CEO View: Practicing Servant Leadership and Extreme Communication

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What's working on purpose anyway? Each
week we ponder the answer to this question.

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People ache for meaning and purpose at
work, to contribute their talents passionately

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and know their lives really matter.
They crave being part of an organization that

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inspires them and helps them grow into
realizing their highest potential. Business can be

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such a force for good in the
world, elevating humanity. In our program,

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we provide guidance and inspiration to help
usher in this world we all want

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working on purpose. Now Here is
your host, doctor Elise Cortes hi Er.

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Welcome back to the Working in Purpose
Program. Thanks for tuning again this

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week. I'm your host, Doctor
Release Cortes jo your live from Dallas,

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Texas, which is home base for
me. By wave introduction. If we

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don't know each other, I'm a
managed for consultant specializing in meeting and purpose,

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organizational logo therapist, inspirational speaker,
social scientist, and author. You

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can learn more about me at two
websites at leastcoretest dot com, orgustodashnow dot

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com. A quick shout out to
our sponsor before we go on. I

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know them well. This is right
up our alley. It's work, proud

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work, crowd helps companies build cultures
where employee employees are proud of their work

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and proud of their company. By
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will help you design and implement a
recognition platform that aligns with your company's values,

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goals, and objectives. What I
know for my work is everyone wants

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to know they matter, and this
is a way for you to help to

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make sure that they know that.
With us today is Dan Berger. He

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is the president and CEO of NAFQ, also known as National Association of Federally

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Insured Credit Unions, and also an
author, economist and one of Washington's top

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lobbyists. He's credited with bringing national
attention to key policy issues while ensuring nafq's

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members meet policymakers at the highest levels
of government. We'll be talking about his

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perspective on leadership, namely servant in
nature, how he advocates hiring and managing

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a team, and the importance of
nurturing culture in these COVID times of working

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remotely Interested today from Washington, D
C. Dan, Welcome to Working on

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Purpose. Thank you, doctor Cortez. My pleasure. It's so great to

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have you. I really appreciate being
able to speak with thought leaders about how

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they're actually living what it is we're
trying to create in this program, Dan,

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this whole thing is really designed to
help companies to create cultures of meaning

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that are anchored in that place where
people actually want to come to work and

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thrive and where inspirational leaders make it
happen. So your perspective and living it

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is really important to share. Thank
you, my pleasure, Thanks for having

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me. You're welcome. So you've
got quite an interesting, distinguished compilation of

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things about you that I find compelling. Of course, I love that you're

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an author, economist, and of
course a lobbyist, and you square yourself

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very strongly as a servant leader,
and I really find that attractive of compelling

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and of course aligned with that.
So you share a little bit about your

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background and why is servant leadership so
important to who you are? How do

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you work? Make a long story
short. I grew up in Gainesville,

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Florida. I've been a lobbyist since
I graduated from undergrad at Florida State University.

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Worked mostly in financial services, lobbying
and state legislatures as well as Washington

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d C. Took a couple of
years off, earned my master's degree from

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Harvard University, and then came back
to DC to be cheapest staff or a

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congresswoman from Florida and just kept lobbying. When I left Capitol Hill and was

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offered and appointed the CEO position to
NASCU, and everything is for me.

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It is servant leadership. It's all
about taking care of our staff, and

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then we take care of our staff, and in turn, they take care

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of our members or our customers.
And you walk into the lobby at nasque's

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a big sign on the wall and
it says, our staff is our most

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valuable asset. And it's one thing
to have signs and motivational posters and stuff

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like that, but you have to
have authentic servant leadership. You have to

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back it up with action. And
that's you know, that's the culture.

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That's the benefits we manage by walking
around or we used to prehiend it,

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but it's that's that's that's the crux
of it. Take focus on the culture

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of your organization or your company,
and then everything else seems to fall in

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place. It takes time, there's
a lot of frustration with it, but

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it works. Culture is king in
what you're trying to do and growing a

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company, no question about it.
Completely aligned with that. In fact,

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that's why we're going to dedicate the
last segment talking more about that. So

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hold that thought for now. Two
things really quick, though, Dan,

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that I want to call out.
One is one am out speaking about the

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importance of cultivating passion, inspiration,
and purpose, and that's what my book

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is about, which is purpose Ignited. I talk about the importance of really

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honoring that we have this one precious
life, and you are certainly doing something

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with your one precious life, and
I'm so glad to know you well,

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I appreciate it. I do try
to put put a lot into each day.

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I am kind of a workaholic,
but that's one of the things that

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I work real hard on, especially
as a father of a sixteen year old

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daughter who's not only academically right,
but an extraordinary athlete, and so I

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have to force myself to make time
for my wife and daughter and my family.

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But that balance is really really crucial, and that only good lead I

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think, really genuinely good leaders not
speaking to me, but the ones that

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are my mentors. They all have
a very balanced life and trying to immolate

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that I really appreciate that, and
some of the things I want to talk

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with you further better. Are going
to talk more and speak more to that.

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But before we get into that,
I just have to grab quickly and

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just briefly if we can. Why
did you become a lobbyist? I don't

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think I've known anybody or anybody on
the show who has performed as such.

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If you opened up my high school
yearbook, I knew my senior in high

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school, I want to be a
lobbyist. I was a political junkie.

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I worked on political campaign in junior
high I ran campaigns in high school and

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college. And being a lobbyist is
one of those things that it's a who

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you know business and then the more
people you know, more campaigns you work

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on in the individuals he or she
gets elected, the more people you know,

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and your political power kind of grows
a little bit. But for me,

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it's like three dimensional chess. It's
that perfect, perfect convergence of policy,

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politics and business, and so it's
a three dimensional chess match that you're

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you're working on and it's a blast. I have the best job in the

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world, and being a lobbyist,
if you're part of the political process.

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I can point out to statues in
various states that have my fingerprints on it,

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or at the federal level as well, the federal statutes all trying to

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make in this case, the regulatory
legislative environment better for credit unions, so

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then in term they can serve one
hundred and twenty three million American consumers with

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arguably the best banking services outfit,
the not predatory lenders, the not payday

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they're not the big banks, the
credit unis and they take care of their

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members. And to be focused on
something like that and be part of the

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political process while doing it, it's
terrific. Yeah. I love the passion,

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I love the impact. It's fantastic. Well, as you know,

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as I'm prone to do. We
spoke about this in the introductory call.

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I do read the books of my
guests cover to cover, and I did

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that with yours as well. And
I want to talk about a couple of

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things that stood out throughout the course
of this conversation. The first thing I

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want to talk about that I absolutely
love. With regard to leadership, you

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say, and I quote, truly
effective leaders are distinguished by a high degree

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of emotional intelligence, which include self
awareness, self regulation, motivation, empathy,

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and social skill. Yes, yes, yes, I really see that

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as the hallmark of distinguishing factors.
But you put that in your book particularly,

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So why was that so important to
include and why do you stand by

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that? I think one of the
most valuable aspects of any leader. I

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don't care if you're a manner of
a subway franchise, a CEO of a

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major corporation. Your EQ is so
incredibly important. It doesn't it can't be

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fraudulent. You have to authentically care
about your team and your colleagues. I

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mean, you have to genuinely show
it. And that's with you know,

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benefits and celebrating little victories and large
victories, and you've got to walk the

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walk and pre pandemic remanaged by walking
around. I'm talking about the high fives

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and the fist pumps and that kind
of stuff. It matters and you got

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to do that. But that's why
you've got to have a high EQ.

