Fostering Quality Experiences for Employees and Customers Alike to Win in Today’s Business

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Any questions or comments should be directed
to those show hosts. Thank you for

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choosing W FORCY Radio. What's Working
on Purpose? Anyway? Each week we

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

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

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being part of an organization that inspires
them and helps them grow into realizing their

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highest potential. Business can be such
a force for good in the world,

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elevating humanity. In our program,
we provide guidance and inspiration to help usher

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in this world we all want Working
on Purpose. Now here's your host,

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Doctor release Quartez, Welcome back to
the Working and Purpose Program. Great to

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have you. We have been on
air since February twenty fifteen, so appreciate

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you being along for the ride.
I'm your host, doctor Elias Cortez to

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a new live from Dallas, which
is home based for me. If we

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

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organizational logo therapist, speaker and author. My team and I at Least Cortes

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and Associates help companies to enliven and
fortify their operations by articulating their purpose and

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building inspirational leaders and cultures activated by
meaning and purpose to turn those companies from

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a flatline EKG to a vibrant destination
workplace. There, people are intrinsically motivated

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to perform with their best, grow
unto their fuller potential, and are committed

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to stay and help deliver on the
company's mission. You can learn more about

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us and how we can work together
at atlist Cortez dot com. Now,

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let's get in today's program with us. Today is Tiffany Boba, the global

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customer growth and innovation evangelist at Salesforce. Over the past two decades, she

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has led large revenue producing divisions at
businesses ranging from startups to the Fortune five

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hundred. She hosts the podcast What's
Next with Tiffany Bova and recently publish The

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Experienced Mindset, Changing the Way You
Think about Growth, which will be talking

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about today. Tiffany, welcome to
Working on Purpose. Oh, thank you

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for having me, Les. I'm
excited to be here. You are so

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welcome. It's so great to be
to have you. And now you get

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to be on the other side of
the MinC Yeah. Yes, apparently that

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is the requirements when you launch a
book. Yes, it is, it

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is. And let's just look at
that beautiful book that you put into.

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Thank you. It's gorgeous anyway,
So we are going to dive into it,

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but before we do, I really
want to just start here getting a

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little bit acquainted. And I think
it's absolutely remarkably wonderful and incredibly telling that

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someone like you was a customer Growth
and Innovation Evangelists has written this book on

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the experienced mindset, which heavily factors
in the employee experience. How refreshing.

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Well, it was a happy accident. Let me just put it to you

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that way. Okay, this is
my second book. My first book was

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called Growth IQ and it was ten
Paths to Growth, and I was like,

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these are the only paths and this
is what it's all about. And

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that was written in twenty eighteen after
a very long sort of career in tech

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and being a leader and advisor.
And I missed employee in growth IQ.

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Almost it's a complete I said it
a couple of times, like I don't

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want to act like I totally missed
it, but let's just say, and

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you know, in the sixty thousand
words of growth IQ, I think there

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was you know, five hundred that
were about employees, so that would be

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a miss. And then I joined
a company, as you mentioned, Salesforce,

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and I saw from the inside kind
of the power that culture and people

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had on innovation and growth. And
so, you know, not a new

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statement, I said. I didn't
think it was a coincidence. Salesforce was

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a great place to work, one
of the most innovative companies in the world,

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and then the fastest growing enterprise software
company, and I went, m

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I wonder if I could prove it. And then the result of that entire

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journey across two and a half years
is the experience mindset wonderful, how delightful

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to hear that story. And I
appreciate you know that, you know,

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life is a journey, so is
being an author, a thinker, a

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thought leader. Right, it's a
journey and we we we grow and elevate

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along the way. So I'm thrilled
to hear as you could see. You

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know, I had I could shore
up something here, and you did it

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beautifully in the book. And I
think it's really important that we situate just

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kind of what I what you and
I agree on anyway, of what a

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large part of what's under this,
you know, the need to change and

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to adopt the growth or the experienced
mindset. And that's this thing called COVID

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M. And so you talk in
your book and you say, for all

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its tragic effects, COVID nineteen opened
the door to rich, vital discussions about

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the unmet needs of employees across a
number of key areas. Absolutely completely agree.

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And now what's happened, of course, is the world is fun.

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The workforce is fundamentally altered, and
it's never going to go back. Correct.

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So saying more about your perspective on
the matter, because I think,

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you know, you and I could
probably have a whole separate show just about

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that phenomenon and how it's altered the
workforce in society. But I want to

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hear a bit more about your perspective
on how COVID altered the workforce. There's

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a couple of things I'd say.
One, this is the first time,

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as you know, at least,
that we've had five generations working at the

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same time, So that in and
of itself has its own set of challenges

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and opportunities. So I'll put that
aside for a second. The second thing

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is is that we collectively, as
organizations and companies around the world, have

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been chasing the ever increasing customer expectations
by putting in place digital technologies or omni

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channel marketing to use some of the
buzzwords, right, or you know,

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enabling commerce to be seamless and frictionless
for your customers. Once again, lots

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of buzzwords, but it was really
about reducing the effort of a customer in

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their engagement with you, yes,
in order to increase the customer experience,

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right, like if I can.
Originally, you know, many years ago,

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all the way back in two thousand, when I was working for a

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company that was very very early in
this thing called the Worldwide Web. We

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were trying to get businesses to not
place ads in the Yellow Pages and to

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place a website on this thing called
the Worldwide Web. I remember those times.

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Yeah, people would look at us
like why would I do that?

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Like I've a yellow page ad,
or I've always done nailers or inseputs in

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the newspaper, whatever it might be
been. Back then, it was like,

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let's say I'm making up these numbers, but let's say it was ten

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clicks to buy something. Because there
was not a lot of integration and technology

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products and things out there to make
that be seamless. Fast forward, we're

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not. We're down to you know, single click or voice and two hours

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later it shows up at our house. Right, So in twenty five years,

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that digital you know, digital revolution, the fourth Industrial Revolution sort of

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shows up and shatters the way businesses
conduct themselves. However, during that same

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amount of time, unfortunately, the
unintended consequence of chasing that ever increasing customer

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expectation is that the effort for the
employee has gone up, and during that

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go up time, the experience has
gone down. So you know, I

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would do one thing, I did
it the same way all the time,

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and you know, while it might
have not been exhilarating, I didn't have

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to produce a lot of effort to
do it. Now, it's like,

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go through five ten applications on your
desktop, get up from your desk,

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do a manual process, Go get
approval over here, put something in there.

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We'll pulled on. The name is
different in three systems. You know,

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it takes twenty minutes for me to
do something that takes me one minute

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in my personal life, but it
takes me twenty minutes to do it at

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work. You know, effort high, experience low. And the employee satisfaction

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scores from Gallup have remained fairly flat
over the last decade, even gone down

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a little bit, right, So
that means sometimes seventy five percent of the

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employee basis not extremely satisfied with what
they're doing. And so that's sort of

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the second side of it. And
then you have the pandemic hit and all

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of the sudden people were working from
home. Now, I mean to carve

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out those that were required to be
in the office, right, they were

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considered that you know, it was
critical for people essential, right, that's

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the word, thank you to be
in the office, or you were a

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healthcare moved those aside for a second. But you know a white collar job

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that you know, I did you
accounting and now I'm doing it from home.

