Creating and Operating from an Intentionally Authentic Culture

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There are some people that make their
work just another thing they have to do,

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and there are those that make their
work something that they want to do.

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Welcome to Working on Purpose with your
host Elise Cortes. In our program,

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we provide guidance and inspiration from those
people who have found deeper meaning and

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personal connection to their work life.
It's beyond nine to five. It's working

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on Purpose. Now Here is your
host, Elise Cortes. Welcome back to

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the Working on Purpose Show. Thanks
for tuning in again this week. I'm

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your host, Elise Cortes. Join
you live from Dallas, which is home

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base for me. If you've been
tuning in for a while, then you

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know this program is all about helping
people create more meaningful and purposeful lives and

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equipping leaders, insight organizations to cultivate
meaning and purpose illness. It's passion inspired

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contribution, innovation and persevering performance.
I talk with my guests to draw on

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their expertise and share my own experience
consulting, speaking developing workforces across the Gold

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Globe. Before we get into the
program, let me give a shout out

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life or work. And if I
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journey, go to my website at
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contact me feature to message me.
Let's open a dialogue and explore what's going

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on for you, and I'll see
if I can help you. Whether you

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want to learn more about how to
develop purpose inspired leadership and meaning infused culture

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in your organization. You want to
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interested in the Women on Purpose,
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Portland Oregon's time. Excuse me area
September eight through eleventh, twenty nineteen,

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or you'd like me to speak for
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I'm glad we're connected and thanks for
listening. Now onto this week's program with

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us tonight. Right next to me
is Adrianne Court, who is currently the

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chief HR Officer with Alchemy, one
of the fastest growing technology companies in the

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US. She is the co author
of Bravely She Flies, sharing stories of

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resilience, and is currently co authoring
Conscious Culture, Think, Act and Connect

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to Inspire uncommon business success. We'll
be talking about the importance of carefully crafting

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your company culture, the culture compounds
at Alchemy, where Adrianne works, and

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what companies can do to keep their
culture vibrant and healthy. We're conducting this

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conversation on campus here and the headquarters
of the Alchemy office in Plano, Texas.

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Adrianne, welcome to working on purpose. Well, thank you, I'm

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excited. So this is fun.
It is fun. We better thank our

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common friend here for bringing us together. Bruce Waller, if you're listening,

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whoo who shout out to you.
Thank you very much much for introducing me

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and connecting me company. Culture is
really really an important It's part of what

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I do these days too, And
you are in a very unique position to

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talk with this about what you're doing
here in alchemy that we can already learn

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from. It's magic. I'm here
on campus. It's magic. But before

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we get into that, let's help
our listeners understand what we mean by culture.

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You specifically, we're focused on that. So what do you what's your

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definition of culture? You know,
thanks for asking that at least, because

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a lot of times people think that
culture is this kind of missical thing out

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there that's kind of fuzzy blurry.
For me, it's pretty simple. Within

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an organization, it's how you think, act and connect. And the thinking

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is how you express your culture and
words. Acting is how you manifest.

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It's the behaviors that represent your culture, and your interacting and connection is how

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your customers and community experience your culture. And because it's so per it's so

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much I like to say the water
that anyone swims in an organization, it

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eats strategy for breakfast. Yes,
yes, yeah, right, really it's

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really really important ancrivity to Peter Drugger, Yes, yeah, it's so important

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that people don't understand the importance of
it, and which is why I wanted

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to bring you on and help them
get present to it. So then the

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next thing, let's talk about that. Why is creating an intentional culture so

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important? The purpose for an intentional
culture is it actually drives your business results.

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And I actually, you know,
today we're talking about alchemy. But

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I just I love to use many
examples, but one I'd like to use

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is Chick fil A as an example. They are one that have been considerably

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intentional from their culture, from their
onset. We can disagree agree on their

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politics, but let's just talk about
they've been fundamental about their culture. They'll

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be closed on Sundays, they pay
the best wages. It's it's my pleasure

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culture. When you think of a
Chick fil A, their average revenue per

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store is about six point five million. The next largest revenue per store is

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McDonald's at about two point five million
annually. Wow. Okay, So when

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you talk about culture, Chick fila
is closed on Sundays, not open as

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many hours, and they pay higher
wages. That it's my pleasure of culture

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translates into a significant differentiation in terms
of really uncommon business success. So I

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just love to use that one as
an extreme example, but there's multiple examples

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like that. Okay, so that
brings it home here, that's that's literally

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putting your money where your mouth is. And when it comes to culture,

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so now let's distinguish when a company
culture is not working? Well, how

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do we how do we recognize that
an organization might have a problem with culture.

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I think a great again I'm using
streams is Uber of recently. I

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mean, here is a company that
was just growing fanatically fast, name brand,

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and it was a culture that was
let's s, was not open to

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diversity, was fairly caustic, and
it took some women leaving that organization talking

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about it publicly. From that point, the community, their customers started to

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withdraw very very rapidly from Uber.
Now, Uber responded very well, they

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did almost really a complete turnaround in
terms of leadership. They you know,

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they literally exited folks from the organization
and culture first. And now look at

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how phenomenal Uber has become over these
last two years. Considering what had happened,

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it could have spiraled out of control. That is a great example.

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Wow, So what's great about that? Distinguishing those two for us? Adrian,

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is that we really can start to
see when when culture does work and

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when it doesn't. So now let's
get into thinking about first for like a

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newer organization. There are there are
younger companies out there what you're right,

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and more and more coming. So
you guys listen to this especially, So

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what are some guidelines you would recommend
for a newly founded company to create the

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culture they want to live and work
for. So the one thing that this

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is difficult for many founders, right
because it's intuitive to them, this is

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what my culture should be, but
it's very important to translate it. And

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as I all use the word to
promote and protect it, and usually early

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on they kind of forget to actually
kind of write it and align it right.

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And actually you've been here at Alchemy, which we'll get in later in

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this segment. But Alchemy, our
founder kind of knew and instinctally what he

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wanted it to be, and it
wasn't until a few years ago that we

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said, hey, let's write it, let's be intentional about it. So

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it continue to grow and scale.
The challenge is if you're not like with

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that early on, it can grow
without you. I'd like to use the

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telephone game as an example. We
probably know that right, know that game.

