Great Leaders Can Bring Back Humanity and Connection at Work

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

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

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

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

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

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on purpose. Now Here is your
host, Elise Cortes. Thanks for tuning

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in again this week. I'm your
host, Elise Cortes. Joining you live

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from Dallas, Texas, which is
home base for me. If you've been

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tuning in for a while, you
know this program is dedicated to helping people

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create more meaningful and productive personal and
work lives and equipping leaders insight organizations to

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cultivate meaning and purpose to elicit passion
inspired contribution, innovation, and persevering performance.

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I converse with my guests to draw
on their expertise and share my own

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experience consulting, speaking and developing workforces
across the globe. In these weekly conversations,

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it is my intention that you derive
value you can immediately apply to your

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personal and work lives. So I
invite you to listen in from that vantage

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point, and it is my fervent
hope that you come alive with the possibility

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of living with passion, working on
purpose, and seeing just how big and

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fulfilling your life and work can be. And if you do catch fire,

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as I like to say, I
only want to leave you without a support

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line. Your call to action is
to contact me via email. Might as

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well write it down now. It's
a lease at a leastcoretes dot com.

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Or use the contact me feature on
my website at a leasecoretest dot com to

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message me in that email. Tell
me I can help you. Whether you

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want to join the distribution list to
stay informed of these radio show topics,

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you want to learn something about joining
the catch Fire online inspiration accountability or master

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my community, or you want information
on my purpose driven leadership programs for individuals

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and companies. Back to the program
with us this week is Dan Shaubel,

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a New York Times bestselling author,
partner and research director at Future Workplace,

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and the founder of both Millennial Branding
and work Place Trends dot com. He

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is the best selling author of two
career books, Promote Yourself and Me two

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point zero. Through his companies,
He's conducted dozens of research studies. I

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worked with major company brands, the
names of which you would readily recognize.

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Today we'll be talking about his third
and latest book, Back to Human,

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How Great Leaders Create Connection in the
Age of Isolation. He joined it today

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from New York City. Dan,
welcome back to working on purpose. So

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happy to be here with you again. Yes, you long, I know

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right, We've got to do this
more often. Although I think it's been

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two years. We were saying before
we got on two years ago, and

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you're like, hold on to sec
elise. It takes more time than two

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years to write a book, so
just give me some time. And so

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you did, great, Dan.
I have been really really compelled by what

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you've written this time, as I
was last time. I'm very very interested

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and of course the world of work
and how humans and technology are snuggling up

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together. So what you have written
to me is really important. So I

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want to start if you would you
talk in the book about the dangers of

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technology and the opper. You're a
way forward for humans to more cautiously steward

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how it is that we use it
and embrace it. And what I was

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really also interested in is you talk
and you share the view with other well

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respected experts in technology and artificial intelligence, the likes of which are Steve Wosniak,

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Stephen Hawking, and Elon Musk,
who warned us about where the field

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is going. So let's just start
and talk about Will you open this by

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sharing the nature of the problem between
technology and humanity? And why you wrote

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the book? Yeah? So why
I wrote the book was a few things.

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One is, every book I write
helps people get to the next phase

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of their career. The mission in
life I have is tell people at every

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phase of their career from student to
CEO. So the first book Meet two

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point oer is college your first job. Promote yourself with first job to management.

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And this is a leadership book.
It's a leadership book for especially for

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people of my generation, half of
whom have a manager title and above and

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feel isolated in the workplace. The
second thing is I was interviewed for a

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documentary called The Revel Generation, and
that's what the biggest challenge is for the

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generation, and I talked about income
inequality, global warming, world war,

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student loan debt, and then in
my head, I'm like, huh,

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what's the fact to people on a
daily basis. It's our overuse and misuse

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of technology. It's isolated as manus
more lonely, and there's a loneliness epidemic.

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I interviewed the former US surgeon generally
said that not only is are a

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loneliness epidemic, but lowliness has the
same health risk and reduction of life spaceed

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s booking fifteen segrets to day.
So it's a big deal. It's especially

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a big deal based on the researcher
it did for the book for introverts and

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men and young people, And there's
a whole study of twenty thousand Americans by

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Signa that found that not only half
of Americans lonely and forty percent lacked meaningful

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relationships, but younger people are more
lonely than even senior citizens. And to

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me, that is even more of
a purpose of why I should write this

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book now and meets you point o
as the height of the web two point

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zero movement about how to use the
social media to build your personal brand and

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achieve career success. And I think
we're going all the way back back to

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human and thinking more about how do
we use technology the right way to foster

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more human relationships and not let it
isolate us. So we have a commonality

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there in the sense that I'm trying
to help wake up people to the beauty,

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the possibility, the passion, the
inspiration of their lives and their work.

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And we're heading towards some more directions, but maybe from different angles.

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So I really really appreciate what you're
doing. And another thing that I think

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is really compelling is I'm very interested
in the intersection of artificial intelligence, robotics

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and the human aspect of the workforce. And in your book, you've talked

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about a couple of examples of how
some well known companies are employing technology over

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people. Will you share a couple
of those. Yeah, it's actually becoming

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more and more common. I mean
a recent example is Walmart. Walmart now

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they have robots to clean all the
floors, and a person used to do

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that, janitor they call it.
And then now I was just in Seattle

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at the airport in McDonald's they have
robo cashiers. So I was looking at

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that McDonald's. They're like, oh
my god, fifty percent of people are

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using a robot, and fifty percent
of people are actually going to a person.

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And I think this is going to
change. I think what happens is

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all change happens incrementally, so we
adjust to things that might be uncomfortable at

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first, but then become more common, more apparent, maybe even more efficient.

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So then we adopt those new ways. And in this way I'm saying

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is people are getting used to these
new technologies and then eventually they'll take them

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for granted. And that's why there'll
be a lot of driverless cars and it

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will be so common that if you
see a driverless car, it's good.

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It's just everyone's going to happen,
so it won't be a big deal,

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be scary. The percentage of driverless
cars that get into car accidents will decline

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every year, and it'll just be
part of our culture. And I think

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that's something that we have to think
about because as the technology becomes more fa

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sophisticated and it learns and gets better, we need to understand our role as

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humans in this new technological landscape.
Yeah, along those lines, Dan,

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one of the things that you said
that was really compelling to me. I

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tend to be an optimist in life, right, so I'm always looking I

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want to spread pixie dust about the
world and make things better and uplift people,

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etc. And so I've had this
probably very naive notion that artificial intelligence

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and robotics will allow humans to work
at a higher level, call forth some

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of their higher level skills, and
therefore will help develop them. However,

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one of the things that you say
in the book, if I had it

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right, and you correct if I'm
wrong, is that if we're not really

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careful and don't start really taking a
more proactive role at the wheel here,

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that there are some that say that
those technologies will then be driving us.

