only the story of fat Allen getting
on top of a desk with a bullhorn

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and telling everybody to treat everybody's remember
their own family, but also some of

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the people who worked for him,
because one of the things that I think

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sometimes we tend to think as well, this is Admiral fat Allen. This

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is a guy who's been appointed by
the president to come in and solve the

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problem. But there was also a
case of a woman who was piloting a

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helicopter who had orders to get back
to headquarters to be able to make sure

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that she could shuttle the next rout
of equipment. Equipment was really in short

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supply at this point, and so
everybody was super hyper about making sure they

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didn't waste a single seconds worth of
energy. But here she was flying back

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to base. She looked down.
She saw a family stuck in the rooftop

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of one of the places in New
Orleans, and she stopped to be able

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to pull those people off. They
had been stuck there for days. They

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had no other way of being able
to get off. And why did she

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do this, because she had violated
her orders. And the answer was she

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was treating those people as if they
remember their own family, and so they

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got their problem solved. She only
lost a few minutes and being able to

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get back to base, And it
was an example about how you can transfer

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the kind of broad guidance that comes
from the top into a situation where individual

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leaders become leaders at all levels of
the organization who see it as their job

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to work on solving problems and reaching
across boundaries in ways that often is something

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that wouldn't occur, and it may
not even be something thought of as safe,

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but the fact is that Admiral Allen
made it safe and as a result,

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that family guide and self rescued.
I want to situate this for our

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listeners of viewers that have been tuning
in for quite some time. In their

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parlance, they're used to hearing from
me, and that is wow. Talk

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about mattering with your one precious life. Wow. Really making a profound difference

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across this community in this area.
So just and you do talk about that

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example about him on the desk with
the bullhorn in the book is beautiful.

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So listeners and viewers, you can
catch it right there in the book,

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just the way that they were talking
about it there. Okay, well,

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let's go on to the next one
because I want to get as many as

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I can. One of the other
keys you talk about in the book is

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to seek mutual advantage, because you
say shared governance bills on the mutual pursuit

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of shared strategies. Let's hear about
that one. Go ahead, and then

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we've got We've got so many stories
to come up upon this. But that

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was really at one of the cores
the issue about how it is that in

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Houston that the Coalition for the Homeless
found a way to be able to solve

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the problem of homelessness that they did
for and reduce it by sixty three percent.

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And the way in which they did
that was to say, not here,

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we're going to give you orders about
what is that you need to pick

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up. Instead, what they did
was to identify the kinds of problems that

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each individual experiencing homelessness had and then
tried to match them one by one by

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one by one with the organizations in
a position to try to solve that problem.

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And by finding a way for those
organizations to achieve and pursue their omission

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while at the same time they pursued
the goal of trying to solve the problem

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of homelessies with the individuals. Was
a way that this came together. Organizations

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did what the organizations were supposed to
do, but they were woven together in

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a kind of steamless web to ensure
that the results that the community needed were

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a set of results that they got. And I would say that this is

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really key the seeking mutual advantage when
you're working with the private sector, and

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that's why it's so important in government
now to understand what the incentives are what

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the goals are in the private sector, and to figure out how to leverage

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all those resources that are now being
invested into social impact. And partly the

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chapter title was inspired by former Denver
mayor and then Colorado governor and now Senator

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John Hickenloover. Public private partnerships and
mutual advantage was at the very core of

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hickenloup governing philosophy. Both as mayor
and as governor, he was able to

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cobble together partnerships together that raise more
than two hundred and ninety five million dollars

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from the private sector and foundations and
philanthropists towards all of his major efforts,

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ranging from homelessness prevention to workforce development. And one thing that higgen Looper has

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said is that he found that government. He says that government is very different

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than the private sector. But in
both cases, generally, people start with

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a narrow self interest, starting with
what they think they really need to get

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out of each negotiation. But when
you get different voices at the table,

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it's generally not that difficult to show
people that they can benefit from a broader

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variety of outcomes. And once you
get alignment on the self interest, you

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start to see overlaps, and that's
where the transactions happen in the private sector

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and where you can create real change
and progress in the public sector. So

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00:29:00.559 --> 00:29:07.200
this becomes a core bridge builder skill
is really understanding the incentives the cultures of

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00:29:07.240 --> 00:29:11.519
the different sectors and finding ways of
creating that mutual advantage because then it's a