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All of the sudden, you realize
this lack of investment that had been

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happening by companies for their employees.
And the Edelman Group does a trust barometer

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every year. It was the first
time in a decade that employee became the

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number one stakeholder for long term customer
success. It had been customer for the

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decade prior. So the only thing
that's changed based on everything I just said,

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right like, we've been chasing employee
expect our customer expectations increasing. It

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was the pandemic, right, all
of a sudden, This black Swan event

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debatable if you agree it's a black
Swan event, but a black Swan event

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sort of shows up and all of
a sudden it cracks open this lack of

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investment and shines a spotlight on it. And I think that's where the employer

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employee relationship has forever changed. I
agree that was beautifully articulative. Me I

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love it. I also talk about
that is that it's you know, you

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talk about the great reflection. The
reason I call my book the Great Revitalization

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is of course it's combating the Great
resignation, And so you know this whole

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idea of people. The way I
look at it is, before this all

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happened, everyone was really forced to
live a life that was centered around their

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work. Everything was centered around the
work. And now what's happened is people

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want to like that's at least harmonious
with their work, if not, their

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lives are the center and everything factors
into it or comes into it, and

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that is a huge seismic shift.
Yeah. Listen, I've worked from home

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for seventeen and a half years,
so the pandemic was not my catalyst to

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working from home, right, But
yeah, but what changed for me was

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I was working in a you know, a third bedroom that was my converted

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office, and I traveled quite a
bit for work, so I might be

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in it two days a week,
three days a week, maybe sometimes one

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day a week, sometimes not at
all. But all of a sudden,

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when I was home five days a
week working in that third bedroom, which

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was my converted office, it was
not used for anything else, all of

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a sudden, I was like,
oh my goodness, like I have to

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get out of this space. And
I can't imagine not having that third bedroom

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and it being your kitchen table.
Right, So I'm complaining where many people

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are like, I wish I had
a third bedroom to try that in.

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So I literally converted my garage.
But what I found happening in the first

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six months was I was working all
the time, Like I could see my

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computer from the living room and hear
the day calling me right, and so

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all of a sudden, I was
like working longer and harder, and I

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was like, wait a second,
Now I try to be really good about

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you know, at a certain time, I say, you know, I

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don't unless there's something happening right,
Like, I'm like, I really just

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at six o'clock, I need to
walk out of this office and lock the

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door. And now I don't have
that quote unquote computer calling me to the

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third bedroom if you will to work. But it also that's why I call

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it the great reflection. Not everybody
had the same opportunity to do that.

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Not everybody has high speed internet in
their homes. I mean, I remember

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when the pandemic first hit and I
was driving to a CBS and there's a

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Starbucks like three doors down, and
of course everything was closed at the time,

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and all these people were sitting in
their cars and I was very confused,

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and they were sniff and Wi Fi
from Starbucks because I've done right,

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and so we toss around this new
way of working and it may never go

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back, but we can't forget that
evenness of having the ability to do that

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is not there. I mean,
there was just an announcement I think today

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or yesterday from the Biden administration that
they were going to invest I think it's

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a little shy of a billion dollars
on going out to rural communities for high

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speed internet, because that's sort of
like water, food, electricity, high

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speed. If we're going to now
have this work from home generation or hybrid

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generation or educate remotely generation, you
have to make sure everyone has access.

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Yeah, the infrastructure has got to
be there, exactly. Okay, Well

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let's go on here because a few
things that you say in the book have

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such a compelling edge to them that
I want to situate for our listeners and

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viewers. And this is curated content, so whatever we talk about here is

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just adding on to what's already been
discussed. So I pulled out things in

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your book that I think are really
interesting and really speak to allow us to

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build. So I love how you
talk about in your book. You say

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employees carry the torch every day for
the values and mission of their company.

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They are the facilitators of every moment
that matters, the positive connections and negative

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pain points encountered by customer or a
fellow employee interacting with a brand or employer.

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And so then you talk about your
friend Hubert Jolly, who's the former

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CEO and termined at the Best Buy, who said one time on your podcast,

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he said, the heart of business
is the idea of pursuing a mobile

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purpose, a noble purpose, putting
people at the center, creating the environment

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where they can release that human magic, embrace all shareholders, and treat profit

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as an outcome. I'm not sure
how many executives who would comfortably describe their

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business this way, least because it
spotlights and often overlooked but critical piece of

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any company's success, the day to
day experiences of the people who work there

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and serve its customers. Yes,
and once again, I would have never

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written that in Growth IQ. Yeah, it just wouldn't have happened. And

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so I was exposed to salesforce and
action, living setting the purpose, living

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the purpose, living the values,
setting the values like from the top all

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the way down. So I was
experienced it in real time. Yeah,

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but you know the thought that I
have sat through probably hundreds, if not

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thousands of presentations over the thirty years
i've been in tech where people promise that

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they are going the best product,
or we are going to be the most

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customer centric organization, or we care
about you, or we will go that

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extra mile or whatever that tagline is. That PowerPoint presentation does not deliver that

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service. That PowerPoint presentation does not
keep that promise. The people do,

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the cleaning crew, to the receptionist, to the delivery driver, to the

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person who packs a product, all
of those people, they are the ones

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that deliver on the promise that a
business makes to its customer full stop.

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Right. And if they aren't happy, it's not you know, sort of

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happy, love your job, purpose, empathy. Those things sometimes make leaders

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uncomfortable, right because it's it's the
soft stuff that people feel like they can't

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manage. But if your employees are
not happy, trust me, your customers

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know it. If your call center
agent is rude and short and not interested

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in your problems and isn't laughing and
isn't engaged in the story that you're trying

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to tell, your customers know it, and when someone goes the extra mile,

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we all remember it, like,
oh my god, I had this

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person on a you know, one
of my wife, you know, my

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wireless provider or my cable provider,
which doesn't always have the best customer experience,

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but I got I was so lucky. I got this person who like

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stayed with me through this problem,
right and when the extra mile and got

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me everything I needed and then you
know, thanked me and then followed up

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and like, I just I only
want to talk to that person every time

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I call. They're they're, they're
they're the company to me, yes,

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um okay, So that is a
gorgeous And then you take all of that

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and I completely aligned with that,
this is the engine here. Then when

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I was reading your book, as
you can tell, I read it cover

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to cover. That I host this
show because you are my learning You,

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my guest, are my learning catalyst. That's why I read this than cover

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to cover. And I have twenty
pages of research notes. If I can

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say the crux of your whole book
to me, I think what you're really

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saying here is and this is what
it speaks to you say Ultimately, the

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experience mindset is about fully maximizing the
leverage points between a strong employee experience and

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customer employee experience and customer experience to
create a virtual cycle of momentum that leads

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to significantly better growth rates. It
is a new operating model and an intentional,

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holistic approach that considers both employee experience
and customer experience when making decisions for

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the company. And stop. That's
it. That is this not your central

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message. It is my central message. And I worked really hard on that

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two sentences or three sentences right,
because there was a few things in there

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when I started to so I made
the comment a few minutes ago that I

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was standing on stage. I said, you know, great place to work,

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you know, and I'm going to
go prove it. And so I

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went to our CMO at the time, and I asked for some money and

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we went out. We proved it. We went, huh, maybe we're

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onto something. But what we found
was companies that did very well on customer

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experience got a little bit of a
lift on their KPIs for employee. I

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think it was like one dot three
x, so one dot three x times

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sort of better improvement. The reverse
of that, like if they were really

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good on ex they had a lift
on their KPIs on CX not as big,

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not as big. Right, when
they did them both in a harmonious

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way, there was a one dot
eight times faster growth rate. So that's

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that virtuous cycle. So we went
into it thinking it was sort of like

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you know, the infinity right,
the infinity sign. But on the second

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set of research that we did with
Edelman that we did globally, we learned

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very quickly that it has to start
with employee. It can't start with customer.