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I think there's a huge possibility.
I mean, there's so many conflicting reports.

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Some reports say that we'll have more
jobs gain than loss. Some say

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we'll have more loss than gained.
Some say technology will have a net neutral

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impact on the labor force and economy. So it's hard to know exactly what's

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going to happen, but there is
one thing for sure. Humans and machines

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will be working alongside each other,
and so people who understand how to best

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use the machines to eliminate the routine
task that they don't even want to do

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are going to have a big advantage. I think what's even more fascinating that

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I'm thinking about now is all these
hard skills that are commanding huge salaries,

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so like programming and engineering, data
science, They're going to start to become

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irrelevant in the future, and I
think all the robots will be doing all

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the hard skills, and then all
humans are left with having to use their

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soft skills to embrace their humanity to
stay relevant. So to me, you

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know, in today's world, we
might view hard skills as being so important

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and being worth you know, hundreds
of thousands of dollars in salary. But

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there's a reason why Google's starting to
hire more liber arts majors. There's a

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reason why the amount of jobs that
require soft skills are increasing while the amount

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of time people are spending doing more
mathematical related task is declining. It's because

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the machines are doing the hard stuff, the hard skills, whereas humans need

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to embrace the humanity and the soft
skills, such as in terms of what

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I found for the last book where
you interviewed me, promote yourself, the

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ability to communicate, teamwork, having
a positive attitude, prioritizing work and task,

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project management, and most of all, creativity. I mean robots aren't

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very creative, but humans are,
and so think about what differentiates you from

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robots and then double down on that. I really appreciate that, in part

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because most of my skills are in
the SAFTA skill realm, Dan, So

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thank you for that. That's a
little encouraging. I've got something going for

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me. But I obviously I do
really embrace that part, and I love

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how you have really enveloped all of
that into the notion of humanity. Coming

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back to humanity and along those lines. This is a big part of what

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I'm up to is helping people find
fulfillment. And you have a part of

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your book there where you talk about
fulfillment and you detail five characteristics of it.

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Will you talk about each one of
those briefly? Yeah. Fulfillment is

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a really really important part of this
book because a lot of people don't know

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what it means, and it means
something different to various people. And also

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because I say that we should focus
on our own fulfillment before we even try

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and help other people. We can
be a role model to other people if

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we're healthy, if we know where
we're going, if we have a sense

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of direction and purpose and passion.
But if we don't. We lack that,

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then it's really hard to take yourself
and actually support other people because in

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the back of your head you're still
trying to solve your own problems. And

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along those lines, just taking in
the conversation a little bit further from what

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we said in the last point,
and then that's the last question just talked

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about. Is you know this idea
of what do we do as human beings

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to really be able to compete in
the world and frankly against technology, And

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you've already alluded to it, but
the best defense we have is to really

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develop those soft skills, the leadership, to teamwork and the social skills,

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et cetera. But the part that
I found most interesting that you wrote about

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was in order to develop strong work
relationships because that's how business is done.

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That is the differentiator, that's where
humans show up. Can you say more

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about that? Yeah, robot's not
going to close a million dollar sales deal,

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right, So like people sell to
other people, people buy from other

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people, They're not buying from machines. And so I think that skill in

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its south is only going to become
more relevant and potentially rare. I mean,

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I think what's fascinating to me is
that technology has hurt our soft skills.

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Yet we need our soft skills in
order to live and thrive and stay

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relevant in a world constantly being used, where people are constantly using technology.

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And to that end, one of
the other things that you've said that was

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kind of interesting, and I know
that this is a little bit unusual how

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I'm going to go about this question, but you talk in the first chapter

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of your book about how technology is
feeling the loneliness, like you said before,

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and that social media isolates this even
more. And what I found interesting

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about that, Dan, is that
for me, social media has been a

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conduit to making some really fantastic connections. A lot of my radio show guests

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come from being on the radio or
come from social media. And now,

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mind you, the difference is I've
sourced them on social media and then they

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come on the radio and then we
have this rich conversation, which I certainly

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is connecting and enriching. But would
you say more about how social media specifically

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isolates us. Yeah, Well,
first off, what you're doing is the

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main message in the book, which
is led technology and use technology as a

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bridge to human connection. Don't let
it be a barrier. You're using the

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technology the right way. You're using
it to find and make initial connections with

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people, but then you're taking it
into a more personal world like a radio

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show or in my case, you
know, the first third of my career

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was all about personal branding, connecting
with people online, and then meeting these

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people in person at coffee shops for
lunch networking events. So I think that's

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really what I'm trying to get across
here is the technology can be good if

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used the right way and the way. I indiviate one hundred top young leaders

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for the book, and they said
that technology is a double ed sword.

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It can be good, bad,
or bad depending on how, when and

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where you use it. So if
you use it in order to be more

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human and connect with people in physical
locations or even on the phone through video

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conferencing, that to me can be
very effective. But if you're hiding behind

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the technology, if you think it's
going to solve all your problems, it's

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actually going to create more problems.
And technology has deceived us. It's made

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us think that we can multitask when
that's not possible. Our brains are just

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switching between tasks. It's made us
think that we're ultra productive, but many

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times it can be very distracting.
You're trying to do a project and you

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get notifications and you hear the buzz
or you see written notification on your phone.

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You know, we think that we
have a lot of friends. We

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have a great abundance of friends.
Yet and someone with an average of one

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hundred and fifty Facebook friends only as
four they can rely on the time of

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an emotional crisis. So it's deceived
us and to think we have an abundance,

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that we're hyper productive and that we're
actually getting points across when we can

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create a lot of confusion if we're
just using technology and not picking up the

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phone or meeting with us on the
old fashioned skills. Here here, all

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right, Dan, let's grub our
first break. I'm your host. Alice

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Cortez went on the Year with Dan
Schabel is a New York Times bestselling author,

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partner and research director at Future Workplace, and the founder of both Millennial

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Branding and Workplace Trends dot com.
He's the best selling author of two career

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books, Promote Yourself and Me two
point zero. Through his companies, he's

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conducted dozens of research studies and worked
with major brands, and has dedicated himself

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to helping his millennial generation navigate the
full gamut of their careers. He joins

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us today from New York City.
We've been talking about some of the dilemmas

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of technology and how it creates loneliness
and isolation and people. After the break,

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we're going to talk about creating connection. Stay with us, we'll be

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right back. Alis Cortez is a
speaker and engagement and development catalyst. She

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00:15:50.600 --> 00:15:56.399
designs and delivers professional development, leadership
and engagement workshops and can bring her expertise

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to your organization. She will help
ignite meaningful development within your workforce that will

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increase employee engagement, performance and retention. To learn more or to invite Elise

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to speak to your organization, please
visit her at www dot elisecortes dot com.