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Okay, So when there's just two
or three of us and we do

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the telephone game, the message will
probably translate pretty well once you start to

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add fourteen fifteen to the telephone game. What the intent of the message or

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the message is distinctly different than what
the original message giver was. And think

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of that in terms of culture.
If you are not being prescriptive and describing

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what it should be, imagine what
it's like after you hire two ten,

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fifteen, twenty thirty forty fifty employees. So I do I love to use

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that. That's good. Yeah,
So that is a great, a great

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way for us to get our arms
around what happens when we're not writing writing

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it down? Now, how can
we just well real quick on still the

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new organizations, how do you recommend
they capture that is just a breathing document?

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Is it all over the walls?
And it depends because some organizations it

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may be where we're working remotely and
not necessarily together, versus we're in an

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environment together. So there are some
things you need to think about. It's

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in the language that you use,
It's in the expressions you use it is.

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It should be consistent with your brand
externally to your clients. So for

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example, that it's my pleasure.
Culture should be experienced internally first and then

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expressed externally to the clients and communities. So there's lots of ways to do

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that, as I mentioned in terms
your expressions, written communications, and then

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you know, I can go into
we'll go into more details, but there's

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all types of way to kind of
continue to reinforce it, and then you

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want to check and test it.
You do that for with your clients or

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your customers. How do they express
what your culture is? Is that in

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alignment what your what you think your
culture will be or should be. I

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think about the language piece of it, just really quick, is so distinguished.

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Do we do we crush the competition
or do we collaborate with our with

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their with with our customers? You
know? Are we? Are we proactive?

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Are we? It's just those words
are so so important to distinguish because

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they drive the behaviors and they drive
what gets reinforced and rewarded. Okay,

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now let's talk about a company that's
been around for several years and maybe they

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are now in that delicate place where
they're trying to scale and grow, and

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they recognize that maybe that original culture
what really got them here today somehow either

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needs to be changed or developed or
matured, or maybe it needs to stay

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just the way it is. But
how do they go about deciding? How

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they go about inside it? So
usually your clients or your customers will start

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to help you in that decision making
process by leaving or staying. Leaving or

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staying, So that's you see a
pretty good indication, okay, and that

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will come out in your customer service
results and your client retention rates. Right.

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And then there are many times organizations, for whatever reasons, have gone

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and involved and the products and things
that they offer today are not the products

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and things that they're offering now,
and so that actually might require change in

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mindset of the types of culture that
we need. Right. So it might

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have been something that physical product that
we were producing that required that it's my

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culture, and today it is more
of a virtual experience, but you still

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need it to translate. And so
those are the you have to build into

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exercises and kind of communicating. There's
ways to it, you map it out,

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you talk about it. The most
important thing though, is listening to

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what people are saying about you now
in meetings and client conversations in kind of

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the day to day. That's actually
a great indication of where you are with

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your culture. Okay, that is
great, beautiful. I hadn't actually thought

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about that whole notion of getting what
kind of feedback you're getting from other people

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around around your culture. Another additional
question we've just got from our Facebook book

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live stream from Sayid I need justly
great question said is he says acquisition brings

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its own culture. So talk about
how when two companies come together, there's

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the acquirer and the acquire if you
want to say that. And I'm actually

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glad that you bring up that question
because many times that's that can be overlooked

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and acquisitions or mergers can be ruefully
unsuccessful because of the culture aspect. Yes,

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and taking a look at the cultures
and many times keeping cultures distinctly different

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may be the outcome. Actually,
the Zappos acquisition by Amazon is a great

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example. I mean, everyone thought
that Zappos would lose their culture, but

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yet even though they are owned by
Amazon, they've been able to keep their

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specialness of their culture very distinct.
And that was well thought of well before

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that final signature on the line to
acquire Zappos. The other thing with acquisitions

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is is really kind of thinking about
how we're going to work together, what

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are those cultural norms, and also
be very thoughtful just because for what works

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at Alchemy today, I'm going to
charge in and tell you this is the

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way it is for you. Sometimes
you have to really stop and listen and

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many times merge your cultures. I
would think that I've never been part of

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of a culture work where we're working
on a merger and acquisition. I woul

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think that would be incredibly challenging and
really really interesting and difficult to pull off.

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And it is, and that there's
a variety of reasons why an acquisition

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is happening too, so that has
underlying impact facts. Is it because the

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company is failing or suffering, or
it's been growing tremendously and doesn't have the

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infrastructure and support. There's a variety
of things that you need to think of

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in terms of just the underlying reason
for the acquisition and merger. But then

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when you have that understanding, understanding
the impact of the culture, and you

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know what you want the culture to
be, and with that, let's go

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ahead and grab our first break.
I'm your host, Elise Cortez. We've

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been in the year with Adrian Court, who is currently the chief HR officer

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with Alchemy, one of the fastest
growing technology companies in the US. We're

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conducting this conversations live in the headquarters
office here of Alchemy, here in Plano.

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We've been talking a bit about what
is culture, Why is and important?

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What can we do about it?
How can we shape it? After

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the break, we're going to get
into Alchemy's culture itself. It's awesome.

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Stay with us, We'll be right
back. Alise Cortes is a speaker and

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engagement and development catalyst. She designs
and delivers professional development, leadership and engagement

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workshops and can bring her expertise to
your organization. She will help ignite meaningful

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development within your workforce that will increase
employee engagement, performance and retention. To

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learn more or to invite Elise to
speak to your organization, please visit her

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00:14:48.840 --> 00:14:54.559
at www dot Elisecortes dot com.
She would welcome the opportunity to help get

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your employees working on purpose. This
is working on purpose with Elise Cortes.

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To reach our program today, send
an email to a lease Alise at Aliscortes

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00:15:13.919 --> 00:15:20.279
dot com. Now back to working
on Purpose. Thanks for staying with us,

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and welcome back to working on Purpose
if you're just joining us. My

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guest is Adrianne Court, who is
currently the chief HR Officer with Alchemy,

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one of the fastest growing technology companies
in the US. She is the co

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author of Bravely She Flies, sharing
stories of resilience, and is currently co

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writing Conscious Culture, Think, Act
and Connect to inspire uncommon business success.

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I'm your host, Alis Cortes.
So for this segment, we want to

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focus on the Alchemy's culture itself.
And I'm here listeners and viewers. I'm

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here in the headquarters. Adrian gave
me a tour. The energy of this

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place is amazing. I would say
that's another thing about culture is you get

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the vibe already and it's big,
open spaces, lots of natural light.

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So if you would let's talk a
little bit about culture here, and first,

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if you would just say a little
bit about Alchemy as a business,

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why it was found in, etc. Give us an idea of that.

