July 28, 2026

Friction to Fuel: Turning Team Difference Into Unstoppable Strength

Friction to Fuel: Turning Team Difference Into Unstoppable Strength
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Friction on your team? Conflict brewing? Before you manage around it — stop. Those differences in style, culture, and perspective might be your biggest untapped asset. Authors Susan MacKenty Brady, Stuart Kliman, and Lt. General (Ret.) Leslie Smith share six powerful actions to turn human difference into organizational strength — and expose the hidden landmines keeping leaders stuck in yesterday's playbook. Your team's complexity is calling. Will you answer?

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The topics and opinions express in the following show are

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What's working on Purpose? Anyway? Each week we ponder the

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answer to this question. People ache for meaning and purpose

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at work, to contribute their talents passionately and know their

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lives really matter. They crave being part of an organization

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that inspires them and helps them grow into realizing their

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highest potential. Business can be such a force for good

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

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guidance and inspiration to help usher in this world we

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

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Relise Cortez.

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Welcome back to the Working and Purpose Program, which has

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been brought to you with patchen Er Prize since February

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of twenty fifteen. Thanks for training in this week. Great

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to have you. I'm your host, doctor LEAs Cortes. Most

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leaders are sitting on untapped human energy. I help them

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unlock it. I'm an organizational psychologist, workforce advisor, vistage chair

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and the founder of the Gusto Now movement. But the

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title I live by is much simpler. I traffic in energy,

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not the service level of motivation or another engagement initiative.

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The deeper force what I call Gusto, the life force

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for performance that drives commitment, perseverance, and genuine ownership of

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a shared admission in the clients we serve. You can

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learn more about us and how we can work together

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at Gusto dashnow dot com, or visit my personal site

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at least Coortes dot com for information on my speaking

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and books. Getting in today's program we have with us today.

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Susan mckenti Brady. She is a leadership educator, executive coach,

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and CEO of the Simmons University Institute for Inclusive Leadership.

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A Wall Street Journal bestselling author, Susan's work focuses on

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the human side of leadership, emphasizing self awareness connection and

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the relational skills that drive performance. Known for her real

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practical guidance, she helps leaders navigate difference, strength and trust,

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and lead from their best selves. She's the author of

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several books, the latest of which is All the Difference

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six Leadership Actions to bridge perspectives, strengthen teams, and create value,

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which we'll be talking about today. She does it today

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from Boston. Susan already, welcome to Working on Purpose.

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Thank you, thank you, thank you. It's such an honor

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to be on your show.

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Well, let me say thank you for bringing this into

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the world, this beautiful book that you co author. Here.

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I I'm one of those people that like the physical book.

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I want to hold it, touch it, hug it, highlight it,

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which I do so. As I told you before I

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got on air, there's nothing in the book that I

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don't align with and can't endorse and support. So thank

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you Susan for bringing it together so beautifully.

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Well I share that with my co authors, which is

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a whole story about how this book came to be.

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But yes, yes, well, well let's do this. Since you

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brought that up. Let's first start just so listeners of

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viewers who don't know you yet the way that I

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have some glimpse into you, let's just hear a bit

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about your life's work and what it is that you've

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been doing with yourself and why it's so important to you.

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Well, Uh, thank you for asking that. You know, I

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think we share we share some life work I think

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in common at the At the core, my work has

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been about helping people, oftentimes leaders. Uh. And I find

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I find the people I work with at work and uh,

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my life's work is about helping us all return to

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a place of respect and compassion and understanding for ourselves

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to get gentle with it. So my first two books

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were about navigating how do I coach my inner critic?

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And my inner critic just isn't critical of me, it's

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actually also critical of the people around me. And that's

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a losing strategy if we want to work together effectively.

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And uh, and then what does it mean to thrive?

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And how can we find what really lights us up

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in the world and give of our gifts in a

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colossal see of difference and frankly complexity at work? So

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how do I bring my best self to work? How

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do I return to my best self when I get

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triggered in a myriad of ways. How do I not

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shrink back and play small? How do I not be

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big and power over? So? How do I show up

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as a grounded, effective leader that knows my own value

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and really appreciates the value of others. I would say

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that in totality has been my life's work, and I've

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had the privilege of coaching many, many different types of executives,

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working with many different types of executive teams around the world,

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and doing a lot of speaking about my various books

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along the way.

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Well, align with so much of that, And then I

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want to also showcase what you also say. You say

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that in recently you are exploring the question that feels

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a special relevant in an AI enabled world, what capabilities

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remain uniquely human and how can leaders develop them? I'm

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certainly fascinated with that as well.

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Well. Look, I mean, AI is the colleague we never

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asked for. There was no job description, we didn't we

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didn't even know she was coming. And now it's it's

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it is a colleague in our daily life. And so

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this is yet another complex challenge for us at work

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because our relationship with AI person to person is going

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to be cast in all sorts of differences. Right, So

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if I'm if I'm fearful, if I feel like I'm cheating,

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if I feel like I can't wait to learn more,

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if I you know, I am not clear about how

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my company wants AI, I mean it is wrought with complexity.

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And so what we what we need to do is

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be better humans. And I think, you know, with the human

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to human relationship, our skills need to be top notch

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in order to navigate what AI brings it already did.

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And I know you know this, doctor Cortez, because just

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the entrance of women at work continues to be so disruptive.

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And now we have five generations right by twenty thirty,

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with a myriad of differences in logic paths, in how

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we communicate and how we want to be rewarded and recognized,

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and how we engage and how we feel and how

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we express I mean, you name it, and so I

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think we have to learn. I do feel like the

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world craves just a playbook. I talk to a lot

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of leaders who are like, how do I do this?

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Because there's a lot of tension, there's a lot of

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avoidance of that tension. There's a lot of behavior that's

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either covert or overtly not great among people. And our

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job as teamleaders and leaders is to get people to

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work together effectively? So how do I do that? So

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that's what this book is about.

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Mm hm, well, I want to echo what you were saying.

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I loved never to anybody say that AI is the

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call we never expected to turn up. I think that's

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brilliant and really it really situates it like Tannah, I'm here,

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guess what. And I want to echo that too, Susan,

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because one of the things that we did at Gusta

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Now we're all about developing inspiracial leaders and helping organizations

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to activate their purpose through their culture. And as we

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were going along too, we saw the need that we

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really do need to double down on humanity in the

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age of AI. So we started the Gustro Now movement,

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which is just that how do we help develop humans

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to become their best human self? Which means we are

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going to work on some of the things that you've

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been talking about in your book and your work. And

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I like what you said. In order for us to

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you to be relevant, we got to bring our best game.

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And so there's a lot of work to do there

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for us to be able to really develop and realize

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more of our potential as humans.

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There's a lot to do. And by the way, here's

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the thing, as far as I'm concerned, we're all fellow travelers.

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I mean, I've been speaking and writing about this for

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fifteen years in some way, shape or form, and consulting

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and being a leader myself. By the way, being a

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leadership expert in writing books is a ton easier than

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actually leading because it's complicated. But the reason why I

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think we're all fellow travelers is we're not going to

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get it right every time because to be human is

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a subjective game. It means, even though I think I

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know how I landed for you when I said what

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I said, I'm really not sure. And so it's incumbent

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upon us to check in with ourselves and check in

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with the people around us. And that takes a heightened

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level of interpersonal skill, which starts, of course, with relationship

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with self. And I think, you know, look, it used

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to be like fringy, like, oh right, you know you

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have to have a relationship with yourself and look within

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and reflect and self actualize and actually, yeah, I think

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your job stability and growth depends on that how how

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aware you are of yourself and how able you are

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to quickly kind of call your own self out so

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that you can return to a place where you're productive

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with other people. Again, it is hard. It is hard.

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And if you forget to eat, or you don't sleep

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well the night before, or you're just blue because it's

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raining out, whatever it is, right, it's going to be

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even harder.

