Oct. 30, 2024

Choosing Value Over Control: Unlocking High Performance in Today’s Business

Choosing Value Over Control: Unlocking High Performance in Today’s Business

In a world flooded with data and advanced technologies, both consumers and employees wield more power than ever. Workers often know more than their leaders about products and systems, making traditional control-based management obsolete. In this...

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In a world flooded with data and advanced technologies, both consumers and employees wield more power than ever. Workers often know more than their leaders about products and systems, making traditional control-based management obsolete. In this episode, we explore how executives can shift from rigid control to empowering their teams with clear direction, defined boundaries, and accountability. Learn how this approach creates genuine value and drives high performance in today’s organizations.

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WEBVTT

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The topics and opinions express in the following show are

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solely those of the hosts and their guests and not

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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

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at work, to contribute their talents passionately and know their

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lives really matter. They crave being part of an organization

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that inspires them and helps them grow into realizing their

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highest potential. Business can be such a force for good

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in the world, elevating humanity. In our program, we provide

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guidance and inspiration to help usher in this world we

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all want working on purpose. Now, here's your host, Doctor

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Relise Cortez.

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Welcome back to your Working and Purpose program, which has

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been brought to you with passionate pride since February of

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twenty fifteen. Thanks for jo Median this week. Great to

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have you. I'm your host, doctor Relise Cortes. If we've

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not met before and you don't know me, I'm an

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organizational psychologist and a logo therapist, speaker and author. My

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team and I at Gusto Now help companies to enliven

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and fortify their operations by building a culture and leadership

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activated by meaning and purpose. Our mission is to help

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our clients create destinies and workplace or People flocked to

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join are intrinsically motivated to perform at their best, can

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grow to their floor potential, and are committed to stay

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and have a good deliver on the company's mission, which

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translates to higher profits for you, You and more at

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us and how can work together at gusto dashnow dot

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com or my personal site at Leascortes dot com Getting

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in today's program we have with us today. Colin O'Neill

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and entrepreneur, thought leader, business executive, organizational change agent, international trainer,

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conference speaker, author and executive coach. He's the creator of

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the Entity value Realization system and author of the book

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Take Control, Giving Up Control, The Value centered Fast tracked

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to organizational growth. You jointed today from San Diego, Colin

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A hearty welcome to working on Purpose.

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Thank you to Elisee.

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Very welcome. When you were in San Diego, I was

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just there a couple of weeks ago. Love your city,

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love your town. So beautiful there, and I love the

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sour dough bread, the clam chowder and the beer. Let's

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just be clear about this, shall we. So that's a

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little bit about me. Let's talk about you. So, you know,

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just looking at your background and what you've gone and

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done in your life, it's pretty impressive and I'm envies

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of all the things that you've gotten to do. So

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let's start for our listeners and viewers who don't know

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you yet, they haven't read your book yet, like I have,

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hearing a little bit about your background and how you

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ultimately came to be focused on helping build agility scaling

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across organizations. How did that all happen? Where did it start?

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And why? I am not architecture? Why not? I don't

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know accounting?

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Well, So, first of all, you know, as a as

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a child, I was interested in helping people in organizations

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I could. I used to spot things as a you

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know as a kid that it makes sense to me

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and like why is that? You know, why is that

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not working over there? That could be improved? So in

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my brain, you know, my growing up, I was always

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creating solutions in my head. Well, then I went to

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the Naval Academy and ultimately in the Marines, and so

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as an austar in the Marine Corps, I learned, you

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know a lot about leadership and that it's not always

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what you think it's. It's not always it's not command

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and control. And even though people think that that it

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is in the military command and control, it has changed

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a lot in the last fifty years since I since

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I joined the military, and and it's now a lot

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more where essentially it promotes the title of the book,

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take control by giving up control, and there was distributed

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authority has become the sort of the defecto standard in

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the military in the sense that say what it is

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that they want to achieve, and then they give their

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people the autonomy and the freedom, yet hold them accountable

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to achieve those objectives. And so as after I left

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the Marine Corps and went into civilian life, I went

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into consulting and organizational improvement, consulting, and for years and

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years I brought the latest and greatest approaches to my clients,

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and through the years I discovered that they weren't working

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all that well. And it took me a while to

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figure out that it was because of several things. One,

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there was a human component missing in a lot of

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these frameworks, and the second was there was just too

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much control exerted by management when it was number one unnecessary.

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Number two, people resisted the control. So from all of

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those experiences, I came to realize that distributed authority, empowering

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your employees, creating adaptive leaders that are that are empathetic,

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and create an environment by enriched environment within which people

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can operate is the ideal way to go.

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Sounds it's like a good place to me. I mean,

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that's the kind of stuff that I like to build

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for companies too. And I appreciate that you said so

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eloquently what was missing was the human element. What a concept.

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The organizations are powered by people.

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Right, right, and and the whole the whole purpose of

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this approach, the enterprise, the entity value realization system, ever,

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is to help humanity. It's basically uplifting humanity through UH

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creating better organizations, giving people more time to me and

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and letting them do their creative stuff.

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Well, let's talk a little bit about it. I thought

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it'd be very, very elegant and ineloquent as well. It's

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obviously I love that you how you describe it as

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it is? It well, you derive it yourself, even as

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an elegant, holistic method that addresses the core issue space

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in companies today. So would you just outline it for

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us and then we will delve from there.

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Sure? So, the EVER the EVER system is two things. Basically,

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it's it's a graphic that shows how all of these

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elements tied together. And and if you like, I can

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pull it up in the background, believe it or not?

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Sure so great, let me let me just do that

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real quick.

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That's a lovely surprise. I like being delighted.

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Thank you, And let me get the virtual background here.

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Okay, oh yes, I recognize that.

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Yeah. So basically, a picture's worth a thousand words. And

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so in this case, the idea is there's several things

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going on here. One is to connect strategy with execution,

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and by doing so, we synchronize the people that are

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doing the work with the people that want the work done,

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and in most organizations that I've consulted with over forty years,

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this has been a major disconnect. And so value is

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created in the middle. And this approach is all about value.

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And it's not just it's not just a company's value.

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It's the value they deliver to their customers and consumers.

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And it's also the value that society gains from having

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good products and services out there that actually help people.

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So that's kind of number one. Is it connects strategy

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and execution. There's also a human element, and I'll just

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move this way. So the human experience is basically it's

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kind of a triad. It's the top connecting the bottom

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and then the sideways connection to the UH to the

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consumer arena where we bring the customer into our domain

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and we really begin to understand the nuances of their

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needs and what is what it is they're looking for.