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So Alchemy, let's kind of start
with the foundational partner'll build up. So

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Alchemy is actually the phonetical spelling for
the word alchemy alchemy and alchemy means kind

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of magical chemical transformation, and alchemists
in medieval times believe that you could somehow

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take primary elements to the firewater,
wind, and earth and convert those and

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combine those to create lead, for
example, an ordinary element into gold,

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and so for alchemy, it's creating
that gold level experience here for our alchemists

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and our clients and our community,
what we do is pretty straightforward. So

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we do digital banking, so most
of us now don't go into bank branch.

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We do online and mobile apps.
We have one hundred and thirty plus

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clients on our platform today and nearly
seven million users in the platform. We're

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based here in Plano, Texas,
fairly unique. We don't outsource, we

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don't labor arbitrage. All of our
alchemists sit here and work together. That's

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very important for us in terms of
collaboration and working and speed execution in terms

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of outpacing our competitors, which we
are. We have the highest mobile app

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rating than any other of our any
other mobile bank app out there. We

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were founded ten years. It will
be August twenty first, so next week

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will be ten years, started with
our founder, Stephen Bohannon, with an

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idea, a small investment, and
now, as I mentioned, one hundred

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and thirty six clients, we're the
fastest, one of the fastest growing Texas,

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one of the fastest growing technology companies
in the state of Texas. We've

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now been ranked actually we just found
out this week the third time in INK

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five hundred top fastest growing companies in
the country tech Titans. So it's kind

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of a unique environment that we're in
in terms of who and what we are

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and really quick what I would say
is, I think they're doing a couple

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of things right, Yeah, we're
trying. Culture is very important, yeah,

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absolutely. One is we have long
term clients. Our average contracts are

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six to seven years long, and
so when our clients are making the decision

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to partner with us, they understand
that technology is always not perfect and that

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they really want to know who's going
to be hanging out with them for the

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long run. So our sales team
will say about eighty five percent of all

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our clients make the final decision based
on culture when they decide to sign with

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this. Wow, it's very important
for us. Well, and you might

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get into this later, but just
for our listeners and viewers here you gave

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me a tour and this we're in
what was an old bank building interestingly enough,

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ironically enough, and the vault is
still there. Help our listeners understand

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what's in that vault. Yes,
so you probably could imagine one of those

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big bank vaults with the big door
that we'd walk in maybe with someone would

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keep all their precious possessions, you
know, their money, their jewelry.

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For us, we keep only two
things, and that's logos of our clients

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and pictures of our alchemists. Those
are employees. So it's a physical expression

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of what's the utmost important for us
here in alchemy. And as I was

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telling a lease, literally have candidates
come in and see this and weep and

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say, it's never experienced organization that
could physically express, like how important I

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would be as an employee here in
alchemy. I love this culture stuff.

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It's so important. So let's get
into yours. Starting with the fact that

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everyone so nobody's in a department,
they're aligned with an element. Oh,

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that's important to talk about that.
Yeah, So when we talked about alchemy,

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where you would take the four primary
elements, firewater, wind, and

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earth and convert those that makes gold. So for us at alchemy, we're

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each one of us in our roles
to find by either firewater, wind and

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earth. And one of the things
that's really important when I share this is

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our founder, Stephen Bohannon. When
he first started the company, he'd worked

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in organizations where it felt lopsided or
you know, you work for a company,

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we're a sales and marketing different organization, or we're an R and D,

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and he really wanted to be intentional
that not one element is more important

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than the other. But so for
example, I be Earth and so hr

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accounting finance support functions are earth and
so earth holds everything together. But we

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also know what the what the dangers
of our element is, which is if

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we're shaky, things fall apart.
I love our for example, sales there

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there fire. They create the spark
to the client relationship and they know that's

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very important, but they understand the
dangers of their element is they can burn

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us in our clients if they oversell
or over promise. So each one of

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us understand our element and we unite
to make one alchemy culture that it's beautiful.

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It's so what I appreciated about it. It's so well thought out.

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It just it gives people a place
to stand from work, frump, think,

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act and interact with and through It's
I think it's stunning. I've never

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heard of anything like it. Yeah, well, thank you. Yeah.

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So let's talk about these. I
don't know if you want to call are

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these components or elements or our compounds? Are? Okay, culture compounds?

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So the first one is caring collaboration. Yes, say more about that.

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So let's we have six culture compounds
and they are pairings of words. And

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these pairings of words are things that
have been consistent with us throughout the history

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of alchemy. I'm going to share
a fun story. Actually, one of

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our clients who's been with us the
longest was recently promoted to CEO of our

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financial institution in January, and as
part of that promotion, she reached out

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to us and said, hey,
you know, I've been with you when

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you were twenty five alchemists and now
nearing five hundred alchemists, and the thing

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that really sticks out with me about
alchemy besides your amazing products, but what

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really sticks out to me is alchemy
is your culture is being consistent, whether

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you've been twenty five, one hundred, you know, two hundred, three

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hundred and now five hundred. Can
I come spend a day with you kind

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of learn some of the things you're
doing so I can take that back to

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my organization because I want to have
a culture like that. So that to

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me is you know that that that
tells you right there, Absolutely, it's

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brilliant and so and she will actually
tell you that. You know, even

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in the early days working with our
founder Steven like transparent communication was out there.

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It was the product wasn't perfect,
it was broken, it was painful,

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and she said always I would get
the straight answer. It was never

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oh well or this. It was
We're going to tell you exactly what's wrong

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and why it's wrong. And if
a person made a mistake, we wouldn't

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out the person. We say,
hey, it's human error. I mean

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we It was none of that,
you know, that whole like jargon that

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people try to write something. It
was always so transparent commarnification has been and

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then carrying collaboration of very important elements. So you were asking, so we

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have these six culture compounds that define
our culture, and they're in these word

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pairings and you asked about Karen collaboration. So one of the things that's really

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important I believe and we believe at
Alchemy and any good culture is you need

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to describe what your culture means.
So the whole thinking, So Karen collaboration

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is important, but what does that
really mean? So Karen collaborations to us

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is you care about the successes of
others, right, So it's not just

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about me, It's about the success
of others. It's connecting collectively with others,

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right, connecting on that human level, and it's also empathize, empathizing

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with others and assuming positive tent.
So while we have that big brand Karen

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collaboration, we help define what that
means here at Alchemy. So what I

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hear a lot of there is intentionally
utilizing and ever developing emotional intelligence is just

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one thing. Yeah, it's great. Yeah, Yeah, I like,

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yeah, appreciate that. Yeah,
that's what I hear. And so much

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what I see surfacing in the work
that I'm doing around leadership and effective culture

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and communication is emotional intelligence. So
the fact that you're really encouraging it here

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is beautiful. You talked already about
transparent communication, but anything else on that