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Right, yeah, one hundred percent, one hundred percent. So and

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then to echo that here, what I like to do

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on the show, Susan is you know, since the show's

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been on there for eleven and a half years, and

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by the way, you are episode number six hundred, I

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don't know if that nuver means something to you. It's

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six hundred. The show is curated, so we try to

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just you know, build on what we haven't already discussed.

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I kind of pull things out of your book to

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kind of add on to that. So I'd love for

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us to talk about this notion of the land minds

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of managing different So first, what do you mean by landmines?

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And then let's talk about the four that you talk

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about in your book.

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Great, so funny, so the remedy that we came up

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with with all difference. So if you if you think

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about the differences in perspectives, in generations, in in our

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tolerance with risk, you know, there's even extroversion introversion, Like

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there's a myriad of differences that are unseen, never mind

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the scene and known differences, right, and for anyone human

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to to be able to navigate every single dimension of

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difference perfectly, I don't think is actually a fair aspiration.

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I just don't think we can get there, you know.

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And so we needed a playbook that spelled out what

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are what are sort of the tools of people who

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do this really well. We call it difference intelligence. And

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so you know, we we have my co authors Les

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Smith and Stu Cleiman and I did a fair amount

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of our own research before we came together and pretty

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quickly identified six target actions that build on one another.

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And we can talk about that. While we were spelling

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out and building out and researching and interviewing other people

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around the six target actions, what became clear is we're

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going to shoot ourselves in the foot in the same ways.

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The same patterns started to show up, and they really

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are like explosives and interpersonal explosives, like if I do this,

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we can You can bet your bottom dollar that the conversation,

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the project, the team discussion will not go well. And

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so it was a discussion with Lesmith, who is our

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country's sixty sixth Inspector General of the United States Army

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retired now he's a three star general and he was

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in charge of like all explosives. It's some fancy title

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that I don't remember, but I thought we talked about, well,

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it's kind of like stepping on a landmine. And so

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part of all the difference is our author team because

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we come from very different places and I know nothing

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about landmines. And I said, well, if you know a

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landmine is there, can you always sort of deactivate it?

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And he said yeah, but you got to be on

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constant recon. I'm like, all right, I'll go with that,

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like we can be on landmine recon. So the land

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mines are there's there's four of them that we identified

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that are sort of the big the big four, and

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I'm happy to go into them. What do you think

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of the analogy though, because it's kind of you know,

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it might be triggering, no pun intended, but I think

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it works.

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I mean, well, I think it is triggering, and I

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think it's necessary to get people's attention.

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So the number one landmine is inconsistency. I'm sorry, is

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how am I doing? The number one landmine is certainty.

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That's the number one landmine. Certainty means you will always

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agree with your own logic. I mean, my logic makes total.

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Sense to me mind.

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And so when we come into a conversation thinking that

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we're right, the other person strong or really believing that

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they're missing something and our conclusion really has it, we

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can guarantee it will shut down learning, it'll shut down

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risk taking. And if you're the leader and you come

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in with certainty, it shuts down just about everything, including

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psychological safety and everything else that we want that creates

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innovation and problem solving and motion and accountability, all the

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things that we say we need. So so certainty is

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the number one landmine. Second landline is inconsistency. By this,

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what our author team talks about is the delta between

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our intention and our impact, the space between what we

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say we value and how we actually behave. And you know,

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I caught myself just the other day with my daughter.

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You know, I was in a moment of inconsistency, and

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she knew it and I knew it, and so to

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be aware of it is to clean it up. And

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we'll get to that in a minute. The third land

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mine is the landmine of emotional reactivity. And I know

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you've done a ton of work on this, and you

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know it's not just managing your own emotions, noticing and managing,

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it's also being aware of other people's emotional states and

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checking in with them because, as you know, the same

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stimuli could make one person laugh and another person angry

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and another person you know, cry, like the same exact occurrence,

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and so we all have different relationship to different things

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and we can't take that for granted if we want

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to keep team cohesion. And then the last is justification,

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which is probably my favorite. You know, we're all inclined

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to rationalize our behavior. Bottom line, right, it's to say,

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because I haven't met a leader, I don't know if

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you have that gets up in the morning to make

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everybody else's day hard. And so when we catch ourselves

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in having a you know, an impact that maybe we

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didn't intend, we will often justify our behavior for why

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we did it. Whatever. That justification is so so. Certainty

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and consistency, emotional reactivity, and justification are the four land minds.

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So I thank you, Susan. Beautifully done. Beautifully done, and

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I hope that really helps our listeners. I views just

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start to get into the material and the importance of

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what we're talking about, this whole business of managing difference

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and in the importance of getting strongly aware of themselves,

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which is what you situated so beautifully as we started.

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So let's let them think about that as we take

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our first break, marinate a bit and what you've shared

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so far. I'm your host, doctor Lee Cortez. We run

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the er Susan mckentie Brady, who is a leadership educator,

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executive coach and CEO of the Simmons University Institute for

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Inclusive Leadership. We've been talking about the importance of the

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book and how it came together, why we need it.

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After the break, we're going to continue talking about the

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concepts from her book, starting with the importance and a

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way to unlock your best self. We'll be right back.

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Doctor Elise Cortes is a management consultant specializing in meaning

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and purpose, an inspirational speaker and author. She helps companies

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visioneer for greater purpose among stakeholders and develop purpose inspired

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

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commitment within the workforce. To learn more or to invite

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a lease to speak to your organization, please visit her

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

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your employees working on purpose. This is working on Purpose

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with doctor Elise Cortes. To reach our program today or

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to open a conversation with Elise, send an email to

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a lease a l Se at elisecortes dot com. Now

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back to working on Purpose.

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Thanks for staying with us, and welcome back to working

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on Purpose. I'm your host, doctor Elis corre tes As.

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I am dedicated to help them create a world where

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organizations thrive because they're people thrive, and they're led by

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inspirational leaders that help them find to contribute their greatness,

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and we do business that betters the world. I keep

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researching and writing my own books, so one of my

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latest came out. It's called The Great Revitalization. How activating

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meeting and purpose can radically enliven your business, and I

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wrote it to help leaders understand the lay of the

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land of today's diverse and discerning workforce. What do they

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want from you to give their best stick around and contribute?

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And then I offer you twenty two best practices to

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provide that through your culture. You can find my books

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on Amazon or at least core test dot com if

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you are just now joining us. My guest is Susan

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mckentate Brady. She's a co author of All the Difference.

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Six leadership actions to bridge perspectives, strengthen teams, and create value. So,

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as you alluded to the first in the first segment,

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here Susan, the six actions build on themselves. So the

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first action is to know yourself, unlock your best self,

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and empower others. And I really liked and of course

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aligned as a lot. I mean, there's nothing in your

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book that I don't really align with. I like how

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you provide really a three part mechanism to do that

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if you want to share that and bring that to life.

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Well, So the first of all, let me just define

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best self, because you know, the research we've done at

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Simmons is actually rooted in best self work, and it's

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rooted in what we know we need to do to

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thrive which is very connected to the work and the

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research that you've done. So what we found we have

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a thrive index here, and what we found through our

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indices is that people only need three things in order

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to have a felt experience of thriving at work. Number

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one is they want to make a meeting. We all

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want to make a meaningful contribution at work. Number two

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is we want to feel valued for that meaningful contribution.

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And number three, we want to learn and grow. And

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in order to do all three of those things, ideally

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we come to work as our best selves. And if

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everybody does that, then we can accomplish those three things

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very very easily. In theory, the way we define best

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self is where our strengths and talents meet, where we

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are called to add value to others. That is also

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connected to where we experience vitality. And so when those

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I call it the trifecta. So when I am doing

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something that I feel uniquely good at, I have strengths capabilities,

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and other people around me appreciate these strengths and capabilities

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and my I guess vector for you know, vitality is

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when I lose track of time and when I'm net

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energized by something. So I just spent an hour, like

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talking about concepts with smart people like you is just

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fun for me. It's energizing for me, right, So arguably

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even doing an interview like this might be kind of

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a good way for me to anchor myself and my

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best self. So the job of knowing yourself is knowing

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when you're at your best and importantly when you're not.

