Cultivating Your Flux Mindset to Empower Your Way Forward

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

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

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

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inspires them and helps them grow into
realizing their highest potential business can be such

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

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

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on purpose. Now. Here is
your host, doctor Elise Cortes. Welcome

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

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Great to have you. I'm your
host, Doctor Release Cortes. Join

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you live from Dallas, Texas,
which is home base for me. If

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

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

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team and I help companies discover in
our TCHEU their purpose to thread it through

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culture and operations. We wor going
forward thinking or forward reaching organizations to develop

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inspirational leaders who create cultures where people
actually want to come to work and do

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their best and We provide programs like
the Rapier Gusta that enable individual team members

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to discover and unlease their passion and
purpose at work to catalyze fulfillment, engagement,

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and productivity. You can learn more
about us and how to work together

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at leascortes dot com. With us
today is April Rennie, a change navigator,

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speaker, investor, and adventurer who's
working travels in more than one hundred

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countries. I've given her a front
row seat to a world in Flux.

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She's ranked one of the fifty leading
female futurists in the world by Forbes.

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And there is a Harvard Law School
graduate, a young global leader at the

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World Economic Forum, a full Right
scholar, and the author of Flux Eight

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Superpowers for Thriving in Constant Change.
We'll be talking today about the eight superpowers

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that she talks about her book and
how to manage in today's constant change.

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She joined it today from Portland,
Oregon, where I spent thirteen years.

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April, welcome to Working on Purpose. Thank you very much. I'm delighted

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to be here. It's so great. Look at this beautiful thing you brought

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into the world. Oh, it's
so gorgeous. I love it. Thank

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you, And once again I wouldn't
know you, but your publicist reached out

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and found me, and I'm delighted
to know you and have you and I

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loved your book. So thanks for
writing it. We're going to talk all

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about it. You're ready, I'm
ready, Okay, good? Well.

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I, as I mentioned, was
out last week with COVID. I managed

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to almost escape for almost two years
without getting it. But I got it

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last week and I couldn't be on
air, so I'm glad to be back.

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Welcome back. Indeed. Yeah,
so you know your book is there's

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so many assumptions I can make,
and I'd read it cover to cover,

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but for our listeners and viewers who
haven't picked it up yet, why did

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you write the book? Well,
it's interesting here we are in twenty twenty

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two and the world is in flux. But believe it or not, I

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did not write the book about or
with the intention of focusing on twenty twenty

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or twenty twenty one or twenty twenty
two, even though those are perfect kind

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of touch points and jumping off points
for us today. I wrote it.

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Really. You can think of it
as both timely, like what we're all

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experiencing right now. But it's also
sort of timeless because I like to say

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I've been working on the book.
It was three years in the act of

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writing, so since twenty eighteen,
but more like three decades in the making,

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and as a futurist, as a
human being, as a global citizen,

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really looking at this constant, relentless
change. Just how many changes,

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and we'll dive into that a little
bit, but also the pace of change

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and looking to the future, like
there's more, not less of that ahead.

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There is more change, more uncertainty, more instability, not less,

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and humans aren't really well equipped for
that, and we're faltering already, but

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we really have this huge opportunity not
to just be afraid of change or struggle

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with change. Or we'll talk about
this too, like some people like I

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love change, I'm like, you
love certain kinds of change. No,

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that's not human nature, but that
we have a huge opportunity to reshape our

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relationship to change, and we're going
to need to do that in order to

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thrive in a world again with more
uncertainty and more flux. Mm hmmm.

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So one of the things that constantly
I'm amazed by and taken aback by,

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and it's just what life serves up
to us. And our opportunity, of

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course, is to be able to
see how do we handle that which life

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serves up to us, How what
do we do with that? How do

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we make the most of that?
And you have a very very unusual,

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very I would consider a pretty unique
situation in that you lost both of your

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parents when you were in the middle
of college. I think you were about

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twenty years old, and they both
died in it tragically in a car accident.

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So you got a front row seat
to change the kind that you didn't

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ask for pretty early in life.
And I think that maybe is partly where

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this whole story began. Is that
right? Very much? So? Yeah,

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so thank you for bringing it up. Because when I talk about like

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what led me to care so much
about change, to write a book about

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plux to join you today, right, I do sort of talk about different

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layers and beginning with the most recent
first, you know that is this like

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futurist. Okay, So I'm trying
to help organizations figuret where are we heading

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in the future. And as a
futurist, I can say every organization and

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every person struggles with change. In
some way. But you know, but

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if I peel back the layers of
where did my fascination come from? And

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where did I really start to have
to learn how to do this myself because

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so much of this is inside out. It was absolutely I call it sort

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of my baptism or my flux was
when I was twenty and both my parents

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died, you know, young,
healthy, just boom on a Sunday afternoon,

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and in an instant, my life
flipped upside down. Everything changed when

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you think about it, like everything, how do I read with my family?

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How do I deal with my grief
and anxiety? What about my career?

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I was twenty, right, all
of a sudden, like sounding boards

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were gone, home base was gone, like everything was gone, And it

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was really this what do I do
when I don't know what to do?

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And that began this quest. And
if you would talk to me when I

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was twenty, I never would have
said I was going to write a book

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about change someday. But it was
just more survival. But then over the

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following years and now decades of testing
out different things, but also observing how

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other people and organizations and cultures and
societies and everyone scrapples with change that I

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began to realize that I was layering
a kind of perspective but also a set

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of tools in our toolbox to navigate
change. And that's individually, that's organizationally,

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that societally, but really beginning at
that individual level. So part of

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it, you know, the book
is not about me, but as you

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saw, my story is a kind
of through thread of how I tested different

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things. But this is much more
of an offering that's accessible to any human

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and what I like to think of, for better or for worse. The

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last two years have given all of
us a wonderful set of circumstances to test

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some of these ideas, but also
to recognize that every single person on the

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planet can improve their relationship to change
in some way. It's really hard.