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00:29:11.599 --> 00:29:18.000
multiplier effect in terms of the resources
that are available to you to solve these

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00:29:18.000 --> 00:29:22.720
problems. One of the one of
the more interesting things that you said and

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00:29:22.759 --> 00:29:26.440
everythings that that really appealed to me
when you because at the end of each

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of these chapters, you're giving you're
giving keys for these bridge builders to be

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00:29:29.640 --> 00:29:33.119
able to use this particular this particular
idea, and I really was compelled by

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the idea of reframing wicked problems as
wicked opportunities to unlock solutions, which I

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00:29:41.400 --> 00:29:45.119
use that phrase all the time,
wicked problems, but wicked opportunities sounds much

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00:29:45.160 --> 00:29:48.920
more compelling to me. That's precisely
what they are. I mean, if

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00:29:48.920 --> 00:29:53.440
you think about it, there are
there are really tough problems that everybody solved,

393
00:29:53.480 --> 00:29:57.480
and you know that everybody faces and
the problems are not getting any easier,

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00:29:57.480 --> 00:30:03.079
and we know that, but The
thing is that the more complex the

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00:30:03.160 --> 00:30:07.680
nature of the problem, the greater
the opportunity there is from creating value added

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for everyone involved, and especially for
the people who ultimately are the reasons why

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we have what we have and do
what we try to do. And one

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of the things that in many ways
is most reassuring about the book from our

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point of view, I think,
is that there isn't a single one of

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these issues and not a single one
of these approaches that somebody somewhere hasn't already

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demonstrated can work. And so it's
not only a wicked problem, Oh isn't

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this a terrible thing you have to
try to solve, but it is also

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an opportunity that a leader has discovered
how to grab, how to solve,

404
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and how to try to advance.
If you go back just for a second

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to what happened in New Orleans,
that was horrendous. I had a conversation

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one time actually with some of the
reporters who were there in the scene and

407
00:30:53.720 --> 00:30:59.799
ask them, well, how come
that you were in the situation of saying,

408
00:31:00.160 --> 00:31:02.799
you know, we're here, and
where's the government? Everybody was sitting

409
00:31:02.799 --> 00:31:06.839
there watching Anderson Cooper and saying,
well, la Anderson's up to his hips

410
00:31:06.880 --> 00:31:11.240
in watered walking down Charles Street.
But where's the government. Well, it

411
00:31:11.279 --> 00:31:15.559
turns out that it was as wicked
a set of problems as you possibly could

412
00:31:15.599 --> 00:31:19.759
have, but it turned out to
be a set of enormously wicked opportunities that

413
00:31:19.880 --> 00:31:25.279
then the government was able to turn
around by using the kind of strategies that

414
00:31:25.279 --> 00:31:29.279
we're talking about. There is a
solution that is hiding behind every single one

415
00:31:29.279 --> 00:31:33.599
of these wicked problems. And part
of the again, inspiration for the wicked

416
00:31:33.599 --> 00:31:41.400
opportunities idea was actually from Bill Gates
and the work that he and his foundation

417
00:31:41.480 --> 00:31:47.119
have done around malaria reduction. Throughout
history, malaria has been one of the

418
00:31:47.160 --> 00:31:52.279
most world's most deadly diseases in twenty
twenty alone that killed over six hundred thousand

419
00:31:52.319 --> 00:31:59.000
people, incredibly dangerous for youngsters.
Not long ago, child died from it

420
00:31:59.119 --> 00:32:04.000
every thirty seconds, and about half
the world's population lives in regions where malarious

421
00:32:04.000 --> 00:32:08.119
spreads easily, particularly in Sub Saharan
Africa, which is home to ninety percent

422
00:32:08.160 --> 00:32:14.119
of the cases. And it's been
it's been a disease that we've been trying

423
00:32:14.160 --> 00:32:20.839
to eradicate for centuries now and unable
to do. So we've got scores of

424
00:32:20.960 --> 00:32:28.519
organizations involved in it, and so
it's them, it's the challenges are enormous,

425
00:32:28.599 --> 00:32:32.359
but Big Gates has now spent over
two billion dollars attacking the problem,

426
00:32:32.400 --> 00:32:37.119
and he called the situation one of
the greatest opportunities the global health world has

427
00:32:37.200 --> 00:32:42.599
ever had. So you say,
wow, opportunity. That's a pretty surprising

428
00:32:42.920 --> 00:32:47.079
word to describe a scourge that people
have been trying to eliminate for centuries.