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So many purchases and UH and and experiences are based

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on feelings these days, and it's really about feelings. If

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you go into a store and you get a good

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feeling for whatever reason, whether it's the core, whether it's UH,

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you know, the friendly staff, whatever the case may be,

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that experience is going to carry with you and you're

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going to recommend that store to other people. Uh you know. Conversely,

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if you go to a place you get terrible service

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and it's bad food or whatever, you know, the experience

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is going to guide you to not recommend that place

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and give it bad reviews. And the way the social

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media are today and the way we have so much

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available information to our consumers is that they will you know,

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they will write you up really bad and it will

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it will cast gay quickly. And so we have to

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be cognizant of number one, what is the experience that

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people are are gaining from your product or service, service,

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and and what are the nuances like for example, there

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what are their values? What are their internal values? What

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are there what what drives them? Uh, you know, on

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a daily basis? What are they concerned about the environment?

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Is your product environmentally friendly? Are they conscious about you know,

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about about other aspects of uh social justice or whatever?

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And all of those things things must be considered in

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today's market. Because people are focused on those things, they

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become part of the value experience.

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Very crisp, I want to go back to what you

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said at the very begning because you said it very

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I want to say it with that, with a lightness

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of touch that because is so I think so much

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of the water that you swim in. But I do

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want to call it out as you do. Being the

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premise of your book you said, you say that to

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operate well in this demanding era that you just described,

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organizations must release that direct control and empower the people

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with clear direction, specific boundaries, and the right amount of accountability.

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So I do want to talk about each one of

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those elements a little bit here, because I think your

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experience that you've got in the military, especially understanding a

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bit about that, that releasing that direct control. I still

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find it amazing today, Colin, how many organizations are run

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from still that command and control sort of spirit and

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very very you know, on interest and really reduction and

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control and through it empowering their employees. And what I've

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come to on that, and this really was interesting, especially

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during the pandemic and after pandemic, when people were still

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wanting to work from home, there was a resistance for that.

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And when I ask leaders, really, why do you want

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your people back in the office, what they could admit

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to me was they do not believe that people would

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be working if they couldn't see them. So if you

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could first just kind of talk a little bit about,

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you know, what does that mean to release that direct control.

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Sure. So what we found, and this has been studied

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many times over, is that when you take people who

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have some modicum of intelligence and they're familiar with, you know,

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business models or technology or whatever. But you know, basically,

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most people have an intelligence today that they didn't have

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decades ago. And so we're dealing with people that are

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a lot a lot more technically savvy and understand the

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world of consumerism and business better than we did when

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we were their age. And also people today, the younger generations,

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they do not want to be controlled. They want to

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be respected, they want to be engaged, they want to

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be led, they don't want to be told what to do.

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And there's lots of research to prove all this out.

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So many of leaders come from kind of the old

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school of you tell people what to do and they

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go do it. Today's world is so complex and the

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complexity is just rising every day. You can't do that anymore.

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It doesn't work. And organizations have been discovering that over

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the past several years. The problem is they don't know.

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They don't know what they replace that with. This is something,

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This is an answer to replace their current operating model

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of command and control with something that they can actually implement.

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This is an implementable system that gives them the tools

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and the resources to essentially decentralized control, distribute authority at

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the same time provide very clear, crisp guidelines on what

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it is they want to do and describe the outcomes

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that they want to achieve, and then let their people

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go do that.

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So two things I want to go back on. One

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thing that I just want to really point out that

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I love what you said in your book and goes

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back to what you said about people knowing now more

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than they did two decades ago. I thought it was

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interesting that in the beginning of the book you actually

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say that workers resist being controlled as they often possess

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more knowledge regarding entities and offerings antechnical capabilities than their

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leaders do. So it's not just that they even know more,

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is that they know more even about their own business

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than their leaders do. It's really important to point out

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and just how you know, I think about just how

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what am I looking for? A derogatory that would be

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to be told to do something that you know more

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about than the leader does do it in a certain way.

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So then the second thing I wanted to us to

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talk about more about, because I love a lot of

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my world Colin, is empowering people. But I'm just going

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to guess that you and I do it a little

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bit differently. So when you talk about empowering people within

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organizations and you guide organizations to do that, what does

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that look like for you?

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Well, it basically starts with a very clear strategy based

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on goals at the highest level of the the ever

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framework which is behind me. You see, strategy is about

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alignment and it's a hierarchy. But basically this is a

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combination of hierarchy and networks. The network is at the bottom,

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that's where x secution happens, and that's where flows, that's

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where value flows, and at the strategy level that gives

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us alignment and the hierarchical aspect of an organization is

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what provides that alignment. What many organizations struggle with is

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casting their strategy in terms that the people that are

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executing the strategy can understand and be clear about what

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it is they're trying to do. And so that involves

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a couple of things. It involves number one, starting with

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goals before strategy. So we ask that a organization to

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find three to five goals per year and then to

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find the outcomes that they want in order to be

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able to measure whether they achieve the goal or not.

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Once they define the outcomes, which can be monetized most

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of the time by the way, then they create, then

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they look at what are the different strategies they can

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use to achieve those outcomes in pursuit of the goal.

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Once that's done and it's crisp been clear, it basically

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is interpreted from the next level down for their level,

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how can they contribute to those organizational goals? And then

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each level down basically takes the goals of the previous

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level and says, how can we contribute to those to

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make this all happen. So literally everyone in the organization

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is pulling their oars in the same direction. That's to me,

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that's empowerment because you've given people the understanding of what

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it is the organization is trying to do. Even within

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a business unit or a department, the direction is clear

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and the outcomes are clear, and that empowers people to

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go do their thing.

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Boy, you said that's so much better than I could

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have summarized on your behalf. So I'm glad I asked.

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Thanks for that, Colin. And on that note, let's take

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our first break. I'm your host, doctor Earlie Cortez, who

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run the Year with Colin O'Neil, an entrepreneur, thought leader,

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business executive, organizational change agent, international trainer, conference speaker, author,

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and executive coach. We've been talking about his latest book,

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Take Control By Giving Up Control. We'll be right back.

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Doctor Elise Cortes is a management consultant specializing in meaning

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and purpose. An inspirational speaker and author. She helps companies

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visioneer for greater purpose among stakeholders and develop purpose inspired

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leadership and meaning infused cultures that elevate fulfillment, performance, and

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commitment within the workforce. To learn more or to invite

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a lease to speak to your organization, please visit her

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at Elisecortes dot com. Let's talk about how to get

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your employees working on purpose. This is working on purpose

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with doctor Elise Cortes. To reach our program today or

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to open a conversation with Elise, send an email to

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Alise A. L I se at Elisecortes dot com. Now

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back to Working on Purpose.