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So that also the knowing yourself is to surround yourself

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with people who have different strengths and talents to bring

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to the table. So all of this kind of makes

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up the really understanding who we are, and that also

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includes what triggers me, where do I have maybe some

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blind spots, where might I get easily annoyed? You know,

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it's also the shadow side of what robs me of

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my best self quickly, So it's our job to know

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that too in the moment.

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Yeah, one hundred percent. I love this, Susan. Yes, totally

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align with this. And again, you know, we're all whole

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world is about traffic and energy, so the vitality piece

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is really important. I love what you said about the

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net positive energy. At the end of the day, if

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we have that, we're probably in the right lane. Yes, yes, okay,

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So building on here, and you keep me honest in

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terms of the way I talk about this, but building

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on this idea of knowing yourself, the next action is

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return to respect when it matters most, and I really appreciated.

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First let me how you talk about that. But then

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I would love for you to talk about those four

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railers that we find in the workplace and with ourselves.

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So first you know why this one. Why is return

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to respect when it matters most? Such a key action?

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Yes, So returning to respect when it matters most, I

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think is the full crim of the model. My co

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authors might disagree with me, but there it is all

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the difference and the reason I think it's the full

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crim of the model because the model builds on itself.

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The six target actions build. So if you think about

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knowing your best self, knowing when you're not, and understanding

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what you bring to the table that gives you joy

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and vitality as the sort of foundation of your difference

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intelligence home, Okay, that's the foundation. What moves us out

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of being successful often is we think we aren't as

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good as others, or we think we are better than others,

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and those are broad definitions. But whether it be feelings

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of imposter or you know, how many hands have I

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told someone that says, I'm very worried I'm not living

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up to this job. I've never done this job before

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that I'm reminding them, why would you know how to

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do a job you've never done? Right? So, but I

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think the smarter we are, the more driven. Especially I

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work with a lot of very very bright women. Oh

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my gosh, the critic is alive and well and so constantly,

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you know, yammering on about what we're deficient in. Right,

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So we have to return to respect for ourselves. And

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then also, and this is what my first two books

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is really about are about, is putting getting a mechanism

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to return to respect for other people too, because look,

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we bump into people who we just don't like, be

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that personality wise, be that the way they communicate, or

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maybe we just don't jibe with them, we don't connect,

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we don't something. But we also can we run the

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risk of being really dismissive, especially if we see the

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world differently. And the more we're advocating our own point

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of view and not listening for other people's point of view,

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the more we're you know, looking down our nose at

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someone and being critical. People can feel that. People feel contempt.

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They you don't have to say a word, they feel judgment,

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and that will rob all good acceleration of performance. You

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can bank on it. People don't want to feel small

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in someone else's company. They don't want to feel like

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they're not good enough, and they'll smell it off of you, right,

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and then their reaction is one of two things. Right

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typically is to then feel bigger and better than you

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back or to shrink back, and both are losing strategies.

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So returning to respect matters. And I see four ways

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people really really get this wrong. You know, these are

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different than the landmines, but since you mentioned them, I

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spent a long time sort of observing group work and

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how folks get derailed, and then also doing with the

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executive coaching work that I do. And the first way

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we shoot ourselves in the foot, you know, we have

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we work with people who are I call them the

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work around ers. You know, these are the people who

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sit down in the meeting, agree on a path forward,

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you think you're aligned, and then they go off and

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do whatever they wanted to do anyway, and it's it's

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kind of the energy is like very dismissive, but they

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don't talk about it because it's like talk to the hand.

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Another way we derail progress with respect is you know,

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more overt like the bully behavior. So these are the

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people who slam their fist down, or who rant and rave,

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or who will dominate a meeting loudly and aggressively to

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get their point across. Everyone knows who the bullies are,

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whether they're whether whether we talk about it or not.

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The third way, and in no particular order, are the

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people who quit but stay. So these are the folks

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who will tell you it is futile. Nothing is going

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to change around here anyway, so why even bothered, you know.

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And they can become toxic over time, of course, because

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they basically give up, But they are there to talk

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about how nothing's going to change. And last, but not least,

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are the worry to comminators. And the worry to comminators

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are those of us who go to work every day

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to make a difference, to add meeting, to be our

462
00:25:17.839 --> 00:25:21.400
best selves. And then we might over do it in

463
00:25:21.519 --> 00:25:25.759
order to prove ourselves, and so the impact on others

464
00:25:25.839 --> 00:25:28.960
can be overwhelming. The impact on others actually can create

465
00:25:29.000 --> 00:25:31.200
more work. I don't know if you've ever had You've

466
00:25:31.200 --> 00:25:33.559
asked for someone to do something and they like overdo

467
00:25:33.599 --> 00:25:36.119
the project, and it's like, wow, I have to untangle

468
00:25:36.160 --> 00:25:38.960
this now because you took it to a place that

469
00:25:39.079 --> 00:25:41.519
didn't it didn't need to go right, Like I just

470
00:25:41.559 --> 00:25:45.119
wanted this now you maybe like five times that. And

471
00:25:45.200 --> 00:25:49.119
so all of these behaviors which we are all also

472
00:25:50.079 --> 00:25:54.319
capable of, not only rob us of our best selves,

473
00:25:54.319 --> 00:25:58.160
but they really erode productivity at work and in our teams.

474
00:25:58.880 --> 00:26:01.759
Yes, yes, yes, the last one I really recognize. I

475
00:26:02.480 --> 00:26:04.839
have a group of people at a company that I'm

476
00:26:04.880 --> 00:26:07.960
coaching and one of them is definitely she is that

477
00:26:08.039 --> 00:26:10.079
last one that you were talking about, and she and

478
00:26:10.119 --> 00:26:13.640
the great thing is Susan. Through our discussions, she began

479
00:26:13.680 --> 00:26:16.240
to recognize it and she had, you know, stressing herself

480
00:26:16.240 --> 00:26:17.920
out and complaining she didn't have fowers in a day,

481
00:26:17.920 --> 00:26:21.440
and then she realized, oh my gosh, it's me, which

482
00:26:21.480 --> 00:26:22.319
is amazing, Right.

483
00:26:22.839 --> 00:26:26.799
I see this a lot, especially if you're in any way,

484
00:26:26.799 --> 00:26:29.480
shape or form, someone who would I self identify as

485
00:26:29.519 --> 00:26:32.599
not being in the majority. I see this behavior like

486
00:26:32.880 --> 00:26:35.480
we're really just trying to add value. It comes from

487
00:26:35.519 --> 00:26:37.880
a place of wanting to add value, and then we

488
00:26:38.000 --> 00:26:42.440
create this overrowing effect which creates waves and all sorts

489
00:26:42.440 --> 00:26:46.400
of you know, turbulence, and then we were defensive. You know.

490
00:26:46.599 --> 00:26:48.200
Then then you get to the point where like I'm

491
00:26:48.200 --> 00:26:49.680
just trying so hard here, and it's.

492
00:26:49.519 --> 00:26:55.440
Like, okay, yes, yes, the problem right, Yes, it's a trap.

493
00:26:56.240 --> 00:26:57.880
It's a trap, and it's just you know, once you

494
00:26:57.880 --> 00:27:00.200
start to get what's so beautiful about this work I

495
00:27:00.240 --> 00:27:02.279
get to do by hosting this podcast, reading the books

496
00:27:02.279 --> 00:27:04.920
in advance, et cetera. Is when listeners and viewers start

497
00:27:04.960 --> 00:27:06.759
to hear this stuff and they start to recognize now

498
00:27:06.799 --> 00:27:08.759
it brings up into their consciousness and they can do

499
00:27:08.799 --> 00:27:11.759
something about it right when it becomes conscious. And that's

500
00:27:11.799 --> 00:27:13.559
the beauty of so much of this stuff.