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Yeah, and again you know life
has has uniquely conditioned you. So you

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know, I lost both of my
parents in January of twenty nineteen. However,

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they were seventy three and seventy eight
respectively. That's a very different time

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to lose parents. There's an expectation
of sorts, and I'm the oldest child

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and okay, so that all makes
sense. So what I think is fascinating

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about what life has done, you
know, with and through you, is

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that you've got you know, all
those things happened unnaturally. You know,

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you don't lose your parents when you're
twenty years old. It doesn't happen tragically,

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unders say, afternoon. So one
of the things that I just really

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find, and I want our listeners
and viewers to also get present to for

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themselves, is what's gone on in
your own life? What if you uniquely

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experienced that you can help others navigate
through and understand because you've gone through something

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very very specific and unique. So
pay attention through that lens too, if

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you would, listeners and viewers as
we go along. So April, you

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know, I'm curious. You know, I've written now a couple of books

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too, and it's really hard work, and sometimes what we set out to

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do and what we actually finish doing
can be very very different. What do

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you hope readers get from your book? One A wonderful question. And also

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I just want to echo what you
just said, which is, you know,

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this book in our conversation today,
I hope it's helpful for everyone you

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know who's tuning in. But also
I'm very I'm certain that everyone who's tuning

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in. There are other people in
your life, friends, family members,

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colleagues. This is something that everyone
is grappling with in their own way and

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in different ways, and that we
can all help each other. So what

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do you hope people get from this? So, in this world of increased

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change and uncertainty, my thesis is
that we need to radically reshape our relationship

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to change and uncertainty in order to
thrive in this world influx. And so

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my hope is that people are able
to take those first steps again with some

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guidance, with some tools in their
toolbox, with fresh perspective, fresh insights

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not just for me, but from
around the world, the stuff that's in

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the book, and that they can
actually look at the future and the world,

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both of which are influx, with
more confidence, more clarity, fresh

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perspective, and if I may say, even a bit of joy. I

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will be the first to acknowledge that
navigating a lot of change is really,

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really hard. It's also not something
that we necessarily have a choice about.

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I mean, we can choose to
resist change, we can choose to pretend

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it's not there, but that doesn't
mean it won't. It will just come

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back to haunt us and fester us
and in fester and bother us even more

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right. So, the message though
is uplifting in that if we acknowledge that

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we don't get to choose whether or
not this increased amount of change is happening,

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but we can actually exert our agency. Our capabilities are you know,

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amazingness if you will as humans to
do a better job and to get part

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of this process as you saw it. There's also an enormous piece that's about

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increasing your self awareness and your mindset
when it came change an uncertainty, and

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that's not just a huge opportunity,
that means it can help you for every

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day for the rest of your life. And that makes me really excited.

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That's the nugget, I think,
the seed that I hope people get from

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the book. But then one thing
I'm finding now that it's out and it's

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you know, making its rounds.
People are taking this book and turning it

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into their own ideas. Like everyone
is like, oh, that spoke to

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me in this way, and so
I used it like that and like this,

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And it's very reader friendly in that
I would also hope that people interpret

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it in ways that work uniquely for
them. It is delightful, and I

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will go We're going to talk more
about as many of the superpowers as you

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possibly can what we have time.
But before we get into that, you

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know, it's so humbling, this
thing being human, April. You know,

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I'm a management consultant and I do
a lot to be able to help

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organizations and individuals to transform, grow, learn and change. And yet you

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know it's just as hard for me
as it is for anybody else to change.

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So what's up, April? Why
is it so hard for us to

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change as human beings? It's really
hard. I would not argue it's hard

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to be human, like being human
is hard work. We are perfectly imperfect

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creatures with a lot of quirks and
dranks and weaknesses and all the rest.

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I do want to just real quick, I love that you mentioned this.

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I have to give a big caveat
here where people are like, oh,

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you wrote a book about navigating change
and flux, and you must have mastered

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all of these flux superpowers. And
I'm sort of like, I'm exhibit A

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here, right, I have struggled
with all of these. I can report

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I am much better at them than
I was five years ago. Ten years

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ago, certainly thirty years ago.
But this is a lifelong practice, and

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being human means we have a chance. Every day that we are alive and

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breathing on this blue marble, we
have a chance to improve, but it

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requires doing the work buyers that practice. So I like to frame this though,

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in terms of why is it so
hard to deal with change? I

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would argue, it's really hard to
deal with some kinds of change, So

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zoom out. Change is really complicated, it's really messy. Now. I

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encounter people every day who are like, I love change, I'm a change

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junkie, right, And I'm like, no, no, no, you

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love changes you can control. Let's
be clear. So there's a certain kind

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of change that most humans love,
right, A new adventure, a new

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relationship, a new job, a
new haircut. Right, we love those

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kinds of changes. The kinds of
changes we struggle with and hate and really

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that unravel us are those changes we
can't control. So the one that blindsides

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you on a Sunday afternoon or a
Tuesday afternoon or whenever, the changes that

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go against your expectations, the changes
that really disrupt your plans, Right,

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that's the kind of change we've been
having more of over the last two years,

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and I hate to say it,
that's the kind of change there's more

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of a head. But also consider, you know, a change that's really

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easy for you might be really hard
for me. We know that more changes

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around the corner, yet knowing this
often freaks us out. So there's this

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kind of, you know, tension
between two very different things being true at

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the same time. And so On
the one hand, I could say,

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if we look over human history,
we have a hard time handling too much

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change because I think too much change
can kill us historically, like there's only

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so much we can handle. But
on the flip side, we do need

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to get better at distinguishing what kinds
of change or changes are we talking about,

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because humans are far more resilient than
we give ourselves credit for. But

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at the same time, that resilience
depends on being able to lean into change

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an uncertainty, not trying to scuttle
it, and not being afraid of sometimes

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having to walk through that fire really
quickly. Reminding me is so interesting.

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A couple weeks ago, I had
a Marshall Mosher on my show talking about

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how he works with artificial reality to
basically inject experiences that people don't really know.

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You know, they're new to them, and they're they're usually very adventure

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oriented and challenge seeking and such,
and they actually really do induce the sweats

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the whole bit, because you know
you're gonna drop me with this cliff,

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you know, this whole thing,
right, And it's quite quite interesting to

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think that there are ways for us
to be able to get the benefit of

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being able to deal with change without
necessarily it's not the same thing. I

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mean, I can tell you some
of the major changes that were foisted upon

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me were the best things that ever
happened to me, and they changed me

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and I grew so so much.
They were awful going through them, but

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I wouldn't change them for anything,
because I wouldn't be the same person.

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I wouldn't I wouldn't have the depth, I wouldn't have two books out,

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I wouldn't have a leadership program out, I wouldn't be none of this stuff

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would be happening, right, But
none of it was fun, April,

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yep. So that's so key,
And you've got some of the hallmarks of

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a flex mindset. And what you
just said, which I know will come

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back to in a bit. But
interestingly, so you went through it,

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you would not have opted into those
changes, even though in retrospect you're like,

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that's thing among the best things that
could have happened to me. Right,

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Similarly, what I'm finding, and
I'll just share this openly over the

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last couple of years, where we're
like, oh my gosh, we have

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changed so much. Look at how
look at all that we've done, and

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look at how many assumptions we took
for granted prior to twenty twenty, and

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all of a sudden, you know, thrown on their heads and we realize,

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oh, everything from we you know, we can work remotely and the

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sky doesn't fall down. Amazing,
Right, I can flip my schedule around

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and actually maybe enjoy it more.
Right, So I hear this like we

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love that we've changed in so many
ways, and I'm like, yes,

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we have, but take note we've
been forced to when our backs against the

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wall. Yeah, are incredibly adaptable. The challenge and my bigger message is