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And we all know people who don't. And it's not that they can't be

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successful, they make it more difficult
for their people around them to be successful

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if they have a lower EQ.
I have found I would agree two things

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really quick for our listeners. So
one is I personally as a management of

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Sheltanan called in many times organizations really
on the guise of let's do this leadership

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program, when in fact we really
want to deal with the child in the

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room, which is the leader.
I mean, I can't tell them of

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times I'm grateful that I've got to
be able to help them, But then

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it comes a matter of really saying
what's really so here. And then the

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second thing is those particularly low EQ
leaders, as Tim Spiker would say he

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was on the show earlier earlier,
they actually leave a terrible mark on people's

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lives. They then those people who
are on the other end of that low

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I EQ person come home and complain
with the perificant other and they take it

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out on their children and everybody else. There's a lot of losers when we

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do not cultivate EQ as a leader. No, absolutely, And we all

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know who these people are, and
we focus at an atthew on hiring for

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attitude and aptitude. And it's extremely
important because if you have somebody like that

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in an organization, whether it's a
low performer or someone who's just not a

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good team player, it bring it's
a cancer within not only that division or

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department with the entire organization, because
everybody knows who that person is. And

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that's the show everybody there, your
high performers, the level of stuff,

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and pardon my French crap, you're
willing to tolerate within your company, your

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organization, and you can't have that
if you have a C worker in there

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and you got all these A workers
here and you tolerate that C worker,

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that C minus worker and you've given
them training, everything else, and they

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don't change, You've got to make
that difficult decision to move because they're affecting

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those A workers and dragging those A
workers down. It's so so important,

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it really is. And part of
that is what I've found dan is coaching

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those leaders to help them make those
tough calls, to coach those leaders or

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to remove them from the organization.
A's as simple as it is. And

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that gets, by the way to
the next thing I want to talk about,

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which I love that you say in
your book, is I appreciate your

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remark that you say that some CEOs
call themselves not chief executive officers, but

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chief energy officers. Love that.
Yeah, you have to be the not

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only the person who holds people accountable. But you have to be the chief

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cheerleader, the chief energy when things
are tough. That's really when you have

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to step up and have the enthusiasm
and the leadership to go, hey,

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we're going to get through this.
Is it tough? Yeah, we did

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this. Last year twenty twenty was
a very difficult year for our members and

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for Nesview. We came out with
flying colors, but because we worked really

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hard focusing our content and our products
and our services on helping our members get

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through that pandemic and to have that
passion. You want passionate employees to do

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it, but it starts at the
top, and it starts with the members

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of the management team. They also
have to have buy in. Everybody has

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to be rowing in the same direction
and have the same energy. It doesn't

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mean raw raw. I know I
have a tendency to be overbearing and high

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energy like all the time, but
if it has to be rolling the right

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way with that positive attitude that we're
going to hit these challenges head on and

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these headwinds head on and we're going
to be successful. We're gonna have to

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work hard, but we'll get through
it. Actually, and I certainly understand

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this, empathize and I work with
a lot of leaders to help them develop

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this. But I heard from a
lot of people Dan last year that they

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their leaders were missing in action.
You know, they were towering under the

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desks as most of us would want
to do. Right. You don't know

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where did this thing come from?
Well, how do I handle this?

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And so, you know, being
a leader who can be out in front

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and saying, hey, maybe we
don't have all the answers, but we

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will get through this. We got
this well working out three things you have

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to do. You nailed it,
though. There's three things a leader has

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to do, especially in a crisis
is communicate, communicate and communicate I mean

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sariously. And you have to do
it over and over again. You think

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they're listening, but they may not
be hearing. And then something when you

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say something and maybe the first time
they've heard it, or you say it

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the second time, and what is
it? The advertising executives say, you

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get to repeat things eight or nine
times to really gel. It's the same

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thing when you're talking to your colleagues
or your staff. You have to continue

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to have that communication. You have
to continue to be seen. You have

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I have to continue to have celebrations
of small victories and stuff. You've got

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to keep them motivated and enthusiastic,
and it's tough to do sometimes. But

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as a leader, you asked for
the chair. You want to be the

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leader of an organization or a division
or a department, it's your responsibility to

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step up your game, especially in
times of prices. Yeah, and I

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have another question for you here.
But you know, I had the privilege

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of working with several high level leaders
during this time because they didn't know what

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to do. They needed a hand
up. And as we all do,

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some kind of another perspective on this. And who's been through this before?

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I know I haven't, And so
I know one of the things that you

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talk about, which I'll get to
in just a second, is that you

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do also use mentors. But I
do want to talk a bit more about

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communication because it is so profoundly important
and I really thought this was great for

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our listeners and viewers to talk about
this next Dan. But what you say

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in your book is you say the
best leaders are are the best communicators,

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but not necessary are the most polished
communicators. And you say you don't have

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to be a golden throated orator to
make your point. That's got to be

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so reassuring for people. You just
have to connect on a human level in

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an authentic and convincing wayte completely agree. And what I love about what you've

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done there, Dan, is you've
opened it so people don't feel like,

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oh my god, I have to
be you know, Dan, rather or

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somebody that has the amazing presence and
the ability to execute verbally. Some of

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the best leaders across the country and
across the globe, or introverts not necessarily

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the raw, raw, high energy
folks necessary, But you have to be

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a good communicator, whether you're an
extrovert or an introvert. You have to

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show people what the mission of the
organization is, what the vision is,

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and do it all through the filter
of the values of that company. And

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then you just keep talking about it
and communicating, talk about where the strategy

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is behind the things that you're trying
to execute or implement. But you have

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to be able to communicate no matter
what your personality is. You know,

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an ETSJ or whatever, and that's
what I am. But if you're an

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I INTJ, you still should be
able to communicate and explain what your vision

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is the strategy behind that vision and
be able to execute. But you have

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to be able to communicate both verbally
and in written form or you won't be

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successful. It's so communication is a
key, and quite frankly, it's something

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I have to work on all the
time. And when I think it was

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a young CEO, I had an
executive coach and I worked on it all

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the time because my communication style wasn't
being received how I like it to be

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received. And so you have to
really think about your audience. I think

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it's an ongoing thing. Communication takes
a tremendous amount of effort and skill,

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and it's developed over our lifetime.
So to that end, one of the

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other things that you said in our
first call, which I really appreciated,

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is that you said that you're involved
with the mentor group and that this has

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been critical over the course of your
career. So my question to you,

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because I believe everybody needs a coach
or a mentor group. I don't care

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what you're up to, you can't
do it by yourself. You can't get

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there by yourself too. You're limited
in a mindset and all kinds of things.

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So the first question I have about
that is how did you find this

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group? And the secondly, I'd
like it you just share a bit about

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how has this group served you.
I reached out to six CEOs that are

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in the Washington, DC area,
all very successful, all have been doing

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it. I did this right when
I became CEO. Was appointed as CEO.

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Reached out to six CEOs or other
trade associations, not in the financial

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services industry, but very large successful
operators. And they had been at for

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five, ten, fifteen, twenty
years, and I said, hey,

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would be my mentor. I'm new
and I have an idea. I'm an

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economist by education. I can read
balance sheets. I know the organization because

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before I was appointed CEO, I
worked as the head lobbyist for seven years

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and so I have a pretty good
feel of the staff and everything else.