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one transparent communication is it's not only
just some people think oh it's just you

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know, open feedback, but or
open communication. But for us, it's

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being constructive not necessarily negative. Right. It's also we define it as I

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wanted to kind of think about cascading
information too. So sometimes as leaders we

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forget or fail to share. So
it's cascating information timely and appropriately and also

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communicating with integrity. So somewhere in
there, then you must have some kind

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of mechanism in place to make it
safe to talk like we do that because

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I've been I've done a lot of
work with various companies where it's very clear

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that there's no safety. People do
not feel safe to share what's really on

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their mind. They're guarded about it. And so if you're going to be

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really transparent, you must have something
in place. What is it, Well,

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it's the magic sauce. So the
magic sauce is we actually live the

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culture. So okay, that's much
that. So things that I've let you

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know, people ask us, and
I'm going to take a little bit of

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turn, but people ask us like, what's what's your diversity initiatives? And

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so we're actually thirty percent female here
at Alchemy, which is fairly extraordinary for

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our technology company, and they'll say, well, what are you doing around

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that? I so, well,
we call it we live our culture right,

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so we through all this people feel
respective, their perspectives are appreciated.

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We do the right things right and
we also though we do test our rate

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our culture how we're doing. So
every six months we ask our alchemists to

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anonymously rate how we're doing on each
one of our culture compounds. Wow.

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So if we start to see,
hey, while transparent communications going great,

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but you know, caring collaboration or
vice versa, we kind of keep a

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pulse of that to understand and then
take actions around it so we don't lose

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sight of it. That is brilliant. That's so brilliant. Oh my gosh,

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aren't you glad you turned in brocketslized
ladies and gentlemen. But it's so

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smart though, and if you're doing
it consistently, it's just brilliant. And

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then one that we get, well, you might real fun. So a

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lot of folks get real fun as
one of your culture compounds. But that

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doesn't mean necessarily you know, kegerers
on Friday. But for us we define

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it as taking time to recognize others, celebrating milestones, connecting with our community.

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So if you just look at real
fun as oh gosh, parties,

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that's not how we define it.
We define it celebrating successes as real fun

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for us here at Alchemy. Yeah. So what I want to add to

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that then, from the work that
I do, is if you're celebrating success,

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most people want to make a difference, and if you're celebrating them making

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a difference, that's amazing. And
they also they also want to know that

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their individual work actually is connected to
the larger whole. And when you can

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presence that and articulate that, that's
incredibly beautiful for people. And if that's

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part of your culture and your heartbeat, that's part of what I do to

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work with my clients to help them
add in those kinds of activities to be

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able to get to that point.
So that's gorgeous and I like fun.

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Yeah, Okay, what about courageous
innovation? So courageous innovation. So we

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are we were a technology company,
and we have to continue to innovate and

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kind of draw innovative thinking and continue
to outpace our competitors. Right the other

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thing kind of just altruistically. Our
clients are credit unions and smaller financial institutions,

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so they have to compete against the
megabanks or not survive, and from

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us, it's giving consumers a choice, and so having courageous innovation to give

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them the tools to actually compete and
beat the megabanks in their communities is a

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big deal. So for us,
courageous innovation means encouraging original thinking, seeking

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ideas, looking at emerging trends.
But the thing that's really important about courageous

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innovation is that translating ideas into action
is many times you have all these innovative

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ideas and nothing ever gets done gets
done. And I think we'll probably get

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into it, or maybe I'll ask
yourself, but I think what's really one

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of the important things about reinforcing our
culture and then actually having those discussions is

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part of our performance reviews. We
talk about results, but our everyone's performance

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review, whether it's our CEO Mike
or you met our front desk ambassador,

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we all have the same six questions, and it's how did I show up?

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How did I show up as caring
collaboration, How did I demonstrate real

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fun? How did I demonstrate transparent
communication, so that creates that connection of

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how my performance relates to our culture. Yeah, okay, so that that

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is that's fascinating, and it relates
to this comment we just got here now

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on W four c c Wise Chat
from Liz. She says, I've had

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jobs where I couldn't be open because
of the fear of getting fired. I'm

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telling you, Liz, there's unfortunately
i'll see of people that probably feel the

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same way that you do. And
Adriana and I are working together, well

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not together, but we're each working
independently to create more places where you don't

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have to experience that. So and
I've been in places that myself to I

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have too, so hopefully that's not
where you are today. List thanks for

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your comment and appreciate you. Okay, we have two more to get through.

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Yes, we have trusted accountability.
So trusted accountability is doing the right

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things, always right, so even
if it may be a financial a financial

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impact to our clients. I'll give
you a really great example. I mean,

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I won't give names or anything,
but the end of last year,

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we had one of our actually our
top producing salesperson. We let him go

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and the reason was because he didn't
have alignment to our culture even though he

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was exceeding results and our VP of
sale, our s VP of sales like

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for me, I was like,
okay, and he said, Adrian,

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if I don't take action, then
how can I have trusted accountability? You

407
00:30:30.240 --> 00:30:33.319
know, like, how can I
say that I do the right things always?

408
00:30:33.440 --> 00:30:37.960
So those are kind of the when
you kind of think about, you

409
00:30:37.000 --> 00:30:41.759
know, the actions an organization takes
that someone that we've all worked for,

410
00:30:41.799 --> 00:30:48.680
sales organizations with stores where their king
pens and not here they're all we're all

411
00:30:48.720 --> 00:30:51.839
one. But how about that at
the end of the year, the top

412
00:30:51.839 --> 00:30:53.640
performing, you know, the culturally, Adrian and the results are there,

413
00:30:53.680 --> 00:30:59.680
but the rest it's not. Yeah, I've got to shout out a celebration

414
00:30:59.720 --> 00:31:02.279
for that, because what I would
see is if you had allowed him to

415
00:31:02.319 --> 00:31:04.799
stay. Oh yeah, it's right, he would have been a runaway train

416
00:31:06.079 --> 00:31:07.680
with your culture. Yeah, and
you can't let that happen. So I

417
00:31:07.680 --> 00:31:12.839
think that's a brilliant story to share
for our listeners and viewers. Let's grab

418
00:31:12.920 --> 00:31:15.880
the last one after the break here, Okay, okay, all right,

419
00:31:17.000 --> 00:31:19.400
let's grab our last break. I'm
Alice Cortez, your host. We've go

420
00:31:19.440 --> 00:31:22.759
on the air with Adrianne Court,
who is currently the chief HR officer with

421
00:31:22.799 --> 00:31:26.599
Alchemy, one of the fastest growing
technology companies in the US. We're conducting

422
00:31:26.599 --> 00:31:30.440
this conversation live here on campus in
the headquarters office of Alchemy in Plano,

423
00:31:30.519 --> 00:31:33.640
Texas. After the break, we're
going to talk about how to keep culture

424
00:31:33.680 --> 00:31:37.200
alive and well in the company and
reinforce what you want it to be.