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Thanks for staying with us and welcome back to Working

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on Purpose. I'm your host, doctor Elise Cortes, as I too,

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am dedicated to helpment creator world where people realize their

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potential at work, are led by inspirational leaders that help

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them find and contribute their greatness, and we do business

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at Betters the World. I continue, I continue to research

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and write my own books. So my last one came

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out in March of twenty twenty three. It's called The

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Great Revitization. How activating meeting and purpose can radically in

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live in your business. And I wrote it to help

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leaders understand what today's workforce really wants. And then I

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provide twenty two best projects that you can put into

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your culture to provide that for them. You can find

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my books on Amazon dot com or my website gustodeshnow

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dot com if you are just now joining us. My

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guest is Colin O'Neil. He's the author of Take Control

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By giving Up Control, the value centered fast track to

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organizational growth. So the next thing I wanted to talk

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about here a Colonists is just I love how you

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put things together, put your and your word nexus is

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also very interesting how you bring a nest together ideas.

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And when you were talking about the various things that

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organizations face in terms of problems, I think there was

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a good list of twenty three or something like that,

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just a small little list that our organizations are up against.

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You were talking about what kind of an org what

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kind of an approach to deal with those? They might

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they embrace them? Of course that's the one that you

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were created. But what I also want to have you

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talk about is you mentioned four specific areas that this

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idea of prioritizing value as a catalyst for a lasting

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enterprise impact and success what they're sitting around. So if

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we could talk about those four starting with, you know,

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the elevated distributed authority, adaptive leadership, and worker enablement. If

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we can start there, I think what you have put

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for here is so full, It is very holistic, and

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I think that the breadth of it is actually quite

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quite beautiful.

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Thank you. Yeah. So I created this system. It's really

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a meta business model, if you will, And the way

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it differs from traditional business models is it uses these

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three things distributed authority, adaptive leadership, and enabled workers as

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the basis for modern creativity and innovation. That is, that

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is the key right there. Traditional business models don't do that,

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and so this is saying, look, you've got to look

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at some different things than you have been in the past,

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because this world is very different from what we experience

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in the last century as well as in the first

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two decades of this century. The other thing is the

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as I mentioned earlier, the disconnect between strategy and execution.

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There's a translation error. It's basically a mismatch between what

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leaders are thinking they want and what workers are seeing

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what they're supposed to do. And almost invariably, almost every

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organization that I consult with this disconnect is seriously impacting

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their bottom line and their ability to create and deliver value.

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The other thing is the value system itself, the value

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creation system. There's something that's been around for probably thirty

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or more years, is something called a value stream. And

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value stream is where essentially it's the end to end

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creation of value from start to the end of delivery,

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where customers want something and then it gets created or

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generated or delivered in some way so that it's a

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value to them. Many organizations fail to understand how that

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value is created and how it flows through their system

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because it doesn't flow hierarchically, it doesn't flow down functional

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stove pipes, it flows across the organization. And so we

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bring value streams back into the picture and say this

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is where the value is actually created and delivered, and

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so we are able to optimize that flow with minimal friction.

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And the last thing that this approach does is it

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brings customers into the discussion of what it is that

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they really value, and it gets into the nuances, like

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I said earlier, of things that are subconscious to the

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customers yet are very impactful in their decision making and

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that inform their experiences.

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You know what I find so interesting and exciting about

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these kinds of discussions around value creation, Colin is one

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thing as a as an entrepreneur myself who has created

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various programs and methods, is I'm very aware that a

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lot of people really and I love when you said

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the unconscious piece, a lot of people don't necessarily know

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totally all that they want or need or could use.

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I go back to Apple, did we really think we

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really needed a phone like that that they produced? And now,

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of course we can't live without it. So I'm interested

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in your perspective since you are so much about value

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and if you could say a bit more about rolling

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the customer into the process of value creation. I love

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that idea. I would love to hear maybe some examples

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of that too. And you mentioned the unconscious piece, So

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for me, like I'm constantly researching a lot of things around,

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you know, positive psychology being kinds of things, and I've

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got a pretty good strong finger in that pulse, and

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I know what the best practices are. What I also

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know is most organizations are not even close.

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To those best practices.

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They don't know what they don't know. So what I'd

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love to have you talk about, especially now that we're

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in this value creation zone and the customers are now involved,

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is how do we ultimately, how do we maximize that

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interplay so that the highest, best possible value is created.

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Sure, so we use something called fusion teams. Fusion teams

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are not new, the concept has been around a long time.

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Let's say small, self managing, self organizing, cross functional team

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and basically we look for four components. We look for

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a business component, someone that represents business and understands the

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nature of whatever business they're in, someone that understands the technology,

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because almost all products and services today have some technological component.

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We have, we have the customer themselves who bring in

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these subtle nuances that we can we can understand and

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write into our value proposition. And then we have a

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psychologist or someone who understands the human psyche.

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Colin, are you just saying this to melt my heart?

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You aren't you?

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So, so we really need someone that can that can

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pull that out and and articulate those underlying needs that

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many people have and don't need. They don't know how

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to speak their needs. And so that fusion team of

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those four components, we can create that for a product

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or product line, or we can create it at each

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level of the organization, at the strategic, at the business

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unit level, and at the department level or product product

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delivery level. So we can use those four components in

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multiple ways to extract the true essence. And the Apple

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example is just so classic. I mean, my gosh, Steve

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Jobs was such a visionary, and you know he basically said,

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I don't want to give people what they want. I

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want to give people what they need, and they don't

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know what they need yet. So he was able to

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really pull that off.

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Indeed, I just I love celebrating that. So then now

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two more things that we can drill down on that

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relative to what you were just describing. I love that

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Fusion team concept, Colin. I'm so glad that you gave

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that to us. That's so beautiful. You also then talk

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about this idea of hypothesis driven experimentation. Is that where

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that happens and that team together is using that kind

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of a methodology, that kind of an approach.

437
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Well, that team, that Fusion team, gets feedback from that method,

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but it's actually the implementers. It's actually the people that

439
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are doing the work and executing on the strategies that

440
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are generating that feedback. And then the Fusion teams look

441
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at that and they say, well, we made some assumptions

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over here or whatever. But it's, uh, the feedback loop

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starts at the bottom. It starts at the at the

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execution level. The whole idea behind the goal strategy Outcomes approach,

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which I call g s O s that that's what

446
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the GSO is about, is that the whole idea is

447
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that the strategy is couched as a hypothesis. So so

448
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many times organizations say this is our strategy for the year. Well,

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first of all, the strategy is typically unmoored from a goal,

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so it's it's orphaned immediately, right, It's like, oh, here's

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a strategy, Well to what end? Right? How you how

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do you know if you've achieved your strategy? Well you

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don't because we need to start with goals, and goals

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are measurable and they're specific. And you know that you

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use the smart technology, the smart acronym. You know, that's

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that's what the we need to start with. Now, when

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we create our strategy, we say we start the strategy

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with we believe that if we do X, we will

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achieve Y, and then that allows the organization at all

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levels to start experimenting on that strategy. So quarter over quarter,

461
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we take a chunk and we say, if we're going

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to if this is our strategy and we think it's

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going to achieve these results, let's experiment in the first

464
00:28:29.440 --> 00:28:33.599
quarter and we should get these results to show that

465
00:28:33.680 --> 00:28:36.720
we're moving in the right direction. And all you're looking

466
00:28:36.799 --> 00:28:40.839
for is positive movement. If you see that it's happening,

467
00:28:41.519 --> 00:28:44.559
then you do more of that. If you realize because

468
00:28:44.599 --> 00:28:47.799
of your experiments that oops this was not the right strategy.