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So while virtuous, it has to
start with employee, then it becomes

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virtuous. If it starts with customer, it doesn't give you enough lift frequently

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enough to get customers to make your
employees happy. It's because, right the

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warehouse person isn't talking to a customer, so it's impossible to have that happen.

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So when I said that was the
first thing when I started to socialize

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this research with roundtables with executives from
around the world, and it was like

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chief human resource officers, chief marketing
officers, chief officers, maybe a couple

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of CFOs but not many. And
then it was small, medium enterprise business

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across industry I heard the following,
if it's so obvious, wise in everyone

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doing it? Of course happy employees, that's novel about that. And then

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I'd start walking through the research and
they'd be like, huh, I wonder

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if our employees would say that,
right, Like all of a sudden,

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I'm like, look, I'm not
saying you're not one of a small fraction

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of people and companies that are getting
this right. But we hold the Uber

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Joe, best Buy, or the
Nordstrums, or the Zappos or the we

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hold them up as the ones that
get it right. And it's not a

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blanket statement that everyone gets this right. Otherwise we wouldn't have had the great

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resignation and quiet quitting that we're dealing
with now. And a side part of

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that is low unemployment rate. I
don't know if that's a good thing,

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because it doesn't mean we have more
people quiet quitting and they're just not happy

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and they're putting up with it,
or that all of a sudden, all

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these companies got employee experience, right, I know it's not the letter or

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also wouldn't have clients. I know
it's not the latter, right, And

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so our first break really quick here
tivan hold that thought. Okay, I'm

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Elis Quartez. Your host Leavent on
THEO Tiffany Boba. She's the author of

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the Experienced Mindset Change in the Way
You Think about Growth. We've been talking

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a bit about where her book came
from and why it's so important a novel.

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After Rak, we're going to get
more into what's under this whole mindset

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experience. Stavis will be right back. Doctor Elise Cortez is a management consultant

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

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

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

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

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Elise Cortez dot com. Let's talk
about how to get your employees working on

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

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00:20:49.279 --> 00:20:53.519
program today or to open a conversation
with Elise, send an email to Elise

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A. L i Se at Elise
Cortez dot com. Now back to work

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on purpose. Thanks for daning with
us and welcome back to Working on Purpose.

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Before we get back into the program, I want to share with you

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what we've been up to on the
Purpose and Joy Tour. This is a

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collaboration between Joylie and organization that teaches
mindful practices to build a happy, healthy,

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00:21:18.559 --> 00:21:22.759
resilient world and my company at Las
Cortes and Associates that activates meaning and

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purpose and company culture and leadership to
increase fullfilm met performance and retention. Together,

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we are going to various cities in
the United States, having started in

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Dallas in March, finishing in Virginia
Beach in October to find our tribe and

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build a community of people who who
care to elevate their lives and businesses by

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cultivating meaning, purpose and joy.
Next stops are Seattle and Portland, Oregon.

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You can find a list of cities, dates, and planned events at

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00:21:45.200 --> 00:21:48.079
Gusto dashnow dot com. If you're
now just joining the program. My guest

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is Tiffany Bova, the global Customer
Growth and Innovation evangels at Salesforce and the

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host of the podcast What's Next with
Tiffany Bova. I'm your host, doctor

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Elis Cortez. So you're trying to
finish a thought before I stopped you so

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rudely, did you want to worry
something else? That was my bad.

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I should have known better. I
knew we had a time stop at that.

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It's great. Yeah. So the
third thing I was going to say

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is the third question I got if
it was so obvious, and then kind

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of how do we measure it?
The third one was are you advocating for

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a new role in the C suite? For like chief employee experience officer?

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And part of that quote that you
read before we went to break why I

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worked so hard on it was I
am not advocating for a new role in

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the C suite. It is intentionally
a mindset. The whole thought was,

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if you are going to do something
as a company, as an organization,

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I don't care if you have three
employees ten three thousand, thirty thousand,

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doesn't matter to me. If you're
going to make a decision to improve the

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experience of your customers and reduce their
effort and all the things we talked about

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at the beginning of the show,
I just want you to take a pause

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and say, hold on, it's
the intended or unintended consequence to your people

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if you made it easier for the
customer and it became harder for the employee.

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Was that on purpose? If you
deployed new technology and they don't know

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how to use it? Was that
on purpose? If you said, our

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customers can contact us and these ten
channels, right, do your people know

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how to do that and do they
have what they need to make that successful?

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Etc. Etc. Like I just
want you to pause. And that

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can happen all through the organization,
from an individual contributor all the way up

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to the top. And so I
was very purposeful on those words that I

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used in that because it was a
way to have this become a new operating

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philosophy, not about a new role, not about command and control, not

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about a sphere of influence, but
really about approaching your business differently, which

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I fully applaud and so happy to
have you on the show and share this

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message. It is critical. So
another thing that I want to just celebrate

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here that you also wrote about is
you're quoting here somebody from Unilever, which

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they say we can't promise anyone a
job for life, this is on their

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website, but we can do everything
possible to equip our people with the skills

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and awareness to pursue meaningful work,
whether at Unilever or elsewhere. That's the

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type of organism, that's the type
of experience employees are seeking today. I

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completely and wholeheartedly agree with that,
Tiffany, and if we did do that,

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it would revolutionize the way people experience
work and the output that we had

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in the world. Absolutely, And
you know, the World Economic Forum has

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a stat out there the fifty percent
of us are going to need to reskill

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by twenty twenty five, and that
was actually predicted pre pandemic. So I

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was at the World Economic Forum in
November actually on Thanksgiving this past year,

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and we were talking about this whole
conversation that reskilling being a really critical part

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of company's success. But most of
the time, and also one of the

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things I consistently heard back from executives
to in those roundtables was well, what

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if we invest in our people and
they leave? Which is a very different

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approach than what Unilever said. And
you know, the response, the classic

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response not mine, you know,
sort of an isum if you will,

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is well, what if we don't
invest in them and they stay, then

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they don't have the ability to do
it? And when we did the research.

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We actually found employees were saying,
like, I want you to invest

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in me, like you're asking me
to commit one third of my life to

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you this employer for this kind of
okay paycheck and no benefits and no training

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and no education in all these things. That for the norm is the case.

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Right. Not everybody works at a
fortune five hundred company. Small businesses

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employ everybody, right, it's not
the large enterprises that do. So you

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have to think that if we don't
invest in our people, that they're not

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going to be able to be successful. And if you're going to eliminate a

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division or close a store, or
close a plant or get rid of a

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team, what if you could re
educate them, rescale them, and put

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them in another role. Now what
is that? Just told them I'm cremated

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to you, care about your success. I want you to run this business

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someday. Like I hope that's the
case, right. How many CEOs here

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right started at the bottom and work
their way up and now run the business.