429
00:32:47.720 --> 00:32:52.759
But it's also really a fair statement
of what's possible in the twenty first century

430
00:32:52.799 --> 00:32:57.359
when you have an abundant sort of
mindset, and Gates actually believes that disease

431
00:32:57.440 --> 00:33:02.640
can and should be eradicated in a
single gene narration and in fact through an

432
00:33:02.880 --> 00:33:08.480
blended government approach with a lot of
organizations playing a role, including the United

433
00:33:08.599 --> 00:33:15.079
Nations and including some major nonprofits who
act as integrators. Valeria immortality felled by

434
00:33:15.160 --> 00:33:22.759
sixty percent between two thousand and twenty
nineteen. They prevented one point five billion

435
00:33:22.799 --> 00:33:27.880
cases, saved millions of lives.
So there's been a huge scale up and

436
00:33:27.880 --> 00:33:30.759
the resources and brain power focused on
this disease, and I think we will

437
00:33:30.839 --> 00:33:37.000
eliminate this disease within the next decade
or two, and by really looking at

438
00:33:37.000 --> 00:33:43.799
this complicated, dynamic and really seemingly
intractical problem with a renewed vigor. And

439
00:33:43.839 --> 00:33:46.839
that's what some of these opportunities give
us an opportunity to do, which is

440
00:33:46.880 --> 00:33:52.920
really to focus resources, time,
attention and talent about solving a problem.

441
00:33:52.960 --> 00:33:58.559
And it shines the spotlight on where
those opportunities lie and how to take advantage

442
00:33:58.559 --> 00:34:01.640
of them. Beautiful gentlemen, let's
go ahead and grab our last break.

443
00:34:01.680 --> 00:34:05.000
Here. I'm your host, doctor
Elise Cortez. We've gore on the year

444
00:34:05.039 --> 00:34:08.039
with William Eggers and doctor Donald Kettle, authors of bridge Builders, How Government

445
00:34:08.079 --> 00:34:12.320
can transcend boundaries to solve problems.
We've been talking about a few of the

446
00:34:12.400 --> 00:34:15.119
keys for bridge Builders they talk about
in their book. After the break,

447
00:34:15.159 --> 00:34:16.960
we'll finish up as many more as
we can cover. See you. There'll

448
00:34:16.960 --> 00:34:37.400
be right back. Doctor Elise Cortez
is a management consultant specializing in meaning and

449
00:34:37.480 --> 00:34:42.559
purpose. An inspirational speaker and author. She helps companies visioneer for greater purpose

450
00:34:42.599 --> 00:34:47.239
among stakeholders and develop purpose inspired leadership
and meaning infused cultures that elevate fulfillment,

451
00:34:47.360 --> 00:34:52.440
performance, and commitment within the workforce. To learn more or to invite a

452
00:34:52.519 --> 00:34:57.079
lease to speak to your organization,
please visit her at Elise Cortez dot com.

453
00:34:57.159 --> 00:35:06.280
Let's talk about how to get your
employees working on purpose. This is

454
00:35:06.280 --> 00:35:09.719
working on Purpose with Doctor Release Cortez. To reach our program today or to

455
00:35:09.800 --> 00:35:14.760
open a conversation with a lease,
send an email to a lease a l

456
00:35:15.559 --> 00:35:25.039
se at Elise Cortez dot com.
Now back to working on Purpose. Thanks

457
00:35:25.039 --> 00:35:28.519
for staying with us, and welcome
back to working on Purpose. If you

458
00:35:28.559 --> 00:35:30.920
are just tuning in at this time. My guests are William Eggers and Donald

459
00:35:31.000 --> 00:35:35.800
Kettle, who are the authors of
bridge Builders, How Government can transcend boundaries

460
00:35:35.840 --> 00:35:38.760
to solve problems. I'm your host, Doctor Release Quartz. So one of

461
00:35:38.800 --> 00:35:42.679
the next key areas that I want
to talk about that's in your book,

462
00:35:42.679 --> 00:35:45.280
that of course totally aligns with what
we do here on the show and the

463
00:35:45.320 --> 00:35:50.320
work that I do as well with
companies, is the notion of nurturing private

464
00:35:50.360 --> 00:35:54.079
partners. And you talk about effective
accountability requires building a public spirit into private