469
00:28:48.319 --> 00:28:51.359
Let's go to this other thing over here that was

470
00:28:51.400 --> 00:28:55.920
our second choice. Or during the during the prototyping or

471
00:28:56.559 --> 00:28:59.920
experimentation process, someone realizes, oh my god, if we got

472
00:29:00.079 --> 00:29:03.160
this little piece of technology that's actually open source and

473
00:29:03.279 --> 00:29:05.359
we stuck it in here, we could do all of

474
00:29:05.440 --> 00:29:09.000
this a lot faster and a lot better. So that's

475
00:29:09.079 --> 00:29:12.759
how experimentation happens, because the people closest to the work

476
00:29:13.599 --> 00:29:16.559
are the ones that are most knowledgeable about how to

477
00:29:16.640 --> 00:29:17.519
make it effective.

478
00:29:18.960 --> 00:29:21.680
Okay, I love all of that. Now the next question, then,

479
00:29:22.079 --> 00:29:24.960
can you give us an example of a client or media,

480
00:29:24.960 --> 00:29:27.039
an organization or that you know of that is doing

481
00:29:27.160 --> 00:29:29.359
something like this that can help us really feel it?

482
00:29:29.519 --> 00:29:33.720
Sure? Sure. So in one organization I was working with,

483
00:29:34.039 --> 00:29:37.839
you know, fairly, our thirty billion dollar company, there was

484
00:29:37.960 --> 00:29:43.599
one area that was really a poor It was it

485
00:29:43.720 --> 00:29:49.359
was poorly received and people were complaining about this one thing,

486
00:29:49.880 --> 00:29:52.440
you know, when I joined the company. It was it

487
00:29:52.519 --> 00:29:57.799
was about onboarding. When I join your company, for these benefits,

488
00:29:58.559 --> 00:30:00.880
I have to go through way, way, way too many

489
00:30:00.920 --> 00:30:06.039
hoops and so that was a big complaint. So basically

490
00:30:06.160 --> 00:30:09.880
the company said, well, all right, they gave they gave

491
00:30:09.960 --> 00:30:11.759
a goal or they said, this is our goal. We

492
00:30:11.799 --> 00:30:15.640
want to improve this onboarding and so organization, you go

493
00:30:15.799 --> 00:30:19.839
figure it out. Well, they initially said, if we do

494
00:30:20.200 --> 00:30:23.359
these things, we think that that will give us the

495
00:30:23.440 --> 00:30:28.279
smoother onboarding and the customer satisfaction that they're looking for. Well,

496
00:30:28.519 --> 00:30:30.960
they went down that road and after about a month

497
00:30:31.160 --> 00:30:34.319
or two, they realized that was not moving the needle.

498
00:30:34.839 --> 00:30:38.880
They were actually engaging users, real users, you know, in

499
00:30:39.240 --> 00:30:42.079
basically ab testing and saying what do you think does

500
00:30:42.119 --> 00:30:44.920
this work? You know, would you would you agree that

501
00:30:45.039 --> 00:30:47.119
this is faster or better or whatever. And they said, no,

502
00:30:47.279 --> 00:30:51.400
it's not. It's it's this other thing that's really you know,

503
00:30:52.400 --> 00:30:56.000
it's tripping us up. And so there was one person

504
00:30:56.279 --> 00:30:57.960
who was on this team that said, you know what,

505
00:30:58.680 --> 00:31:01.799
if we do this other thing, I think that this

506
00:31:01.960 --> 00:31:04.440
will really turn it around. And one and in fact

507
00:31:04.519 --> 00:31:07.640
they did. They they took that new approach based on

508
00:31:07.759 --> 00:31:12.119
that one person's technical knowledge and they and they introduced

509
00:31:12.160 --> 00:31:16.960
it into the mix and a month later the curve

510
00:31:17.039 --> 00:31:23.480
started going up and the feedback was was great, and

511
00:31:24.559 --> 00:31:27.519
and UH onboarding improved and they got higher scores, they

512
00:31:27.559 --> 00:31:31.079
got more clicks, and they went through and they didn't

513
00:31:31.119 --> 00:31:34.079
go and balance and all that other stuff. So that's

514
00:31:34.160 --> 00:31:36.559
an example of how it worked. Not only did they

515
00:31:36.599 --> 00:31:38.440
think they would take a year to do that to

516
00:31:38.480 --> 00:31:40.440
fix that problem, it took them three months.

517
00:31:40.880 --> 00:31:44.119
Mm hmm. What a concept. Talking into the direct source

518
00:31:44.160 --> 00:31:46.759
system that can actually help you solve your problem. Sounds

519
00:31:46.799 --> 00:31:49.839
good to me. Sounds good to me. All right, let's

520
00:31:49.920 --> 00:31:52.960
let's grab our last break here. I'm your I'm your host.

521
00:31:53.000 --> 00:31:55.400
Doctor Earlies Cortez went on the air with Colin O'Neill,

522
00:31:55.400 --> 00:31:59.160
who's an entrepreneur, thought leader, business executive, organizational change agent,

523
00:31:59.400 --> 00:32:03.240
international trainer, conference speaker, author, and executive coach. We've been

524
00:32:03.279 --> 00:32:06.160
talking about his new book, Take Control By Giving Up Control.

525
00:32:06.440 --> 00:32:07.160
We'd be right back.

526
00:32:22.759 --> 00:32:26.319
Doctor Elise Cortes is a management consultant specializing in meaning

527
00:32:26.400 --> 00:32:30.200
and purpose. An inspirational speaker and author. She helps companies

528
00:32:30.279 --> 00:32:34.079
visioneer for greater purpose among stakeholders and develop purpose inspired

529
00:32:34.160 --> 00:32:38.079
leadership and meaning infused cultures that elevate fulfillment, performance, and

530
00:32:38.200 --> 00:32:41.440
commitment within the workforce. To learn more or to invite

531
00:32:41.440 --> 00:32:44.359
Elise to speak to your organization, please visit her at

532
00:32:44.440 --> 00:32:47.680
Elisecortes dot com. Let's talk about how to get your

533
00:32:47.720 --> 00:32:56.480
employees working on purpose. This is working on Purpose with

534
00:32:56.640 --> 00:32:59.720
doctor Elise Cortes. To reach our program today or to

535
00:32:59.759 --> 00:33:02.319
a in a conversation with a lease send an email

536
00:33:02.400 --> 00:33:07.359
to a lease a Lisee at Eliscortes dot com. Now

537
00:33:07.759 --> 00:33:09.319
back to working on Purpose.