501
00:27:13.960 --> 00:27:17.359
Just well it's funny, you know, like you I want

502
00:27:17.359 --> 00:27:21.400
to move into, you know, the frontal cortex of someone's

503
00:27:21.440 --> 00:27:24.720
mind to have you can borrow me a second consciousness

504
00:27:24.720 --> 00:27:27.440
for a while, which means, oh, gosh, you know, I

505
00:27:27.480 --> 00:27:29.680
heard about this best self thing as Susan Brady. I

506
00:27:30.160 --> 00:27:32.640
don't think I'm being my best self and I know

507
00:27:32.720 --> 00:27:35.839
I'm not speaking respectfully in my mind and myself, like, good,

508
00:27:36.079 --> 00:27:39.920
good noticing is job number one. Just now noticing.

509
00:27:39.799 --> 00:27:44.000
Right right, right, right, one hundred percent. Okay. So our

510
00:27:44.079 --> 00:27:46.480
third action to build on the other two is to

511
00:27:46.599 --> 00:27:49.160
activate honesty, tell the truth, and listen to build trust.

512
00:27:49.240 --> 00:27:51.440
Let's talk about what that is and why it's important.

513
00:27:52.440 --> 00:27:54.839
Yeah, So, I mean, look, the leader brings the weather,

514
00:27:55.279 --> 00:27:59.519
and so as it's just I love your quips, well

515
00:28:00.240 --> 00:28:04.119
your weather. The leader brings the weather. Right, So if

516
00:28:04.160 --> 00:28:08.200
we if we want people to lean in and give

517
00:28:08.400 --> 00:28:15.400
their all, we have to demonstrate what truth looks like,

518
00:28:15.559 --> 00:28:18.599
what how to build trust, how we can be a

519
00:28:18.720 --> 00:28:22.359
leader worth following. And I think that that begins with

520
00:28:22.960 --> 00:28:26.119
after you know, you understand yourself and you're leading from

521
00:28:26.160 --> 00:28:28.200
a place of respect, which I didn't say what that is,

522
00:28:28.440 --> 00:28:30.480
but it's kind of like how we got going. You

523
00:28:30.480 --> 00:28:32.880
bring a lot to the table. You have read books,

524
00:28:33.160 --> 00:28:37.079
seen movies, traveled places, had discussions, had accomplishments that I

525
00:28:37.119 --> 00:28:39.160
have not. And I have done all that too that

526
00:28:39.200 --> 00:28:42.319
you have not. So I meet you with I'm enough

527
00:28:42.359 --> 00:28:45.400
and I got I bring something and you know you're awesome,

528
00:28:45.400 --> 00:28:48.000
and you bring something and we get to now work

529
00:28:48.039 --> 00:28:51.799
together effectively to tease out some ideas like this is

530
00:28:51.799 --> 00:28:54.480
what I'm talking about. So I'm interested in your work,

531
00:28:54.480 --> 00:28:57.160
and I'm I have a podcast, and i'm I work

532
00:28:57.200 --> 00:29:00.480
hard on not like interviewing the interviewer. So I'm I'm

533
00:29:00.480 --> 00:29:05.359
thank you for keeping me on track. But the activating

534
00:29:05.400 --> 00:29:09.000
honesty is telling the truth about what's hard, is about

535
00:29:09.000 --> 00:29:13.720
saying what's so? We ache for it. We want authenticity.

536
00:29:13.799 --> 00:29:16.000
We want leaders who tell the truth, and you are,

537
00:29:16.720 --> 00:29:19.759
you can sniff out someone who's not. And so even

538
00:29:19.799 --> 00:29:22.839
when I can't express the answer to my team because

539
00:29:22.920 --> 00:29:25.440
maybe it's confidential, or even if I don't have the

540
00:29:25.440 --> 00:29:27.440
answer and I'm frustrated that I don't have the answer

541
00:29:27.640 --> 00:29:30.480
for whatever they're asking for the direction they need for whatever,

542
00:29:30.880 --> 00:29:34.519
I'll say I'm really frustrated that I can't answer this

543
00:29:34.599 --> 00:29:37.400
in a way that lands for you. I am, I

544
00:29:37.559 --> 00:29:41.319
own this and I'm working on it right. That's activating honesty.

545
00:29:41.400 --> 00:29:44.480
I'm using myself at all times as an instrument of

546
00:29:44.599 --> 00:29:47.400
learning for my team and the people I work with.

547
00:29:48.119 --> 00:29:49.160
By saying what's so.

548
00:29:51.200 --> 00:29:53.359
I like to tell you, Oh, go ahead, Susan, No,

549
00:29:53.480 --> 00:29:54.079
I was going to say.

550
00:29:54.240 --> 00:29:57.559
Doing that from a place of standing in respect for

551
00:29:57.640 --> 00:30:01.119
self and other is paramount right, because if we if

552
00:30:01.200 --> 00:30:04.119
we activate honesty, if we say what's so, and we

553
00:30:04.160 --> 00:30:06.920
talk dismissively while we're doing it, like why would you

554
00:30:07.079 --> 00:30:09.920
why would you ask that question? You know it's going

555
00:30:10.000 --> 00:30:12.880
to kill all things good in a conversation or a

556
00:30:12.880 --> 00:30:16.559
meeting or energy or you know, engagement. And then you know,

557
00:30:16.640 --> 00:30:19.279
if we are critical of ourselves while we do it,

558
00:30:19.279 --> 00:30:21.920
it's probably going to make the people around us feel uncomfortable.

559
00:30:22.440 --> 00:30:25.000
So going back to the leader brings the weather. We

560
00:30:25.039 --> 00:30:29.160
have to anchor ourselves in a place of taking a

561
00:30:29.200 --> 00:30:34.920
breath and a space to show up in a way

562
00:30:35.160 --> 00:30:39.839
that is that is real and doesn't spray our stuff

563
00:30:39.839 --> 00:30:43.720
around for other people to contend with like a weather.

564
00:30:44.640 --> 00:30:48.200
I have been working with a leader for ten plus years.

565
00:30:48.319 --> 00:30:52.240
She is somebody that she has continued to stoke her

566
00:30:52.319 --> 00:30:55.559
own education and development system. This is something she's committed to.

567
00:30:55.799 --> 00:30:58.759
It's an amazing ten years and she has this thing

568
00:30:58.799 --> 00:31:01.759
that she's where she this is something she's learned, Susan.

569
00:31:01.839 --> 00:31:04.799
She she will say, when she's about to get into

570
00:31:04.799 --> 00:31:08.000
something tender, she'll say, this is me being vulnerable. And

571
00:31:08.000 --> 00:31:10.200
as soon as she says that, the person is leaning

572
00:31:10.240 --> 00:31:13.000
in on every word and any any any movement that

573
00:31:13.079 --> 00:31:16.279
she makes, and that's when she she'd share something from

574
00:31:16.279 --> 00:31:18.319
the heart that's real and hard and she doesn't have

575
00:31:18.359 --> 00:31:20.720
the answer to and it just melts people.

576
00:31:22.200 --> 00:31:25.039
I yes, any you know, even the word tender. I mean,

577
00:31:25.079 --> 00:31:28.160
it's funny. Some people ask me about language at work,

578
00:31:28.240 --> 00:31:30.960
and you know, what's okay to say, what's not okay

579
00:31:30.960 --> 00:31:33.799
to say? And I think, you know, I think it's

580
00:31:33.799 --> 00:31:37.000
okay to say things like this. May you know this

581
00:31:37.039 --> 00:31:39.319
is making me uncomfortable and I'm going to do it anyway.