465
00:35:54.079 --> 00:35:58.679
operations. So if you can speak
to that key just a little bit here

466
00:35:58.679 --> 00:36:00.360
and then I've got us particular y
i'd love for you to focus on to

467
00:36:00.440 --> 00:36:06.159
illustrate that as well. Sure thing. I mean, what we've seen increasingly

468
00:36:06.280 --> 00:36:10.079
is that it's increasingly difficult for government
to do whatever it is a government needs

469
00:36:10.119 --> 00:36:15.239
to do without involving private partners,
in part because the alternative is creating a

470
00:36:15.320 --> 00:36:20.079
government so big and so large that
nobody would ever tolerate it. But also

471
00:36:20.159 --> 00:36:25.000
it would create lots of problems of
effectiveness because there's just no possibility of having

472
00:36:25.039 --> 00:36:30.480
as much expertise gathered in one place
that government on its own would be able

473
00:36:30.480 --> 00:36:34.079
to put together. And so that
what we need is a system where the

474
00:36:34.199 --> 00:36:38.639
government can leverage its private partners,
but understand what kind of advantages the private

475
00:36:38.679 --> 00:36:43.920
partners can bring in. One of
our favorite examples of this is what happened

476
00:36:43.920 --> 00:36:46.960
with Y two K back in the
year two thousand. That was a case

477
00:36:47.039 --> 00:36:50.920
where have you talk to people about
it today, They say, well,

478
00:36:51.079 --> 00:36:53.679
you know, I'm not so sure
this is a real thing. Let me

479
00:36:53.719 --> 00:36:57.800
tell you this was a real thing, and if it had not been attacked

480
00:36:57.840 --> 00:37:01.760
successfully, we would have been sitting
there in the morning of January the first

481
00:37:01.800 --> 00:37:06.599
two thousand trying to figure out why
nothing was working. I even had an

482
00:37:06.679 --> 00:37:08.920
example myself where there was a horn
that went off in my car in the

483
00:37:08.960 --> 00:37:13.599
morning that we couldn't turn it off. And we just had one tiny example

484
00:37:14.000 --> 00:37:16.679
what might have happened if we had
not succeeded in attacking the problem. So

485
00:37:16.719 --> 00:37:21.639
how do we attack the problem?
The President had called in John Koskinen,

486
00:37:22.039 --> 00:37:27.639
who had a reputation as a major
problem solver in public and the private sector,

487
00:37:27.679 --> 00:37:30.079
and said, John, I want
you to try to take over this

488
00:37:30.159 --> 00:37:32.639
problem. And he looked around over
his left shoulder and his right should and

489
00:37:32.920 --> 00:37:36.559
tried to figure out I must have
run out of other people to ask,

490
00:37:36.599 --> 00:37:38.280
and said, well, mister President, I'll do this. And so the

491
00:37:38.280 --> 00:37:43.239
first thing he did was to set
himself up, and somebody said, okay,

492
00:37:43.280 --> 00:37:45.440
let's bring your staff, and how
big of a room we went in,

493
00:37:45.519 --> 00:37:47.840
and he said, I got three
people. I've got me a public

494
00:37:47.840 --> 00:37:52.559
affairs person and an assistant. And
he said, you got to be kidding,

495
00:37:52.599 --> 00:37:55.039
and I said now that it wasn't. And in fact, later he

496
00:37:55.079 --> 00:38:00.679
grew as a norm of his office
enormously to eighteen people. And so for

497
00:38:00.760 --> 00:38:05.480
the entire effort he had to fight
and win the battle against Y two K

498
00:38:05.920 --> 00:38:08.320
in the United States and across the
world. He did it with a total

499
00:38:08.559 --> 00:38:13.239
of eighteen people. But he did
it by understanding that his role was to

500
00:38:13.239 --> 00:38:16.559
try to leverage the private sector and
to create a sense of shared accountability for

501
00:38:16.639 --> 00:38:21.320
the outcomes that we all needed,
by getting everybody on the same page,

502
00:38:21.559 --> 00:38:23.760
having them all roll in the same
direction, and producing a kind of shared

503
00:38:23.800 --> 00:38:29.719
conclusion that the sort that the government
on its own never ever would have been

504
00:38:29.760 --> 00:38:35.199
able to accomplish, but which working
together, they did end it all with