538
00:33:14.799 --> 00:33:16.960
Thanksteresting with us, and welcome back to working on Purpose.

539
00:33:17.039 --> 00:33:19.319
I'm your host, doctor Lei's Cortes. As I mentioned in

540
00:33:19.400 --> 00:33:21.200
the last break that my latest book came out, The

541
00:33:21.279 --> 00:33:24.319
Great Vandalization, in March of twenty twenty three. What I

542
00:33:24.400 --> 00:33:27.039
did for you is I created a free organizational assessment

543
00:33:27.119 --> 00:33:29.519
for you to ascertain the extent to which your current

544
00:33:29.680 --> 00:33:33.680
organization law culture is meaning the discerning needs of today's workforce.

545
00:33:34.000 --> 00:33:36.480
So you can download the assessment. HiT's just three pages

546
00:33:36.559 --> 00:33:40.079
at gustodeshnow dot com if you are just down joining us.

547
00:33:40.119 --> 00:33:42.279
My guest is Colin O'Neil. He's the author of Take

548
00:33:42.359 --> 00:33:45.880
Control By Giving Up Control, value centered, fasttracked to organization

549
00:33:46.000 --> 00:33:49.000
growth what we've been talking about today. So the last

550
00:33:49.000 --> 00:33:51.720
segment here, Colin, I really wanted to focus on the

551
00:33:51.880 --> 00:33:54.680
last part of your book. I like, again, how crisply

552
00:33:54.720 --> 00:33:59.039
you organize your book? And that was really We're talking

553
00:33:59.079 --> 00:34:02.039
about the advanced technologies, the leadership talent, and the feedback

554
00:34:02.079 --> 00:34:05.920
and learning. So let's start with the advanced technologies. You're

555
00:34:05.960 --> 00:34:10.320
advocating for various ways that organizations can use this in

556
00:34:10.639 --> 00:34:13.079
this modern era, So let's just start there. Some thoughts

557
00:34:13.119 --> 00:34:15.000
about advanced technologies.

558
00:34:15.679 --> 00:34:18.519
Sure, well, not only has technology advanced a whole lot

559
00:34:18.599 --> 00:34:22.599
in the last decade or and a half, but it's

560
00:34:22.840 --> 00:34:29.199
it's actually the rate of change is almost exponential. Almost

561
00:34:29.239 --> 00:34:33.440
every day new technology is coming out that will solve

562
00:34:33.559 --> 00:34:40.599
some problem, and organizations need to be ready to adopt

563
00:34:40.800 --> 00:34:45.400
new technologies like very quickly. And in order to do that,

564
00:34:45.519 --> 00:34:49.719
they need to be structured and organized and run in

565
00:34:49.840 --> 00:34:53.719
a way that allows them to do that. Well, the

566
00:34:54.440 --> 00:35:00.280
entity value realization system is that is that the fuel

567
00:35:00.679 --> 00:35:06.000
that when you adopt a distributed authority and empower your

568
00:35:06.079 --> 00:35:10.440
workers and have adaptive leaders who are who set up

569
00:35:10.440 --> 00:35:15.079
an environment for success, that's how those technologies are rapidly

570
00:35:15.239 --> 00:35:21.079
integrated into the business processes and product delivery. Now I

571
00:35:21.079 --> 00:35:27.159
also say about AI. Artificial intelligence has changed the game

572
00:35:27.639 --> 00:35:31.719
in ways that we can't even imagine yet. I see

573
00:35:31.760 --> 00:35:33.639
some people go, oh, it's just you know, it's just

574
00:35:33.679 --> 00:35:38.280
a fad, it'll it'll go away. But honestly, it is

575
00:35:38.400 --> 00:35:41.760
a total game changer. And so organizations, if they want

576
00:35:41.840 --> 00:35:44.679
to adopt AI, they need to do it in an

577
00:35:44.719 --> 00:35:47.400
intentional way. They just can't do it on a you know,

578
00:35:47.599 --> 00:35:51.719
a hit miss approach. So when we are crisp about

579
00:35:51.760 --> 00:35:56.199
our goals and our strategies, then are folks at the

580
00:35:56.920 --> 00:35:59.119
at the bottom of the stack who are actually making

581
00:35:59.400 --> 00:36:02.679
the stuff work on a daily basis. They're the ones

582
00:36:02.719 --> 00:36:07.239
that are looking for ways to introduce AI so that

583
00:36:07.800 --> 00:36:10.920
the flow is smoother, they get more bang for the book,

584
00:36:10.960 --> 00:36:14.360
et cetera, et cetera. There's no way that that organizational

585
00:36:14.480 --> 00:36:17.400
leaders can know enough about AI as it changes almost

586
00:36:17.440 --> 00:36:21.400
on a daily basis to begin to project, oh, you know,

587
00:36:21.480 --> 00:36:24.480
a year from now, we're going to do this. It's

588
00:36:24.559 --> 00:36:26.079
just not the way it works. It has to be

589
00:36:26.159 --> 00:36:33.679
a constant adoption so artificial intelligence. In fact, Einstein said

590
00:36:33.760 --> 00:36:37.400
in an interview in nineteen twenty nine, he said, knowledge

591
00:36:38.280 --> 00:36:44.039
is nothing compared to imagination AI. If you can imagine it,

592
00:36:44.400 --> 00:36:44.960
you can do it.

593
00:36:48.039 --> 00:36:51.039
I appreciate that last sentence, especially Colin. I wanted to

594
00:36:51.079 --> 00:36:53.159
share something when it comes to the world of technology.

595
00:36:53.440 --> 00:36:56.000
I want to I was speaking. I was struggled to

596
00:36:56.039 --> 00:36:59.039
go speak in San Diego just before I was coming

597
00:36:59.079 --> 00:37:01.079
into your neck of the way, and I lost my

598
00:37:01.400 --> 00:37:05.480
my depit card and I realized it, you know, at

599
00:37:05.519 --> 00:37:07.599
that morning as I was going to the airport, and

600
00:37:07.840 --> 00:37:09.280
I thought, oh my gosh, I got I got a

601
00:37:09.320 --> 00:37:11.079
call because I want My big thing was I wanted

602
00:37:11.119 --> 00:37:13.239
to make sure a call so there were no charges.

603
00:37:12.960 --> 00:37:13.480
On my card.

604
00:37:14.440 --> 00:37:17.239
And I couldn't find, couldn't find, couldn't find. I actually

605
00:37:17.280 --> 00:37:20.000
called my banker, and I didn't get the actual banker.