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we need to learn how to do
this when we don't necessarily quote unquote have

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to, when our back's not against
the wall, when we're not totally in

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pain and there's not a raging pandemic, right, And the interesting thing is

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the best time to make some of
these changes, to opt into those changes

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you don't really want quote to do
is during times of calm, during times

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of peace. But that that's exactly
when people are like, I'm just going

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to coast. Times are good.
So there's a certain element. I mean,

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many people i think have heard the
phrase disrupting yourself. But there's an

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interesting tension there between we do not
want to wait until the moment we are

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forced to change, both because it's
usually too late and it's usually painful,

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but we need to get better at
grooving the mental muscles around opting into change,

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including change. That's hard. But
oftentimes I'm guessing even some of the

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changes that you're reporting that were hard
but worth it. They were changes that

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you probably knew your sixth sense at
least had an intuition that it would be

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good for you. Just a question
you didn't want, no question, now

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question. There's a piece around that
too, all right, so we'll dive

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into that here. Let's grab our
first break. I'm a last Cortez,

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your host. We were in the
air with April Rinnie. She's a change

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00:15:46.919 --> 00:15:50.720
navigator, speaker, investor, and
adventurer whose work and travels in more than

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one hundred countries have given her a
front row seat to a world in flux.

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She's the author of Flux eight Superpowers
for Thriving in Constant Change. We've

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been talking about the world would change
and why we so resistant and what we

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can do to start to develop that
flux mindset. After the break, we're

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going to get into a few of
these superpowers that you talked about in your

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book. Stay with us, We'll
be right back. Doctor Elise Cortes is

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a management consultant specializing in meaning and
purpose. An inspirational speaker and author.

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00:16:17.279 --> 00:16:22.879
She helps companies visioneer for greater purpose
among stakeholders and develop purpose inspired leadership and

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

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

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00:16:34.080 --> 00:16:38.799
her at Eleasecortes dot com. Let's
talk about how to get your employees working

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00:16:38.879 --> 00:16:51.320
on purpose. This is working on
purpose with doctor Elise Cortes. To reach

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our program today or open a conversation
with Elise, send an email to Aleise

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00:16:56.600 --> 00:17:04.599
Alise at Elisecortes dot com. Now
back to working on Purpose. Thanks for

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staying with us, and welcome back
to the program. I'd like to invite

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you to check out my first book
that I got out of November of twenty

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twenty. It's called Purpose Ignited,
How Inspiring Leaders Ignite passion and Elevate Cause.

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I really wrote that to awaken readers
to their passion and their purpose and

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turn them into inspirational leaders. So
that's why it's out. I love it,

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I'm proud of it. Working on
my next one as we speak.

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If you're just joining us, my
guest today is April Rinnie. She's a

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change navigator and the author of the
book called Flux eight Superpowers for Thriving in

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Constant Change. I'm your host,
Alice Cortes. So for this next segment

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here April, if we can,
I want to start to be able to

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help our listeners and viewers get just
a little taste of some of these Flux

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superpowers you talk about. And again, one of the things I love about

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what you've done is you sprinkle in
ideas from different countries, from Japan and

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other other Scandinavian countries that I just
really think adds such a beautiful element to

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what you've done. So thank you
for that delicious world tour, if you

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will. So let's start with one. Which superpower would you like to start

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with to help our listeners and viewers
understand? Yes, so we can let's

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do a quick overview I think even
of all eight, but okay, what

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I want to do. There's this
I've mentioned this notion of a flex mindset

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a couple of times. I just
kind of want to get that out there

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because the flex superpowers depend on it. So a flex mindset is this notion,

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this ability, this state of mind
that can see all change, whether

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it's good or bad, expected or
unexpected, but especially those hard changes we

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were talking about earlier. It's the
ability to see all of them, all

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of that as an opportunity to grow, to learn, to improve. It's

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the ability to lean into uncertainty because
you're not trying to make it something different.

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Now, that sort of step one
is like, what does it mean

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to open a flex mindset and acknowledge
that your relationship to change can improve?

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Now? How it can improve that
varies from person to person because we all

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have unique relationships to change, but
we can all use some help. The

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second step is to use your flex
mindset to unlock these eight flex superpowers,

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which are effectively the and the practices
and the how to thrive and constant change.

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So each one is a chapter.
Each one is counterintuitive. I'm just

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going to put that out there straight
away. They're also a menu, not

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a syllabus, so you don't have
to do one before two. You can

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look at just one or all eight. But here we go. I'll just

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do a very high level overview.
So the first one, and this is

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going in order in which they show
up in the book. So the first

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superpower is run Slower Now. This
is all about anxiety and burnout and making

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wiser decisions. The second one is
see What's Invisible. This is about identifying

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our blind spots and finding new insights, new sources of value, new opportunities.

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The third one is get Lost.
This is all about our relationship to

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the unknown and structure on our comfort
zones. Yeah. I love it.

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Yeah. These are all super fun
and any one of them honestly could have

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been a topic of this entire show. But anyway, we'll give people a

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teaser, a bit of a sampler. The fourth one is what I actually

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call the flux of super superpower.
So I think we definitely want to come

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back to this one. It's start
with trust, so this is all about

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nurturing relationships and navigating change together.
The fifth one is no You're enough.

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This is all about our obsession with
more and more and more and more and

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more, but also our quest for
true happiness and where true happiness really resides.

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The sixth one is create your portfolio
career. This is all about how

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do we design our professional development and
identity in ways that are fit for a

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future of work in flux. So, given the nature of the show,

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we might want to come back to
that one as well. The seventh one

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is be all the more human.
This is all about our relationship to technology

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and the tension we face and that
we're spending ever more time with our devices,

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yet ever less time with one another. And last, but now at

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least a superpower that makes a lot
of people kind of unravel and go Nope,

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not ready for that kind of change. It is let go of the

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future. Now. This is all
about our relationship to control. So I

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get a lot of people saying wait, let go. That sounds like giving

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up or failure. No, this
is about getting out of our own way.

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Letting go of those things we can
control to breed is oxygen and create

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space for actually better futures to emerge. Excellent April, beautifully done, beautifully

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done. Now, there's a couple
that are our favorite for me, But

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is there one a particular you want
to start with? Not necessarily, It's

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funny. I often get people asking
me like, what's your favorite superpower?

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And I'm always like, that's well, that's like what's your favorite kid?

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You're like, you don't answer it, And it depends meet somebody on the

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day, the week, it changes
pun intended. But what I find in

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all of my conversations with other people
that every single every single person I've met

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thus far has shared with me that
they have a couple favorites, and everyone

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seems to have at least one that
they're like, mm mmm, that just

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like it makes me uncomfortable. So
tell people pay attention to the ones that

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make you uncomfortable, because those are
signals. Those are wonderful signals of where

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your relationship to change may need a
little bit of extra attention. Now within

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the eight I usually say that I
don't have a favorite, but I will

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say I mentioned it briefly in the
overview. The fourth one starting with trust,

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that is more and more being seen
as a kind of super superpower.