425
00:31:37.480 --> 00:31:55.920
Say with us. We'll be right
back. Alice Cortez is a speaker and

426
00:31:56.079 --> 00:32:01.079
engagement and development catalyst. She designs
and delivers professional development, leadership and engagement

427
00:32:01.119 --> 00:32:06.880
workshops and can bring her expertise to
your organization. She will help ignite meaningful

428
00:32:06.960 --> 00:32:12.319
development within your workforce that will increase
employee engagement, performance and retention. To

429
00:32:12.400 --> 00:32:15.319
learn more or to invite Elise to
speak to your organization, please visit her

430
00:32:15.359 --> 00:32:21.839
at www dot Elise Coortes dot com. She would welcome the opportunity to help

431
00:32:21.880 --> 00:32:32.559
get your employees working on purpose.
This is working on Purpose with Elise Cortes.

432
00:32:34.039 --> 00:32:38.119
To reach our program today, send
an email to a lease Alise at

433
00:32:38.160 --> 00:32:45.599
Elisecortes dot com. Now back to
working on Purpose. Thanks for staying with

434
00:32:45.680 --> 00:32:49.640
us and welcome back to working on
Purpose if you're just tuning in. My

435
00:32:49.640 --> 00:32:52.279
guest is Adriancourt, who is currently
the chief HR Officer with Alchemy, while

436
00:32:52.279 --> 00:32:55.480
one of the fastest growing technology companies
in the US. She is the co

437
00:32:55.559 --> 00:33:00.400
author of Bravely She Flies, Sharing
Stories of Resilience, is currently co writing

438
00:33:00.480 --> 00:33:06.480
Conscious Culture, Think Act Connect to
Inspire uncommon business success. I'm your host,

439
00:33:06.519 --> 00:33:08.640
Alice Cortes. Let me just think. A couple of people who's just

440
00:33:08.640 --> 00:33:12.799
sort up on Facebook, Debbie Martin
Gillen, thank you for joining. She's

441
00:33:12.839 --> 00:33:15.960
my sister. Thank you for joining. Jimmy from the hood, Marla.

442
00:33:15.079 --> 00:33:20.880
Great to have you all right,
So before we get into most students,

443
00:33:20.920 --> 00:33:24.279
let's grab your last culture compound optimistic
perseverance, Okay, and they will share

444
00:33:24.319 --> 00:33:28.960
what we were chating about on the
break. Actually, optimistic perseverance is really

445
00:33:29.000 --> 00:33:36.920
probably the most fundamental one in the
history of Alchemy. When Stephen Bohannon began

446
00:33:37.000 --> 00:33:46.559
ten years ago this coming week with
a small but mighty investment, he had

447
00:33:46.599 --> 00:33:52.599
to persevere in order to get the
first client and two things that technology didn't

448
00:33:52.599 --> 00:33:57.759
work, and all the struggles that
happened and that still happens today. So

449
00:33:57.799 --> 00:34:00.519
optimistic perseverance is probably one of the
highest still for us when we rate our

450
00:34:00.559 --> 00:34:07.039
compounds. But it's basically driven to
success. It's that metal, it's that

451
00:34:07.279 --> 00:34:12.159
grit, it's that determination. In
fact, we actually have an award here

452
00:34:12.199 --> 00:34:15.760
at Alchemy called the Metal Awards,
So that's gritten to termination. Yeah,

453
00:34:15.360 --> 00:34:19.079
so hopefully they gives you some insights. I love it. I'm down with

454
00:34:19.119 --> 00:34:22.519
it. Okay, So you and
I were talking on the break and I

455
00:34:22.519 --> 00:34:24.679
I'll say, sure, the same
thing you said that you the one thing

456
00:34:24.719 --> 00:34:30.960
that you can't stand about companies around
culture is when they say customers first,

457
00:34:31.840 --> 00:34:37.239
as if that were some defining It
is some defining thing At Alchemy, I

458
00:34:37.280 --> 00:34:43.840
guess you'd say it's culture first.
And so what we're doing here, how

459
00:34:43.920 --> 00:34:49.559
we treat ourselves internally expresses how we
treat our clients externally. If you're not

460
00:34:49.679 --> 00:34:52.119
doing that internally and you've put clients
first, they will never be first.

461
00:34:53.599 --> 00:34:57.639
Yeah, our lives just turned off. We'll see us. Yeah, probably

462
00:34:57.639 --> 00:35:00.679
even better. Actually, Well,
so to piggyback on on that, I'm

463
00:35:00.719 --> 00:35:02.559
not going to say the name of
the company, and not even sure I

464
00:35:02.639 --> 00:35:06.400
remember the name of the company.
I think I do. Actually, who

465
00:35:06.400 --> 00:35:08.559
took out a full page ad in
the Wall Street Journal saying just that,

466
00:35:08.679 --> 00:35:14.760
well, you put our customers first. Wow. Really that's you have to

467
00:35:14.760 --> 00:35:15.679
somehow come out and say that.
I mean, I'm just I was,

468
00:35:15.840 --> 00:35:22.199
and I've been in environments where a
client could actually abuse an employee, right,

469
00:35:23.519 --> 00:35:27.480
but the client comes first. The
client's always right, the client's this,

470
00:35:27.719 --> 00:35:31.639
and so then you become kind of
in this like submissive abusive relationship you

471
00:35:31.679 --> 00:35:36.079
imagine if that's how you know,
and then then the client isn't getting what

472
00:35:36.119 --> 00:35:38.679
they want either, because they're just
getting an answer that they think that you

473
00:35:38.719 --> 00:35:42.280
want they want to hear. Yes, it's back getting results. Yell.

474
00:35:42.320 --> 00:35:45.840
I'm back to Lizz's point about is
probably driven from fear anyway. So okay,

475
00:35:46.079 --> 00:35:49.320
let's let's get into this. I
really want to make sure that our

476
00:35:49.360 --> 00:35:51.840
listeners, every time I do a
show, Adrian, I try to give

477
00:35:51.880 --> 00:35:53.719
them something they can really just take
it. And so I love this in

478
00:35:53.800 --> 00:35:58.679
my favorite part, implement right,
implement. So we're talking about reinforcement here.