505
00:38:35.320 --> 00:38:40.760
a total staff of eighteen people,
And I would say this is increasingly recognized

506
00:38:40.800 --> 00:38:46.320
by leaders in government. I was
on a panel discussion earlier today at New

507
00:38:46.320 --> 00:38:52.559
America, a think tank that I've
been involved in, hosted by Anne Marie

508
00:38:52.599 --> 00:38:57.239
Slaughter, who used to be a
senior official at the State Department when Hillary

509
00:38:57.280 --> 00:39:01.440
Clinton was there at Jim Thompson was
one of the panelists. Jim was a

510
00:39:01.800 --> 00:39:07.079
key person in the Office of Public
Private Partnerships the State Department, and now

511
00:39:07.159 --> 00:39:12.239
he's in charge of public private Partnerships
for the intelligence community. And you'd say,

512
00:39:12.280 --> 00:39:15.039
well, what role with the private
sector play in this? But so

513
00:39:15.079 --> 00:39:21.079
many different areas from the data piece
too, if you look at what's happening

514
00:39:21.239 --> 00:39:23.880
all over the world. Today,
you know, companies are playing a bigger

515
00:39:24.000 --> 00:39:31.360
role in all elements of foreign policy. During the obviously after the invasion of

516
00:39:31.440 --> 00:39:37.360
Ukraine, you saw the private sector
move out of Russia very very quickly,

517
00:39:37.440 --> 00:39:43.039
and that played a really important role
from a foreign policy perspective. No governments

518
00:39:43.039 --> 00:39:45.559
were asking them to do so,
they did so out of their commitment to

519
00:39:46.199 --> 00:39:51.519
purpose and ethics. And so you've
got a lot of offices of public private

520
00:39:51.559 --> 00:39:57.599
partnerships, from everything from the Department
of Homeland Security to the FBI to the

521
00:39:57.719 --> 00:40:02.159
USAID, the USA Agency for Internet
National Development, which has about one hundred

522
00:40:02.159 --> 00:40:07.920
people just working on these partnerships.
And one of the agencies that does this

523
00:40:07.119 --> 00:40:13.199
very well as NASA, the Space
Agency, which if it wasn't for NASA,

524
00:40:13.239 --> 00:40:17.320
we might not have the thriving commercial
space industry we have today. They've

525
00:40:17.320 --> 00:40:22.880
helped to nurture it through a series
of different tools, using tax credits,

526
00:40:22.000 --> 00:40:28.800
competitive grants, prizes and challenges,
public procurement contracts and so on. And

527
00:40:28.880 --> 00:40:32.719
they have lots of people whose only
job is to really focus on how can

528
00:40:32.760 --> 00:40:39.159
they be a catalytic force to drive
wider innovation and space exploration. Even if

529
00:40:39.159 --> 00:40:43.760
they're not doing it themselves. And
I think that's a key element, is

530
00:40:43.800 --> 00:40:49.440
to understand that government doesn't anymore have
to be doing all of this themselves.

531
00:40:49.599 --> 00:40:55.719
You now have a kind of a
thriving private sector and social enterprise community who

532
00:40:55.800 --> 00:41:00.199
is working on these issues too,
and if government can work with them leverage

533
00:41:00.320 --> 00:41:06.480
all of those resources by understanding what's
happening in the purpose landscape, they can

534
00:41:06.480 --> 00:41:13.000
create more public value. There's actually
a smart manager inside the Office Management and

535
00:41:13.079 --> 00:41:15.519
Budget too, who understands that if
you want to try to get things done

536
00:41:15.559 --> 00:41:20.159
across the government, you can either
try to give orders and wait for everybody

537
00:41:20.159 --> 00:41:23.199
to laugh because they know that they
can duck, they can wait you out,

538
00:41:23.280 --> 00:41:27.440
they can find ways of being able
to avoid it, or they can

539
00:41:27.559 --> 00:41:31.320
find both the sense of shared purpose
but also the kind of cultivation of these

540
00:41:31.320 --> 00:41:37.079
cross boundary leaders that we've talked about, and the federal government has had for

541
00:41:37.119 --> 00:41:40.199
some time. Cross agency priority goals
kind of a mouthful, but it's an

542
00:41:40.199 --> 00:41:45.280
effort to try to get agencies to
work together and precisely the way that we're

543
00:41:45.280 --> 00:41:47.239
talking about, but it's not easy
to do. So how to go about

544
00:41:47.239 --> 00:41:52.119
trying to do that, well,
there's one person who's created a team of

545
00:41:52.159 --> 00:41:55.880
thirteen people, and the team of
thirteen people in turn has developed a network

546
00:41:55.920 --> 00:42:00.320
of more than one hundred people throughout
federal agencies who turn then have created a

547
00:42:00.360 --> 00:42:05.559
broader network rippling out trying to focus
on these goals that all of them share.