606
00:37:20.320 --> 00:37:22.280
I called my bank branch. Couldn't get through it, couldn't

607
00:37:22.280 --> 00:37:24.760
get there, couldn't through. And finally, somewhere in there I think,

608
00:37:24.800 --> 00:37:28.079
I did a search for lost debit card for my

609
00:37:28.119 --> 00:37:31.519
bank and I got a number and I dialed that number,

610
00:37:32.039 --> 00:37:35.719
and literally within like two and a half minutes, I

611
00:37:35.840 --> 00:37:38.719
had it. Had it had confirmed all of my current

612
00:37:38.840 --> 00:37:41.800
charges that those were mind us, so therefore I could

613
00:37:41.800 --> 00:37:43.119
shut the card off. Do I want a new card?

614
00:37:43.199 --> 00:37:43.360
Yes?

615
00:37:43.559 --> 00:37:43.719
I do.

616
00:37:44.599 --> 00:37:46.880
And it was amazing, right, how crisp it was. Now,

617
00:37:46.920 --> 00:37:48.760
if I had just called the bank and talked to

618
00:37:48.840 --> 00:37:50.960
a human, I don't know what that process would have

619
00:37:51.000 --> 00:37:54.639
been like. But because I found the right technical system

620
00:37:54.719 --> 00:37:56.920
to plug into problems and all two and a half

621
00:37:56.960 --> 00:37:58.719
minutes or les's probably less than that.

622
00:37:59.360 --> 00:38:03.519
Yeah, yeah, it really is amazing. And the companies that

623
00:38:03.639 --> 00:38:06.480
make these adjustments faster than their competitors are going to

624
00:38:06.719 --> 00:38:08.039
are going to win. Yeah.

625
00:38:08.960 --> 00:38:10.920
Yeah. So then now that leads us to the second

626
00:38:10.960 --> 00:38:12.840
area that I wanted you to speak more about, because

627
00:38:12.880 --> 00:38:15.920
this is definitely part of my jam. That's talent part.

628
00:38:16.920 --> 00:38:18.519
So if you could speak a bit more about your

629
00:38:18.639 --> 00:38:21.639
perspective about how company, what companies need to do here

630
00:38:22.079 --> 00:38:23.920
and that domain that be divine.

631
00:38:24.679 --> 00:38:29.639
Sure. So, just before talent, we want to talk about leadership.

632
00:38:31.119 --> 00:38:34.440
Leadership in the modern world is different than leadership as

633
00:38:34.480 --> 00:38:37.719
it used to be. The leaders before used to be

634
00:38:38.239 --> 00:38:40.360
what we called experts. They would know more than the

635
00:38:40.440 --> 00:38:44.639
people they work for them. That's not how it is today.

636
00:38:45.559 --> 00:38:50.239
Leaders today need to understand people. They need to understand

637
00:38:50.360 --> 00:38:54.559
how to lead with compassion and empathy and motivate people

638
00:38:54.760 --> 00:38:58.920
in ways that they haven't traditionally done. And when we

639
00:38:59.159 --> 00:39:02.960
create these what we call adaptive leaders. Adaptive leaders are

640
00:39:02.960 --> 00:39:06.920
those that can make decisions and adapt in real time

641
00:39:07.119 --> 00:39:11.400
to whatever's happening. They're they're able to make the adjustments

642
00:39:11.480 --> 00:39:15.719
at the right time. When we have adaptive leaders, then

643
00:39:16.039 --> 00:39:24.239
we have we have employees who are now empowered too,

644
00:39:25.920 --> 00:39:29.360
you know, sort of be creative and be a voice

645
00:39:29.679 --> 00:39:32.239
that they actually have a voice to say, if we

646
00:39:32.400 --> 00:39:34.639
did this this, you know, we could do this thing

647
00:39:34.719 --> 00:39:37.800
better and not be afraid to speak up. And they

648
00:39:37.840 --> 00:39:41.519
also have an opportunity to experiment without getting punished because

649
00:39:41.559 --> 00:39:45.960
they're validating the hypothesis that the strategy uh strategy statement.

650
00:39:46.079 --> 00:39:51.679
So the combination of adaptive leaders and empowered workers is

651
00:39:51.800 --> 00:39:55.599
the crux, you know, and and put on that the

652
00:39:56.440 --> 00:40:00.320
clarity of the U of the goals and and you've

653
00:40:00.400 --> 00:40:03.559
got magic. I mean is it is just incredible to

654
00:40:03.679 --> 00:40:09.320
watch teams and organizations that adopt these adopt these methods,

655
00:40:09.920 --> 00:40:13.400
how rapidly they can create value, how rapidly they can

656
00:40:13.519 --> 00:40:18.639
change course, and how much much more innovative they become.

657
00:40:19.639 --> 00:40:23.519
M you know, from my vantage point, Colin, part of

658
00:40:23.559 --> 00:40:27.079
the reason I'm an organizational psychologist is because I revere

659
00:40:27.199 --> 00:40:29.639
the world of work. I was raised by first farmers

660
00:40:29.679 --> 00:40:32.280
and the restaurant tours, and work was not a bad

661
00:40:32.320 --> 00:40:34.199
for letter word. It was a way of living, a

662
00:40:34.280 --> 00:40:37.079
way of being in the world, and so so much

663
00:40:37.159 --> 00:40:38.760
of the work that I'm out to do is to

664
00:40:38.840 --> 00:40:43.280
help more organizations create what I call destination workplaces where

665
00:40:43.400 --> 00:40:47.000
people really can realize their potential through their experience of work.

666
00:40:47.039 --> 00:40:49.039
It's so incredible and I've seen so and I know

667
00:40:49.119 --> 00:40:53.199
you have to so many examples. We're literally watching someone

668
00:40:53.639 --> 00:40:56.679
transform before your very eyes and a matter of months

669
00:40:56.800 --> 00:41:00.400
or years. Is really incredible. So the motivational piece that,

670
00:41:00.519 --> 00:41:02.599
of course I do it from the lens of inspiration, right,

671
00:41:02.639 --> 00:41:05.440
It's just so so important. And so that combination of

672
00:41:05.519 --> 00:41:08.840
the adaptive leader and the empowered worker, right, and then

673
00:41:09.280 --> 00:41:11.440
to be and then when you recognize you're doing something

674
00:41:11.559 --> 00:41:14.559
together that you really believe in, that you believe really

675
00:41:14.679 --> 00:41:17.480
is going to better make the lives better of your customers,

676
00:41:17.840 --> 00:41:19.639
you're doing something that betters the world. I mean that

677
00:41:20.039 --> 00:41:22.880
you know that's worth getting up for, you know. And

678
00:41:23.000 --> 00:41:26.199
so I really appreciate what you're putting forth in this

679
00:41:26.280 --> 00:41:28.960
particular chapter because it's totally my jam, and I wanted

680
00:41:28.960 --> 00:41:31.039
to echo a little bit more of that because for me,

681
00:41:31.159 --> 00:41:33.599
the one step further that I take it is, you know,

682
00:41:34.039 --> 00:41:36.280
how leaders can This is what happened for me is

683
00:41:36.639 --> 00:41:40.079
when leaders can actually see and know their people well

684
00:41:40.239 --> 00:41:43.239
enough and see beyond who they are today to be

685
00:41:43.360 --> 00:41:45.360
able to cast the vision of what they believe they

686
00:41:45.440 --> 00:41:48.840
could be tomorrow, so that person can see it and

687
00:41:49.000 --> 00:41:51.440
want want to reach for it for themselves. That's the

688
00:41:51.519 --> 00:41:55.119
strongest mover that we can get in people, that internal

689
00:41:55.239 --> 00:41:58.400
inspirational burst. So I wanted just to add that component

690
00:41:58.440 --> 00:42:00.119
in there and let you comment on that. And do

691
00:42:00.119 --> 00:42:02.719
you think that's completely crazy? Can you mind some of

692
00:42:02.840 --> 00:42:04.039
that or no?