479
00:35:58.719 --> 00:36:00.159
So I want you if you would
talk talk about some of the ways

480
00:36:00.159 --> 00:36:05.320
that alchemy keeps your culture alive well
and in play. Okay, So one

481
00:36:05.320 --> 00:36:07.159
of the things I know you do
is culture training. Yeah, it's fun.

482
00:36:07.199 --> 00:36:10.719
Say more about that. Yeah,
So we we do. It's called

483
00:36:10.760 --> 00:36:17.320
our Essential Culture Training ECT. We
have forty to fifty alchemists every month come

484
00:36:17.320 --> 00:36:22.599
together and it's cross functional, cross
reporting. Just the group of folks who

485
00:36:22.599 --> 00:36:28.199
can sign up, and it's experiential. It's about an hour and a half

486
00:36:28.239 --> 00:36:34.239
to two hours. And what we
do is we explore our culture compounds and

487
00:36:35.519 --> 00:36:39.559
then we challenge them too. We
can literally say sometimes hashtag it's not real

488
00:36:39.599 --> 00:36:45.400
fun, Adrian here. Sometimes you
know, it's our hashtag trusted accountability.

489
00:36:45.519 --> 00:36:49.239
I feel like I'm trusted accountability,
but the guy over there is not.

490
00:36:50.039 --> 00:36:54.119
So we kind of challenge our culture
compounds. We do this fun working session

491
00:36:54.239 --> 00:36:59.440
collaboration. People who have never connected
with each other before or only know each

492
00:36:59.440 --> 00:37:02.519
other through the our internal communications connect. But the real fun a part that

493
00:37:02.639 --> 00:37:07.639
hashtag real fund is at the end, we're a sticker company, so we

494
00:37:07.679 --> 00:37:09.519
have all kinds of stickers for all
kinds of things. They're kind of like

495
00:37:09.559 --> 00:37:13.599
badges of honor. At the end, when you complete, you have the

496
00:37:13.639 --> 00:37:17.239
six culture compounds stickers, one for
each culture compound. You get to keep

497
00:37:17.320 --> 00:37:22.079
one that you think you exemplefy and
then you have the other five to give

498
00:37:22.119 --> 00:37:24.800
out to others when you see them
exemplly flying one or more of our cultures.

499
00:37:25.039 --> 00:37:32.440
So that's one way, Hi guys, Hi Oscar. So hopefully that

500
00:37:32.519 --> 00:37:37.000
kind of gives a little bit of
example of the culture training. And this

501
00:37:37.280 --> 00:37:42.239
year so far I had the stat
before, it's about sixty five percent of

502
00:37:42.199 --> 00:37:45.519
our alchemists have completed it and sign
up is about ninety percent of our alchemists

503
00:37:45.519 --> 00:37:49.519
by the end of the year for
the future one Okay, so two things.

504
00:37:49.519 --> 00:37:52.800
First, let me just say that
Oscar joins from Guatemala. That's where

505
00:37:52.800 --> 00:37:53.800
I met him so a couple of
years ago. Thank you so much,

506
00:37:53.840 --> 00:37:59.079
Oscar for joining us. This is
hopefully helping you develop your English as well.

507
00:37:59.119 --> 00:38:00.000
Thank you about that because I was
one of the first I got to

508
00:38:00.000 --> 00:38:04.679
help and work with all that love
that great memories, Oscar. And then

509
00:38:04.719 --> 00:38:07.880
second, I want to just call
out that that what you're doing in that

510
00:38:07.000 --> 00:38:13.119
training is to really make sure that
everyone really is living these compounds and to

511
00:38:13.199 --> 00:38:16.000
call it out when they're not,
because it's it's inevitable that you're going to

512
00:38:16.000 --> 00:38:21.039
stray from the sic and so having
a system in place where you do call

513
00:38:21.079 --> 00:38:24.079
it out and it's part of it's
comfortable, it's not considered, you know,

514
00:38:24.360 --> 00:38:29.119
a horrible crime. Like Liz said
earlier about being in fear, that

515
00:38:29.239 --> 00:38:32.239
is incredible. It's it's fun too, and it's it's okay good And it's

516
00:38:32.280 --> 00:38:35.800
probably a little bit of work too. Yea, certainly. And it is

517
00:38:35.840 --> 00:38:38.719
interesting. Even when I facilitate a
lot of these, I can't make all

518
00:38:38.719 --> 00:38:43.320
of them. But when I facilitate, I have to step back. As

519
00:38:43.400 --> 00:38:45.840
you hear someone talk about I don't
know, caring collaboration and we're not doing

520
00:38:45.880 --> 00:38:49.880
and I go like, I want
to get defensive, and I just have

521
00:38:49.960 --> 00:38:52.440
to let it go and listen and
be part of the process of working with

522
00:38:52.480 --> 00:38:57.119
the team. That is so great. So we all have to keep you

523
00:38:57.159 --> 00:38:59.519
know, we have to keep learning
and developing. That you're another one that

524
00:39:00.079 --> 00:39:02.400
to do to keep your culture alive
here. So what do you do in

525
00:39:02.400 --> 00:39:07.119
that area? So I think fairly
unique for the size of company and the

526
00:39:07.119 --> 00:39:10.760
stage of growth we are in.
We invest a lot. So when you

527
00:39:10.800 --> 00:39:17.440
think about trusted accountability, it shares
knowledge and learns incessantly. So that's very

528
00:39:17.440 --> 00:39:23.320
important to our culture. We have
our alchemy University with thousands and thousands of

529
00:39:23.360 --> 00:39:30.199
courses available. Every Alchemist has twenty
four hours of professional development annually as a

530
00:39:30.280 --> 00:39:32.559
personal goal. So you might have
all goals this year, but you have

531
00:39:32.639 --> 00:39:36.719
that goal. Doesn't matter who you
are, so you do have that goal

532
00:39:36.800 --> 00:39:40.519
to continue to learn. But what
I think is even beyond kind of the

533
00:39:40.639 --> 00:39:47.360
just general learning. We have our
gold standard leadership development program, which many

534
00:39:47.400 --> 00:39:52.840
companies multiple triple, quadruple, one
hundred times our size may be able to

535
00:39:52.840 --> 00:39:57.400
do something like that. If you
think about our investors and where we are

536
00:39:57.440 --> 00:40:00.880
at our stage of growth, no
one takes time to even breathe that we

537
00:40:00.960 --> 00:40:07.239
have our very own developed for us. A gold standard leadership development program focuses

538
00:40:07.280 --> 00:40:12.840
on our culture. It's a six
month training program. We're just finishing up

539
00:40:12.840 --> 00:40:16.559
our second cohort. We're preparing our
third cohort with twenty to twenty five participants

540
00:40:17.639 --> 00:40:22.840
learning every month, and then an
individual coach for everyone in the program.