548
00:42:05.880 --> 00:42:08.519
And so instead of saying we have
a new policy, and thou shalt

549
00:42:08.559 --> 00:42:13.639
follow it, or thou shalt be
submitten from heaven, it is instead,

550
00:42:14.199 --> 00:42:16.519
here's an idea that we think makes
sense. And the way to go about

551
00:42:16.519 --> 00:42:22.159
trying to do that is to understand
our shared commitment to this and using this

552
00:42:22.239 --> 00:42:27.119
to try to not to drive out
the policy, but to build partners and

553
00:42:27.159 --> 00:42:31.199
trying to achieve it. Oh,
gentlemen, there's just so much goodness in

554
00:42:31.199 --> 00:42:35.559
this book. There's so many amazing
examples, which is why I wanted to

555
00:42:35.599 --> 00:42:37.639
make sure that as we spoke about
the keys that you offer for bridge builders,

556
00:42:37.679 --> 00:42:40.239
that we also give examples like this, because they're so alluring and they

557
00:42:40.280 --> 00:42:45.079
really show just the promise of how
we can use this stuff. I think

558
00:42:45.079 --> 00:42:47.199
in that particular one too, if
I'm not mistakened on that, you're also

559
00:42:47.440 --> 00:42:51.760
in that example you just give,
you're also alluding to the key of building

560
00:42:51.800 --> 00:42:54.239
trustworthy networks is that right. That's
right. And one of the things that's

561
00:42:54.280 --> 00:43:00.440
important, crucially important about trust is
that we all know that nobody trusts government

562
00:43:00.480 --> 00:43:05.639
anymore. You didn't look at the
kind of surveys and do you trust government

563
00:43:05.679 --> 00:43:07.920
to do the right thing? And
the answer is overwhelmingly no. Do you

564
00:43:07.960 --> 00:43:13.800
trust Congress and it's down below twenty
percent, And it's kind of a pretty

565
00:43:13.840 --> 00:43:17.280
discouraging picture all in all. And
part of this is because politics is just

566
00:43:19.119 --> 00:43:22.599
nasty and sloppy and sometimes ugly because
of the battles we fight. But the

567
00:43:22.679 --> 00:43:28.559
reality is that there's something that's fundamentally
important we've discovered about building trust. It

568
00:43:28.639 --> 00:43:32.199
is sometimes very hard to build trust
at that level what we call the wholesale

569
00:43:32.280 --> 00:43:37.039
level, where at a grand scale
it's very hard to move the needle.

570
00:43:37.400 --> 00:43:39.760
But on the other hand, it
turns out that what people really appreciate,

571
00:43:39.840 --> 00:43:44.639
what they want to kind of trust
that they have is in the way in

572
00:43:44.719 --> 00:43:47.960
which as they have a problem,
their problem gets solved. And at the

573
00:43:49.039 --> 00:43:52.920
retail level is where the opportunities for
building trust lie most. Fundamentally, it

574
00:43:52.960 --> 00:43:57.480
may be very hard to try to
build wholesale trust, but at the retail

575
00:43:57.559 --> 00:44:02.440
level. The success of government managers
and agencies and reaching out, connecting with

576
00:44:02.559 --> 00:44:07.239
people to solve their problems, and
doing it in a way that works effectively

577
00:44:07.679 --> 00:44:13.639
is something that is at the core
the lesson for building retail trust, and

578
00:44:13.639 --> 00:44:15.800
we've seen it in case after case, not only the kinds of examples that

579
00:44:15.840 --> 00:44:20.760
we've talked about so far. You
want to build a trustworthy relationship with the

580
00:44:20.760 --> 00:44:22.880
government, and you pluck somebody off
our roof has been stuck there for days,

581
00:44:22.920 --> 00:44:28.079
and Hurricane Katrina in New Orleans.
But at the same time, it

582
00:44:28.119 --> 00:44:35.159
turns out that we've in the past
until the travel surge, really is swamp