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00:16:11.200 --> 00:16:15.639
She would welcome the opportunity to help
get your employees working on purpose.

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This is working on Purpose with Elise
Cortes. To reach our program today,

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send an email to a lease Alise
at elisecortes dot com. Now back to

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working on purpose. If you're just
joining us, My guest is Dan Schabel.

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He is a New York Times bestselling
author, partner and research director at

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Future Workplace, and the founder at
Booth Millennial Branding and Workplace Trends dot com.

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He's the best selling author of true
career books, Promote Yourself and Me

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two point zero and most recently,
Back to Human How Great Leaders Create connection

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in the Age of Isolation. I'm
your host, Elise Cortes. Okay,

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Dan, So for this next part
of the conversation, I wanted to gear

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it toward the creating some connections.
Here we've been talking about how technology isolates

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us, makes us lonely, et
cetera. So You've got a chapter that,

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of course I'm intrigued with. It's
on shared learning within organizations, and

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I'm especially interested in how companies can
sustain a shared learning culture. So it

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seems like more learning is done through
technology these days. So first, what

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do you mean by shared learning and
what's the goal in these organizations for that.

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What's really fascinating is, out of
all the chapters, this is the

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one that has become the most popular. Yet to me, it's the most

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obvious because I'm practicing what I preach
every single day. Every morning I wake

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up and I spend about a half
hour to an hour answering this one question,

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what's going on in my world?
Actually, my company workplace Trends dot

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Com came from that. It's you
know, it's a dashboard of research and

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trends for HR executives. For me
personally, by creating the habit of reading

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as much as I can early in
the morning, every single client call,

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every event, everything I work on
is going to be relevant because I'm already

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seizing the morning to figure out what's
going on, so I can therefore share

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that with other people through presentations,
through books, through articles, through phone

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calls. It's so so valuable.
And in today's world, the average relevancy

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of a learned skill is only five
years, So in order to keep up

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with the speed of business, we
have to rely on each other and train

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and support each other's individual learning and
development. To me, that is essential,

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and we need to create a shared
learning culture where leaders and their teams

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are learning something and automatically sharing that
without even thinking, creating a habit so

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that people can learn and stay relevant
together. Because the skills gap in America

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is about seven point one million unfilled
jobs, and a lot of the jobs

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of the past have been automated future
ones will continue to be taken out or

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removed from the economy. So it
really is going to take all of us

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working together in order to stay relevant. And as a result of that,

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companies will grow and will be able
to continue to stay employed. And in

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terms of us sustaining a shared learning
culture, it's about hiring the right people

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in the first place, hiring people
who collaborate, Evaluating them based on the

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projects they've worked with on the past, how great they are to work with,

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based on the stories they tell,
how they've added value to their team

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in the past, where they get
their knowledge from, how likely they are

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to have shared this knowledge with other
people, how other people have benefited from

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what they've learned. So I think
that the best way to learn and develop

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is to teach someone something new,
like for instance, Google has the gt

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G program where Googlers teach other Googlers
some sort of their expertise, something that

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they know, and they're not getting
paid to do that. They just like

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doing it, and therefore the culture
is able to sustain a culture of learning

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because people are naturally volunteering to support
their teammates. Ooh, that just makes

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me happy. Dan Googlers, by
the way, is I never heard that

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term. I don't know why,
but Googlers makes sense. But the idea

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that their people are always teaching someone
else what they know and sharing, I

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think that's just great and very very
enriching. And along those lines, you

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talked about how people work and how
they collaborate and such. I want to

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there's two really intriguing things that you
talk about in your book, and one

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is about hiring for personality along those
lines, and you note how such CEOs

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as Robert Chavez of hermes Us,
Elon Musk of Tesla and SpaceX, and

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Coward Schultz of Starbucks all make this
a practice. So how does a focus

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on hiring for personalities for organizations in
the stage of technology alliance? And is

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it related to what you were saying
before about collaboration, et cetera. You

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know, it's a lot of what
you've talked about. It's higher for personality

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trained for skis. I think you
want to be able to get along with

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these people you're hiring because you're spending
a third of your lives working and so

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if you're spending so much time with
your colleagues, if you love what you

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do, and find purpose behind it. But you're in a toxic, toxic

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atmosphere and you're hiring people who you
know are hateful or trying to sabotage other

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people or spreading rumors. It's just
not going to be sustainable for you.

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And no matter how much you love
your job, the people you work with

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are more important than the work you
actually do. And that's what I've discovered

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throughout the research from this book.
And so I think that everyone needs to

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create a diverse culture, and part
of that is hiring people who come from

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different backgrounds, who might look different
than you, but at the same time

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those who you know you can get
along with. And so it's a careful

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balance between both cultural fit versus diverse
ideas that is going to allow you to

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hire people who will be success asful, be fun to work with, but

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also challenge your opinions and beliefs so
you come up with better solutions to problems.

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You're reminding me, Dan, I
have actually witnessed. I was brought

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in to do a high level leadership
team development some work with an organization and

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it was because really the guy at
the top was just impossible to work with.

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He was the most gifted technologist hands
down, but he was impossible to

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work with and finally he blew up
himself. By the way, it's not

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literally, but he got himself out
of the job there because of one of

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his activities or antics. But you're
really illustrating the importance of personality over skill

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in that case, exactly because you
can learn. Most learning comes from on

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the job training. And that's why
I think the future and everything that was

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talking about at this year Shareham conference
was that it's all about experiential learning.

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Now. You could read one hundred
books perform poorly on the job, right,

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as much as I love reading well
along, when you've talked about it

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before about collaboration, I want to
hear more about what companies are doing well

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to help employees collaborate well, especially
if it's if it's meaningful to talk about

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using technology. Yeah, I mean
the biggest technology that people are using in

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corporate America now is slack. Right, So you know, IBM and all

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these companies are using these type of
tools and some of their own tools too,

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But the way they're using it is
not just only using Slack, but

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combining that with other ways of communicating
like video conferencing, in person meetings,

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virtual meetings. So I think that
you can use some of these tools in

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combination with other things depending on what
you're trying to achieve. So, like

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everything else in business and in life, it's figure out what you want to

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achieve and then match the right communication
tool to that. So, for instance,

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if you want to remind a colleague
of a meeting that's starting in ten

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minutes, a text message makes sense. If you get into a fight with

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your colleague, a text message does
not make sense and can make things worse.