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You have a much better handle on
what's happening in the business versus warning

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it from a spreadsheet. So there
is so much to be said for making

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those investments en if you're a small
company and you're listening to this, you're

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gonna say, I can't afford to
make it, Like I'm either going to

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make payroll, I'm going to pay
the rent, I'm gonna put food on

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my table, I'm going to invest
in my employees. And that's a tough

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decision, right, So maybe it
is you work with free online classes,

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or you partner with a local community
college, do something, get creative.

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There are ways in which you can
continue to educate your people for very little

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money, if any at all,
and it goes a long way to show

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that you care and that you're committed
to everyone going on this journey with you.

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I love that, Tiffany. Of
course, you know just because I,

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yes, I get paid to train
people, So yes, I do

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endorse that anyway. But I do
meet all the time when I'm working with

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a well established company and they've got
people that have been there for twenty years,

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twenty five years by a lot of
those people are there really that is

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00:27:26.559 --> 00:27:30.319
a static set of skills right there, and they're the ones that are making

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decisions for the company and other things. And so I love you say.

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Also you say, if you do
not invest in developing people, and they

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stay their static skills cannot evolve even
when their current position requires them to,

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causing the rest of the teams and
customers to suffer exactly that. Yeah,

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and look, you know, I'm
a huge fan of coaching right, especially

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for leaders to navigate through some of
these things like is it really an or

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decision I'm going to do this or
I'm going to do that, or is

396
00:28:00.359 --> 00:28:03.759
it an end decision? And you
need help on reframing that. Look,

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we're kind of all. We all
rise to the level of our incompetency,

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right, the Peter principle, we
all we all rise to the level of

399
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our incompetency. But you have to
have a beginner's mind to be open to

400
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new ways of doing things. And
the only way you can do that and

401
00:28:18.680 --> 00:28:22.880
do that successfully is growth and comfort
rarely coexist. That's a quote from Jay

402
00:28:22.960 --> 00:28:27.799
Remetti, the former CEO and chairperson
of IBM. It was the opening quote

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00:28:27.799 --> 00:28:33.920
for my first book. And I
would say that that is where training coaching

404
00:28:34.079 --> 00:28:40.000
right. Consultants like that's where the
value is because they can speed you up

405
00:28:40.039 --> 00:28:42.759
on that journey instead of you're trying
to hunt and peck your way through it.

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00:28:42.759 --> 00:28:47.640
It's finding the right coach right or
the right person to help you and

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00:28:47.680 --> 00:28:49.559
give you that advice. And they
may not have the answer, but it's

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00:28:49.599 --> 00:28:56.000
really about helping you with the process
more than telling you the answer. I

409
00:28:56.039 --> 00:29:00.240
completely agree with that, especially the
acceleration piece. Especially that. So why

410
00:29:00.279 --> 00:29:03.960
for the longest time I used to
call my business stimulus that we've evolved since

411
00:29:03.039 --> 00:29:07.559
then. All right, so I
have to have you talk about this because

412
00:29:07.599 --> 00:29:10.960
this is my lane. So you
say, right, I can't wait here

413
00:29:10.960 --> 00:29:12.640
what you have to say about this, because I've been writing about this and

414
00:29:12.720 --> 00:29:17.680
talking about this for a good eight
years. You say, organizations in which

415
00:29:17.680 --> 00:29:22.079
employees are primarily motivated by shared values
and have a commitment to a shared purpose

416
00:29:22.160 --> 00:29:26.279
are far more likely to have high
customer satisfaction than those who don't. Completely

417
00:29:26.279 --> 00:29:29.880
agree. Yes, and I would
tell you this goes back to what I've

418
00:29:29.880 --> 00:29:33.000
said a couple of times. Now. I didn't have an I didn't have

419
00:29:33.039 --> 00:29:37.759
an inside track on that statement.
And please, this is by no means

420
00:29:37.759 --> 00:29:41.079
a salesforce commercial, not the intention
of this conversation. But I will tell

421
00:29:41.079 --> 00:29:47.440
you the founders, Mark Benningoff and
Parker Harris, they set out on day

422
00:29:47.440 --> 00:29:49.920
one of the business with a one
one one model, one percent of the

423
00:29:51.000 --> 00:29:52.240
time of the employees. It was
easy. It was sort of the two

424
00:29:52.319 --> 00:29:56.559
or three or four of them.
It was a handful. One percent of

425
00:29:56.599 --> 00:30:00.279
the equity of the business would be
reinvested and percent of the software would be

426
00:30:00.319 --> 00:30:07.960
donated. Fast forward twenty four years, we've donated almost eight million hours of

427
00:30:07.039 --> 00:30:12.279
volunteer time through the employees. We
power some almost fifty five or sixty thousand

428
00:30:12.400 --> 00:30:17.319
not for profits and we've donated I
don't know, I don't quote me on

429
00:30:17.319 --> 00:30:18.960
the number, so I'm not even
gonna say it millions of dollars worth of

430
00:30:18.960 --> 00:30:22.680
equity. I don't want to get
that wrong case there's somebody on here who's

431
00:30:22.680 --> 00:30:25.759
an investor. Yeah, I don't
want to get in trouble. I like

432
00:30:25.880 --> 00:30:30.279
my job. Millions of dollars reinvested
back into the business. So that was

433
00:30:30.319 --> 00:30:37.759
a very purpose overprofit foundation. Yes, and listen, when I do executive

434
00:30:37.799 --> 00:30:42.359
briefings with customers, a lot of
times it's about learning salesforce on salesforce,

435
00:30:42.440 --> 00:30:48.799
like, how do you do that
and scale it and operationalize it? We

436
00:30:48.880 --> 00:30:52.559
want to try to do that.
They're already established, so making that change

437
00:30:52.640 --> 00:30:56.920
is very difficult. So the story
in the book from Ubert Jolie, you

438
00:30:56.960 --> 00:31:02.640
know, around best Buy, really
shows how he did it. And I

439
00:31:02.680 --> 00:31:06.079
talk a little bit about how we
do it. But I will say to

440
00:31:06.119 --> 00:31:07.920
you that this is not a big
bang approach. Right. You may start

441
00:31:07.960 --> 00:31:11.799
in a division, or a team
or a group, and then and then

442
00:31:11.920 --> 00:31:18.160
we have an architecture called V two
MOM. The letter V the number two

443
00:31:18.200 --> 00:31:22.240
and then MOM, and it stands
for vision, Values, Methods, obstacles

444
00:31:22.240 --> 00:31:26.240
and metrics. That's our V two
MOM and the second side of that coin

445
00:31:26.319 --> 00:31:32.319
of salesforce and salesforces. We want
you to run us and this project through

446
00:31:32.359 --> 00:31:34.559
a V two MOM cycle. And
then we want to roll out V two

447
00:31:34.559 --> 00:31:38.960
moms in our own organization so that
we're all aligned around the vision and the

448
00:31:40.039 --> 00:31:42.720
values, that everyone knows what they're
planning on doing. And for example,

449
00:31:42.759 --> 00:31:45.400
if I was going to have a
meeting with you know, let's just say

450
00:31:45.440 --> 00:31:49.759
Mark Bennioff, you know, I
can actually go online and click his V

451
00:31:49.799 --> 00:31:53.680
two MOM and read it so before
I sit down and meet with him,

452
00:31:53.759 --> 00:31:56.319
which, by the way, you
know his is the corporate one, and

453
00:31:56.359 --> 00:32:00.799
we it clicks double clicks clicks all
way down to an individual contributor, and

454
00:32:00.960 --> 00:32:05.960
all our V two moms feed into
the corporate V two mom and so we're

455
00:32:06.000 --> 00:32:08.920
all faded in the same direction.
Everybody has to do it. You can't

456
00:32:08.920 --> 00:32:13.559
get out of doing it. Everybody
has to do reviews on it. Everybody

457
00:32:13.559 --> 00:32:15.079
has to put in obstacles for it, like there's no getting around it.