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And why I say that is when
it comes to navigating change, well,

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nothing matters more than trust. Everything
in some way, shape or form comes

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back to trust, because it's very
hard for us to lean into any kind

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of change if we can't trust.
And again, whether that's trusting other people,

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whether that's trusting things are going to
go okay, whether that's trusting the

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unknown. I mean, but trust
and also trust is something that's so freight

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in society today. So that's a
big one. We can dive into it

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if you want. But I just
put that out there, is like,

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it's everywhere, so it's it's probably
it plays an outsized role, but it's

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not necessarily my favorite. I like
them all. Well, let's talk about

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that because it is. You did
identify it as important and I think it

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is as well. So just a
couple of things, as bookkends to maybe

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kick us off here. One I'll
tell you, I know one of my

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big changes that I went through was
when I went through my divorce. It

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wasn't my idea, but it was
a really good idea. And I mean,

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I just can't believe that it was
always right there, not always there

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in front of me. And when
it was given to me as an option,

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it was I was like, Ah, what do I do with that?

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But I had what I realized I
had to do is I had to

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trust myself that I could do it
and I could get through it. And

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of course I did, you know, but you know, there was a

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lot of doubt and question and all
this change was like, oh, what

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do I do with all this?
But really, at the end of the

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day, what I really had to
do was trust myself and trust the people

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along the way that were trying to
help me and get me through it.

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On the other end of that that
I think is interesting for us to talk

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about is trust inside organizations. So
I have a couple of clients I'm working

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with here in Dallas, and they're
really really smacked face on with the whole

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great resignation thing, and there are
people leaving and they're trying to handle this

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whole remote work thing and make that
work, and you know, they're questioning

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this thing about trust. How do
I trust that people actually you know,

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want to be here, people are
doing the work that they say that you

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know that I need them to do
kind of thing. And what I've been

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saying is, well, extend trust
first. Start there, and then let's

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take it from that vanished point.
But for you to get trust back from

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them, you've got to give some
first. So talk a little bit,

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if you would, first about this
notion of trust inside the world today of

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organizations that are just smarting so badly
from you know, the great resignation and

388
00:24:02.759 --> 00:24:06.839
the pandemic and just supply chain issues
and all kinds of things. Yeah,

389
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so wow, this is such a
I could say it's a hornet's nest,

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but it's also just such a beautiful
area that we need to be talking more

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and more and more about. And
I would argue that within organizations actually just

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had a call about this earlier.
Today. There are massive numbers of employees,

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workers, talents, you know,
but let's just call them employees.

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Despite w two ten and night,
massive numbers of employees who are waking up

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to the reality that they don't actually
trust their employers. Their employers tell them

396
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one thing, but do not actually
have their back at the end of the

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day, and they're waking up and
going, wait, how much are we

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paying You can find money for this, but not actually for me to be

399
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able to pay my healthcare. You
can find money for this, but not

400
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for actually paying a living wage.
So trust is two ways. Trust is

401
00:24:52.599 --> 00:24:56.400
more absolutely yes, not just do
you trust them? This is do do

402
00:24:56.559 --> 00:25:00.400
other people trust you? And I
think there is a crisis of trust within

403
00:25:00.519 --> 00:25:04.079
organizations because workers are waking up to
the fact that many of their employers have

404
00:25:04.160 --> 00:25:08.200
been saying one thing, but behind
the curtain doing something quite different. And

405
00:25:08.240 --> 00:25:15.279
it doesn't mean intentionally subversive. It
means what are you prioritizing when you say

406
00:25:15.279 --> 00:25:18.359
you have employees backs, when you
say you have their best interest at heart.

407
00:25:18.440 --> 00:25:22.160
If you have their best interest at
heart and you're not paying a sufficient

408
00:25:22.160 --> 00:25:25.799
living wage or providing time off when
they need it for whatever reason it may

409
00:25:25.839 --> 00:25:29.960
be, you're not earning their trust. Well. Also within organizations, I

410
00:25:29.960 --> 00:25:33.319
find this is really helpful that trust
isn't just one thing. So trust is

411
00:25:33.359 --> 00:25:38.799
both cognitive and it's also emotional.
So cognitive trust means trusting that people are

412
00:25:38.839 --> 00:25:42.680
reliable and dependable, that they'll they'll
do what they say they'll do right.

413
00:25:42.960 --> 00:25:48.319
This I think of as a more
of an operational trust right, where you

414
00:25:48.359 --> 00:25:51.440
can trust that we keep the trains
running on time. You can trust that

415
00:25:51.480 --> 00:25:56.440
we do high quality work right.
But the emotional trusts sometimes it's called affective

416
00:25:56.440 --> 00:26:00.920
trust. This is all about character
and organizational culture. This is all about

417
00:26:00.279 --> 00:26:03.680
do we trust that people care about
and we'll look out for one another.

418
00:26:04.000 --> 00:26:07.839
Do we have each other's backs?
Do we have psychological safety? Can we

419
00:26:07.920 --> 00:26:14.440
admit mistakes? Right? That is
the trust that is far more important to

420
00:26:14.480 --> 00:26:17.200
what's going on right now, because
we can orchestrate, we can engineer a

421
00:26:17.240 --> 00:26:19.960
lot of trust in terms of systems
and procedures, and you can trust us

422
00:26:19.960 --> 00:26:22.960
to do a good job. You
can trust that our products will be of

423
00:26:22.000 --> 00:26:27.200
standard quality. It's the internal trust, and that requires a sea change in

424
00:26:27.279 --> 00:26:30.599
how we see one another, how
we treat one another. And here's what's

425
00:26:30.599 --> 00:26:33.799
also interesting. We might get into
some of the leadership stuff later. A

426
00:26:33.799 --> 00:26:37.599
lot of times leaders are like,
how do I get my teams to do

427
00:26:37.640 --> 00:26:41.519
this? This starts with the leader
itself. This is not something you delegate.

428
00:26:41.599 --> 00:26:44.799
And a lot of leaders haven't necessarily
had this heart to heart with themselves.

429
00:26:44.839 --> 00:26:47.640
And if they did, they'd be
making different rules, they would be

430
00:26:47.640 --> 00:26:51.160
doing different kinds of engagement. They
would be seeing and treating all of their

431
00:26:51.200 --> 00:26:56.000
talent differently beautifully. Render April that
was just gorgeous. That was a work.

432
00:26:56.039 --> 00:26:59.279
The price of admission right there,
right, trust is incredibly important.