693
00:42:04.239 --> 00:42:07.360
That is the absolute truth. I like you have seen

694
00:42:07.360 --> 00:42:11.119
it so many times and it makes my heart feel good,

695
00:42:11.239 --> 00:42:14.480
and you know, sometimes I'm almost I'm almost teary when

696
00:42:14.519 --> 00:42:18.159
I think of, you know, this, this person who was

697
00:42:18.440 --> 00:42:21.320
you know, very you know, stuck in their little cube.

698
00:42:21.360 --> 00:42:24.599
They didn't really communicate with anyone, and they didn't really

699
00:42:24.719 --> 00:42:29.599
make any great contribution blossom into this you know, creative person.

700
00:42:29.840 --> 00:42:33.960
And that was they could communicate and and be part

701
00:42:34.000 --> 00:42:37.480
of a solution and just watch them grow as a

702
00:42:37.599 --> 00:42:43.239
person and while doing that, creating value for the organization.

703
00:42:43.960 --> 00:42:46.920
So beautiful. Okay, So now the next piece that I

704
00:42:47.000 --> 00:42:49.199
wanted you to speak on is the feedback and learning.

705
00:42:49.239 --> 00:42:51.800
And you know, so many organizations and is this part

706
00:42:51.840 --> 00:42:53.760
of what I teach in my programs to Colin is

707
00:42:53.840 --> 00:42:57.039
how do we give feedback that doesn't diminish and demoralize,

708
00:42:57.079 --> 00:43:00.079
but actually tells people I care about you, and I

709
00:43:00.159 --> 00:43:01.960
know you can do even better than you already are,

710
00:43:02.079 --> 00:43:04.400
and there's even more for you to grow into. So

711
00:43:04.559 --> 00:43:08.000
the feedback and learning piece is very near to my

712
00:43:08.400 --> 00:43:10.599
heart of the most my life. Learning I probably will

713
00:43:10.639 --> 00:43:13.760
continue until I get dropped into the ground. So your

714
00:43:13.920 --> 00:43:17.079
perspective on learning and feedback, we're sure.

715
00:43:17.480 --> 00:43:21.760
Well, we build a feedback loop into the EVER system

716
00:43:22.960 --> 00:43:29.679
basically as these GSOs, these goal strategy outcome components as

717
00:43:29.760 --> 00:43:34.360
they are basically interpreted throughout the organization. That's what I

718
00:43:34.440 --> 00:43:37.519
call the GSO steel thread. So there's a trace ability

719
00:43:37.599 --> 00:43:41.360
basically from the top the strategy level all the way

720
00:43:41.400 --> 00:43:44.039
down to the execution level. One can trace it through

721
00:43:44.079 --> 00:43:48.039
automated tools. What all they're doing is tied to and

722
00:43:48.159 --> 00:43:50.960
it all rolls up to these higher level goals. Well,

723
00:43:51.440 --> 00:43:54.920
when we establish that feedback loop, then we can see

724
00:43:56.079 --> 00:44:01.159
our teams are our people actually can true to the

725
00:44:01.960 --> 00:44:06.079
overall objectives of the organization number one. Number two, If

726
00:44:06.159 --> 00:44:09.719
they're not, why we ask what is going on? Is

727
00:44:09.840 --> 00:44:14.119
the is the goal not clear or the outcomes wrong?

728
00:44:14.360 --> 00:44:18.559
Is the strategy wrong? Have we not given them enough freedom?

729
00:44:18.760 --> 00:44:21.840
Do they have the right skill set? So the question,

730
00:44:22.400 --> 00:44:27.440
instead of being punitive, is basically, what is the source

731
00:44:28.039 --> 00:44:32.519
of this part of the organization not bringing value. Let's

732
00:44:32.679 --> 00:44:35.400
understand why and then fix that.

733
00:44:36.920 --> 00:44:37.280
And that.

734
00:44:39.159 --> 00:44:42.320
That is basically the feedback loop. It's part of all

735
00:44:42.480 --> 00:44:47.280
that is discovering what's working, what's not, and then realizing

736
00:44:47.480 --> 00:44:51.280
that where the areas the problem areas are, Let's go in,

737
00:44:51.480 --> 00:44:54.760
shine a microscope in there and figure out what's going

738
00:44:54.800 --> 00:44:55.519
on and fix that.

739
00:44:56.960 --> 00:44:59.360
I like that a lot. I had, I guess to

740
00:44:59.440 --> 00:45:02.199
my show several probably several years ago, who would run

741
00:45:03.079 --> 00:45:05.960
with the CEO of healthcare and hospitals for years? It's

742
00:45:05.960 --> 00:45:07.760
that almost the exact same thing. He said. I never

743
00:45:07.800 --> 00:45:09.840
went out for people. Was always the process and the

744
00:45:09.920 --> 00:45:13.079
procedures that I want to go look at first, because

745
00:45:13.079 --> 00:45:16.880
the people wanted to make things work. So I appreciate that.

746
00:45:17.519 --> 00:45:19.679
So we have time just a little bit here to

747
00:45:19.760 --> 00:45:22.159
bring us home here for the show, Colin, if you

748
00:45:22.199 --> 00:45:25.559
could talk about your notion of value culture, you know,

749
00:45:25.639 --> 00:45:27.320
of course I'm totally in for that.