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It's as simple as that. We
have to be more conscious of how

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we're using these tools. And if
we think that, you know, email

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is going to be the saving grace, that it's going to get all the

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work done for us, and that
you know, that's how all these companies

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operate, it's a big mistake.
And what we found in the study we

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did with Virgin Pulse of over two
thousand employees and managers is that email is

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the biggest thing that gets in the
way of human interaction at work. Yet

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one face to face interaction is more
successful than thirty four emails. Exchange back

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and forth, no doubt. I
think what some of these companies are doing

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is realizing that yes, we need
FaceTime. We need to you know,

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fly in salespeople from around the world
to go meet with each other at least

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once a year, right, so
they get a sense of culture, they

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see that the CEOs invested in them, and if that doesn't exist, then

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the company's just gonna flop. Like
you're not gonna be able to sustain a

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culture and have retention if people aren't
seeing and hearing from each other for a

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long period of time. Well,
and related to that is really right those

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relationships and help people communicate, et
cetera. And you have a section where

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you talk about how companies can help
promote diverse ideas and organizations and make it

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safe for their employees to do that. And it's a quick side note.

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I've just finished reading Creativity, Inc. By Ed capmull. I think it

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is he's the president. I think
of Pixar and his He's got a big

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message in there about you know,
really being vigil about about culture to make

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sure that people are not moving to
fear, keeping it safe. So how

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are you suggesting that we that companies
make it safe to promote diverse ideas.

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Yeah, so I look at what
Google did with Google Google's project Aristotle,

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where they were looking at what makes
for the highest performing teams, and they

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found that it's psychological safety, you
know, being able to share ideas without

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any repercussions, you know, not
being penalized for coming up with an idea

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no matter who you are. And
when you're able to do that, people

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feel safe, they feel a sense
of belonging, they're more likely to share,

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and you're going to get better ideas
that will lead to new innovations and

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companies. Every company in a sense
is becoming a technology company. So if

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you're not enabling people to share ideas
and have a chance at having their voice

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heard, you're doing a lot of
damage and you're doing your company a disservice.

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Well, and to that end,
I've done a lot of work in

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my time and I still do a
lot of work with employee engagement, assessing

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it and of course trying to increase
it and develop it. And certainly if

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people feel like their ideas are being
heard, that is going to improve employee

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engagement. And you talk about you
have a section there about employee engagement,

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and you also talk about spreading more
happiness. What do you mean by that.

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Yeah. So there's for employee engagement
factors in the book purpose, trust,

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happiness and purpose, trust happiness,
God and belonging and belonging. Yeah,

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so you got to read the board
to get the last one, Dan,

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That's how you got to say that. Okay, Yeah, so you

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need all those working together because that's
going to create a great workplace culture where

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people can thrive and people are excited
to go to work every single day.

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If people don't trust their leader,
they're just not going to be as effective.

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If you know, if you people
don't feel like they belong and they

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can share who they are and bring
their full self to work, that's going

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to be a problem. Uh.
You know, if there's no sense of

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purpose, if they're getting up every
single day and they're just doing what they

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did yesterday, eventually they're going to
burn out. And if they're not happy,

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if they're not you know, doing
what they love and feeling a sense

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of I don't know, just gratefulness, but just you know, a sense

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that they're fulfilled and happy in what
they're doing, it's just not going to

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00:28:12.640 --> 00:28:17.319
stay very long. They're not going
to stay very long because there's other options

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out there and the best way to
hold on to people is to create the

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right culture. And you know,
my top clients, what they do is

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they create a family culture where you
feel like you're part of a family and

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that people are willing to take care
of you and support your your needs because

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everyone's needs are different and those can
shift through the human life cycle. So

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it's just recognized that we're all human
and to support people where they are and

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serve them well regardless of where they
are in their career in life. You

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know, you talked about people leaving. They're they've got other options. One

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of the things that I notice is
that a couple of things. One,

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the Galip Organization says that only fifteen
the global work rate force is fully enthusiastic

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about going to work every day,
So there's a lot of people that are

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really not now Here in the United
States, it's a little bit harder than

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that. I think it's closer to
forty as they say. But still,

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I know, in my work,
Dan, I'm constantly seeing people or who

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are at work. You know,
the lights are on, but nobody's home,

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so they're there, they're present,
but they're really not there. They're

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not giving there. They've kept the
job, but they're not plugging themselves in,

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00:29:25.759 --> 00:29:29.200
and I think that's even worse than
leaving well. And it has to

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00:29:29.240 --> 00:29:33.880
do with burnout too. People are
working longer hours and they're not compensated for

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00:29:33.960 --> 00:29:40.039
that productivity increase, and therefore they're
getting burned out and half of all attrition

407
00:29:40.160 --> 00:29:42.200
is due to burnout. So we
have a huge burnout crisis in America right

408
00:29:42.240 --> 00:29:47.799
now. I've been studying it.
Over seventy percent of employees don't have enough

409
00:29:47.799 --> 00:29:52.880
time to do personal related tasks because
what technology has done is it's a lot

410
00:29:52.880 --> 00:29:56.640
of to have more flexibility, which
people like. The downside is, not

411
00:29:56.680 --> 00:30:00.680
only does it make it more isolated
than low if we're overusing it and working

412
00:30:00.680 --> 00:30:07.279
from home and not getting human contact, but because we can access texts and

413
00:30:07.400 --> 00:30:11.000
emails and work wherever we are,
we're always kind of working. And there's

414
00:30:11.000 --> 00:30:17.000
a big shift in corporations that's pretty
scary is they're doing unlimited vacation days,

415
00:30:17.400 --> 00:30:21.799
which means people take fewer days because
there's a guilt feeling and if they get

416
00:30:21.880 --> 00:30:26.279
laid off, they can't cash in
on paid holidays or paid vacation. So

417
00:30:26.359 --> 00:30:33.160
it's actually it's not very authentic.
What's happening, but overall, people are

418
00:30:33.599 --> 00:30:40.000
not getting enough time to recuperate,
so productivity potentially could decline as a result.