433
00:27:00.119 --> 00:27:02.759
Have just one more, maybe just
a light treatment before I go onto the

434
00:27:02.799 --> 00:27:04.440
next break. One more you choose, Sure, well, I'll do the

435
00:27:04.480 --> 00:27:08.440
first one because it's showing up everywhere
and with great resignation and like, oh

436
00:27:08.480 --> 00:27:11.480
my goodness, right, which is
run slower? So this is anxiety,

437
00:27:11.559 --> 00:27:17.480
burnout, exhaustion, But it's also
about making wiser decisions. What do you

438
00:27:17.640 --> 00:27:22.079
see make when do you see what's
really going on? When do you have

439
00:27:22.160 --> 00:27:26.000
your best ideas? When do you
really show up for others? And so

440
00:27:26.160 --> 00:27:30.559
run slower, very briefly, and
again Counterintuitive says that in an ever faster

441
00:27:30.680 --> 00:27:33.799
paced world, your key to success
and well being is to slow your own

442
00:27:33.880 --> 00:27:37.200
pace. And what I mean by
that is I didn't bring this up earlier,

443
00:27:37.200 --> 00:27:40.480
but the way I like to tee
it up is that the piece of

444
00:27:40.640 --> 00:27:44.240
chain has never been as fast as
it is today, and yet it is

445
00:27:44.480 --> 00:27:48.200
likely to never again be this slow. Now, just let that sink in

446
00:27:48.279 --> 00:27:52.559
and you're like whoah. Sort of
sort of exciting and also sort of terrifying

447
00:27:52.519 --> 00:27:59.279
because think about what society tells us. Society the script from society is when

448
00:27:59.279 --> 00:28:03.480
the pace of change quickens, you
need to run faster and just keep up.

449
00:28:03.599 --> 00:28:07.599
And yet, take a look at
what we're really speaking at cross purposes

450
00:28:07.599 --> 00:28:10.759
here, because a lot of people, we know the pace of change is

451
00:28:10.799 --> 00:28:12.680
increasing, a lot of people are
already running as fast as we can.

452
00:28:12.920 --> 00:28:17.920
And yet society is telling us that
no matter how fast you're running today,

453
00:28:18.119 --> 00:28:22.440
not only should you expect to run, but that you actually should run even

454
00:28:22.480 --> 00:28:23.880
faster tomorrow, faster, the day
after that, faster, next week,

455
00:28:23.880 --> 00:28:26.240
next month, next, You're all
of this effectively for the rest of your

456
00:28:26.240 --> 00:28:29.960
life. And this is where I
am saying, from a futurist perspective,

457
00:28:30.000 --> 00:28:34.039
from a humanists perspective, time out, hold on. We have got to

458
00:28:34.119 --> 00:28:37.480
reset that and we have got to
learn to run slower. Now. The

459
00:28:37.519 --> 00:28:41.119
key is I did not say stop, I did not say be lazy.

460
00:28:41.480 --> 00:28:45.079
I said run, but do so
add a pace you can sustain for life.

461
00:28:45.160 --> 00:28:48.759
And people across the border finding this
like yes, you're speaking my language.

462
00:28:48.799 --> 00:28:53.039
And a lot of times in organizations, management is saying productivity, performance

463
00:28:53.119 --> 00:28:57.079
faster, faster, faster, faster, and that's where people are reaching their

464
00:28:57.119 --> 00:29:00.160
breaking point and they're saying I've had
it enough. No, so people are

465
00:29:00.200 --> 00:29:04.039
learning to run slower. Organizations are
not necessarily and that's where we need some

466
00:29:04.079 --> 00:29:07.640
help. Awesome great way to cue
us up here, let's grab our last

467
00:29:07.680 --> 00:29:11.039
break here. I'm Leise Cortez,
your host. We're on the air with

468
00:29:11.079 --> 00:29:15.000
April Rennie. She's a changed navigator, speaker, investor, and adventurer who's

469
00:29:15.039 --> 00:29:17.920
work in travels in more than one
hundred countries have given her a front row

470
00:29:17.960 --> 00:29:21.839
seat to a world in flux.
She's the author of Flux, a Superpowers

471
00:29:21.839 --> 00:29:25.319
for thriving in constant change. She's
given us a sprinkle of all eight of

472
00:29:25.359 --> 00:29:26.880
the superpowers. After the break,
we're going to talk more about how to

473
00:29:26.880 --> 00:29:32.000
be able to leverage her material insight
organizations to manage and leverage teams. State

474
00:29:32.039 --> 00:29:37.160
what this will be right back.
Doctor Elise Cortes is a management consultant specializing

475
00:29:37.160 --> 00:29:41.599
in meaning and purpose and inspirational speaker
and author. She helps companies visioneer for

476
00:29:41.680 --> 00:29:48.799
greater purpose among stakeholders and develop purpose
inspired leadership and meaning infused cultures that elevate

477
00:29:48.880 --> 00:29:55.359
fulfillment, performance, and commitment within
the workforce. To learn more or to

478
00:29:55.440 --> 00:29:59.839
invite Elise to speak to your organization, please visit her at a Lascortes dot

479
00:29:59.839 --> 00:30:11.240
com. Let's talk about how to
get your employees working on purpose. This

480
00:30:11.400 --> 00:30:15.960
is working on Purpose with doctor Elise
Cortes. To reach our program today or

481
00:30:15.000 --> 00:30:22.759
open a conversation with Alise, send
an email to a lease Alise at Elisecortes

482
00:30:22.839 --> 00:30:29.559
dot com. Now back to working
on Purpose. Thanks foresting with us,

483
00:30:29.599 --> 00:30:32.319
and welcome back to working on Purpose. One other bit of news before we

484
00:30:32.359 --> 00:30:34.599
go back into the program. In
August of twenty twenty one, I was

485
00:30:34.640 --> 00:30:38.240
able to release the anthology of Women's
Stories. I found twenty five women from

486
00:30:38.279 --> 00:30:41.720
around the world to share their very
intimate stories of how they discover their purpose

487
00:30:41.759 --> 00:30:45.759
and are now serving from it.
So it's called Passionately Striving and why it's

488
00:30:45.799 --> 00:30:48.720
now in print and I'm so proud
of it I could bust. And now,

489
00:30:48.000 --> 00:30:52.799
ladies and gentlemen, I'm outtrolling the
world for men to share their stories.

490
00:30:52.839 --> 00:30:55.680
So if you are listening today and
you want to share your story,

491
00:30:55.799 --> 00:30:59.000
you know someone who's a good candidate
in any far reaches of the world,

492
00:30:59.079 --> 00:31:02.160
Please reach out to me at least
at least quaretest dot com. Let's have

493
00:31:02.160 --> 00:31:04.720
a conversation about getting that man in
this anthology as well. You're just joining

494
00:31:04.759 --> 00:31:08.039
us. My guest today is April
Rinnie. She is a change navigator and

495
00:31:08.079 --> 00:31:12.519
she is the author of Flux eight
Superpowers for Thriving in Constant Change. So

496
00:31:12.559 --> 00:31:15.759
for this next segment herey, but
what I wanted to do is now take

497
00:31:15.799 --> 00:31:18.400
it back inside to organizations. That's
who I serve a lot of a lot

498
00:31:18.400 --> 00:31:22.519
of my energies with, and a
lot of our listeners are coming from organizations.