583
00:44:35.199 --> 00:44:38.159
passport office. But the passport office
has turned out to be far more effective

584
00:44:38.159 --> 00:44:44.559
than people. They've discovered they can
actually engage in getting a new passport by

585
00:44:44.840 --> 00:44:47.639
putting in their application getting it back
in the mail, and the Passport Office

586
00:44:47.719 --> 00:44:52.320
now is working on trying to ramp
that up again with the infusion of extra

587
00:44:52.360 --> 00:44:58.079
resources. But trust really depends on
the way in which those transactions happen case

588
00:44:58.199 --> 00:45:01.760
by case, person by per some
program by program, and it's by focusing

589
00:45:01.760 --> 00:45:07.000
on the retail level of rebuilding trust
that we think the greatest potential really lives.

590
00:45:07.320 --> 00:45:13.679
And one of my favorite examples of
this, and it's certainly is retail

591
00:45:13.760 --> 00:45:21.000
level, is the twenty twenty Census
April versus the traditional Census day when the

592
00:45:21.039 --> 00:45:24.760
Census GROP kicks off, this once
in a decade effort to conduct the nation's

593
00:45:24.800 --> 00:45:30.960
census. Ever since eight seventeen ninety, we've conducted the census and there's never

594
00:45:31.000 --> 00:45:35.840
been a significant delay, even despite
a civil war, major depressions, two

595
00:45:35.880 --> 00:45:40.119
World wars. But April twentieth,
April twenty twenty, what was happening,

596
00:45:40.400 --> 00:45:45.639
Well, the pandemic and effectively closed
down much of the country. Census day

597
00:45:45.679 --> 00:45:50.639
couldn't come at a worse time,
and they needed to collect all the data

598
00:45:50.679 --> 00:45:55.400
collection by July thirty first to get
their portion accounts. But they couldn't send

599
00:45:55.400 --> 00:46:01.840
people door to door before safety reason. And so they've tried to anticipate a

600
00:46:01.880 --> 00:46:07.239
lot of things around the twenty twenty
Census, but they didn't anticipate a global

601
00:46:07.280 --> 00:46:13.719
pandemic. Now that wasn't the only
challenge. They also the census was being

602
00:46:13.719 --> 00:46:19.719
conducted a miss a near collapse in
public trust in government. The Trump administrations

603
00:46:19.760 --> 00:46:23.679
attempt to add a citizenship question to
the census politicize the debate. There's online

604
00:46:23.760 --> 00:46:30.119
rumors that the Bureau would share data
with immigration enforcement. Rumors continue to plague

605
00:46:30.119 --> 00:46:36.280
the census. So what did they
do? They had these twin monumental challenges.

606
00:46:36.840 --> 00:46:39.880
So first they launched a Trust and
Safety Team and it assembled the whole

607
00:46:39.920 --> 00:46:45.639
network of partners and experts to mitigate
the threats, to combat the misinformation and

608
00:46:45.719 --> 00:46:52.360
even working with the major social media
companies and one of the guys in charge

609
00:46:52.400 --> 00:46:55.440
of this, Zach Schwartz. He
understood that partners were going to be key

610
00:46:55.480 --> 00:47:01.559
here, so they tapped a massive
ecosystem of state, local, tribal governments

611
00:47:01.599 --> 00:47:07.440
as well as more than four hundred
thousand national and grassroots partners and even Schwartz's

612
00:47:07.440 --> 00:47:13.920
local barbershop had a Census sign up
and then recruited dozens of specialists to facilitate

613
00:47:14.559 --> 00:47:19.159
the partnerships. And one of the
biggest challenges facing the census was reaching minority

614
00:47:19.159 --> 00:47:23.960
communities, especially where distrusting government was
high. COVID it compounded the problem and

615
00:47:24.039 --> 00:47:29.719
so were many people were very concerned
that these historically hard account population will be

616
00:47:29.800 --> 00:47:34.880
undercounted. But one of the most
important partners they were cruded as black churches,

617
00:47:35.719 --> 00:47:39.960
Black church networks created it and Everyone
Counts website to encourage participation. They

618
00:47:40.039 --> 00:47:45.960
organized block parties, recruited DJs to
promote completion in the census, and the

619
00:47:45.000 --> 00:47:49.920
result was, in the middle of
a global pandemic, ninety nine point nine