419
00:30:41.839 --> 00:30:44.400
Yeah. I certainly see in the
work that I do as a management

420
00:30:44.480 --> 00:30:47.240
consultant, Dan, I go into
a lot different companies and there is that

421
00:30:47.319 --> 00:30:51.559
sense of what else. I don't
want to say this in such a negative

422
00:30:51.559 --> 00:30:53.440
way, but this is just really
how it lands for me, as what

423
00:30:53.559 --> 00:30:56.799
else can we get these people to
ring out in their jobs in a day?

424
00:30:56.799 --> 00:31:00.759
And it's just really it is.
It's a really really intense place and

425
00:31:00.759 --> 00:31:04.160
the burnout thing is really real.
And people that are like, well,

426
00:31:04.160 --> 00:31:07.799
I don't even even have time for
laundry and groceries at least, Why do

427
00:31:07.799 --> 00:31:11.440
you want me to work on purpose? I mean, who's got time for

428
00:31:11.480 --> 00:31:12.400
that? And I'm like, well, I mean think of what's happening at

429
00:31:12.440 --> 00:31:15.640
Google too. They have the twenty
percent rule where people can spend twenty percent

430
00:31:15.640 --> 00:31:19.160
of their time doing work that's not
related to their job description. But no

431
00:31:19.200 --> 00:31:23.839
one's able to do that because they're
too busy workingh Wow, that's so sad.

432
00:31:25.880 --> 00:31:27.160
Oh And on that note, let's
grab a quick break. We're going

433
00:31:27.200 --> 00:31:30.519
need a break for that, Dan
to digest that I'm your host, Alice

434
00:31:30.599 --> 00:31:33.000
Cortez. We are in the air
with Dan Schaubel. He is a New

435
00:31:33.039 --> 00:31:37.920
York Times bestselling author, partner research
director at Future Workplace, and the founder

436
00:31:38.000 --> 00:31:41.839
of both Millennial Branding and Workplace Trends
dot com. He's the best selling author

437
00:31:41.839 --> 00:31:45.319
of two career books, Promote Yourself
and Me two point zero. Through his

438
00:31:45.400 --> 00:31:48.720
companies, he's conducted dozens of research
studies and work with major brands, and

439
00:31:48.799 --> 00:31:52.880
is dedicating himself to helping his millennial
generation navigate the full gamut of their careers.

440
00:31:53.200 --> 00:31:56.799
He joins you today from New York
City. After the break, we're

441
00:31:56.799 --> 00:32:00.519
going to get more into the organizational
component. Stay with us right back.

442
00:32:13.799 --> 00:32:19.039
Alise Cortes is a speaker and engagement
and development catalyst. She designs and delivers

443
00:32:19.079 --> 00:32:23.799
professional development, leadership and engagement workshops
and can bring her expertise to your organization.

444
00:32:24.079 --> 00:32:30.079
She will help ignite meaningful development within
your workforce that will increase employee engagement,

445
00:32:30.200 --> 00:32:34.160
performance and retention. To learn more
or to invite Elise to speak to

446
00:32:34.240 --> 00:32:38.920
your organization, please visit her at
www dot Elisecortes dot com. She would

447
00:32:39.000 --> 00:32:51.359
welcome the opportunity to help get your
employees working on Purpose. This is working

448
00:32:51.400 --> 00:32:55.240
on Purpose with Elise Cortes. To
reach our program today, send an email

449
00:32:55.279 --> 00:33:02.240
to a Lease Alise at a Lasecortes
dot com. Now back to working on

450
00:33:02.319 --> 00:33:07.200
Purpose. If you're just tuning in, my guess he's Dan Shaubel. He

451
00:33:07.319 --> 00:33:10.759
is the New York Times bestselling author, partner and research director at Future Workplace,

452
00:33:10.960 --> 00:33:15.640
and the founder of both Millennial Branding
and Workplace Trends dot com. He's

453
00:33:15.680 --> 00:33:19.599
the best selling author of true career
books Promote Yourself and Me two point zero

454
00:33:19.680 --> 00:33:22.359
and most recently, Back to Human
How great leaders create connection in the age

455
00:33:22.359 --> 00:33:27.200
of my isolation. I'm your host
at Last Cortes. Okay, Dan,

456
00:33:27.279 --> 00:33:30.079
So for this last segment here,
I wanted to focus on how we can

457
00:33:30.319 --> 00:33:37.680
really help organizations build that organizational connection
piece. And there's a section on connecting

458
00:33:37.720 --> 00:33:39.599
purpose to the work. Since this
is of course my focus, that's when

459
00:33:39.640 --> 00:33:44.160
I was riveted on and you talk
about three tips to do that. One

460
00:33:44.240 --> 00:33:46.359
is to bring in a customer who
has been personally affected by the team's works

461
00:33:46.359 --> 00:33:50.319
so the employees can hear and see
the impact of their efforts. I love

462
00:33:50.400 --> 00:33:52.799
this idea and I've seen it done
in action. Do you have an example

463
00:33:52.839 --> 00:33:57.799
of a company that uses this practice
especially, Well, yeah, they did

464
00:33:57.839 --> 00:34:00.559
it when I was at EMC Corporation
right now out of school. So they

465
00:34:00.559 --> 00:34:05.799
would bring it in not just for
the sales team, they would bring it

466
00:34:05.799 --> 00:34:09.440
in for the PR team, just
because we were pitching stories to the media

467
00:34:09.760 --> 00:34:15.159
and we needed examples from customers about
what they were going through how EMC helped

468
00:34:15.159 --> 00:34:17.800
solve their problem. So I thought
that was very effective. You know,

469
00:34:17.840 --> 00:34:22.840
if you're going to it's easier to
sell something if you've seen the solution in

470
00:34:22.920 --> 00:34:28.599
practice. Yeah. And I remember
when I was doing my PhD program and

471
00:34:28.639 --> 00:34:31.039
doing that research. I love research
too, certainly not do at the level

472
00:34:31.039 --> 00:34:34.679
that you do, but to me, it's a very important part of life

473
00:34:34.679 --> 00:34:37.880
and work. And I remember once
talking to a CIO of a very well

474
00:34:37.920 --> 00:34:43.199
known organization in the food industry and
he said he was all about how people

475
00:34:43.199 --> 00:34:46.760
will connect to the heartbeat of the
customer. And I'll forget that phrase,

476
00:34:46.800 --> 00:34:51.679
and then I matt back over now
to some work. I was doing a

477
00:34:51.719 --> 00:34:55.800
cultural survey for a large healthcare system. Almost every one of the employees that

478
00:34:55.800 --> 00:35:01.199
I interviewed dan could talk about how
their work made its way and supported and

479
00:35:01.320 --> 00:35:06.360
touched the actual patient. I was
amazed by that. Oh my god,

480
00:35:06.360 --> 00:35:08.519
it's so important. You know,
every single day I believe in purpose more

481
00:35:08.559 --> 00:35:12.559
and more. It's like, why
are you getting up in the morning?