499
00:31:22.519 --> 00:31:23.759
And so what I wanted to do, if you would, is if

500
00:31:23.799 --> 00:31:26.799
you could start to talk a little
bit about how you can recommend leaders leverage

501
00:31:26.839 --> 00:31:30.799
your material in managing their teams.
Where can we start there? Yeah,

502
00:31:30.839 --> 00:31:34.599
sure, so beginning kind of the
top level. I always like to remind

503
00:31:34.640 --> 00:31:41.839
people that both individuals and organizations can
develop a flex mindset and unlock their eight

504
00:31:42.079 --> 00:31:47.640
Flux superpowers. We usually start with
the individual because having being able to see

505
00:31:47.680 --> 00:31:51.359
it apply to you your own life, personally, professionally, name it gives

506
00:31:51.400 --> 00:31:56.240
you a sense of agency. But
keep in mind any organization. I find

507
00:31:56.240 --> 00:31:59.599
this fascinating. This is my legal
training at work, like an organization does

508
00:31:59.640 --> 00:32:01.799
not ex vis without people. I
mean, we can talk about doos and

509
00:32:01.839 --> 00:32:07.319
all that, but like organizations are
simply collections of people, so together you

510
00:32:07.359 --> 00:32:14.519
can make what I call fluxiness part
of your organization right there. So on

511
00:32:14.519 --> 00:32:16.799
one hand, and the book is
written in a way that's very conducive to

512
00:32:17.759 --> 00:32:21.799
book clubs, teen conversations, there's
a discussion god. I mean, it

513
00:32:21.839 --> 00:32:27.119
really is intended to spark each person
to better understand their relationship to change.

514
00:32:27.200 --> 00:32:30.720
But the key is to understand other
people's relationships to change as well. Because

515
00:32:30.759 --> 00:32:34.240
think about in a team kind of
setting, we're all bringing baggage to the

516
00:32:34.279 --> 00:32:37.440
table. We all have different relationships
to change, different things that delight us,

517
00:32:37.480 --> 00:32:42.200
different things that scare the daylights out
of us. Like I was saying

518
00:32:42.240 --> 00:32:45.440
earlier, a change that you love
maybe a change that I really hate.

519
00:32:45.519 --> 00:32:49.960
And that's because of how we were
raised, that's because of the scripts we've

520
00:32:49.960 --> 00:32:53.519
got running in our minds. And
if we don't actually understand that about each

521
00:32:53.519 --> 00:32:57.839
other, we're putting the card before
the horse, and we're creating a lot

522
00:32:57.880 --> 00:33:01.799
of friction within our team for collaboration
purposes, project management, you name it.

523
00:33:02.000 --> 00:33:06.839
So I just bring that up because
the book itself, I'm having lots

524
00:33:06.880 --> 00:33:09.920
of organizations actually read it in a
kind of not a book club setting per

525
00:33:09.960 --> 00:33:14.240
se, but they're reading it as
a team and they're sharing with one another.

526
00:33:14.319 --> 00:33:19.559
And that process itself not just helps
people better understand their relationship to change

527
00:33:19.559 --> 00:33:22.359
and their team's relationship change, it
does start to feed into the culture and

528
00:33:22.400 --> 00:33:27.000
a culture of openness, a culture
of resilience, a culture of we can

529
00:33:27.119 --> 00:33:30.200
actually improve our relationships to change.
So in terms of how leaders, that's

530
00:33:30.240 --> 00:33:35.400
the kind of almost practical, tactical
way to just start with the book and

531
00:33:35.480 --> 00:33:39.440
get it into team's hands. But
I mentioned this earlier, just very briefly,

532
00:33:39.480 --> 00:33:43.839
and I want to come back to
it because when it comes to leaders

533
00:33:43.839 --> 00:33:46.480
and managers and how do they bring
it into their team, they have got

534
00:33:46.680 --> 00:33:51.880
to walk the talk. And I'm
finding a lot of leaders today I'm going

535
00:33:51.960 --> 00:33:53.960
to poke a little bit here,
a lot of leaders saying what do I

536
00:33:53.960 --> 00:33:57.720
tell my teams? What should they
do? And I'm like, what about

537
00:33:57.799 --> 00:34:01.480
you? Because in fact, leaders, and again however, we define but

538
00:34:01.640 --> 00:34:07.799
leader being some kind of in a
way like elevated visionary that's been given this

539
00:34:07.880 --> 00:34:14.440
name leader because they have something that
helps them guide others through projects, change,

540
00:34:14.480 --> 00:34:17.000
you name it. Here's the interesting
thing. A world in flux actually

541
00:34:17.199 --> 00:34:22.719
challenges an enormous number of the assumptions
and expectations we have about what makes a

542
00:34:22.719 --> 00:34:25.679
great leader. And what I mean
by that is that a lot of people,

543
00:34:25.719 --> 00:34:30.880
myself included, I was raised to
believe what makes leader great? Oh,

544
00:34:30.920 --> 00:34:34.039
A leader has the answers, A
leader has certainty. A leader knows

545
00:34:34.079 --> 00:34:36.800
what to do right, That's what
makes you a leader. What if I

546
00:34:36.880 --> 00:34:39.079
told you that in a world in
flux, a nothing could be further from

547
00:34:39.119 --> 00:34:45.440
the truth. But b survey after
survey shows that the number one leadership quality

548
00:34:45.679 --> 00:34:51.360
needed today is comfort with ambiguity,
in other words, not knowing and being

549
00:34:51.400 --> 00:34:54.519
completely okay with that. It's the
antithesis of certainty. So I always like

550
00:34:54.559 --> 00:34:58.199
to challenge leaders on day one and
say, so, how are you doing

551
00:34:58.239 --> 00:35:01.119
with your comfort with ambiguity? And
most leaders are completely They're twisted up like

552
00:35:01.159 --> 00:35:04.679
pretzels. They don't know what to
do because what they were taught they were

553
00:35:04.679 --> 00:35:07.880
supposed to do no longer works.
And so this invites though I know I'm

554
00:35:07.880 --> 00:35:10.119
going on a little bit here,
that it's like, okay, So if

555
00:35:10.119 --> 00:35:14.960
no one knows what to do,
what do we do? It requires a

556
00:35:15.159 --> 00:35:17.280
very different way at how you look
at how you're leading. Not you at

557
00:35:17.280 --> 00:35:21.920
the top of an organization or an
org chart, but leading with others,

558
00:35:21.960 --> 00:35:25.440
because when no one knows what to
do, which in so many ways is