458
00:32:15.119 --> 00:32:21.039
And that keeps us very aligned on
our purpose. Oh that was gorgeous.

459
00:32:21.039 --> 00:32:22.319
That was worth it. Admission right
there, price of admission right there,

460
00:32:22.319 --> 00:32:25.119
Tiffany, thank you. Let's take
our next break then on that note,

461
00:32:25.160 --> 00:32:28.720
so people can listen and chew on
that a little bit. I'm your host,

462
00:32:28.759 --> 00:32:30.960
doctor Elise Cortez. We've been on
aero Tiffany Boba, who is the

463
00:32:31.000 --> 00:32:36.039
author of the Experience Mindset, Changing
the way you think about growth. We'll

464
00:32:36.039 --> 00:32:55.119
be right back. Doctor Elise Cortez
is a management consultant specializing in meaning and

465
00:32:55.200 --> 00:33:00.920
purpose. An inspirational speaker and author, she helps companies engineer for a greater

466
00:33:00.960 --> 00:33:06.960
purpose among stakeholders and develop purpose inspired
leadership and meaning infused cultures that elevate fulfillment,

467
00:33:07.079 --> 00:33:10.079
performance, and commitment within the workforce. To learn more or to invite

468
00:33:10.119 --> 00:33:15.240
a lease to speak to your organization, please visit her at Elise Cortez dot

469
00:33:15.279 --> 00:33:23.720
com. Let's talk about how to
get your employees working on purpose. This

470
00:33:23.920 --> 00:33:29.319
is working on Purpose with doctor Elise
Cortez. To reach our program today or

471
00:33:29.359 --> 00:33:31.920
to open a conversation with a lease, send an email to a lease a

472
00:33:32.440 --> 00:33:37.960
l I se at Elise Cortez dot
com. Now back to working on Purpose.

473
00:33:44.720 --> 00:33:46.000
Thanks for staying with us, and
welcome back to working on Purpose.

474
00:33:46.119 --> 00:33:49.880
I mentioned in the last book that
we're launching and have been on tour for

475
00:33:49.920 --> 00:33:52.119
the Purpose and Enjoy tour. The
last two books that I wrote in twenty

476
00:33:52.279 --> 00:33:55.640
twenty three are part of that event. One is called The Great Revitalization,

477
00:33:55.960 --> 00:34:00.240
How activating meeting and purpose can radically
enliven your business, which helps leaders learn

478
00:34:00.240 --> 00:34:05.519
how to build elevating in high performing
leadership and culture. The other recently released

479
00:34:05.559 --> 00:34:08.000
book is called Coloring Life, How
Loss advices to live more vibrant lives.

480
00:34:08.000 --> 00:34:12.400
And that's for people who are navigating
loss and want to transform to growth and

481
00:34:12.480 --> 00:34:15.880
vitality through it. I'm your host, doctor Elias Quartez. If you're just

482
00:34:15.960 --> 00:34:19.320
joining us, it's Tiffany Bova who's
with us. She's the global Customer Growth

483
00:34:19.320 --> 00:34:22.880
and Innovation Evangels at Salesforce and the
host of the podcast What's Next with Tiffany

484
00:34:22.880 --> 00:34:27.239
Bova. All Right, so we
bus is our little bit of stretcher that

485
00:34:27.239 --> 00:34:30.000
we we get to crack on a
couple of other things that I thought were

486
00:34:30.039 --> 00:34:31.840
important, not the least of which, of course, our culture and measurement.

487
00:34:32.800 --> 00:34:37.159
So the first thing I want to
go to is you say in your

488
00:34:37.199 --> 00:34:42.199
culture chapter, you say, the
analysis that identified five key elements of employee

489
00:34:42.239 --> 00:34:47.000
experience as clear statistically strong drivers of
employee experience, and they are trust,

490
00:34:47.360 --> 00:34:52.400
c suite, accountability, alignment,
recognition, and seamless technology. If you

491
00:34:52.400 --> 00:34:54.000
could just speak very briefly to each
one of those, or some of those,

492
00:34:54.000 --> 00:34:57.679
so that we can give our listeners
in viewers something that they can really

493
00:34:57.760 --> 00:35:00.880
chew on and maybe start to leave
investigating their own companies, that'd be great.

494
00:35:01.440 --> 00:35:07.960
Sure, I'm going to start with
seamless technology, because I think that

495
00:35:08.800 --> 00:35:15.559
businesses use technology and hope that technology
will fix the ills of the things that

496
00:35:15.599 --> 00:35:21.119
they don't do potentially correctly. Fifty
two percent of the C suite that we

497
00:35:21.199 --> 00:35:25.239
surveyed. This is globally, cross
industry, multiple sizes, so not just

498
00:35:25.440 --> 00:35:31.760
enterprises, believed that the technology they
had delivered was working effectively and efficiently in

499
00:35:31.800 --> 00:35:36.719
the business. Only thirty two percent
of employees agreed. So there was a

500
00:35:36.760 --> 00:35:40.760
twenty twenty point gap between what the
c suite thought and what employees thought.

501
00:35:42.239 --> 00:35:45.480
But the one that was just earth
shattering to me was that only twenty percent

502
00:35:45.559 --> 00:35:52.079
of customer facing employees agreed that the
technology they were using allowed them to collaborate

503
00:35:52.119 --> 00:35:59.679
and well work efficient efficiently, and
effectively out Wow. So remember we were

504
00:35:59.719 --> 00:36:02.360
taught this is I am not a
people expert. I'm not a purpose or

505
00:36:02.400 --> 00:36:07.679
culture expert. Like I focus on
the moment that matters when an employee touches

506
00:36:07.719 --> 00:36:12.039
a customer. That is what I'm
talking about. So if you as an

507
00:36:12.159 --> 00:36:19.320
organization have a goal of creating these
amazing customer experiences and eighty percent of your

508
00:36:19.320 --> 00:36:22.880
employees believe you're not giving them the
right technology to actually deliver upon that promise,

509
00:36:23.199 --> 00:36:27.639
you have a problem. Yes,
so you know, technology is a

510
00:36:27.679 --> 00:36:31.039
big one, but that comes down
to you may have the technology, but

511
00:36:31.800 --> 00:36:35.679
you have to develop your people,
which we've already talked about. So that