482
00:35:13.159 --> 00:35:15.760
You know. I think we're all
we all should be servants, right,

483
00:35:15.800 --> 00:35:20.440
we should all serve other people,
because that's what life's all about. It's

484
00:35:20.440 --> 00:35:22.559
about adding value to other people's lives, whether it's a family, friends,

485
00:35:22.599 --> 00:35:28.239
co workers, and leaders, CEOs, customers, partners. There's so many

486
00:35:28.320 --> 00:35:31.880
stakeholders, are so many people we
could touch, and I think that it's

487
00:35:32.000 --> 00:35:37.920
really important for leaders to communicate how
the work that an employee does impacts other

488
00:35:38.000 --> 00:35:42.920
stakeholders. And when you do that, there is a sense of purpose that

489
00:35:43.000 --> 00:35:46.719
you get and it makes you more
productive and excited to go to work every

490
00:35:46.760 --> 00:35:50.320
single day. And that's what that's
what works all about, or should be

491
00:35:51.079 --> 00:35:52.519
well, and that goes back I
think Dante. One of the things you

492
00:35:52.599 --> 00:35:58.159
talk about is if you know,
getting getting even better at communication with people

493
00:35:58.440 --> 00:36:01.000
and as a soft skill, and
so to your point of if a leader

494
00:36:01.119 --> 00:36:06.440
can actually articulate to someone, Wow, Dan, if you know you did

495
00:36:06.440 --> 00:36:09.079
this, do you recognize that by
doing what you did you actually save the

496
00:36:09.079 --> 00:36:13.239
life of this patient or whatever it
might be. Right, So sometimes it

497
00:36:13.280 --> 00:36:19.079
takes it takes presencing or communicating what's
what's the why behind that that maybe the

498
00:36:19.159 --> 00:36:25.800
individual can't see for himself or herself. That's so powerful exactly because not everyone

499
00:36:25.840 --> 00:36:30.119
realizes it, and not everyone sees
the bigger picture. But a leader should

500
00:36:30.119 --> 00:36:34.320
see the bigger picture. That's part
of the job. And so if you

501
00:36:34.360 --> 00:36:37.639
can communicate it, if you can
remind people, if you can compliment people

502
00:36:38.079 --> 00:36:43.960
and should give recognition, I think
it can be really powerful. And you

503
00:36:44.000 --> 00:36:49.199
know, in many ways, a
compliment or explaining people what their what their

504
00:36:49.239 --> 00:36:52.199
purpose is and how they can support
others, and you know, the value

505
00:36:52.199 --> 00:36:58.039
of their work can just be as
valuable as money in a cash bonus,

506
00:36:58.519 --> 00:37:00.960
no doubt, no doubt about that. And along those lines, one of

507
00:37:01.039 --> 00:37:05.719
the other tips that you had about
connecting purpose to the work that I thought

508
00:37:05.760 --> 00:37:08.360
was interesting and I don't know that
I've seen many organizations do this well,

509
00:37:08.400 --> 00:37:13.519
but having employees share accomplishments and the
sense of purpose they feel when they come

510
00:37:13.559 --> 00:37:19.280
to work sharing accomplishments, that's so
interesting to me. I know it sounds

511
00:37:19.280 --> 00:37:22.360
really basic, but I don't know
that I can think of a company that

512
00:37:22.480 --> 00:37:24.519
does that or has that part of
our culture. Is there an example or

513
00:37:24.800 --> 00:37:31.199
can you say more about that one? Yeah, I think it's more common

514
00:37:31.239 --> 00:37:35.519
you think, but it's just not
talked about. You know, a lot

515
00:37:35.519 --> 00:37:39.559
of people share their accomplishments and meetings
or even in my team every Monday we're

516
00:37:39.559 --> 00:37:45.440
talking about accomplishments and then we're talking
about challenges after we share accomplishments to get

517
00:37:45.440 --> 00:37:50.280
people excited but also show that we
can always improve and become better and that

518
00:37:50.360 --> 00:37:55.199
there's more ahead. M But I
think starting with accomplishments, there's energy in

519
00:37:55.239 --> 00:38:00.880
that, right, and that there's
something about being human where pomplishments and achievement

520
00:38:00.920 --> 00:38:02.679
are important to us. And I
think that's a great way to start a

521
00:38:02.679 --> 00:38:07.679
meeting. I just again, I
can't think of TOI many that I say

522
00:38:07.679 --> 00:38:09.559
that that's baked into their culture,
so it must be more prevalent than I

523
00:38:09.559 --> 00:38:15.119
think, which makes me happy.
That's good, all right. So the

524
00:38:15.119 --> 00:38:17.280
next thing Dan, I wanted to
talk about, and this is I think

525
00:38:17.280 --> 00:38:22.119
this is really really important. You
have a section there about leading with empathy,

526
00:38:22.679 --> 00:38:25.800
and I think emotional intelligence is so
important and I think it's getting more

527
00:38:25.920 --> 00:38:30.440
important press, but there's still a
lot of work to do. Why do

528
00:38:30.519 --> 00:38:35.559
you say leaders need to lead with
empathy. It helps you make better strategic

529
00:38:35.639 --> 00:38:38.679
choices because you understand where your teammates
want and your customers want, so you

530
00:38:38.679 --> 00:38:45.800
can best provide value to them and
support them. Helps you resolve conflicts because

531
00:38:45.800 --> 00:38:49.280
you're seeing where other people are coming
from and what their challenges are, so

532
00:38:49.320 --> 00:38:52.000
you can meet them at where they
are and help them solve their needs and

533
00:38:52.280 --> 00:38:58.559
support them. And I think at
the end of the day, people have

534
00:38:58.639 --> 00:39:01.440
things happening in their lives. Their
parent dies, their kid gets expelled from

535
00:39:01.480 --> 00:39:06.960
school, they have a mental illness, and so we just have to embrace

536
00:39:07.039 --> 00:39:13.159
people as humans, not just as
workers, and ensure that they're able to

537
00:39:13.159 --> 00:39:19.320
get the necessary space they need in
order to relax, get their head straight,

538
00:39:19.840 --> 00:39:24.559
and then come back to work fully
functional, ready to do a great