559
00:35:25.480 --> 00:35:30.559
the case today, when nobody knows
what to do, everyone becomes responsible ooh,

560
00:35:31.320 --> 00:35:35.960
sensing for leading, for reporting,
and for paying attention. And that

561
00:35:36.119 --> 00:35:37.920
challenges a lot of stuff. But
anyway, let me pause there and just

562
00:35:37.960 --> 00:35:42.480
say I sort of threw that out
there, but yeah, there's a lot

563
00:35:42.559 --> 00:35:45.400
that leaders need to do. But
leaders need to start with themselves, you

564
00:35:45.440 --> 00:35:46.840
know. I really appreciate that,
April. I can't tell you the number

565
00:35:46.880 --> 00:35:51.320
of people that I have worked with
over the years that do carry the belief

566
00:35:51.360 --> 00:35:54.880
that as leaders, they're supposed to
know everything. And I that's one particular

567
00:35:54.880 --> 00:35:59.199
message I didn't get. I never
have gotten that message. Where did you

568
00:35:59.239 --> 00:36:01.679
get that? How are you?
How could you possibly know everything? Why

569
00:36:01.679 --> 00:36:06.199
do you have a team if you're
supposed to know everything? I don't understand

570
00:36:06.239 --> 00:36:08.519
that, right, That doesn't make
sense to me, But I understand how

571
00:36:08.599 --> 00:36:13.679
crippling that is for people well,
and I think it's always I don't want

572
00:36:13.719 --> 00:36:16.239
to say, rub me the wrong
way. It's always felt a little bit

573
00:36:16.280 --> 00:36:20.480
elitist, a little bit like,
so what makes you special? Like,

574
00:36:20.800 --> 00:36:25.880
I believe that everyone, every human
on the planet has leadership capabilities. The

575
00:36:27.079 --> 00:36:30.559
very best leaders aren't the ones that
are like, look at me, full

576
00:36:30.599 --> 00:36:32.800
of ego, They're the ones who
are best. The best leaders are those

577
00:36:32.800 --> 00:36:38.280
who can identify and harness leadership in
others and can do that in a way

578
00:36:38.280 --> 00:36:42.679
that brings it all together. Right. So, I think there's a little

579
00:36:42.719 --> 00:36:45.440
bit of ego. I think there's
a little bit of privilege, elitism,

580
00:36:45.559 --> 00:36:50.360
we can call it many different things. I also think, you know,

581
00:36:50.440 --> 00:36:53.760
this is all part of what we're
fed as children. Somehow it got socialized

582
00:36:53.800 --> 00:36:58.360
into us that some people not that
some people leading, other people follow.

583
00:36:58.599 --> 00:37:02.039
But the leader is like the person
that brings it all together. And any

584
00:37:02.079 --> 00:37:06.400
one any truly I would say admirable
leader will say the only way that they

585
00:37:06.440 --> 00:37:10.360
were able to lead was because of
the other people around them. Right.

586
00:37:10.840 --> 00:37:16.800
But today I'm really concerned leaders they're
really I mean, if they sort of

587
00:37:16.800 --> 00:37:19.960
bought into the script of like,
Okay, it's going to be me at

588
00:37:19.960 --> 00:37:22.480
the top kind of thing, and
that makes me feel good. Gotta say

589
00:37:22.840 --> 00:37:25.400
I don't envy any person who feels
like they have to figure it out today,

590
00:37:25.440 --> 00:37:30.280
because you're putting yourself under incredible pressure
that has never actually been the reality.

591
00:37:30.280 --> 00:37:35.360
It's never been only up to you. Interestingly, I actually look at

592
00:37:35.400 --> 00:37:38.320
this a little bit differently, in
which in a world full of uncertainty like

593
00:37:38.360 --> 00:37:43.360
we're in today, a leader so
a couple different ways this plays out.

594
00:37:43.599 --> 00:37:49.559
A leader who projects certainty when they
don't actually know. Not only is that

595
00:37:49.559 --> 00:37:53.360
irresponsible, it's dangerous and it's a
really good way to drive everything off a

596
00:37:53.440 --> 00:37:59.360
cliff because if they're feigning certainty and
then you've got basically the team executing what

597
00:37:59.400 --> 00:38:01.920
the boss says, but no one
really knows, it's a disaster. Right

598
00:38:02.199 --> 00:38:07.039
At the same time, though,
I think everyone lead or not, whatever

599
00:38:07.079 --> 00:38:10.119
your role is or your title,
if we're in an environment in which no

600
00:38:10.159 --> 00:38:15.320
one really knows, we all need
to step up and realize that for us

601
00:38:15.360 --> 00:38:20.360
to assume that a leader has the
answers when no one when it's impossible for

602
00:38:20.400 --> 00:38:24.719
anyone to know, that's actually shirking
our own responsibilities as individuals to play a

603
00:38:24.840 --> 00:38:30.119
role in finding new solutions against paying
attention reporting in if you have ideas and

604
00:38:30.320 --> 00:38:35.679
etc. Because it's a very not
only untenable situation that we have today,

605
00:38:35.800 --> 00:38:39.320
it just doesn't jibe with reality,
Like there is this huge disconnect between what

606
00:38:39.360 --> 00:38:43.320
we've been taught to believe, so
to speak, and a lot of people's

607
00:38:43.480 --> 00:38:47.440
expectations even today and how the world
actually is. So first step, I

608
00:38:47.440 --> 00:38:51.599
think there's that acknowledgment, and then
secondly, there is this notion of we

609
00:38:51.639 --> 00:38:58.079
all need to get a lot better
at experimenting our way forward intelligently. Together,

610
00:38:58.800 --> 00:39:00.800
two things really quick and already coming
so close to time. I'm working

611
00:39:00.840 --> 00:39:05.440
with a fantastic leader right now.
She's just so fantastic to work with and

612
00:39:05.480 --> 00:39:08.079
one of the great things that she
does. She doesn't have any concern about

613
00:39:08.079 --> 00:39:13.280
this notion of she's been in business
for a couple of decades. She's really

614
00:39:13.280 --> 00:39:15.000
good at what she does. She's
a pioneer in the space. She has

615
00:39:15.079 --> 00:39:20.280
no problem literally with the idea that
she's stepping down the sidewalk. She doesn't

616
00:39:20.280 --> 00:39:22.880
know where the next foot's going to
go, and she's totally cool with that,

617
00:39:22.280 --> 00:39:27.519
and she just lets it unfolded.
But she trusts, she trusts that

618
00:39:27.599 --> 00:39:30.760
the foot will land where wherever is
a good place for it to go.

619
00:39:30.119 --> 00:39:32.960
So that's one thing that I really
appreciate. Isn't that great? So there's

620
00:39:34.039 --> 00:39:37.960
there's just a light in that that
is very fluxy. It's very flexibly flexy.