541
00:40:22.119 --> 00:40:27.440
How about that that's investment. That's
serious investment. Not many can say that.

542
00:40:27.559 --> 00:40:32.039
No, I actually I actually think
that I've heard that. I've heard

543
00:40:32.119 --> 00:40:37.159
the number of like two hours a
year for one company about was what they

544
00:40:37.159 --> 00:40:40.960
were willing to invest in for learning
and development. Yeah, no, not

545
00:40:42.039 --> 00:40:45.239
going to cut it. I mean, I have to just get giddy.

546
00:40:45.280 --> 00:40:47.880
But how when I first joined,
I've been without me two years, and

547
00:40:47.920 --> 00:40:51.400
within the first two months, I
said, we really need because we're growing

548
00:40:51.400 --> 00:40:54.000
so fast. This year, we've
had seventy five promotions. I mean,

549
00:40:54.039 --> 00:40:58.519
you know, just think about a
company in five hundred and seventy five promotions.

550
00:40:58.639 --> 00:41:01.400
Okay, I said, you know, we got an and to have

551
00:41:01.480 --> 00:41:08.920
an organization invest in this level of
training and coaching. So we've had fifty

552
00:41:09.599 --> 00:41:14.559
of our leaders and high potentials.
We'll have another twenty five go through the

553
00:41:14.599 --> 00:41:16.440
program. And I tell you now
we have a waiting list. I mean,

554
00:41:16.880 --> 00:41:21.039
you know, so it's incredible.
I mean I've been around so many

555
00:41:21.159 --> 00:41:27.159
organizations where the employees are so hungry
for learning and development. They're hungry for

556
00:41:27.199 --> 00:41:30.440
it. So that's just phenomenal.
Okay. And then another thing that you

557
00:41:30.559 --> 00:41:34.159
do is around performance reviews. So
how does I mean Usually that sounds like

558
00:41:34.280 --> 00:41:37.360
that's like a naughty word. It
is, it is. And as you

559
00:41:37.360 --> 00:41:42.960
know I mentioned earlier, so we
rethought our performance reviews. And by the

560
00:41:42.960 --> 00:41:45.800
way, there's a lot of discussion
in the HRM community to keep the performance

561
00:41:45.880 --> 00:41:51.559
views don't Okay, I'm a little
old school. If you don't kind of

562
00:41:51.599 --> 00:41:54.199
at least have it, it doesn't
happen, right, And so that's when

563
00:41:54.199 --> 00:41:59.519
we said it's only on our culture
compounds. And let me tell you it

564
00:41:59.599 --> 00:42:04.440
was a flip out, like what
like it can't be the head of sales,

565
00:42:04.480 --> 00:42:07.639
well, Adrian, I mean,
it doesn't relate to sales. This

566
00:42:07.679 --> 00:42:12.559
is initially when okay, so let's
talk about what area of sales does not

567
00:42:12.679 --> 00:42:17.079
all the six culture compounds relate to
Oh, I get it right. So

568
00:42:17.159 --> 00:42:21.320
you know that they got their performance
center or not. But this is how

569
00:42:21.360 --> 00:42:25.440
their behaviors, how their actions are
related to them achieving their results. And

570
00:42:25.559 --> 00:42:30.960
so again that's when we talk about
intentional and culture. Can you imagine when

571
00:42:30.079 --> 00:42:37.320
you have to write how your performance
was related to each one of the compounds

572
00:42:37.840 --> 00:42:39.920
and then rate yourself and then your
manager and your peers do the same thing.

573
00:42:40.039 --> 00:42:45.559
So it's it's a way to kind
of continue to reinforce it absolutely well.

574
00:42:45.559 --> 00:42:46.480
And what I like about that,
I don't know if that gets into

575
00:42:46.519 --> 00:42:50.559
the peer to be okay, but
what I like about that is kind of

576
00:42:50.559 --> 00:42:53.599
like the three sixty feedback. I
would love to have that. Yeah,

577
00:42:53.760 --> 00:42:58.480
I know it's hard to do.
Yeah, And you know we were talking

578
00:42:58.480 --> 00:43:02.159
about the other way to kind of
force your culture is through recognition programs.

579
00:43:02.760 --> 00:43:07.039
And we, of course we have
our Pinnacle Metal Award, which is the

580
00:43:07.079 --> 00:43:09.840
Select whatever, but we have our
peer to peer recognition. I'm telling you

581
00:43:09.880 --> 00:43:14.559
simple costs no money. Okay,
So this is not like I had to

582
00:43:14.599 --> 00:43:19.599
sign up for some big thing.
Literally, it's a program one of our

583
00:43:19.639 --> 00:43:24.280
developers helped us put in Google and
it is so beautiful. It's literally I

584
00:43:24.320 --> 00:43:29.480
can write to Elise. Elise,
thank you for today and for helping with

585
00:43:29.880 --> 00:43:34.360
you. For helping today and the
great radio show, you certainly demonstrated caring,

586
00:43:34.400 --> 00:43:38.719
collaboration and transparent communication. Hit button. Immediately you get an email that

587
00:43:38.840 --> 00:43:43.519
says Adrian said this, these are
the culture compounds you express. C see

588
00:43:43.519 --> 00:43:46.119
the manager and the HR team,
and then when I get them great ones,

589
00:43:46.159 --> 00:43:51.599
I forward onto their leadership team or
to our osee. Wow. So

590
00:43:51.639 --> 00:43:55.440
there's no money, there's no it's
just a nice little and gosh, I

591
00:43:55.440 --> 00:44:00.000
think we've had eight hundred of them
sent already this year. Constant reinforce.