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But I need to I need to
be aware of my blinds. Did what

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happened to you help me look out
from the blind spots? And they were

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extremely helpful and I use them to
this day and we talk on a regular

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basis. And actually, what was
really interesting during the pandemic the script flipped.

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They were calling me because we were
kind of public or about some of

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the success we're having growing membership and
stuff in the middle of a pandemic,

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and they're like, what in the
heck are you doing? And so it

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was interesting to kind of switch,
but I still rely on them on a

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monthly, quarterly basis quite regularly.
I really applaud that Dan and Learning is

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forever. And with that, let's
take our first break. I'm your host,

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doctor Releas Cortes, who with Dan
Berger, who is the president and

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the CEO of NAVQ, also known
as National Association of Federally Insured Credit Unions.

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We've been talking a bit about his
perspective on leadership and the importance of

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communication and being a servant leader.
After the break, we're going to talk

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about his perspective on hiring and managing
people. Stay with us, we'll be

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right back. Doctor release Cortes as
a management consultant specializing in meaning and purpose

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and inspirational speaker and author. She
helps companies visioneer for greater purpose among stakeholders

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and develop purpose inspired leadership and meaning
infused cultures that elevate fulfillment, performance,

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and commitment within the workforce. To
learn more or to invite Elise to speak

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to your organization, please visit her
at Eleasecortes dot com. Let's talk about

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how to get your employees working on
purpose. This is working on Purpose with

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doctor Elise Cortes. To reach our
program today or open a conversation with Alise,

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send an email to Aleise Alise at
Elisecortes dot com. Now back to

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

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on Purpose. I alluded to this
earlier, but I do want to share

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with you something happened in the pandemic, and that is I had a baby.

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It's actually not a human baby.
It's a book. It's called Purpose

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Ignited, I inspiry leaders, I
least passion, and it'll by cause.

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And I really wrote it to turn
readers on to themselves, their own passion

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and their inspiration the purpose. And
the coolest thing is hearing from people who

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say, oh my gosh, I
am I am turned on and how it

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changes their life. So that's why
I wrote it, and I hope you'll

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get something from it as well.
You can find it on Amazon and my

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website if you're just joining the program. My guest is Dan Berger, who

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was president and CEO of NAFQW,
also known as National Association federally inserted credit

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unions. He joined it today from
Washington, d C. I'm your host,

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Doctor Lee's Cortes. So Dan for
this segment, there were several things

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in your book that I really found
myself. You know, this is where

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back in the day, when we
still were on airplanes, I used to

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embarrass myself because I would read my
guest books and I would get really excited

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about what they say and I'd be
nodding furiously and underlining. People on planes

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will look at me like, oh
my gosh, she's crazy. See,

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well, now I do it by
myself. So you still embarrassed me in

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my own in my own in my
own home as I read your book,

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because I was so emphatic about your
points. And one of the things that

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you talk about is passion, of
course, and that's one of my things.

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And I loved how you've said that. The late Steve Jobs said that

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when he hired people, he did
that for their passion. He looked for

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people who he said, quote,
I love this, wanted to put a

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dent in the universe. Yes to
that, completely aligned with that. So

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why is passion important for you?
You want people that are willing and I

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hate the term, but I'll use
it to think out the side of the

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box. I want people that have
the energy and the passion to break something,

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break the process, break the system, look at new ways to do

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things. When I became CEO,
I of course had the same staff and

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we had some folks on We've all
and they asked me this, and I

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said, why are we doing this? Oh, We've always done it that

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way And that phrase drove me crazy. They were allowed to say at once.

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Right, you think outside the box, but you want that passion,

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you want that enthusiasm for the position. But for us, it's a greater

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grid. Our mission is to strengthen
Credit Union so they can grow and thrive

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and in turn help American consumers.
And so that's our mission and that's what

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we exist for as a trade or
association in Washington, DC. You can't

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be in an effective advocate in Washington
without the passion and truly believing it.

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Yes, there's a billion hired guns. You read about it in the newspapers

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all the time, hired gun lobbyists
and that stuff like that. If you

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pay someone enough money and they can
go out and do pretty much just about

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anything. But if you want genuine, authentic help and someone to have your

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back and be in your corner at
all times. You're looking for that attitude,

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aptitude, enthusiasm, and your word
passion, and you have to have

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it the organization. They get burned
out and it stalls out because there's something

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a little more to the core of
the soul of the individual when they have

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that passion for that mission, and
it matters, and it's hard to find.

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It's very difficult, and so that's
the reason we hire slow and we

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fire fast, and it's really important
to get the right people on the bus.

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It is, Dan, and what
you're saying so as an organizational logo

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therapist logo therapist, that is really
existential psychology, and it's the whole notion

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that meaning is the ultimate motivator.
And when we actually can exercise our creative

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values, which I call passion,
that's energizing. So what I'm up to,

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Dan, is helping organizations to create
cultures that are anchored in meaning so

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that more employees can experience that passion, so they are energized, they bring

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their best. So I suspect that's
exactly what you're doing and that's why it's

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working. So kudos for that.
I love that. Besides all that,

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it's just a lot more fun to
live like with passion, let's face it,

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right than dragging yourself through. Yeah, and one of our mantras inside

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Maskeews we provide extreme member service and
that's kind of our motivator that if you

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get lost in our phone tree,
the young man in the mail room can

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help you as much as I can, or someone from the members service.

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Throughout the organization, it's flattened out
in terms of providing member service and being

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responsive to our members. And when
you have that brand and you have that

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value proposition, it spreads and it's
word of mouth. Hey, I gave

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Dan a call or send him an
email, he called me right back.

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If you have that responsiveness and it's
part of your entire culture throughout the entire

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organization, it really really helps you
grow and quite frankly, helps you weather

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those headwinds and challenges that every company
and every organization and every person quite frankly

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eventually runs into. Totally in align
with that, I love that. That's

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so refreshing. I can't even tell
you. And then another thing that you

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say in your book that I also
align with and find refreshing is this thing

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called attitude. And you have to
understand, Dan, and I started my

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management consulting career more than twenty years
ago in recruit, so you know,

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I know very well how hiring managers
want to hire the IVY league and they

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and then of course what happens is
the applicant tracking system then does this really

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thorough job of spitting out a lot
of applicants that would otherwise be great.

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But one of the things I love, and I want to say this for

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our listeners and viewers of what you
write in your book. You talk about

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Mark Murphy, who's the author of
Hiring for Attitude, and how he tracked

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twenty thousand new hires and discovered that
whenever new hires failed, eighty nine percent

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of the time it was attitude of
the reasons and only eleven percent of the

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time it was for lack of skill. Extremely telling. So I really want

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to and you talk about urging employers
to focus on whether a candidate is motivated

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to learn new skills, think,
innovatively, cope with failure, assimilate feedback,

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and collaborate with teammates. Completely aligned
with that, Dan, that's so

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I think that's spot on, but
say more about where that came from and

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how it lives for you. Well, we all there are some people and

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we provide training for our staff at
NASKU, And we all know this going

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to sound terrible, doctor, but
I want to say it. There's some

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people out there that's just part of
their DNA. We all have bad days,

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we're grumpy, but there's some people
out there. You could give them

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the big house on the beach and
a billion dollars and they're still going to

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be grumpy. With the training,
you try to smooth out the rough edges,

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but they don't have that positive passion
or attitude that you want to be

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part of your company, your organization. And you have to discover that within

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the hiring process before you even bring
them on. Because you're talking about a

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cancer and an energy zapper within a
company or a division or an organization.