582
00:31:39.480 --> 00:31:41.519
If you don't like the word vulnerability, but it's this,

583
00:31:41.720 --> 00:31:45.759
it's it's a beautiful strategy because it gets people to

584
00:31:45.839 --> 00:31:49.359
lower their own guard. You know. Yeah, the leader leads

585
00:31:49.400 --> 00:31:50.559
the way we model.

586
00:31:51.039 --> 00:31:53.440
Yes, yes, yes, it's just been amazing to watch her

587
00:31:53.519 --> 00:31:57.039
continue to unfold. Okay, so let's let her listeners and viewers.

588
00:31:57.079 --> 00:31:59.160
Marinida on the things we've been talking about so far.

589
00:31:59.240 --> 00:32:02.240
It was first three actions. I'm your host, doctor Elise Cortes.

590
00:32:02.279 --> 00:32:05.200
We've run the air with Susan McKenty brady, who is

591
00:32:05.200 --> 00:32:08.359
a leadership educator, executive coach and CEO of the Simmons

592
00:32:08.720 --> 00:32:12.319
University Institute for inclusive leadership. We've been talking about three

593
00:32:12.440 --> 00:32:14.799
of the actions she talks about in the book to

594
00:32:14.960 --> 00:32:18.119
bridge perspective, strengthen teams, and create value. After the break,

595
00:32:18.119 --> 00:32:20.119
we're going to cover the last three. We'll be right back.

596
00:32:35.359 --> 00:32:38.920
Doctor Elise Cortes is a management consultant specializing in meaning

597
00:32:38.960 --> 00:32:42.799
and purpose. An inspirational speaker and author. She helps companies

598
00:32:42.880 --> 00:32:46.160
visioneer for a greater purpose among stakeholders and develop purpose

599
00:32:46.240 --> 00:32:50.599
inspired leadership and meaning infused cultures that elevate fulfillment, performance,

600
00:32:50.640 --> 00:32:53.680
and commitment within the workforce. To learn more or to

601
00:32:53.720 --> 00:32:56.640
invite a lease to speak to your organization, please visit

602
00:32:56.640 --> 00:32:59.799
her at elisecortes dot com. Let's talk about how to

603
00:32:59.799 --> 00:33:08.440
get your employees working on purpose. This is Working on

604
00:33:08.480 --> 00:33:12.039
Purpose with doctor Elise Cortes. To reach our program today

605
00:33:12.160 --> 00:33:14.920
or to open a conversation with Elise, send an email

606
00:33:15.000 --> 00:33:20.680
to Elise alisee at elisecortes dot com. Now back to

607
00:33:20.799 --> 00:33:21.920
Working on Purpose.

608
00:33:27.440 --> 00:33:29.200
Thanks for staying with us, and welcome back to Working

609
00:33:29.200 --> 00:33:31.680
on Purpose. I'm your host, doctor Elise Cortes. As you

610
00:33:31.720 --> 00:33:33.880
know by now, this program is dedicated to empowering and

611
00:33:33.920 --> 00:33:36.519
inspiring you along your journey to realize more of your potential.

612
00:33:36.920 --> 00:33:38.599
If you'd like to learn where you are on the

613
00:33:38.599 --> 00:33:42.559
Gusto Leadership Spectrum, go to LinkedIn, find me Elise Cortes

614
00:33:42.880 --> 00:33:45.680
and scroll to the featured section. There you will find

615
00:33:45.720 --> 00:33:49.160
the free assessment called the gust To Leadership Spectrum. You

616
00:33:49.160 --> 00:33:51.079
will learn a lot about yourself and the spectrum of

617
00:33:51.119 --> 00:33:54.400
potential awaiting your ongoing development, and be sure to connect

618
00:33:54.400 --> 00:33:56.759
with me while you're there if you haven't already. If

619
00:33:56.759 --> 00:33:59.160
you are just joining us, my guest is Susan mckinti Brady.

620
00:33:59.200 --> 00:34:02.240
She's the co author of all the Difference six leadership

621
00:34:02.240 --> 00:34:06.440
actions to bridge perspectives, strengthen teams, and create value. So

622
00:34:06.599 --> 00:34:08.360
continuing on so we can be sure we get through

623
00:34:08.360 --> 00:34:10.800
the last three here. The next one is see the

624
00:34:10.880 --> 00:34:13.760
full story and honor multiple perspectives. This one is just

625
00:34:13.840 --> 00:34:15.960
so yummy, And as you said at the beginning of

626
00:34:15.960 --> 00:34:20.199
our conversations, Usan complex times. I mean, this is all

627
00:34:20.239 --> 00:34:21.880
of these actions are hard to do. But if you

628
00:34:21.920 --> 00:34:25.360
could speak to what this one is and why it's important, I'm.

629
00:34:25.199 --> 00:34:27.639
Going to just give you a quick analogy that I

630
00:34:27.880 --> 00:34:31.119
offer to all your listeners and to everyone that I

631
00:34:31.199 --> 00:34:34.079
coach and work with and that is if in every

632
00:34:34.119 --> 00:34:39.440
conversation you picture a prism hanging down from the ceiling

633
00:34:39.760 --> 00:34:43.519
or even the sky, a pretend prism, and a prism

634
00:34:43.639 --> 00:34:46.880
casts light. Right, So if I'm on this side of

635
00:34:46.880 --> 00:34:50.559
the prism, I might see a yellow hue. You're on

636
00:34:50.639 --> 00:34:54.360
the direct opposite side, facing me, you might see a

637
00:34:54.400 --> 00:34:58.320
green hue. We could argue all day long that the

638
00:34:58.400 --> 00:35:01.039
light that is cast from the that is above us

639
00:35:01.280 --> 00:35:04.480
is yellow. I'll say yellow, and you say green. Right,

640
00:35:05.239 --> 00:35:06.639
if we've got people on the right and the left,

641
00:35:06.679 --> 00:35:09.719
they might see orange, they might see red. People argue

642
00:35:09.760 --> 00:35:14.519
from the level of conclusion. We know this from lots

643
00:35:14.519 --> 00:35:17.440
and lots of research about how people quickly reach conclusion.

644
00:35:18.320 --> 00:35:22.639
And the opportunity with seeing multiple perspectives is kind of

645
00:35:22.679 --> 00:35:27.639
like literally getting up out of our seat and changing

646
00:35:27.800 --> 00:35:31.519
seats to see that the light that's cast from a

647
00:35:31.559 --> 00:35:36.400
prism actually is a different color depending upon the view

648
00:35:36.559 --> 00:35:40.519
from which you see it. And honoring multiple perspectives is

649
00:35:40.559 --> 00:35:44.119
assuming that every situation is more complicated than any one

650
00:35:44.159 --> 00:35:47.679
person can see, and any person might be more complicated

651
00:35:47.719 --> 00:35:50.199
than anyone person can see. And so it's what we

652
00:35:50.400 --> 00:35:54.880
don't see, what we don't know that matters, and I

653
00:35:54.920 --> 00:35:58.400
do think my wonderful mentor and friend, Richard Leer, says,

654
00:35:58.480 --> 00:36:01.559
you know, the future belongs to the learners, not the knowers,

655
00:36:01.719 --> 00:36:05.800
and so we need to be professional learners, all of

656
00:36:05.880 --> 00:36:11.039
us humans. While AI gives us more data, faster analyzes, synthesizes,

657
00:36:11.239 --> 00:36:15.840
does the hard work on all the information gathering, we

658
00:36:15.960 --> 00:36:19.119
need to be professional learners and to do that requires

659
00:36:19.280 --> 00:36:23.880
humility and intellectual humility. I might think I know what,

660
00:36:24.039 --> 00:36:26.719
still might I not be seeing. That's the essence of

661
00:36:26.760 --> 00:36:27.480
this target action.