592
00:44:00.280 --> 00:44:02.679
I love that. And then you
mentioned something I forgot. You told me

593
00:44:02.719 --> 00:44:06.119
already when you're giving the tour and
I've already you know, I haven't slept

594
00:44:06.119 --> 00:44:07.639
since then, like we say in
Texas, but I have already forgotten since

595
00:44:07.639 --> 00:44:12.400
then? What do you do with
the employee survey? Oh? So we

596
00:44:12.519 --> 00:44:17.000
have a we do a semi annual
Alchemist Engagement survey. We do it every

597
00:44:17.039 --> 00:44:21.320
six months, which is pretty out
of the ordinary, but because we're growing

598
00:44:21.360 --> 00:44:23.559
so fast and the world is changing
so quickly, we do this every six

599
00:44:23.599 --> 00:44:29.800
months. Besides kind of your normal
engagement survey questions, we literally ask them

600
00:44:29.840 --> 00:44:34.239
to rate each one of our six
culture compounds. And then we'll also ask

601
00:44:35.599 --> 00:44:38.199
is there something missing in our culture
or is there something that hasn't been stated

602
00:44:38.199 --> 00:44:42.199
should be that is here? That
is here? Yeah, and in fact,

603
00:44:42.199 --> 00:44:44.800
we just had one come up and
we're going to explore it. So

604
00:44:44.840 --> 00:44:51.719
it's called calm focus. So is
it should we because everything's optimistic, perseverance,

605
00:44:51.800 --> 00:44:54.960
everything's like make it happen? Should
we also have calm focus where not

606
00:44:55.079 --> 00:45:00.360
everything is a priority? How do
we balance that with a crazy high growth

607
00:45:00.400 --> 00:45:05.760
company? But awesome, okay,
really quick? You got to tell them

608
00:45:05.800 --> 00:45:09.280
about lunch? Oh right, right, right? So we provide lunch every

609
00:45:09.320 --> 00:45:17.480
day why we do that is because
it reinforces the connection and collaboration. As

610
00:45:17.480 --> 00:45:20.679
I said, note, I don't
even have told you this. We actually

611
00:45:21.119 --> 00:45:22.880
even if you are a naysayer and
like you know what you know, but

612
00:45:22.920 --> 00:45:29.000
a lunch is expensive, and we
actually did a study and it saved twenty

613
00:45:29.079 --> 00:45:35.800
minutes of time for every alchemist and
it's actually a savings. But that's not

614
00:45:35.880 --> 00:45:39.400
the original purpose of it. The
purpose is to break bread, connect together,

615
00:45:40.000 --> 00:45:45.960
collaborate, people put out their board
games. It's just a way to

616
00:45:45.079 --> 00:45:51.360
kind of connect and kind of express
and it helps us with speed execution.

617
00:45:51.880 --> 00:45:55.440
I think I mentioned that we all
sit here. It's I know that's hard

618
00:45:55.519 --> 00:46:00.960
for different sized companies, but it
was intentionally decided about three years ago that

619
00:46:00.039 --> 00:46:06.880
everybody sit here in Plano, Texas. So it's not the least expensive market.

620
00:46:07.039 --> 00:46:12.280
No, it's not the least expensive
strategy on paper, but we believe

621
00:46:12.519 --> 00:46:17.559
to kind of reinforce a culture connecting
together, ability to respond, collaborate.

622
00:46:17.760 --> 00:46:22.679
Being all here together in this campus
is really important for our strategy of growth.

623
00:46:23.119 --> 00:46:27.480
Just brilliant, Adrianne brilliant, and
we're really at the close of our

624
00:46:27.519 --> 00:46:30.280
time together already. It goes so
fast, it does does, but say

625
00:46:30.360 --> 00:46:32.599
in about thirty seconds, what would
you like to be listeners with today?

626
00:46:32.920 --> 00:46:37.760
I think the most important thing is
culture is how you think, act and

627
00:46:37.000 --> 00:46:45.239
interact with your community and your employees, and culture is something that you have

628
00:46:45.320 --> 00:46:50.440
to protect and promote. Wow,
that was succinct. It has been so

629
00:46:50.599 --> 00:46:52.159
great to have you on, Adrian, and again Bruce Waller, thank you

630
00:46:52.199 --> 00:46:55.760
again for making the connection for the
two of us. This is such a

631
00:46:55.880 --> 00:47:00.440
rich and important conversation to have,
and you've given us a beautiful glimpse into

632
00:47:00.480 --> 00:47:05.039
Alchemy and helped us really get access
to what can we do for our own

633
00:47:05.119 --> 00:47:09.199
organizations and start to distinguish what's healthy
culture what's unhealthy. Thank you for this

634
00:47:09.239 --> 00:47:14.440
opportunity to showcase. We and our
CEO will tell you we would just love

635
00:47:14.679 --> 00:47:19.840
for more organizations to be like Alchemy, just to create wonderful work environments for

636
00:47:19.880 --> 00:47:22.159
everybody. Well, and another reason
I wanted to have you on for that

637
00:47:22.199 --> 00:47:25.519
reason is one of the things I
stand for professionally is to help more organizations

638
00:47:25.559 --> 00:47:30.639
create this because right now, according
to the GALP Organization, eighty five percent

639
00:47:30.719 --> 00:47:34.239
of the global population does not want
to go to work on Monday morning because

640
00:47:34.280 --> 00:47:37.599
it sucks in there, and there's
a reason it sucks, and we can

641
00:47:37.639 --> 00:47:42.000
do something about that. And so
you've really given us beautiful, real genuine

642
00:47:42.039 --> 00:47:44.360
access to your culture. And thank
you for being so generous for there.

643
00:47:44.480 --> 00:47:47.239
Thank you, beautiful. If you
want to learn more about adran In Alchemy,

644
00:47:47.320 --> 00:47:53.400
visit their website. It's just alchemy
dot com a l kami dot com.

645
00:47:54.239 --> 00:47:57.440
Last week, if you missed the
live show, you can always catch

646
00:47:57.440 --> 00:48:01.039
it via recorded podcast. We were
on air with Garrett at Austin Community College

647
00:48:01.239 --> 00:48:04.960
where he returned to work from retirement. So I took the show on the

648
00:48:05.039 --> 00:48:07.960
rope because I was speaking there in
Austin, and we talked about the perils

649
00:48:07.960 --> 00:48:12.360
of retirement and how staying connected to
the workforce, whether paid or volunteering,

650
00:48:12.639 --> 00:48:16.559
is such an important component of well
being and longevity. His health declined significantly

651
00:48:16.599 --> 00:48:20.960
when he left the workforce. Next
week, we'll be on the air with

652
00:48:21.000 --> 00:48:24.480
Aparnas Scene talking about her work in
conscious capitalism. See you there. Remember

653
00:48:24.519 --> 00:48:28.000
that work is at least one third
of our life, So let's work on

654
00:48:28.079 --> 00:48:37.239
purpose. We hope you've enjoyed this
week's program. Be sure to tune in

655
00:48:37.280 --> 00:48:43.119
to Working on Purpose featuring your host
Alis Cortes each week on the Voice America

656
00:48:43.159 --> 00:49:00.679
Empowerment Channel. This week, find
your life's purpose at work.