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So that attitude is so incredibly important. But you want someone with the aptitude

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too, you want the gray matter
between the ears. But if they don't

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have the exact skill set you want. I can train you, I can

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get you the training, I can
get you the education. But if you

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have a poor attitude, you just
you just bring down the entire company,

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the organization. It shows you're willing
to tolerate a bad ada to and it's

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it's it's payful to watch. And
we try not to have those within our

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organization. Every organization does, and
we try to lead them out pretty quickly.

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I'm right with you, Dan,
I think that's fantastic. Another thing

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that we align on that I think
is critically important to talk about today,

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and that's trust. And you also
talk about that quite quite deeply in your

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book, and in fact, you
showcase Jet Blue Airways chairman Joel Peterson,

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who you say says, empowered workers
can sense they are trusted. For most

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people, the feeling of being trusted
leads to an increased desire to be trustworthy

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and this virtuous cycle can take your
team to great and interdependent heights. Completely

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agree, So when we give trust, we get it back in folds.

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Yeah. The trust is one of
those things that it's so hard to develop

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and and it's and it's it has
to be authentic, it has to be

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genuine. But it's empowering your team
to make decisions. Like the manager,

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the members of my management team,
my colleagues, they have hiring authority,

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they have autonomy to do the hiring
and firing at will. I don't have

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to approve it or disapprove it.
They have the ability to bring on.

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They're held accountable. If you bring
on someone with a bad attitude, that's

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your fault and you're going to be
held accountable for it. And so we

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have a no jerk policy at NASCU
and so and if you hire a jerk,

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then you just became the biggest jerk
because you brought another jerk within the

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organization. And so we really focus
on that hiring for attitude and aptitude.

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We talk about it all the time, talk about the management team meetings.

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A colleague in HR, she's all
over that. And so what we do

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from a screening process we do situational
where and it's almost case studies to kind

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of drill down to see how they
act in different scenarios as well to ask

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them, you know, what brook
dailers have you had in past jobs or

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different scenarios and situations, and you
can kind of get granular and you can

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find out if their attitude is genuine, Like there's a lot of good actors

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and actresses out there that can kind
of get through that first layer of questioning.

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It's always that third, fourth,
fifth question when you're drilling down that

407
00:28:08.759 --> 00:28:15.119
you can really kind of pinpoint where
that attitude really really is. So I'm

408
00:28:15.119 --> 00:28:17.880
going to get geeky on you,
Dan because I can't help. But that's

409
00:28:17.920 --> 00:28:22.279
who I am. I am a
social scientist. And so why does trust

410
00:28:22.400 --> 00:28:27.680
work listeners and viewers is because when
someone trusts us, it creates a psychological

411
00:28:30.039 --> 00:28:33.759
enticement in our brains and that we
it feels good to be trusted. So

412
00:28:33.799 --> 00:28:36.640
we want to make sure and keep
our behavior in align with that so that

413
00:28:36.680 --> 00:28:40.519
we continue to get that trust,
we continue to get that feeding so quickly.

414
00:28:40.559 --> 00:28:42.839
What that looks like personally in my
own life, when I was a

415
00:28:42.920 --> 00:28:47.920
kid growing up, my parents trusted
me immensely and I would have cut off

416
00:28:47.960 --> 00:28:49.720
both of my arms to lose that
trust. And so when I did do

417
00:28:49.799 --> 00:28:52.839
something where I lost it, like
I went to an R rated movie when

418
00:28:52.839 --> 00:28:55.880
they told me not to, and
then of course in the small town that

419
00:28:55.920 --> 00:29:00.160
I was in they found out,
I grounded myself for two weeks. So

420
00:29:00.160 --> 00:29:03.880
that's what accountability looks like, right. So inside that in the workplace,

421
00:29:03.960 --> 00:29:08.319
when we trust our employees that they're
not having to clock in and show that

422
00:29:08.319 --> 00:29:11.599
they're there physically. A lot of
times they'll work longer and harder. So

423
00:29:11.640 --> 00:29:15.240
that's just a simple example that it
looks like you were about to say something

424
00:29:15.279 --> 00:29:19.200
down to that. No. I
had a similar experience when I became CEO.

425
00:29:21.519 --> 00:29:23.839
One of the marketing people came in
to my office and put down an

426
00:29:23.839 --> 00:29:27.200
annual report. Just like every company
we do an annual report. And if

427
00:29:27.200 --> 00:29:32.039
he puts it down, an example
of it and all these photos and stuff

428
00:29:32.079 --> 00:29:34.559
and color palettes and everything else,
and I'm like, what are you doing?

429
00:29:34.680 --> 00:29:40.039
She goes, oh, well,
my predecessor would pick the photos,

430
00:29:40.079 --> 00:29:44.240
pick the colors, and help lay
it out. And that's what I pay

431
00:29:44.240 --> 00:29:48.799
you for. And she froze,
I mean, there's always someone else doing

432
00:29:48.839 --> 00:29:52.680
it. And I'm like, listen, as long as you spell our board

433
00:29:52.720 --> 00:29:56.519
members correctly and you put the financials
in it accurately, we're done. There's

434
00:29:56.559 --> 00:29:59.640
nothing that you can do to bring
down our company at the annual report.

435
00:29:59.680 --> 00:30:02.759
Those only two things I'm required.
I don't care if you make it think

436
00:30:03.240 --> 00:30:06.319
or I just picked the callers.
Go, I trust you have it.

437
00:30:06.680 --> 00:30:10.839
And it froze her for a little
bit, and then she again came out

438
00:30:10.880 --> 00:30:14.000
with a great product would have been
something ibraty it is. I'm probably not.

439
00:30:14.359 --> 00:30:18.079
We're all right differently, we all
like different types of art and stuff.

440
00:30:18.279 --> 00:30:22.880
But she did a wonderful job and
we moved on. But trust you

441
00:30:22.880 --> 00:30:25.640
have to develop it. Then you
have to reinforce it, and you do

442
00:30:26.119 --> 00:30:29.880
feeding it because I trust you do
it, and I like your recommendation.

443
00:30:30.079 --> 00:30:33.240
I trust your recommendation, rock and
roll, let's go and so that.

444
00:30:33.359 --> 00:30:37.200
But it takes time, it does, and you know it's back and forth

445
00:30:37.240 --> 00:30:40.799
deal for sure. But yet when
we know an organization, when trust is

446
00:30:40.799 --> 00:30:44.640
present, it's very palpable and and
to that, and I think there's one

447
00:30:44.680 --> 00:30:47.599
other way that it gets expressed,
which is the last point I wanted to

448
00:30:47.599 --> 00:30:52.000
make in the segment down, and
that is how you talk about how this

449
00:30:52.119 --> 00:30:56.200
notion of your employees being ambassadors for
the business. And from my betage point,

450
00:30:56.880 --> 00:30:59.759
when I did work for other people, by the way, I work

451
00:30:59.799 --> 00:31:02.480
for my self now today and I
am about the best boss I've ever had.