512
00:36:35.719 --> 00:36:40.400
was one of the other sort of
levers You've got c suite accountability, does

513
00:36:40.440 --> 00:36:44.800
the c suite do what they say
and say what they do, right,

514
00:36:44.920 --> 00:36:47.480
Like we get to work from home
and then all of a sudden, okay,

515
00:36:47.519 --> 00:36:51.880
now no one can work from home. That breaks trust, which was

516
00:36:51.880 --> 00:36:54.280
another one, right, And so
there are pieces and parts of this that

517
00:36:54.320 --> 00:36:59.840
are sort of the spider web that
they're all interconnected. The one thing about

518
00:37:00.039 --> 00:37:02.159
the experience mindset, it is in
one thing. So that's why I hit

519
00:37:02.199 --> 00:37:07.960
on people, process, and technology, which is a lift from m Herald

520
00:37:07.000 --> 00:37:09.440
Leave. It came up with that
in the sixties. I didn't come up

521
00:37:09.440 --> 00:37:15.239
with that. That PPT framework is
not mine, but I added culture to

522
00:37:15.320 --> 00:37:20.320
it. So PPTC because people and
culture, to me are different. People

523
00:37:20.360 --> 00:37:22.599
is about some of the things we're
talking about, right, the training,

524
00:37:22.639 --> 00:37:27.800
investment, recognition, pay comp all
of those kinds of things. Culture is

525
00:37:27.840 --> 00:37:31.239
that V two mom purpose over profit, like how does the organization operate?

526
00:37:31.280 --> 00:37:37.119
Those are different things. So I
think that if you can get a handle

527
00:37:37.159 --> 00:37:39.400
on what is your culture and what
would your people say about it? What

528
00:37:39.400 --> 00:37:43.400
would your customers say about it?
And does it actually match up with what

529
00:37:43.480 --> 00:37:47.519
you think is happening in your business? Gorgeous, beautiful? All right?

530
00:37:47.559 --> 00:37:52.159
So then you we've been talking about
how swishy some executives seem to think this

531
00:37:52.239 --> 00:37:53.880
whole space is, you know,
the employee experience, and you know all

532
00:37:53.880 --> 00:37:57.920
this stuff meaning purpose, culture,
all this stuff. So let's talk numbers.

533
00:37:57.920 --> 00:37:59.519
And one of the things that you
do in your book, which I

534
00:37:59.519 --> 00:38:00.880
think is great, there's two pieces
that I want to cover when it comes

535
00:38:00.880 --> 00:38:06.199
to measuring. One is the idea
of the employee net promoters score. Yeah.

536
00:38:06.199 --> 00:38:07.960
I'm going to guess that many listeners
and viewers who are watching this have

537
00:38:08.119 --> 00:38:12.760
not heard of this before when it
comes to employees. So would you speak

538
00:38:12.760 --> 00:38:15.760
a little bit about that? And
then I want to actually reveal the actual

539
00:38:15.840 --> 00:38:21.039
question that's used to determine that.
Sure, so you know I'm going to

540
00:38:21.159 --> 00:38:23.599
once again follow my sword here.
It was back in two thousand and eight.

541
00:38:23.880 --> 00:38:27.639
In my previous role, I was
a research fellow at a company called

542
00:38:27.679 --> 00:38:30.079
Gartner, and we had made a
prediction in two thousand and eight that we

543
00:38:30.119 --> 00:38:35.280
believe the chief marketing officer would spend
more on technology than the chief information officer.

544
00:38:35.320 --> 00:38:38.119
And everyone thought we were crazy,
by the way, but Microsoft,

545
00:38:38.239 --> 00:38:43.599
sap Oracle, and Salesforce all went
out and bought marketing technology companies get their

546
00:38:43.599 --> 00:38:46.920
hands on that technology because we weren't
talking about it from a technology standpoint.

547
00:38:47.000 --> 00:38:51.559
We were talking about it that we
believed the experience was going to be that

548
00:38:51.760 --> 00:38:57.199
next space that companies would compete with
each other on. As price commoditized,

549
00:38:57.239 --> 00:39:01.639
as access to you know, products
and services was more available, the Internet

550
00:39:01.719 --> 00:39:06.760
was getting mature. You know,
all those things were happening, and we

551
00:39:06.880 --> 00:39:10.639
really advocated for the CMO to have
a seat at the executive table to put

552
00:39:10.679 --> 00:39:15.760
out KPIs that were customer oriented.
We saw a lot of that happen,

553
00:39:16.599 --> 00:39:20.039
and you know, we've already sort
of talked about it, and I want

554
00:39:20.039 --> 00:39:22.199
to give away the question, so
I won't say it. But what happened

555
00:39:22.280 --> 00:39:28.519
was those KPIs started to get very
mature on the customer side. And if

556
00:39:28.559 --> 00:39:31.440
you get a little text message after
you check into a hotel or have a

557
00:39:31.519 --> 00:39:36.920
meal and ask you one simple question
like how likely are you to refer this

558
00:39:37.000 --> 00:39:38.400
business or likely to do it again? You get a you know, one

559
00:39:38.440 --> 00:39:43.519
to five. That sort of generates
the net Promoter score, which is NPS.

560
00:39:43.920 --> 00:39:50.360
And so that became the standard gold
standard for companies to measure how their

561
00:39:50.400 --> 00:39:53.519
customer experience was actually doing. So
now I'm going to toss it back over

562
00:39:53.599 --> 00:39:57.760
to your release, go for it. Well, this is powerful, you

563
00:39:57.800 --> 00:40:00.920
know, and imagine listeners and viewers. If you actually ask this of your

564
00:40:00.920 --> 00:40:05.159
employees, on a scale of zero
to ten, how likely is it you

565
00:40:05.159 --> 00:40:07.159
would recommend this company as a place
to work. Then you say, the

566
00:40:07.159 --> 00:40:12.840
answer immediately reveals employee sentiment, making
ongoing measurement much more feasible. What a

567
00:40:12.920 --> 00:40:17.840
simple question to ask, yes,
And so when I'm in front of an

568
00:40:17.840 --> 00:40:23.199
executive, I'll ask what are your
top five metrics that you measure customer experience

569
00:40:23.280 --> 00:40:27.360
in your business? And they may
not use those terms right, they might

570
00:40:27.400 --> 00:40:30.800
be low on the maturity curve of
looking at CX, but just you know,

571
00:40:31.000 --> 00:40:35.159
what do you use to measure the
business? You very quickly will start

572
00:40:35.199 --> 00:40:39.400
to see that it may be oriented
around the customer predominantly and not much for

573
00:40:39.519 --> 00:40:44.320
employee. And that goes back to
where we started this conversation. If they

574
00:40:44.400 --> 00:40:46.280
leave, I'll just replace them.
Well, now we have low unemployment,

575
00:40:46.519 --> 00:40:50.440
we have lots of people working.
You know, there isn't a lot of

576
00:40:50.480 --> 00:40:53.280
talent. We've got skill shortages,
we've got we need to reskill, we

577
00:40:53.320 --> 00:40:57.840
have a lot of things happening.
So people leaving and just replacing them is

578
00:40:57.880 --> 00:41:00.199
not as easy as it used to
be. Well, besides that as expensive