539
00:39:24.639 --> 00:39:28.239
job. I don't know if you
can answer this or not, Dan,

540
00:39:28.239 --> 00:39:30.599
I don't know if it's part of
your in your purview or not. We

541
00:39:30.679 --> 00:39:34.039
all, I think many of us
get the idea that empathy is important,

542
00:39:34.119 --> 00:39:36.679
but some of us might be wondering, well, how in the world can

543
00:39:36.679 --> 00:39:39.280
we develop it? Do you have
any insight into that. You know what,

544
00:39:39.400 --> 00:39:45.239
I don't know if it can be
developed, but I think it's a

545
00:39:45.280 --> 00:39:47.880
skill that naturally happens. You know, you know, if somebody you know

546
00:39:49.079 --> 00:39:52.280
dies, if something bad happens in
your life, I think that's the time

547
00:39:52.320 --> 00:39:57.679
in which you start to develop something
because those feelings come out and are surfaced,

548
00:39:58.239 --> 00:40:01.679
and it makes you rethink aspects of
your life in a positive way,

549
00:40:02.039 --> 00:40:08.519
even though you just faced some trauma. M not that Okay, Well,

550
00:40:09.159 --> 00:40:12.440
this is related, I think to
the empathy piece. So you've got a

551
00:40:12.440 --> 00:40:16.559
section there about improving employee experiences and
you talk about five rules you say companies

552
00:40:16.639 --> 00:40:22.119
need to consider about employee experience.
What are they? Yeah, I think

553
00:40:22.159 --> 00:40:27.639
that rule number one is being consistent
with how you treat your employees. Don't

554
00:40:27.719 --> 00:40:30.599
pick favorites, you know, have
some sort of balance. The second thing

555
00:40:30.679 --> 00:40:34.760
is put effort into creating a culture
that can be maintained even if you're not

556
00:40:34.840 --> 00:40:38.639
present. Right, And so that's
about legacy. Yeah, you know,

557
00:40:38.719 --> 00:40:43.760
if Serviceard brains In or Gary Vaynerchuk
is no longer worth us, are they

558
00:40:43.760 --> 00:40:45.719
going to be? Is their culture
going to sustain with their values? That

559
00:40:46.000 --> 00:40:51.400
would be the question to ask.
Rule three is strive to understand what makes

560
00:40:51.599 --> 00:40:55.199
people tick and how you can support
them as individuals and team members. Well.

561
00:40:55.239 --> 00:41:00.559
Number four is empower employees to be
part of the creation process so that

562
00:41:00.639 --> 00:41:05.159
they can help create their own employee
experience. A great example is Aaron Yang

563
00:41:05.679 --> 00:41:09.079
who's featured in the book in this
chapter, and she was tasked to create

564
00:41:09.559 --> 00:41:15.119
the office design for one of the
floors in her San Francisco office she works

565
00:41:15.119 --> 00:41:21.719
for Workday, and she used a
Pinterest board, using technology properly to actually

566
00:41:21.800 --> 00:41:28.039
field feedback from her teammates so that
they could their feedback could be incorporated into

567
00:41:28.079 --> 00:41:30.960
the design. To me, that's
a great leader right there. And then

568
00:41:31.880 --> 00:41:37.519
rule number five is rely lesson devices, platforms and robotics. Don't make sure

569
00:41:37.559 --> 00:41:42.280
that the human touch is always there, regardless of all their new gadgets and

570
00:41:42.280 --> 00:41:45.280
gizmos that enter the workplace. That's
so great, Crisp. I love that.

571
00:41:45.719 --> 00:41:49.039
Part of what I like to do
these conversations stand is to be able

572
00:41:49.079 --> 00:41:52.719
to help our listeners walk away with
something tangible they can put to work immediately.

573
00:41:52.800 --> 00:41:54.840
And that was just Crisp. So
thank you. Let's talk. We've

574
00:41:54.880 --> 00:41:57.760
got a little bit of time left
here. I do want to talk about

575
00:41:57.760 --> 00:42:00.519
creativity. We mentioned it earlier in
in the conversation, but it's in your

576
00:42:00.519 --> 00:42:06.199
productivity chapter. It's a big topic
these days. So can you share a

577
00:42:06.239 --> 00:42:09.199
few more a few examples of how
we as humans can be more creative?

578
00:42:09.800 --> 00:42:15.039
So this is really fascinating. Actually, we ask people what brings out their

579
00:42:15.079 --> 00:42:20.519
creativity, and it's other people.
Other people make us more creative because in

580
00:42:20.599 --> 00:42:24.239
conversation it makes us rethink some of
our core beliefs and opinions, challenges us

581
00:42:24.239 --> 00:42:29.199
and we come up with better solutions. So I think we need time alone

582
00:42:29.440 --> 00:42:32.199
and then we need time to collaborate
with other people. In that combination allows

583
00:42:32.280 --> 00:42:37.159
us to be fully functional, allows
us to build relationships and be effective in

584
00:42:37.199 --> 00:42:42.760
our job. I wonder how much
of it too, there's a component of

585
00:42:42.760 --> 00:42:45.480
it, I should say, is
just mindset. Like for example, Dan,

586
00:42:45.519 --> 00:42:49.000
I told myself for years, I'm
just not creative. I just said

587
00:42:49.000 --> 00:42:51.559
that I'm not creative. People say, what what are you talking about?

588
00:42:51.599 --> 00:42:55.280
You're very creative, and they give
me examples. And it seems like if

589
00:42:55.320 --> 00:43:00.880
we give ourselves permission to play and
be curious and even just say I'm creative,

590
00:43:01.039 --> 00:43:04.519
it seems like it opens something.
What do you think about that.

591
00:43:05.440 --> 00:43:09.000
Yeah, I think it goes back
to culture. It's if people are allowed

592
00:43:09.000 --> 00:43:14.440
to and are not punished for sharing
something that goes against the status quo.