452
00:31:02.680 --> 00:31:06.039
I've had some great ones, but
I always felt that I was an

453
00:31:06.079 --> 00:31:08.880
ambassador for the business that I work
for. And I think that the workplace

454
00:31:08.920 --> 00:31:12.599
in business would be profoundly upgraded if
more leaders embraced what you said in this

455
00:31:12.680 --> 00:31:18.279
book about encouraging your employees to be
seen and act themselves as ambassadors for your

456
00:31:18.279 --> 00:31:21.960
company. Can you say more about
that for the credit Union? Yeah,

457
00:31:22.000 --> 00:31:25.880
absolutely, and we talk about that's
also part of the hiring process. You

458
00:31:26.119 --> 00:31:30.720
are part of the organization. You're
part of the company. As cliche as

459
00:31:30.720 --> 00:31:33.599
is, you're part of the family, and so you own this. You're

460
00:31:33.640 --> 00:31:37.079
part of this. So when you
do something, do it with passion,

461
00:31:37.359 --> 00:31:40.440
do it with integrity, but sit
there and in you're a face of the

462
00:31:40.480 --> 00:31:44.200
organization. The gentleman in the mailroom
is one of the nicest young men you'll

463
00:31:44.200 --> 00:31:47.720
ever meet in your life, as
well as our general counsel, who's one

464
00:31:47.759 --> 00:31:49.880
of the smartest women I've ever had
the pleasure of working with. But all

465
00:31:49.920 --> 00:31:52.480
that kind of stuff, they're all
ambassadors. No matter where you are in

466
00:31:52.519 --> 00:31:59.400
the food chain of the company.
What you say and how you act with

467
00:31:59.440 --> 00:32:04.039
your colleague, how you act with
our members or customers at a company,

468
00:32:04.559 --> 00:32:07.920
it all matters. It all trickles
down. Everybody has to be rowing in

469
00:32:07.960 --> 00:32:10.000
the same direction or it's not going
to work. It goes back to that

470
00:32:10.440 --> 00:32:15.519
you know that on see employee that
is grumpy and a terrible attitude and it's

471
00:32:15.559 --> 00:32:21.400
just part of their DNA and makeup. That's a cancer. That person's going

472
00:32:21.480 --> 00:32:25.559
to have an interaction with a member
or another colleague and affect the entire organization.

473
00:32:25.880 --> 00:32:30.720
It doesn't happen typically over night and
was a really really bad employee,

474
00:32:30.880 --> 00:32:35.359
but it kind of is a cancer
grows slowly and it just destroys a company

475
00:32:35.359 --> 00:32:38.839
from within. I mean, to
be that ambassador and to talk good about

476
00:32:38.839 --> 00:32:44.720
your colleagues and your company. It
is a necessity, and then it's an

477
00:32:44.759 --> 00:32:49.480
effective tool. But on the flip
side of that, you have to provide

478
00:32:49.559 --> 00:32:53.480
the training and the tools and their
resources to help that employee to be successful

479
00:32:53.519 --> 00:32:58.599
too. So if you've got all
those bases covered, it's a magic formula

480
00:32:58.640 --> 00:33:02.480
to have your employees be ambassador to
our company or an organization, you know.

481
00:33:02.559 --> 00:33:06.240
And that's such a great illustration of
why it is that I collaborate with

482
00:33:06.319 --> 00:33:08.920
Work Proud, our sponsor, because
they're all about helping or helping people to

483
00:33:09.000 --> 00:33:13.519
create an helping companies create an organization
where employees can be proud of their work.

484
00:33:13.559 --> 00:33:15.880
So I love what we're talking about
here. It's so my jam.

485
00:33:16.319 --> 00:33:20.160
And with that our last break.
I'm Elise Fortes, your host. We've

486
00:33:20.160 --> 00:33:22.519
been on the air with Dan Berger, who is the president and CEO of

487
00:33:22.599 --> 00:33:27.480
NAVKW, also known as the Associated
National Association of Federally Insured Credit Unions.

488
00:33:27.599 --> 00:33:31.000
We've been talking a bit about his
approach to hiring and managing people. After

489
00:33:31.000 --> 00:33:34.799
the break, we're going to talk
more about his perspective on the importance of

490
00:33:34.920 --> 00:33:37.440
nurturing culture, especially in these pandemic
times. Stay with us, we'll be

491
00:33:37.519 --> 00:33:44.680
right back. Doctor release Cortes as
a management consultant specializing in meaning and purpose

492
00:33:45.119 --> 00:33:51.000
and inspirational speaker and author. She
helps companies visioneer for greater purpose among stakeholders

493
00:33:51.279 --> 00:33:57.960
and develop purpose inspired leadership and meaning
infused cultures that elevate fulfillment, performance,

494
00:33:58.160 --> 00:34:02.000
and commitment within the workforce. To
learn more or to invite Elise to speak

495
00:34:02.000 --> 00:34:07.960
to your organization, please visit her
at elisecortes dot com. Let's talk about

496
00:34:07.960 --> 00:34:19.119
how to get your employees working on
purpose. This is working on Purpose with

497
00:34:19.199 --> 00:34:23.119
doctor Elise Cortes. To reach our
program today or open a conversation with Alise,

498
00:34:23.480 --> 00:34:30.800
send an email to Alise Alise at
elisecortes dot com. Now back to

499
00:34:30.920 --> 00:34:40.119
working on Purpose. Thank you for
staying with us and welcome back to working

500
00:34:40.159 --> 00:34:45.000
on purpose. One of the things
I wanted to showcase that's important during these

501
00:34:45.000 --> 00:34:47.239
pandemic times is the important of being
important, of being agile. And one

502
00:34:47.239 --> 00:34:51.880
of the things that we did here
is where we used to get on airplanes

503
00:34:51.880 --> 00:34:55.280
to deliver programs in Latin America and
other places where I speak Spanish and Portuguese.

504
00:34:55.360 --> 00:35:00.440
Now we don't do that. So
we created the Gusto now platform deliver

505
00:35:00.519 --> 00:35:04.639
our programs on that space in English, Spanish or Portuguese. And that's where

506
00:35:04.679 --> 00:35:07.800
now we deliver the vitally inspired program
in those languages too. So it's so

507
00:35:07.920 --> 00:35:09.880
amazing what happened. That's part of
one of our responses to the pandemic.

508
00:35:10.039 --> 00:35:15.679
So how fun is that much?
If you're just joining us. My guest

509
00:35:15.760 --> 00:35:17.320
is Dan Berger. He's joining us
from Washington, d C. He is

510
00:35:17.360 --> 00:35:22.639
the President and CEO of NAFQ,
National Association of Federally Insured Credit Unions.