621
00:39:37.119 --> 00:39:40.559
Yeah. Right. And the other
thing that it's been so interesting this

622
00:39:40.760 --> 00:39:44.360
was last year for me, April, is what I've really got. You

623
00:39:44.400 --> 00:39:45.480
said, you know this whole thing
about being a leader. Man, it

624
00:39:45.599 --> 00:39:50.199
is tough being a leader today.
It's a really tough job. And here's

625
00:39:50.239 --> 00:39:53.119
what I have learned is I sort
of stumbled into this accidentally, and that

626
00:39:53.199 --> 00:39:57.360
I became to really I came to
really understand that what they what I've been

627
00:39:57.400 --> 00:40:00.239
able to provide them is this sense
that I can connect them back to their

628
00:40:00.280 --> 00:40:04.960
purpose. Why are they actually ultimately
here? Now the expression and service of

629
00:40:05.000 --> 00:40:07.119
that purpose may change, but why
are you actually here? Get back to

630
00:40:07.159 --> 00:40:10.440
that heartbeat? And then now you
have breath of their lungs again to be

631
00:40:10.440 --> 00:40:14.199
able to work from and create from. And so it's been really, really

632
00:40:14.280 --> 00:40:17.119
an interesting thing. And so I
really appreciate the work that you've done and

633
00:40:17.119 --> 00:40:21.079
what you've even riginal in this conversation
to help leaders, because this is a

634
00:40:21.159 --> 00:40:23.119
tough world to be in, right, now today. Yes, And I

635
00:40:23.199 --> 00:40:29.000
love that you bring up the why
the purpose because I do think a lot

636
00:40:29.039 --> 00:40:32.320
of leaders why do you exist?
What is the mission of your company?

637
00:40:32.320 --> 00:40:36.519
And if you're telling me the mission
of your company is to sell more stuff,

638
00:40:36.760 --> 00:40:38.599
that is a very hollow mission for
what the world needs to say,

639
00:40:38.599 --> 00:40:44.400
it's not what a mission is.
Yeahs. Those who are clear on their

640
00:40:44.400 --> 00:40:46.719
purpose and it's a purpose that aligns
with what the future needs and what the

641
00:40:46.719 --> 00:40:50.679
future is having can not only sleep
easy at night, but they're also the

642
00:40:50.719 --> 00:40:53.039
ones who typically don't think that it's
all up to them, and they've already

643
00:40:53.159 --> 00:41:00.719
ingrained some kind of more collective leadership
or shared leadership into the organization. Great

644
00:41:00.760 --> 00:41:01.679
stuff, April. I don't know
how we did it, but we've already

645
00:41:01.679 --> 00:41:04.800
gotten to the end of the show
here. So you know, this show

646
00:41:04.920 --> 00:41:07.760
is listening to by people all over
the world and they're really out to be

647
00:41:07.760 --> 00:41:10.840
able to help create environments where people
want to stay and give their best.

648
00:41:10.880 --> 00:41:15.320
We create intracial leaders that bring them
to their greatness, and we do business

649
00:41:15.320 --> 00:41:16.760
that better's the world. Having said
that, what would you like to leave

650
00:41:16.760 --> 00:41:21.679
our listeners and our viewers with?
Oh goodness, So these days I always

651
00:41:21.679 --> 00:41:23.880
love to say, when everything is
in flux, almost pretty much everything.

652
00:41:23.920 --> 00:41:27.960
Give me a topic, we'll talk
about how it's in flux. When everything

653
00:41:28.000 --> 00:41:30.960
is in flux, everything can benefit
from a flex mindset. And the footnote

654
00:41:30.960 --> 00:41:36.599
I want to add there is that
developing your flux superpower is doing any of

655
00:41:36.639 --> 00:41:39.880
what we're talking about today. It
doesn't require anything you don't already have.

656
00:41:40.280 --> 00:41:45.559
It doesn't require any money, it
doesn't require any technology. It requires getting

657
00:41:45.559 --> 00:41:50.000
to know yourself a little bit better. It requires actually paying attention to what

658
00:41:50.119 --> 00:41:53.519
really matters and doing things like learning
to slow down and see what's invisible and

659
00:41:53.559 --> 00:41:58.519
start with trust. And there's just
an incredible agency in that. And you've

660
00:41:58.559 --> 00:42:01.559
always had this agency. It's just
been buried by a lot of other forces.

661
00:42:01.800 --> 00:42:05.320
It's time to rediscover it. But
you have everything that you need to

662
00:42:05.320 --> 00:42:07.400
make these steps so encouraging, so
empowering, and in align with what I

663
00:42:07.440 --> 00:42:10.159
stand for. April, I'm so
delighted to cross paths with you, read

664
00:42:10.159 --> 00:42:13.480
your book and share it with my
listeners and viewers. Thank you so much

665
00:42:13.519 --> 00:42:15.119
for being a guest and working on
purpose. Thank you, Elise, My

666
00:42:15.159 --> 00:42:20.280
pleasure, awesome listeners, viewers who'll
learn more about April Rennie her book and

667
00:42:20.320 --> 00:42:23.320
some of the work she does.
Just start by going to fluxmindset dot com.

668
00:42:23.320 --> 00:42:25.760
That'll give you a good start.
Last week, if you missed the

669
00:42:27.039 --> 00:42:29.960
live show you always you can always
catch a be a recorded podcast. We

670
00:42:30.000 --> 00:42:32.960
are on the air with Steven Morris
talking about his book The Beautiful Business,

671
00:42:34.000 --> 00:42:37.199
An actionable manifesto to create an unnormal
business with love at the core. Beautiful

672
00:42:37.239 --> 00:42:39.800
Man, beautiful Bok, Beautiful Message. Next week will be on the air

673
00:42:39.800 --> 00:42:45.360
with John Coleman talking about his latest
book, The HBr Guide to Crafting Your

674
00:42:45.400 --> 00:42:47.559
Purpose. Be talking about how to
lean into your strengths, bring meaning to

675
00:42:47.639 --> 00:42:51.960
work, and making the difference that
you most aspire for. See you there.

676
00:42:51.960 --> 00:42:53.159
Remember that work is at least a
third of our life, so let's

677
00:42:53.199 --> 00:42:59.840
work on purpose. We hope you've
enjoyed this week's program. Be sure to

678
00:42:59.840 --> 00:43:04.639
do tune into Working on Purpose featuring
your host, doctor Elise Cortes, each

679
00:43:04.679 --> 00:43:08.760
week on the Voice America Empowerment Channel. Together, we'll create a world where

680
00:43:08.840 --> 00:43:16.360
business operates conscientiously, leadership inspires impassioned
performance, and employees are fulfilled in work

681
00:43:16.400 --> 00:43:22.440
that provides the meaning and purpose they
crave. See you there, let's work

682
00:43:22.480 --> 00:43:22.079
on purpose,