662
00:36:29.320 --> 00:36:32.480
I appreciate it that you did talk also about humility

663
00:36:32.480 --> 00:36:35.039
and also empathy to do that, you know, being able

664
00:36:35.079 --> 00:36:38.599
to really reach across the island and try to understand

665
00:36:38.599 --> 00:36:44.320
the other person's perspective, experience, desires, frustrations. It's just so

666
00:36:44.320 --> 00:36:46.840
so important, and it is a really big job.

667
00:36:47.480 --> 00:36:49.679
And it's hard, especially if we think we're right, if

668
00:36:49.719 --> 00:36:52.599
we're certain, or if we're reactive, if we're having a

669
00:36:52.639 --> 00:36:55.880
feeling about something that's uncomfortable, we don't want to we

670
00:36:55.920 --> 00:36:58.360
don't want to seek another perspective, So we have to

671
00:36:58.400 --> 00:37:02.480
come back to center, back to respect, and then regroup

672
00:37:02.599 --> 00:37:03.440
and proceed.

673
00:37:04.920 --> 00:37:07.000
Unlesseners and viewers keep in mind that We're still building

674
00:37:07.000 --> 00:37:09.000
on these actions, right, everything this who has been talking

675
00:37:09.000 --> 00:37:11.599
about that, These are all building actions. And so now

676
00:37:11.920 --> 00:37:14.400
we go into number five, which is ignite together, just

677
00:37:14.480 --> 00:37:17.480
harness the we, and of course I love that. Tell

678
00:37:17.559 --> 00:37:19.280
us what that is and why it's important.

679
00:37:20.400 --> 00:37:23.000
Yeah, I mean, I mean, look, it's one thing for

680
00:37:23.079 --> 00:37:25.199
me to get up out of my seat and see

681
00:37:25.199 --> 00:37:28.800
a different hue of light and be interested. The leader's

682
00:37:28.880 --> 00:37:31.320
job is to help other people do that too, and

683
00:37:31.440 --> 00:37:36.519
so you know, creating togetherness and creating a culture of

684
00:37:37.280 --> 00:37:45.000
learning and growth requires us to stay out of the

685
00:37:45.039 --> 00:37:49.440
eyes I think I am. I used to have somebody

686
00:37:49.519 --> 00:37:52.519
who worked for me who spoke in eyes about, you know,

687
00:37:52.519 --> 00:37:55.440
a multimillion dollar business she was running, and I was like,

688
00:37:55.480 --> 00:37:59.400
this isn't your business, it's ours. So it's even in language,

689
00:37:59.639 --> 00:38:02.679
share the responsibility with others because we can, we can

690
00:38:03.000 --> 00:38:06.480
be very exclusive even in how we express our own value,

691
00:38:06.719 --> 00:38:10.320
you know. So it's harnessing that, harnessing the we. We're

692
00:38:10.320 --> 00:38:15.599
talking about bringing people together to you know, joint problem

693
00:38:15.679 --> 00:38:20.719
solve together, which really requires the first for target actions

694
00:38:21.239 --> 00:38:22.519
on everybody's behalf.

695
00:38:22.639 --> 00:38:25.840
Yeah, if we can there's an extend this a little

696
00:38:25.840 --> 00:38:29.880
bit here, this whole notion of igniting togetherness. It's part

697
00:38:29.880 --> 00:38:32.400
of what I also speak about is, which is some

698
00:38:32.480 --> 00:38:34.400
things that I've learned in this podcast is the importance

699
00:38:34.440 --> 00:38:37.519
of instilling a sense of belonging, that felt sense that

700
00:38:37.760 --> 00:38:40.960
I belong here right. And then, of course, you know,

701
00:38:41.000 --> 00:38:43.639
in our world, work so much about helping people within

702
00:38:43.719 --> 00:38:46.639
organizations to align over the purpose of the organization and

703
00:38:46.760 --> 00:38:50.079
how their individual role is connected to that, which also

704
00:38:50.119 --> 00:38:52.400
brings unity in alignment. So if you could maybe speak

705
00:38:52.400 --> 00:38:54.960
a bit to the notion of mattering and how that's

706
00:38:54.960 --> 00:38:57.760
connected or maybe not connected in your view, in terms

707
00:38:57.800 --> 00:38:59.880
of igniting to betterness, well.

708
00:39:00.039 --> 00:39:02.400
Give you a real example. So we interviewed twenty two

709
00:39:02.679 --> 00:39:06.280
phenomenal executives for the book, one of whom is the

710
00:39:06.320 --> 00:39:11.480
former leader of Animal Kingdom for Disney Dwan Rivers. Before

711
00:39:11.519 --> 00:39:15.480
he was at Animal Kingdom, he had an assignment to

712
00:39:15.559 --> 00:39:20.199
do the hard work with Disney Cruise Lines to try

713
00:39:20.199 --> 00:39:24.119
to mend the fences between the classic maritime culture which

714
00:39:24.159 --> 00:39:27.679
Disney partnered with to kick off their cruise line business

715
00:39:28.000 --> 00:39:30.239
and the Disney culture. And you know, when he came

716
00:39:30.280 --> 00:39:33.239
on the ship, it was not going well because there

717
00:39:33.320 --> 00:39:37.199
was fundamentally differences of opinions about how to run a

718
00:39:37.400 --> 00:39:41.599
ship and how the Disney folks were all about creating

719
00:39:41.639 --> 00:39:46.679
the joyful magic and the experience and having fun, and

720
00:39:46.719 --> 00:39:50.000
the maritime culture was all about safety and protocols and

721
00:39:50.280 --> 00:39:52.760
you know those those things are kind of rigid. And

722
00:39:52.880 --> 00:39:56.360
Dwan came in and the first thing he did was

723
00:39:56.400 --> 00:39:59.920
he put on the maritime whites. He dressed the part

724
00:40:00.280 --> 00:40:05.159
of honoring the maritime folks who, by the way, Disney

725
00:40:05.199 --> 00:40:07.639
was dependent on to make sure they were going to

726
00:40:07.679 --> 00:40:11.039
be able to win at the cruise line business. And

727
00:40:12.159 --> 00:40:14.559
you know, I think Dwan would tell you, of course,

728
00:40:14.679 --> 00:40:17.159
it took an army of people, but he walked into

729
00:40:17.199 --> 00:40:20.760
something that was wrought with mistrust. People were not communicating.

730
00:40:20.800 --> 00:40:23.639
There was all sorts of stories about you know, attribution

731
00:40:23.760 --> 00:40:26.800
to the other side that some of was true, some wasn't.

732
00:40:26.920 --> 00:40:29.599
So he needed to model the way with which is

733
00:40:29.639 --> 00:40:34.199
our six target action with actually starting with bringing people together.

734
00:40:34.400 --> 00:40:41.199
And it's really about knitting together the differences in a

735
00:40:41.239 --> 00:40:44.159
way that helps people open their hearts and minds to

736
00:40:44.239 --> 00:40:48.559
working together effectively. And as we know, it's an unbelievably

737
00:40:48.800 --> 00:40:53.360
success like successful story for Disney. They actually just announced

738
00:40:53.360 --> 00:40:57.400
you probably saw. They're doubling their fleet, and they've invested

739
00:40:57.400 --> 00:40:59.519
billions of dollars and they're expecting it to be a

740
00:40:59.559 --> 00:41:03.440
continue growth business for them.

741
00:41:03.480 --> 00:41:05.800
Powerful stories, and I mean that is so so powerful.