511
00:35:22.679 --> 00:35:25.920
I'm your host, doctor Release Cortes. So for this last section segment here,

512
00:35:27.000 --> 00:35:30.000
Dan, I really wanted to focus
more on really what we have been

513
00:35:30.039 --> 00:35:34.159
experiencing this pandemic. And you have
a unique perspective that I thought was interesting

514
00:35:34.400 --> 00:35:37.719
when we spoke on the phone about
culture, which we'll get to here,

515
00:35:37.199 --> 00:35:40.119
but one of the things to kick
us off for this section that I thought

516
00:35:40.159 --> 00:35:44.400
was interesting from your book, and
you talk about Dan Pink, who I

517
00:35:44.440 --> 00:35:46.119
revere and also talk about in my
book because I love him, that I've

518
00:35:46.119 --> 00:35:51.320
been him a couple of times.
You say, he says the aptitudes that

519
00:35:51.360 --> 00:35:54.119
well, that Dan Pink identifies as
being important in this new conceptual age are

520
00:35:54.119 --> 00:35:59.199
the very ones we're seeing in Gen
X and Y workers and younger credit union

521
00:35:59.199 --> 00:36:02.599
members, which are and appreciation for
design, storytelling, seeing the big picture,

522
00:36:04.039 --> 00:36:07.599
understanding and caring about others, having
fun and creating joy and finding meaning

523
00:36:07.639 --> 00:36:12.519
and work. All of that is
my space. But why did you feel

524
00:36:12.679 --> 00:36:21.719
important to segment those particular areas because
those are the core of a successful culture,

525
00:36:22.159 --> 00:36:24.119
and all those and you have to
check them all. You can't do

526
00:36:24.199 --> 00:36:29.039
one of them, do two of
them. They all have to be checked

527
00:36:29.079 --> 00:36:32.599
off to create a culture that thrives
and and to have fun, especially the

528
00:36:32.599 --> 00:36:38.800
younger generation. There's a different that
the military type mentality, you know,

529
00:36:38.880 --> 00:36:43.519
throwing a hammer out a problem doesn't
work. It's better to, you know,

530
00:36:43.639 --> 00:36:49.719
build consensus and explain, and the
gen z uh generation and even the

531
00:36:49.760 --> 00:36:52.599
millennials who are not that young anymore, by the way, they want to

532
00:36:52.599 --> 00:36:55.920
know the why behind things. And
then, yeah, it takes more time.

533
00:36:57.159 --> 00:36:59.880
It's not you just can't order people
around, you know, it's just

534
00:37:00.039 --> 00:37:01.840
it doesn't work and it's not effective. You may be able to do it

535
00:37:01.840 --> 00:37:05.320
for a little bit, but they're
going to end up leaving you, and

536
00:37:05.440 --> 00:37:09.000
it's not an effective organization or company
to be operating that way. So you

537
00:37:09.000 --> 00:37:15.199
want to create a culture where they're
being included and they're part of something bigger.

538
00:37:15.719 --> 00:37:19.360
And we talk about it at we
have a monthly all staff meeting that

539
00:37:19.440 --> 00:37:22.920
all the employees go to. We
have a monthly management team meeting that we're

540
00:37:22.960 --> 00:37:27.960
all the division heads are part of, and we talk about it at every

541
00:37:28.000 --> 00:37:34.360
meeting. Is that we are here
to help credit unions grow and thrive.

542
00:37:35.000 --> 00:37:37.119
And then you've heard me say it
in terms so they can help one hundred

543
00:37:37.119 --> 00:37:43.039
and twenty three million American consumers get
the financial services they need and deserve.

544
00:37:43.480 --> 00:37:45.280
It's not the big banks, it's
not predatory lenders, it's not all that

545
00:37:45.360 --> 00:37:52.159
kind of stuff. It's not for
profit financial institutions taking care of the American

546
00:37:52.199 --> 00:37:55.239
consumer, and it's something bigger.
They can go work at any trade associations.

547
00:37:55.239 --> 00:37:59.480
It's thirty thousand of them here in
Washington, d C. Then you

548
00:37:59.559 --> 00:38:02.920
can all jobs anywhere else. Okay, that's easy to do that. Everybody

549
00:38:02.920 --> 00:38:07.719
wants to pick off the best in
their organization. But if they have a

550
00:38:07.760 --> 00:38:13.599
higher purpose, you create a culture
where your mission is genuine, it's authentic,

551
00:38:13.960 --> 00:38:20.280
and you do it by action and
you walk the walk. Right.

552
00:38:20.880 --> 00:38:23.000
I love that. And of course
the storytelling piece and the communications we talked

553
00:38:23.000 --> 00:38:27.440
about earlier is so important because from
my vanished point in what I talk about

554
00:38:27.760 --> 00:38:31.159
in my speaking, in my book
and my consulting is then we activate the

555
00:38:31.239 --> 00:38:36.440
leader to make sure that they're able
to speak to and help each individual person

556
00:38:36.480 --> 00:38:40.239
recognize how their job actually threads through
that purpose to allow your organization, your

557
00:38:40.280 --> 00:38:44.639
credit union, to serve and lift
the boats of your community. Now,

558
00:38:44.639 --> 00:38:47.920
when you start realizing the work that
you're doing, you individually helped raise your

559
00:38:47.960 --> 00:38:51.760
community. How amazing is that I
can go home with a smile on my

560
00:38:51.800 --> 00:38:55.039
face and feel proud about myself for
that? Oh? Absolutely, I mean

561
00:38:55.079 --> 00:38:58.800
you want them to feel good,
You want them to take ownership and that's

562
00:38:58.800 --> 00:39:02.159
something that we're kind of unusual.
Not many organizations. We share our monthly

563
00:39:02.239 --> 00:39:07.360
financials. We have company wide organizational
goals set by my board of director through

564
00:39:07.440 --> 00:39:12.440
my bosses. I have eleven men
and women, all Credit Union CEO is

565
00:39:12.760 --> 00:39:17.280
all very bright. They set the
organizational goals and we track it very close,

566
00:39:17.320 --> 00:39:22.519
and we know exactly where we are
at any given time, and they're

567
00:39:22.599 --> 00:39:24.880
part of it. We're close to
this goal, we're missing this goal,

568
00:39:25.119 --> 00:39:29.760
and they're all part of They know
where, they know to a penny how

569
00:39:29.760 --> 00:39:32.559
we're doing as a company. That
is awesome, Dan, I love that.

570
00:39:32.639 --> 00:39:37.039
I love that transparency so important and
sharing again, that kind of goes

571
00:39:37.079 --> 00:39:39.480
back to the trust piece. You
trust your employees and you're to be able

572
00:39:39.519 --> 00:39:43.719
to have this information, to understand
it, to use it, and be

573
00:39:43.800 --> 00:39:46.400
part of the solution for it.
And I think that's fantastic. I appreciate

574
00:39:46.400 --> 00:39:52.000
it. It's been fun. It's
not perfect by any stretch of the imagination,

575
00:39:52.159 --> 00:39:55.519
but we work on it every single
day and it's heading the right direction.

576
00:39:55.559 --> 00:40:00.280
That couldn't be more proud of my
colleagues. That's awesome. Well,

577
00:40:00.360 --> 00:40:02.159
one of the things we spoke about
when we first got together and again,

578
00:40:02.199 --> 00:40:05.920
I want to give a shout out
to you as well, and one of

579
00:40:05.920 --> 00:40:07.440
your team members, Bobby Grant,
who found me in the show and thought

580
00:40:07.480 --> 00:40:10.280
you might make a good guest,
and of course you are. And you

581
00:40:10.320 --> 00:40:14.360
said right out of the gate you
said, I work for Bobby, and

582
00:40:14.400 --> 00:40:17.320
I just think that you had me
at that statement. But then on the

583
00:40:17.320 --> 00:40:21.239
next thing that you said that I
thought was so interesting and wanted to treat

584
00:40:21.280 --> 00:40:22.960
here is you said that one of
the things that you were concerned about in

585
00:40:23.079 --> 00:40:29.960
this pandemic is the degradation of culture
or that possibility or potentiality as people continue

586
00:40:30.000 --> 00:40:34.119
to work from home in the pandemic. See more about that concern than what

587
00:40:34.119 --> 00:40:38.960
you're doing to address it. Yeah, that's probably the one thing that really

588
00:40:39.039 --> 00:40:44.239
keeps me up at night. Of
course, the safety of my staff and

589
00:40:44.480 --> 00:40:49.039
their families, of course, is
paramount. But we worked so hard and

590
00:40:49.119 --> 00:40:53.800
invested so much time and money and
resources in creating a very positive culture,

591
00:40:54.159 --> 00:41:00.400
a successful culture, and it's hard
to do. We managed by walking around.