620
00:47:50.000 --> 00:47:53.159
eight percent of all housing units and
addresses were accounted for. It was a

621
00:47:53.239 --> 00:48:00.159
remarkable achievement that could not have been
possible without all of these partnerships with all

622
00:48:00.159 --> 00:48:02.920
of those partners. So they found
partners who are trusted at the local level,

623
00:48:04.239 --> 00:48:07.360
they partnered with them to get the
message out to complete the census,

624
00:48:07.440 --> 00:48:13.559
and it was a really great and
historic example of this notion of retail trust

625
00:48:13.599 --> 00:48:17.360
that Don's talking about, and how
to engage with trusted partners to accomplish an

626
00:48:17.400 --> 00:48:22.159
incredibly important public goal. Guys,
this is amazing. We are out of

627
00:48:22.199 --> 00:48:24.840
time. That was a fantastic way
to finish. I would love for you

628
00:48:24.880 --> 00:48:28.159
to be able just to say,
if you can say, in like twenty

629
00:48:28.159 --> 00:48:32.280
seconds, what is the promise of
your book? The promise of the book,

630
00:48:32.320 --> 00:48:37.119
I think is not only in trying
to excite people about the possibility of

631
00:48:37.159 --> 00:48:44.239
success and understand the possibility of success
lies in building bridges, but also that

632
00:48:44.480 --> 00:48:47.360
you can rely on others who have
already proven that the job can be done,

633
00:48:47.760 --> 00:48:52.000
and so it is at its score, I think as optimistical books as

634
00:48:52.079 --> 00:48:55.280
I've ever written, and that's one
of the reasons why I'm so very excited

635
00:48:55.320 --> 00:49:00.199
about it. And you also talk
about really how it really allows us to

636
00:49:00.440 --> 00:49:05.079
really save democracy, which sounds pretty
good to me as well. So great

637
00:49:05.079 --> 00:49:07.639
way to finish the show, Gentleman
William eger Is, doctor Don Kettle,

638
00:49:07.719 --> 00:49:10.639
Thank you so much for gracing working
on Purpose. It was amazing to read

639
00:49:10.679 --> 00:49:14.320
your book. Now we'll share with
listeners and viewers. We want to spread

640
00:49:14.360 --> 00:49:16.039
the word. Thanks for being on
the show. Thanks so much. A

641
00:49:16.119 --> 00:49:22.039
lease listeners viewers go to learn more
about William Eager's Donald Kettle, their book

642
00:49:22.119 --> 00:49:25.800
Bridge Builders, or the work they
do with public entities, start by visiting

643
00:49:25.840 --> 00:49:30.960
bridge Builders book dot com. Last
week, give you miss the live show,

644
00:49:30.960 --> 00:49:32.599
you can always catch it via recorded
podcast. We were on the air

645
00:49:32.639 --> 00:49:37.079
with Curtis Bateman, who oversees the
success of Franklin Covey's entire international division,

646
00:49:37.239 --> 00:49:42.559
and there's a co author of Change
How to Turn Uncertainty into Opportunity. This

647
00:49:42.599 --> 00:49:45.719
episode will give you an elevated insight
into how to manage change effectively, give

648
00:49:45.760 --> 00:49:50.159
an incredibly coach and interview on the
matter. Next week, we'll be on

649
00:49:50.159 --> 00:49:53.159
the air with Tiffany Bova, the
author of the Experience mindset, changing the

650
00:49:53.159 --> 00:49:57.039
way you think about growth. See
you there, and remember that work as

651
00:49:57.079 --> 00:49:59.639
an integral and important part of our
lives, and it can be one of

652
00:49:59.639 --> 00:50:04.119
the best adventures and means of realizing
our potential and making an impact we crave.

653
00:50:04.400 --> 00:50:10.039
So let's work on Purpose. We
hope you've enjoyed this week's program.

654
00:50:10.079 --> 00:50:15.239
Be sure to tune into Working on
Purpose featuring your host, doctor Elise Cortez,

655
00:50:15.440 --> 00:50:19.679
each week on W four CY.
Together we'll create a world where business

656
00:50:19.679 --> 00:50:24.199
operates conscientiously, leadership inspires and passion
performance, and employees are fulfilled in work

657
00:50:24.239 --> 00:50:29.280
that provides the meaning and purpose they
crave. See you there, Let's work

658
00:50:29.400 --> 00:50:30.079
on Purpose.