579
00:41:00.320 --> 00:41:07.360
is I'll get up and that too, right, So balancing what you're measuring

580
00:41:07.400 --> 00:41:09.679
on both sides, so that very
simple question will give you the are they

581
00:41:09.719 --> 00:41:14.360
likely to refer? But I want
you to double click. I want you

582
00:41:14.440 --> 00:41:17.840
to then swap that. And by
the way, that net promoter NPS is

583
00:41:17.880 --> 00:41:23.000
now e NPS or employee net promoter, which which at least mentioned. So

584
00:41:23.400 --> 00:41:25.480
you know, what I want you
to do is ask him a question like

585
00:41:25.519 --> 00:41:29.760
how easy was it for you to
do whatever it is you just did as

586
00:41:29.760 --> 00:41:34.760
an employee? Check someone out of
there? You know, your cash register

587
00:41:34.800 --> 00:41:39.840
at a retail store, you know, find a product in your store closet

588
00:41:40.000 --> 00:41:45.000
right in, to ship a product, to take a return, to answer

589
00:41:45.039 --> 00:41:50.159
a question, to find something on
the website, whatever it is. One

590
00:41:50.280 --> 00:41:52.880
question scale of one to five,
scale of one to ten, ten gets

591
00:41:52.880 --> 00:41:57.199
a little big, So let's go
one to five, five being it's you

592
00:41:57.280 --> 00:42:00.559
know, fantastic, one being it's
horrible. You could find out fairly quickly

593
00:42:01.039 --> 00:42:06.559
where the pain points are in your
business for your employees. One of the

594
00:42:06.599 --> 00:42:08.480
examples I game in the book,
which is a fun one. It's a

595
00:42:08.519 --> 00:42:14.039
CEO out of Canada for a company
called Clearco. Her name is Michelle Romana.

596
00:42:14.199 --> 00:42:16.719
She's a dragon on Dragon's Den,
which is the US's version of Shark

597
00:42:16.760 --> 00:42:20.960
Tank, or the Canadian version of
the US show Shark Tank. And she's

598
00:42:21.000 --> 00:42:22.760
a double unicorn. So a two
billion dollar business. It was about one

599
00:42:22.800 --> 00:42:25.840
hundred and fifty employees, and she
started to notice that the sentiment was,

600
00:42:27.519 --> 00:42:30.280
you know, declining. People didn't
seem as joyous and happy and sort of

601
00:42:30.320 --> 00:42:34.119
engaged at work. And she's like, look, we don't have time to

602
00:42:34.320 --> 00:42:37.079
hire people and do a multimillion dollar, multi year project. Like I'm going

603
00:42:37.119 --> 00:42:40.760
to just send out a message to
all the employees and I'm going to ask

604
00:42:40.800 --> 00:42:45.920
them one question. Please tell me
the stupid and she used to swear stopped

605
00:42:45.920 --> 00:42:52.760
in your book, the stupid stuff
we do at company name dot com.

606
00:42:52.199 --> 00:42:54.519
And she set up an email box
and that was the name of the email

607
00:42:54.559 --> 00:42:58.679
box. Sure enough, she got
a lot of feedback and it was things

608
00:42:58.719 --> 00:43:00.800
like I can't believe we're doing this. Why are we still doing this?

609
00:43:00.840 --> 00:43:04.239
Like so very quickly, it goes
back to those five layers. It's trust.

610
00:43:04.480 --> 00:43:07.239
You asked, I answered, you
fixed yes, sums up right?

611
00:43:07.639 --> 00:43:12.039
You asked. I answered, you're
going to get me trained. You asked,

612
00:43:12.159 --> 00:43:15.280
I answered, right, you're going
to fix that technology problem or that

613
00:43:15.320 --> 00:43:21.079
process problem. It very quickly lifted
all the morale, the engagement, the

614
00:43:21.159 --> 00:43:25.639
willingness to do things of purpose,
all of that very quickly, super simple,

615
00:43:25.920 --> 00:43:29.840
by asking one question. So,
you know, one of the things

616
00:43:29.880 --> 00:43:32.320
you said at the beginning is sort
of overcomplicating all these things, right that

617
00:43:32.639 --> 00:43:37.079
we just need to keep it really
simple. You know, there's so many

618
00:43:37.079 --> 00:43:39.760
things can be can be solved by
having a conversation and doing something about it.

619
00:43:39.920 --> 00:43:44.400
Yes, Wow, what a concept. Who knew talking was actually so

620
00:43:44.519 --> 00:43:47.800
valuable? And listening and listening and
then acting on what you want you learned?

621
00:43:49.320 --> 00:43:51.599
Um, okay. So the other
piece of measurement that I want to

622
00:43:51.599 --> 00:43:54.679
talk about, which is a little
bit more sophisticated, is the employee Satisfaction

623
00:43:54.719 --> 00:43:58.480
Index, and it has to ask
three questions, one of which I think

624
00:43:58.599 --> 00:44:00.519
is incredibly critical. Do you want
to you want to go ahead and steach?

625
00:44:00.599 --> 00:44:04.559
Don't go for it, Please go
for it. So the three questions

626
00:44:04.639 --> 00:44:07.320
listeners and viewers are you would ask
how satisfied are you with your current workplace?

627
00:44:07.639 --> 00:44:12.840
Okay, how well does your current
workplace meet your expectations. And I

628
00:44:12.880 --> 00:44:16.000
think the zinger is how close is
your current workplace to the ideal? One?

629
00:44:16.639 --> 00:44:20.000
Boy, you get the answers to
those three questions, you get a

630
00:44:20.000 --> 00:44:22.719
lot to work with. Yeah,
And this goes back to what I was

631
00:44:22.760 --> 00:44:24.360
saying a few minutes ago when I
said, if it's so obvious, why

632
00:44:24.519 --> 00:44:29.119
isn't everyone doing it? And then
oh, I'm one of those few,

633
00:44:29.440 --> 00:44:34.400
you know, I'm one of those
fifteen companies that gets this right. You

634
00:44:34.400 --> 00:44:37.760
know, And whenever someone says that, look, you know, my fingers

635
00:44:37.800 --> 00:44:42.519
are crossed with bated breath. I'm
waiting for them to absolutely nail it right.

636
00:44:43.119 --> 00:44:45.480
And I'm like, I hope you
are, because I need new stories.

637
00:44:45.599 --> 00:44:50.519
Right. So it isn't always the
case, but it is. It

638
00:44:50.679 --> 00:44:55.280
is really in this simplicity and and
that whole concept of sort of asking the

639
00:44:55.360 --> 00:45:00.519
question requires you, as as as
a leader or an individual, contribute to

640
00:45:00.559 --> 00:45:05.559
become what I call a master asker, Like, get really good at asking

641
00:45:05.719 --> 00:45:10.079
better questions and don't listen to answer
again, right, you listen to then

642
00:45:10.159 --> 00:45:15.199
say okay? And you know,
Undercover Boss is a great example of when

643
00:45:15.360 --> 00:45:21.960
leaders don't actually get out and ask
those questions. That they're completely surprised or

644
00:45:22.000 --> 00:45:24.599
flabbergasted by what they find on that
TV show in an hour, and you're

645
00:45:24.639 --> 00:45:29.280
like, I don't know how you
didn't know this, but you know Tom

646
00:45:29.320 --> 00:45:31.559
Peters wrote about it in Search of
Excellence in the early eighties, and he

647
00:45:31.599 --> 00:45:36.480
wrote the foreword to my book,
and I've really followed his work for so

648
00:45:36.519 --> 00:45:42.559
long. And it was management by
wandering around or wa And so the answers

649
00:45:42.599 --> 00:45:47.119
to whatever challenges you are trying to
solve, any opportunities you want to take

650
00:45:47.159 --> 00:45:52.199
advantage of anything you've heard from this
today that you want to change. The

651
00:45:52.360 --> 00:45:57.599
answer to how to do it is
not for me. Maybe it's from release.