592
00:41:00.679 --> 00:41:02.679
I walk in and Bobby can tell
you this when you speak to him.

593
00:41:02.719 --> 00:41:07.719
Next, they had in their communications
division. Uh, not only did

594
00:41:07.719 --> 00:41:10.119
they have the best food in the
building and snacks that I go up there

595
00:41:10.119 --> 00:41:14.559
and loiter. They had a big
bean bag, and they had a big

596
00:41:14.639 --> 00:41:19.039
bean bag in the middle of the
typical you know, artsy communications division,

597
00:41:19.280 --> 00:41:22.159
and I would sit in it and
we would chat and strategize and just talk

598
00:41:22.280 --> 00:41:27.400
and you know, how things go, and how's the new workout regiment that

599
00:41:27.440 --> 00:41:31.280
you're on, and and Bobby's a
workout fanatic and I grab tips from him

600
00:41:31.320 --> 00:41:35.440
and stuff like that. He also
has the best beef jerky in the world.

601
00:41:35.840 --> 00:41:39.880
But those kinds of conversations you have, you don't have those organic conversations

602
00:41:39.880 --> 00:41:45.280
anymore. That's what I'm talking about
from a degradation that concerns me. I

603
00:41:45.280 --> 00:41:47.840
mean, people pop into my office, Hey, I got an idea,

604
00:41:47.920 --> 00:41:52.480
Dan, and and then we're just
kind of flush it out. And the

605
00:41:52.599 --> 00:41:58.719
organic chemistry and conversations and everything is
what makes work fun quite frankly, and

606
00:41:59.039 --> 00:42:01.840
uh, there they are periods of
time that ebbs and flows. I struggle

607
00:42:01.880 --> 00:42:05.840
a little bit and not being around
people. I still go in the office.

608
00:42:06.159 --> 00:42:07.800
I'm at home now because I have
a studio in my house for like

609
00:42:08.119 --> 00:42:13.199
last minute things like this and invites
like this or TVs, you know,

610
00:42:13.360 --> 00:42:15.920
TV appearances and stuff. But I
go to the office almost every single day

611
00:42:16.880 --> 00:42:21.480
just to see some people and get
that. I get the energy from my

612
00:42:21.639 --> 00:42:25.079
colleagues being there. And we've creeped
this culture and it's been so positive and

613
00:42:25.239 --> 00:42:30.119
they've done such a great job.
We came out of a pandemic like Gangbusters,

614
00:42:30.199 --> 00:42:35.719
and we really helped our members nephews
stronger than it's ever been. We

615
00:42:35.800 --> 00:42:39.159
had our third or fourth best year
ever in the history of our association,

616
00:42:39.719 --> 00:42:44.679
and so during a pandemic. And
so that's because of the culture in my

617
00:42:44.840 --> 00:42:50.639
colleagues working so hard, and I'm
afraid that there's people struggling, you know,

618
00:42:50.840 --> 00:42:53.960
And I've got employees that I know
are struggling. And we provide mental

619
00:42:54.000 --> 00:42:59.639
health counseling and opportunities for that kind
of stuff and additional training and stuff like

620
00:42:59.719 --> 00:43:02.639
that. We talk about it openly
and we're trying to encourage people to take

621
00:43:02.679 --> 00:43:07.039
the vacation time. I'm cutting off
vacation. You don't get to carry it

622
00:43:07.079 --> 00:43:08.920
over anymore. Okay, you get
carried of a little bit, but you

623
00:43:09.119 --> 00:43:14.400
have to use it. You have
a generous vacation package for a reason,

624
00:43:14.599 --> 00:43:17.400
and that applies to me. My
board requires me to take vacation time.

625
00:43:17.440 --> 00:43:22.360
If I don't take it, they're
going to fire. I mean, they

626
00:43:22.440 --> 00:43:27.639
have to take vacation. It's so
important for your mental health and your wellness

627
00:43:28.039 --> 00:43:30.920
to take care of yourselves. But
that's what concerns me, that degradation that

628
00:43:31.000 --> 00:43:36.239
we've worked so hard, We've created
this great organization and it's just how to

629
00:43:36.400 --> 00:43:40.519
maintain it. I see it frame
a little bit just because people uncomfortable.

630
00:43:40.559 --> 00:43:45.800
We have a lot of young single
people that work and to be quarantined alone

631
00:43:46.519 --> 00:43:51.440
in your condo, your home,
what a terrible especially if you're a people

632
00:43:51.519 --> 00:43:53.960
person, What a terrible way to
live for the last nine ten months.

633
00:43:55.159 --> 00:43:59.599
Very concerned. I really appreciate your
empathy on that, Dan, that's so

634
00:43:59.639 --> 00:44:01.880
import And to that end, I
definitely wanted to ask you, and been

635
00:44:01.880 --> 00:44:05.920
trying to ask any of the leaders
that come on, is what are a

636
00:44:06.000 --> 00:44:09.159
couple of the lessons that you've learned
in this pandemic about leadership and business?

637
00:44:10.559 --> 00:44:15.320
Communicate, communicate, and communicate.
I know I said it earlier and I

638
00:44:16.719 --> 00:44:21.719
don't want to repeat myself, but
that's the biggest thing. My executive coach

639
00:44:21.760 --> 00:44:24.519
and I talk about it on a
regular basis. It's the communication it's more

640
00:44:24.559 --> 00:44:30.800
important now than ever before. You
may think you're communicating enough. You need

641
00:44:30.880 --> 00:44:35.039
to communicate one hundred times more.
And so you may be communicating enough when

642
00:44:35.039 --> 00:44:37.159
you're in the office or at the
headquarters, and now that you're not.

643
00:44:37.800 --> 00:44:42.559
You can't do it all by you
email and so do you have to go

644
00:44:43.079 --> 00:44:45.280
pick up a phone, get on
the on the video conference call. But

645
00:44:45.480 --> 00:44:49.239
you have to do it a lot, and it just it doesn't work.

646
00:44:49.400 --> 00:44:52.880
You have to communicate. That's the
thing that we focused on so hot,

647
00:44:52.800 --> 00:44:58.119
so much in every division of Anshew, and we tell our managers, you

648
00:44:58.400 --> 00:45:01.119
have to communicate. See how your
staff is doing. If they needing them,

649
00:45:01.199 --> 00:45:05.239
do they need their little medicine involved, you know, bouncy seat that

650
00:45:05.320 --> 00:45:07.880
they had at the office, I'll
deliver it tone you need a second monitor

651
00:45:07.960 --> 00:45:12.039
for your computer, I'll deliver it
to you. You tell us what you

652
00:45:12.199 --> 00:45:15.840
need so you can do your job
and be effective and efficient while maintaining your

653
00:45:15.880 --> 00:45:22.159
health and well being. But it's
I'm I'm still it was what keeps me

654
00:45:22.239 --> 00:45:24.199
up at night, doctor, I
can I can't tell you. I toss

655
00:45:24.280 --> 00:45:30.000
and turn thinking about the culture of
roading, and it bothers me greatly.