742
00:41:05.800 --> 00:41:09.280
And boy, how many organizations, how many people can bear

743
00:41:09.360 --> 00:41:11.320
witness to what it feels like to try to merge

744
00:41:11.400 --> 00:41:13.920
organizations and merge those cultures and that, I mean that

745
00:41:14.039 --> 00:41:17.880
is really hard work to pull off, especially well in

746
00:41:17.880 --> 00:41:20.840
a way that allows people to thrive, to use your terminology,

747
00:41:21.880 --> 00:41:24.480
So thank you for sharing that. That's perfect. Okay, Well,

748
00:41:24.559 --> 00:41:26.960
let's be sure and hit our last action here, commit

749
00:41:27.000 --> 00:41:29.920
to action, be accountable, and bring it all together. Let's

750
00:41:29.920 --> 00:41:32.519
talk about what that is. And before we do that,

751
00:41:32.559 --> 00:41:35.199
I want to celebrate your opening quote in that chapter

752
00:41:35.360 --> 00:41:37.280
is from a Room Gupta, who is the CEO of

753
00:41:37.320 --> 00:41:40.159
Noble Reach, who was a guest on the podcast just

754
00:41:40.199 --> 00:41:42.920
a couple of weeks ago. The quote is, you can't

755
00:41:43.039 --> 00:41:46.760
mend a trust. You build it through consistency, follow through

756
00:41:46.760 --> 00:41:50.480
and creating outcomes people can believe in. So if you

757
00:41:50.519 --> 00:41:52.519
could talk about this last one, commit to action, be

758
00:41:52.559 --> 00:41:54.639
accountable and bring it all together? What is it and

759
00:41:55.000 --> 00:41:55.920
why is it important?

760
00:41:56.440 --> 00:42:00.400
Yeah? For me, it's the leader models the way. Don't

761
00:42:00.400 --> 00:42:03.599
expect other people to do what you are unwilling to do.

762
00:42:04.719 --> 00:42:08.360
And so I got to model the way. And and

763
00:42:08.599 --> 00:42:11.079
even though this rubric is new, it's meant to be

764
00:42:11.119 --> 00:42:13.239
a playbook. I want people to use the language of

765
00:42:13.280 --> 00:42:17.880
the book because it solves also for language. We need

766
00:42:17.920 --> 00:42:21.199
to create more alignment in the world right now because

767
00:42:21.199 --> 00:42:24.199
we are in polarizing times. And so how do I

768
00:42:24.280 --> 00:42:26.280
model the way? The sixth target action is I hold

769
00:42:26.280 --> 00:42:29.000
myself accountable and I demonstrate what that looks like for

770
00:42:29.119 --> 00:42:31.559
my team. So I'm not I'm not asking you to

771
00:42:31.599 --> 00:42:35.199
do anything that I'm unwilling to do. From understanding yourself

772
00:42:35.239 --> 00:42:37.280
and knowing when you're triggered and knowing when you're not

773
00:42:37.320 --> 00:42:40.440
your best self, to returning to respect, to you know,

774
00:42:40.880 --> 00:42:45.800
activating honesty and showing up with with some fair amount

775
00:42:45.800 --> 00:42:50.639
of vulnerability when when the time calls for it, you know,

776
00:42:50.760 --> 00:42:55.880
to to bring other people together to you know, connect

777
00:42:55.960 --> 00:42:59.119
and communicate and and you know, we have to model

778
00:42:59.199 --> 00:43:01.800
the way. We can't expect other people to do what

779
00:43:01.800 --> 00:43:04.239
we're unwilling to do. And so and it's a vulnerable

780
00:43:04.239 --> 00:43:05.719
thing because we're not going to get it right all

781
00:43:05.719 --> 00:43:08.400
the time. That's that's the thing. So this is really

782
00:43:08.440 --> 00:43:12.400
about accountability. Uh yeah.

783
00:43:12.800 --> 00:43:14.800
One of the things you're reminded me of Susan that

784
00:43:14.880 --> 00:43:17.119
I see so often and a lot of the leaders

785
00:43:17.119 --> 00:43:18.920
that I end up working with, you know, in our

786
00:43:19.039 --> 00:43:22.559
leadership and culture development work, is there there's a fair

787
00:43:22.639 --> 00:43:25.280
number of leaders that we find ourselves working with who

788
00:43:25.400 --> 00:43:29.199
are they really They violate this one terribly. And part

789
00:43:29.239 --> 00:43:31.920
of that is, you know, it's this notion of they

790
00:43:31.960 --> 00:43:33.639
don't say what they're they don't do what they say

791
00:43:33.639 --> 00:43:36.119
they're going to do. They haven't held themselves accountable, and

792
00:43:36.400 --> 00:43:38.679
everybody knows that they're not going to do what they said,

793
00:43:39.400 --> 00:43:41.760
and it's like it's just an understood thing and it's

794
00:43:41.800 --> 00:43:44.079
so sad. We have to work so hard to get

795
00:43:44.079 --> 00:43:46.440
that present to them so they can see, you know,

796
00:43:46.519 --> 00:43:48.599
this is what you're doing. I know you don't mean to,

797
00:43:48.760 --> 00:43:50.880
but you're forgetting all these things that you say you're

798
00:43:50.880 --> 00:43:55.440
going to do and it means the world to your team.

799
00:43:55.800 --> 00:43:58.639
Why do you think that perpetuates? I have a theory

800
00:43:58.639 --> 00:44:00.000
on this, and I also have some research on it,

801
00:44:00.079 --> 00:44:01.079
but I bet you did too.

802
00:44:01.519 --> 00:44:04.440
I great question. I think I think part of it

803
00:44:04.480 --> 00:44:07.000
is that they don't have a good system to capture

804
00:44:07.079 --> 00:44:08.519
what it is they said they were going to do.

805
00:44:08.719 --> 00:44:10.159
I think that's one of it. I think they mean

806
00:44:10.320 --> 00:44:12.880
they mean, well, they intend to and it comes out

807
00:44:12.920 --> 00:44:15.119
and they want to, but they don't have a system

808
00:44:15.360 --> 00:44:16.920
to capture what they said they were going to do

809
00:44:16.960 --> 00:44:20.920
for their team members or whoever else. Yeah, that's the

810
00:44:20.960 --> 00:44:23.000
first major one that comes to my in my mind.

811
00:44:23.039 --> 00:44:23.519
Now you have.

812
00:44:25.079 --> 00:44:27.800
You know, Look, I think I think the more power

813
00:44:27.840 --> 00:44:30.960
you have, be that on the team or in the organization,

814
00:44:31.599 --> 00:44:33.760
the less people tell you the truth and the more

815
00:44:34.400 --> 00:44:36.280
the harder people laugh at your jokes. And so I

816
00:44:36.280 --> 00:44:40.320
think there's an insulation that comes from my title that

817
00:44:40.920 --> 00:44:45.440
oftentimes is not conducive to getting the feedback that we

818
00:44:45.519 --> 00:44:46.719
need as leaders.

819
00:44:47.519 --> 00:44:49.719
Oh one hundred percent. Boy, we all know this, right.

820
00:44:49.719 --> 00:44:51.519
So he's in the further up that you go, the

821
00:44:51.599 --> 00:44:54.280
less information you're going to get, and the less you know,

822
00:44:54.360 --> 00:44:57.719
peer information you're going to get. Yes, so yes, and

823
00:44:57.760 --> 00:45:00.719
that that's that's just why it's so important. Have you know,

824
00:45:01.280 --> 00:45:04.000
spaces where you can get that mirrorhill back up to

825
00:45:04.039 --> 00:45:05.639
you and you can you can see what's really so

826
00:45:05.880 --> 00:45:07.800
because you won't get it directly from your team most

827
00:45:07.800 --> 00:45:11.360
of the time. Okay, So now I have to ask

828
00:45:11.400 --> 00:45:13.599
you this, Susan. You know this is beautiful. This book

829
00:45:13.639 --> 00:45:16.599
that the three of you have created is it's powerful, extraordinary,

830
00:45:16.639 --> 00:45:18.840
and it's let's just call it what it is, a

831
00:45:18.880 --> 00:45:22.039
crap load of work. What do you hope your readers

832
00:45:22.119 --> 00:45:22.800
get from it?