750
00:45:28.239 --> 00:45:31.840
Sure, Well, there's many aspects to add value culture. Actually

751
00:45:31.960 --> 00:45:36.599
the whole conversation up till now. Basically those are pieces

752
00:45:36.719 --> 00:45:43.559
of value culture when we put value first, and value

753
00:45:43.639 --> 00:45:48.639
in multiple terms. Value for the organization in terms of profits,

754
00:45:49.400 --> 00:45:53.400
value for the customer in terms of their experience and

755
00:45:53.679 --> 00:45:55.480
how it's going to help them in their lives, and

756
00:45:55.719 --> 00:45:58.519
value for the employees, the people who are actually doing

757
00:45:58.599 --> 00:46:03.800
the work. So all that those are different kinds of value,

758
00:46:04.039 --> 00:46:08.199
but they're all related, nonetheless, and so the value culture

759
00:46:08.519 --> 00:46:13.360
cultivates all three of those, and it does so through

760
00:46:14.159 --> 00:46:17.239
the model that's behind me as well as these on

761
00:46:17.400 --> 00:46:20.480
the let's see on the right side, these what we

762
00:46:20.559 --> 00:46:26.159
call value amplifiers, and these twelve value amplifiers are the

763
00:46:26.679 --> 00:46:29.760
core of the value culture. If you pay attention to

764
00:46:29.880 --> 00:46:33.840
these things, you will be focused on value and everything

765
00:46:34.199 --> 00:46:34.920
will be fine.

766
00:46:38.360 --> 00:46:41.760
Very crisp man. Okay, so you now probably know that

767
00:46:41.880 --> 00:46:44.639
this show is listened by people around the world, Colin,

768
00:46:44.679 --> 00:46:46.159
and they really tune in for a couple of reasons.

769
00:46:46.199 --> 00:46:49.559
They tune in because either they are looking to improve

770
00:46:49.639 --> 00:46:52.320
their way of leading and becoming a better effective business er.

771
00:46:52.320 --> 00:46:55.119
They're trying to become better in just the world, becoming

772
00:46:55.119 --> 00:46:57.960
better human beings and they're trying to plug into something

773
00:46:58.039 --> 00:47:00.480
that is that's just it's a good movement for them.

774
00:47:00.880 --> 00:47:01.960
What would you like to leave them with.

775
00:47:02.840 --> 00:47:05.880
Well, I would just like to say that this model

776
00:47:05.960 --> 00:47:10.639
is really for executives, senior executives, and management professionals who

777
00:47:10.880 --> 00:47:16.559
are facing incredible challenges today that have never been experienced before.

778
00:47:16.679 --> 00:47:20.599
Because of the volatility of the markets, because of the

779
00:47:20.719 --> 00:47:26.440
changing in consumer preferences, because of the different workforce. So

780
00:47:26.559 --> 00:47:32.519
many leaders are facing these challenges. This model addresses many

781
00:47:32.800 --> 00:47:38.639
of those challenges and it essentially gives them the tools

782
00:47:39.400 --> 00:47:45.400
and the tactics to implement things in ways that they

783
00:47:45.440 --> 00:47:48.760
don't have to reorganize. They just have to focus on value.

784
00:47:49.280 --> 00:47:51.480
And when they do that and do these other things

785
00:47:51.559 --> 00:47:55.480
like empower the workers to distribute authority, create adaptive leaders,

786
00:47:55.880 --> 00:48:02.559
use advanced technology, create feedback loops and clarity through you

787
00:48:02.800 --> 00:48:09.599
through strategy distribution, then they will have managed most of

788
00:48:09.719 --> 00:48:12.320
the major challenges that they are facing today and it

789
00:48:12.360 --> 00:48:15.880
will prepare them for their future, because who knows what

790
00:48:16.000 --> 00:48:16.880
the future is going to bring.

791
00:48:17.840 --> 00:48:21.000
So true, Colin, thank you so much for coming into

792
00:48:21.079 --> 00:48:26.079
my world. Thanks to our dear friend Eddie, I want

793
00:48:26.079 --> 00:48:27.559
to thank you for one writing the book. I know

794
00:48:27.639 --> 00:48:28.800
how heart it is to write a book, and that

795
00:48:28.880 --> 00:48:33.039
one it's incredibly whole. The work must have been tremendous

796
00:48:33.079 --> 00:48:35.239
and intense, and thank you for coming on, working on

797
00:48:35.320 --> 00:48:37.559
purpose and sharing your heart, your soul and your work

798
00:48:37.639 --> 00:48:38.880
with listeners across the globe.

799
00:48:39.320 --> 00:48:41.039
Thank you, Elise. It's my man pleasure.

800
00:48:42.079 --> 00:48:43.760
Listeners and viewers, you are going to want to learn

801
00:48:43.800 --> 00:48:46.199
more about Colin O'Neill the work he does helping clients

802
00:48:46.239 --> 00:48:50.239
connect their organization strategy to execution through value streams, portfolios

803
00:48:50.280 --> 00:48:53.360
and the use of derivative goals in his book Take

804
00:48:53.400 --> 00:48:57.559
Control By Giving Up Control. Visit him at Let's see

805
00:48:57.760 --> 00:49:01.480
Theeversystem dot ai if you've believe that, so the ever

806
00:49:01.639 --> 00:49:07.039
System V and an ever ev ersystem dot ai. Last week,

807
00:49:07.039 --> 00:49:08.480
if you missed the live show, you can always get

808
00:49:08.480 --> 00:49:11.119
it be a recorded podcast or wherever you get your podcast.

809
00:49:11.400 --> 00:49:13.800
We were on air with Eric g talking about his

810
00:49:13.920 --> 00:49:17.079
book The Power of Personality, Unlock the Sequest to understand

811
00:49:17.079 --> 00:49:20.039
everyone in your life, including yourself. It was a fabulous

812
00:49:20.079 --> 00:49:24.159
conversation where we explained the four main types of personalities gatherers, hunters,

813
00:49:24.679 --> 00:49:28.559
Shamans and Smith's and what they most value, introducing a

814
00:49:28.599 --> 00:49:30.760
means to understand people we work with and care about.

815
00:49:31.320 --> 00:49:32.920
Next week will be on the air with doctor Jo

816
00:49:33.039 --> 00:49:37.360
c Amren talking about his new book, Spiritually Intelligent Leadership,

817
00:49:37.440 --> 00:49:40.079
How to Inspire by Being Inspired. See you there and

818
00:49:40.159 --> 00:49:42.360
remember that work as one of the best adventures and

819
00:49:42.440 --> 00:49:44.920
means of realizing our potential and making the impact we crave.

820
00:49:45.280 --> 00:49:46.559
So let's work on Purpose.

821
00:49:49.559 --> 00:49:52.159
We hope you've enjoyed this week's program. Be sure to

822
00:49:52.239 --> 00:49:55.880
tune into Working on Purpose featuring your host, doctor Elise Cortes,

823
00:49:56.000 --> 00:49:59.320
each week on W four CY. Together we'll create a

824
00:49:59.360 --> 00:50:03.960
world where thisusiness operates conscientiously. Leadership inspires and passion performance

825
00:50:04.079 --> 00:50:06.800
and employees are fulfilled in work that provides the meaning

826
00:50:06.880 --> 00:50:10.639
and purpose they crave. See you there, Let's work on Purpose.