656
00:45:31.000 --> 00:45:36.280
I really appreciate that, and that
attention is huge. Right, we focus

657
00:45:36.360 --> 00:45:39.159
on where we can make a difference, So to that this is this next

658
00:45:39.280 --> 00:45:43.400
question is going to speak to what
I think we talked about in the beginning

659
00:45:43.440 --> 00:45:46.039
segment, which is your important the
importance of being part of a mentor group,

660
00:45:46.079 --> 00:45:50.840
and that is that you told me
that you have this eternal reading habit.

661
00:45:50.920 --> 00:45:52.559
I wouldn't say a reading problem because
I have the same one, but

662
00:45:52.880 --> 00:45:55.119
we have that in common, so
of course I have to ask you what

663
00:45:55.280 --> 00:45:58.119
are you reading, why, and
what are you getting out of it.

664
00:45:58.960 --> 00:46:04.920
I'm a biblio five and I have
thousands and thousands of books, and that's

665
00:46:04.960 --> 00:46:08.800
what I'm reading right now. Great, I just finished it. You see

666
00:46:08.800 --> 00:46:13.519
all my notes. I have that
book. Yes, I have that books

667
00:46:13.559 --> 00:46:17.000
on my reading list. Excellent.
It is terrific. And it took me

668
00:46:17.039 --> 00:46:21.400
a while to get through it.
Not because it's not interesting. It's really

669
00:46:21.519 --> 00:46:25.079
really well written. It's just that
I had only so much time and it

670
00:46:25.360 --> 00:46:29.519
took me a little longer than usual. But I always make notes and underline

671
00:46:29.760 --> 00:46:34.559
and highlight certain segments. Really good. A lot of empirical research on it.

672
00:46:34.599 --> 00:46:37.639
There's like five or six years of
research that's in this book. I

673
00:46:37.800 --> 00:46:42.039
like it a lot, and it's
really helping with the work life balance and

674
00:46:42.280 --> 00:46:45.400
how to work smarter and stuff,
and it's really an effective book. I'd

675
00:46:45.440 --> 00:46:47.199
encourage you looking for a book to
read, that's the one to pick up

676
00:46:47.239 --> 00:46:50.880
after yours, of course, Doctor, thank you very much for that,

677
00:46:51.000 --> 00:46:54.280
Daniel. I easily read about one
hundred and fifty books a year, in

678
00:46:54.360 --> 00:46:59.320
part because I read any of my
guests books that come on. I also

679
00:46:59.360 --> 00:47:01.639
study for my life therapy work ongoing, and of course I'm writing my next

680
00:47:01.679 --> 00:47:06.239
book already, which is about activating
passion and purpose, so I'm always studying

681
00:47:06.280 --> 00:47:07.760
for that. So I always have
to ask what somebody's reading and if I

682
00:47:07.800 --> 00:47:13.159
need to quickly order that. So
thank you for that. We've come to

683
00:47:13.280 --> 00:47:16.960
the end of our conversation here largely, and I really appreciated your perspectives around

684
00:47:17.039 --> 00:47:21.599
leadership, around how it is that
you hire and manage people, and then

685
00:47:21.719 --> 00:47:25.239
also just frankly, what's concerning you
during this pandemic time. This show,

686
00:47:25.320 --> 00:47:29.400
you might know, Dan has listened
to by people across the world, and

687
00:47:29.559 --> 00:47:30.840
most people that tune in are looking
to be able to be part of the

688
00:47:30.880 --> 00:47:35.840
solution to help create a culture where
people can thrive and where leaders really do

689
00:47:35.960 --> 00:47:39.719
steward companies to serve their communities at
the highest possible level. Knowing that,

690
00:47:40.239 --> 00:47:44.760
what would you like to leave our
listeners and viewers with. I think the

691
00:47:44.840 --> 00:47:49.400
most important part is something that you
mentioned is to create a culture for purpose.

692
00:47:50.039 --> 00:47:53.920
You know, you have the hiring
mechanism hiring for attitude and aptitude,

693
00:47:54.320 --> 00:48:00.679
but to have a purpose and have
a mission statement is some little thing you

694
00:48:00.760 --> 00:48:04.679
put up on the wall and the
whiteboard. But a genuine mission statement and

695
00:48:05.000 --> 00:48:08.599
a purpose for your organization, and
it really really helps it. I've been

696
00:48:08.639 --> 00:48:14.920
at organizations they weren't even sure why
they existed. You know, it's just

697
00:48:15.480 --> 00:48:20.280
and then Flowers and those companies,
and you know the organization, you've seen

698
00:48:20.320 --> 00:48:22.920
them, I've seen them. But
if you sit there and you focus on

699
00:48:23.039 --> 00:48:29.360
having a positive culture, you hire
positive, passionate people that have a great

700
00:48:29.400 --> 00:48:36.519
attitude and aptitude. But your organization
overall has to have a communicated purpose,

701
00:48:36.960 --> 00:48:40.760
and if you have that purpose,
you'll be successful. Beautiful way to finish,

702
00:48:40.800 --> 00:48:43.880
and of course you know I could
finish that sentence with you, so

703
00:48:44.000 --> 00:48:45.719
thank you so much for joining us
and sharing your heart and your soul with

704
00:48:45.840 --> 00:48:49.239
us stand. It's been fantastic to
have you and get to know you better.

705
00:48:50.480 --> 00:48:53.599
Thank you, Doctor Cortez. My
pleasure absolutely Listeners and viewers. If

706
00:48:53.599 --> 00:48:58.199
you want learn more about Dan Berger
and the work and his team do at

707
00:48:58.239 --> 00:49:04.599
the Credit Union, go to NAFQUT
that's NAFCU dot org. And thanks again

708
00:49:04.639 --> 00:49:07.920
to our partnering sponsor work Croud,
which helps companies build a platform where your

709
00:49:07.960 --> 00:49:12.519
workforce receives meaningful feedback and thanks for
their work from people across your company as

710
00:49:12.559 --> 00:49:15.400
well. Last week, if you
missed the live show, you can always

711
00:49:15.440 --> 00:49:17.519
catch it be recorded podcast. We
were on there with Renee Cirmac, who

712
00:49:17.639 --> 00:49:22.159
is a personal transformation expert, talking
about her book How to Be Your Biggest

713
00:49:22.239 --> 00:49:24.880
Fan, The Value and Power of
High Self Esteem, and we talked about

714
00:49:24.920 --> 00:49:29.400
my experience of participating in a week
long seminar her company offers and what that

715
00:49:29.480 --> 00:49:31.559
experience taught me. See you there, Remember that works at least our third

716
00:49:31.559 --> 00:49:39.599
of our life. So let's work
on Purpose. We hope you've enjoyed this

717
00:49:39.719 --> 00:49:45.280
week's program. Be sure to tune
in to Working on Purpose featuring your host,

718
00:49:45.360 --> 00:49:49.639
doctor Elise Cortes, each week on
the Voice America. Empowerment Channel.

719
00:49:50.280 --> 00:49:57.440
Together, we'll create a world where
business operates conscientiously. Leadership inspires impassion performance,

720
00:49:57.880 --> 00:50:01.239
and employees are fulfilled in work that
provides the meaning and purpose they crave.

721
00:50:02.000 --> 00:50:05.559
See you there. Let's work on
purpose.