833
00:45:24.280 --> 00:45:29.920
Look, you know, I I want I want people to live,

834
00:45:31.519 --> 00:45:34.079
you know, a life of mattering. I think I think

835
00:45:34.440 --> 00:45:37.880
I think we're meaning seeking as humans right now, and

836
00:45:37.920 --> 00:45:40.880
I think we're I think we're connections seeking in the meaning.

837
00:45:41.639 --> 00:45:44.639
And in order to do that, we need to we

838
00:45:44.679 --> 00:45:48.800
need to build our muscles on how to learn from

839
00:45:48.840 --> 00:45:51.960
people who are nothing like us, and and also create

840
00:45:52.039 --> 00:45:55.480
value from people who are nothing like us, and also

841
00:45:56.400 --> 00:45:59.119
learn how to return to a place of respect when

842
00:45:59.199 --> 00:46:03.360
people who are nothing like us irritate us. And these

843
00:46:03.360 --> 00:46:06.239
are all skills that I think are going to be

844
00:46:06.360 --> 00:46:11.280
required in the AI era. And getting better at being

845
00:46:11.360 --> 00:46:14.599
human puts you and I in a very important role

846
00:46:14.599 --> 00:46:19.039
in the world right now. Of a calling that helps

847
00:46:19.800 --> 00:46:22.960
a new form of intelligence. We call it difference intelligence,

848
00:46:23.360 --> 00:46:26.920
and it's different than emotional intelligence. Emotional intelligence help leaders

849
00:46:27.039 --> 00:46:33.039
understand people. Difference intelligence helps us work together effectively to

850
00:46:33.199 --> 00:46:36.719
create value together, and I think that's the call of

851
00:46:36.800 --> 00:46:37.199
the day.

852
00:46:38.599 --> 00:46:40.559
That's so beautiful. Once again, you know, that is a

853
00:46:40.599 --> 00:46:45.119
contribution that we haven't had curated material, difference intelligence. I

854
00:46:45.159 --> 00:46:48.760
love that. So now we've come very close to the

855
00:46:48.840 --> 00:46:50.079
end of the show already, and I want to give

856
00:46:50.079 --> 00:46:51.719
you a chance to close the program as you like.

857
00:46:51.840 --> 00:46:53.639
I think you probably know that the show is listened

858
00:46:53.639 --> 00:46:56.559
to by people around the world and they tune in

859
00:46:56.639 --> 00:46:58.760
for various reasons. But whether that's to become a better

860
00:46:58.840 --> 00:47:01.840
version of the human themselves, to become better leaders, to

861
00:47:02.039 --> 00:47:04.679
work on their organization, their culture, what would you like

862
00:47:04.719 --> 00:47:05.320
to leave them with?

863
00:47:06.719 --> 00:47:08.199
You know, I want to leave them with something we

864
00:47:08.199 --> 00:47:11.960
didn't talk about, which is actually in every chapter, and

865
00:47:12.039 --> 00:47:15.519
that is the power of reflection. There is no chance

866
00:47:15.920 --> 00:47:18.079
we are going to get better at being human in

867
00:47:18.119 --> 00:47:21.400
an AI era if we don't spend some time reflecting,

868
00:47:21.840 --> 00:47:25.760
reflecting on the meeting, reflecting on the conversation, reflecting on

869
00:47:25.800 --> 00:47:29.719
a relationship, spending time reflection in reflection. And so we

870
00:47:29.800 --> 00:47:35.079
offer reflective questions at the end of every chapter, and

871
00:47:35.159 --> 00:47:40.400
I would invite all of your listening audience to even

872
00:47:40.599 --> 00:47:45.360
you know, without our questions to spend time reflecting and

873
00:47:45.559 --> 00:47:49.239
also writing their reflections, because that's how we get better

874
00:47:49.559 --> 00:47:52.360
at anything. We look back at it and think how

875
00:47:53.000 --> 00:47:55.559
to go what worked well, what would be even better if?

876
00:47:55.599 --> 00:47:58.679
And how can I do better next time? And it

877
00:47:58.719 --> 00:48:01.239
also gives you great material to be real with your team.

878
00:48:01.800 --> 00:48:03.440
So that's what I would leave people with.

879
00:48:04.760 --> 00:48:07.679
Susan's so grateful that you stepped into my world and

880
00:48:07.760 --> 00:48:09.639
I got to know you through your book and have

881
00:48:09.719 --> 00:48:11.760
you on the podcast. Thank you so much for writing

882
00:48:11.760 --> 00:48:13.480
the book and for coming on working on purpose to

883
00:48:13.480 --> 00:48:14.400
talk about it Alli.

884
00:48:14.519 --> 00:48:17.400
Thanks for having me. It's been a joyful conversation for me,

885
00:48:17.480 --> 00:48:18.599
and thank you for.

886
00:48:18.639 --> 00:48:21.679
Me as well. Thank you listeners and viewers. You were

887
00:48:21.679 --> 00:48:23.480
going to want to learn more about Susan Brady, the

888
00:48:23.519 --> 00:48:26.440
work she does as a leadership educator, executive coach and

889
00:48:26.480 --> 00:48:29.719
the CEO of Simmons University Institute for Inclusive Leadership, and

890
00:48:29.800 --> 00:48:31.679
the various books that she has out, including the one

891
00:48:31.719 --> 00:48:35.599
we discussed today, All the Difference. Start by visiting her website,

892
00:48:36.000 --> 00:48:39.760
leading All Thedifference dot com and also find her on

893
00:48:39.800 --> 00:48:42.480
LinkedIn as well. Last week, if you missed the live show,

894
00:48:42.480 --> 00:48:44.440
you can always catch it be a recorded podcast or

895
00:48:44.440 --> 00:48:47.039
wherever you find them. We were on air with Merod

896
00:48:47.320 --> 00:48:51.400
Nassari talking about negotiating from the Highest Self, where wisdom

897
00:48:51.480 --> 00:48:54.760
meets win when we talked about his spiritually grounded approach

898
00:48:54.800 --> 00:48:57.199
inspired by Eastern Wisdom traditions and how you can apply

899
00:48:57.320 --> 00:49:00.280
as eight guiding laws to bring greater awareness into tuition

900
00:49:00.440 --> 00:49:04.920
and creativity into your negotiations and transforming them into opportunities

901
00:49:04.920 --> 00:49:08.199
for alignment, trust, and shared success. It was a very chewy,

902
00:49:08.280 --> 00:49:11.280
yummy conversation. Next week, we'll be on the air with

903
00:49:11.599 --> 00:49:16.039
Ingo Jody Thompson, a future work pioneer, talking about her

904
00:49:16.079 --> 00:49:18.480
book Why Work Sucks and How to Fix It The

905
00:49:18.559 --> 00:49:21.800
Results Only Revolution. I think the name speaks for itself

906
00:49:21.800 --> 00:49:23.880
as to what we'll be talking about. Since so see you,

907
00:49:23.920 --> 00:49:26.760
then let's continue learning how to help more people flourish,

908
00:49:26.920 --> 00:49:29.800
elevate your operating system as a leader, and create destination

909
00:49:29.840 --> 00:49:33.320
workplaces where legendary business takes place. Let's work on Purpose.

910
00:49:36.719 --> 00:49:39.360
We hope you've enjoyed this week's program. Be sure to

911
00:49:39.400 --> 00:49:43.039
tune into Working on Purpose featuring your host, doctor Elise Cortes,

912
00:49:43.159 --> 00:49:46.400
each week on W four C. Why Together We'll create

913
00:49:46.440 --> 00:49:50.559
a world where business operates conscientiously. Leadership inspires and passion

914
00:49:50.599 --> 00:49:53.679
performance and employees are fulfilled in work that provides the

915
00:49:53.719 --> 00:49:57.039
meaning and purpose they crave. See you there. Let's work

916
00:49:57.159 --> 00:49:57.840
on purpose.