652
00:45:57.679 --> 00:46:01.199
It's definitely not for me, but
it most definitely sits with your people.

653
00:46:01.920 --> 00:46:05.920
They know the answer to these questions. You just have to have the

654
00:46:05.960 --> 00:46:09.800
courage to ask. That is so
crisp and so compelling. We just have

655
00:46:09.840 --> 00:46:13.679
a couple of minutes left here,
so I think what I need to do

656
00:46:13.800 --> 00:46:16.000
is just let you close with what
you what you want to, what you

657
00:46:16.039 --> 00:46:20.039
want to leave us with. Keep
in mind that this show is listening to

658
00:46:20.039 --> 00:46:22.639
my people around the world, Tiffany. What they really care about is they're

659
00:46:22.639 --> 00:46:25.239
trying to create workplaces where people can
actually thrive. We can do business that

660
00:46:25.320 --> 00:46:29.000
betters the world, and we can
have the greatest impact. What would like

661
00:46:29.039 --> 00:46:34.000
to leave them with? Oh,
you know, I aspire that any piece

662
00:46:34.079 --> 00:46:37.400
or part of my work helps you
do what at least just said. I

663
00:46:37.400 --> 00:46:43.360
mean, that's the goal, right, The goal is to help businesses be

664
00:46:43.360 --> 00:46:46.800
better for their employees, for their
customers, for the communities where their employees

665
00:46:46.840 --> 00:46:52.840
work, for the global world that
we all live in. You know absolutely,

666
00:46:52.400 --> 00:46:55.400
you know that is that is what
I aspire to do. So I

667
00:46:55.400 --> 00:46:59.559
would love to hear back from you. I don't unfortunately have any ability to

668
00:46:59.599 --> 00:47:01.440
take any more connections on on LinkedIn, but you know, give me a

669
00:47:01.440 --> 00:47:05.280
comment, tell me what you agreed
with or disagreed with. Like I'm always

670
00:47:05.280 --> 00:47:08.119
open to feedback. I'm a lifelong
learner and I'm curious about, you know,

671
00:47:08.159 --> 00:47:12.079
how I can continue to improve what
it is I do and say.

672
00:47:12.119 --> 00:47:14.719
So, you know that that's what
I would leave with, no words of

673
00:47:15.039 --> 00:47:17.199
you know, pearls of wisdom to
end on just day, just day.

674
00:47:17.280 --> 00:47:21.800
You know, I'm super grateful to
have had spent this time with you,

675
00:47:21.840 --> 00:47:25.039
and I appreciate all the wonderful questions
that you asked, thank you, Tiffany.

676
00:47:25.119 --> 00:47:29.000
So just to be clear, so
you're saying that on LinkedIn, you

677
00:47:29.199 --> 00:47:32.559
you can actually receive messages from people, and you're encouraging and inviting that they

678
00:47:32.599 --> 00:47:35.920
just can't connect with you. They
just can't connect with me. That you

679
00:47:35.960 --> 00:47:37.679
can follow me, I just don't
have any connections left. Yeah, and

680
00:47:37.840 --> 00:47:42.400
you know, or Twitter or Instagram
sort of whatever your preferred platform is.

681
00:47:43.000 --> 00:47:45.280
LinkedIn. I'm just a little bit
more active on on these kinds of conversations.

682
00:47:45.840 --> 00:47:49.679
But I'm always looking for examples.
If you work somewhere or you're a

683
00:47:49.760 --> 00:47:52.679
leader, and you have a company
that you think you're nailing this, I

684
00:47:52.719 --> 00:47:55.800
want to hear from you, Tiffany. I have. It's been delightful to

685
00:47:55.880 --> 00:47:59.280
get to know you. I read
your book cover to cover. I learned

686
00:47:59.280 --> 00:48:01.360
a lot were very much alignment on
these sort of things. And now that

687
00:48:01.400 --> 00:48:06.599
I've met you, smashing, just
smashing. You're compelling, you're interesting,

688
00:48:06.599 --> 00:48:09.199
you're funny. It's just really delightful
to know you. So thank you for

689
00:48:09.280 --> 00:48:13.599
being on working on purpose. Thank
you for the kind words. You're welcome,

690
00:48:14.159 --> 00:48:15.360
listeners, viewers. If you want
to learn more about Tiffany Bova,

691
00:48:15.440 --> 00:48:19.159
her book The experience, mindset,
or anything else she's working on. The

692
00:48:19.199 --> 00:48:22.440
best place to go is just simply
her website, Tiffany Bova dot com.

693
00:48:22.559 --> 00:48:28.840
Let me spell that for you.
It's tiff A ni Bova, So Tiffany

694
00:48:29.280 --> 00:48:30.920
dot com. Last week, if
you missed the live show, you a

695
00:48:31.119 --> 00:48:35.199
sketch it be recorded podcast. We
were on the air with William Eggers and

696
00:48:35.239 --> 00:48:39.039
Don Kettle talking about their most ambitious
and elevating book, Bridge Builders, How

697
00:48:39.119 --> 00:48:44.360
government can transcend boundaries to solve big
problems. It was really amazing compelling.

698
00:48:44.400 --> 00:48:47.199
The stories they told about how big
problems got solved in this fashion was incredible,

699
00:48:47.199 --> 00:48:51.719
including the COVID vaccine and other things
like that. Next week, we'll

700
00:48:51.760 --> 00:48:54.039
be on the air with Heather McGowan
and Chris Shipley talking about their new book,

701
00:48:54.119 --> 00:48:58.599
The Empathy Advantage, Leading the Empowered
Workforce. See you there, and

702
00:48:58.639 --> 00:49:00.480
remember that work as an integral and
important part of our lives and can be

703
00:49:00.519 --> 00:49:05.119
one of the best adventures and means
of realizing our potential and making the impact.

704
00:49:05.119 --> 00:49:10.440
We crave. So let's work on
Purpose. We hope you've enjoyed this

705
00:49:10.480 --> 00:49:15.800
week's program. Be sure to tune
into Working on Purpose featuring your host doctor

706
00:49:15.840 --> 00:49:20.440
Elise Cortez each week on W four
CY. Together, we'll create a world

707
00:49:20.480 --> 00:49:25.360
where business operates conscientiously. Leadership inspires
and passion performance and employees are fulfilled in

708
00:49:25.400 --> 00:49:30.400
work that provides the meaning and purpose
they crave. See you there, Let's

709
00:49:30.440 --> 00:49:30.519
work on purpose.