593
00:43:15.239 --> 00:43:19.280
That's where creativity happens. That's where
innovations occur, you know. But if

594
00:43:20.239 --> 00:43:23.880
people are de incentivized to share,
if they're penalized, if they come up

595
00:43:23.920 --> 00:43:29.880
with a new idea that goes counter
to maybe the business model or the normal

596
00:43:29.880 --> 00:43:34.480
way of doing things in a company, things will never change. And business

597
00:43:34.519 --> 00:43:37.079
is moving too fast to not let
things change. You know. Again,

598
00:43:37.199 --> 00:43:40.199
Dan, you're reminding me of some
of the work that I've done with executive

599
00:43:40.239 --> 00:43:44.840
coaching, and I can tell you
I can see some of these faces,

600
00:43:45.199 --> 00:43:50.800
the hurt that people incur when they
feel sent when they feel silenced to their

601
00:43:50.840 --> 00:43:54.760
ideas or they're especially if they're ridiculed
in public. Man, employees just shut

602
00:43:54.960 --> 00:44:00.360
down. I've seen that over and
over again, and it really is rooted

603
00:44:00.400 --> 00:44:04.199
in not just fear, but also
hurt and anger. Yeah, I mean,

604
00:44:04.280 --> 00:44:07.559
criticizing people in front of a group. It doesn't get much worse than

605
00:44:07.559 --> 00:44:09.719
that, and you're probably not going
to hold onto that employee very long.

606
00:44:09.840 --> 00:44:14.480
And replacing an employee as you know
concept words of the ten thousand dollars or

607
00:44:14.480 --> 00:44:19.159
more, and it's it's just much
better to hire the right person and then

608
00:44:19.239 --> 00:44:22.000
to treat them with the respect and
you know, be their champion than to

609
00:44:22.199 --> 00:44:27.559
criticize them. Well into that end, let's let's one of our last topics

610
00:44:27.559 --> 00:44:30.679
that we can talk about then is
really reward and recognition. And of course

611
00:44:30.719 --> 00:44:32.719
I take a strong stance and the
value of leaders really seeing their people for

612
00:44:32.800 --> 00:44:37.159
being unique humans coming into the workplace
and for evalue in their contribution. But

613
00:44:37.719 --> 00:44:42.400
will you talk You've got a section
on a culture of gratitude. Will you

614
00:44:42.480 --> 00:44:46.079
speak a little bit about your perspective
on gratitude. Yeah, I think teams

615
00:44:46.079 --> 00:44:50.760
should be thankful for what they have, thankful for the people on the team,

616
00:44:50.840 --> 00:44:54.800
thankful for the skills that each teammate
brings. And there's an exercise about

617
00:44:55.039 --> 00:45:00.480
showing gratitude and it's something that I've
done before with my team, and really

618
00:45:00.559 --> 00:45:05.719
to go around and talk about what
you're grateful for, Grateful for your teammate

619
00:45:05.760 --> 00:45:08.840
that taught you a new scale,
Grateful that you have a leader that recognizes

620
00:45:09.360 --> 00:45:14.199
their employees, like everyone can be
grateful for at least one thing, and

621
00:45:14.239 --> 00:45:15.760
there's something about saying it out loud. I know, for me, Thanksgiving

622
00:45:15.800 --> 00:45:19.280
is by far and away, Dan, my favorite holiday of the year,

623
00:45:19.360 --> 00:45:22.000
and I host and create a big
feast, and I go to other people's

624
00:45:22.039 --> 00:45:24.760
as well, And there's something.
We all do this thing a little bit

625
00:45:24.760 --> 00:45:29.079
differently, but saying to the people
that are present with us what we're grateful

626
00:45:29.079 --> 00:45:32.360
for about them is so powerful,
so powerful it can make their day.

627
00:45:32.480 --> 00:45:36.960
It can just you know, there's
so much negativity in this world, so

628
00:45:37.000 --> 00:45:39.960
if you can bring more positivity into
the workplace or even at home, it

629
00:45:40.000 --> 00:45:44.800
really makes a big difference in your
human relationships. Yeah, and I think

630
00:45:44.840 --> 00:45:46.679
too and how we feel about ourselves. And for me, one of my

631
00:45:46.679 --> 00:45:51.400
when I talk about spreading Pixie ducks, Dan, I mean every time I

632
00:45:51.480 --> 00:45:54.119
go out and about someplace, I'm
looking for someone that I can recognize,

633
00:45:54.159 --> 00:45:58.239
and it's not just because I'm this
wonderful person, it's because it makes me

634
00:45:58.360 --> 00:46:02.000
feel good. It gives me something
to do that Invariably, when I recognize

635
00:46:02.000 --> 00:46:06.199
them, they light up and you
can see them getting bigger in the moment.

636
00:46:06.639 --> 00:46:08.960
And what I hope, of course, is then that cascades to whatever

637
00:46:09.760 --> 00:46:13.400
choice they make next. And who
they interact with and how they treat them,

638
00:46:13.440 --> 00:46:15.199
and I hope it's a ripple effect. So I just don't think it's

639
00:46:15.199 --> 00:46:17.440
that hard, but we don't For
some reason, we don't do it,

640
00:46:17.480 --> 00:46:21.079
and we certainly don't do it a
lot of times at work, which needs

641
00:46:21.079 --> 00:46:24.159
to change. Yeah, all these
little small things add up into creating a

642
00:46:24.199 --> 00:46:29.119
better health and healthier workplace. Agree, And that's what I stand for,

643
00:46:29.199 --> 00:46:31.559
Dan. I want to make work
a much more meaningful, important place for

644
00:46:31.599 --> 00:46:36.079
people to spend that third of their
lives and make it worth their precious life.

645
00:46:36.119 --> 00:46:37.800
So that's what I'm up to.
And to that end, as you

646
00:46:37.880 --> 00:46:40.480
might remember, i'd like to give
my guests the last word, if you

647
00:46:40.519 --> 00:46:44.639
will. And you know this show
is listened to globally and it's up to

648
00:46:44.639 --> 00:46:47.960
help people more personally and productively meaningfully
connect with their work. What would you

649
00:46:49.000 --> 00:46:52.880
like to leave the listeners with today? To use technology as a bridge to

650
00:46:52.000 --> 00:46:54.960
human connection and not let it be
a barrier. Let it get you to

651
00:46:55.000 --> 00:47:00.599
physical spaces, use it in the
right settings and at the right time times,

652
00:47:00.960 --> 00:47:02.920
and it can be a powerful asset. But don't let it be a

653
00:47:02.960 --> 00:47:07.480
liability. Don't let it ostracize you
from the very relationships that you need to

654
00:47:07.480 --> 00:47:12.159
build not just to be productive at
work, but to function in society.

655
00:47:12.559 --> 00:47:15.440
Fantastic way to finish, Dan,
and I want to thank you again for

656
00:47:15.519 --> 00:47:17.199
being on the show again a second
time. I'll look forward to having you

657
00:47:17.280 --> 00:47:21.599
back whenever you get around to your
next book. I know you're always working

658
00:47:21.639 --> 00:47:25.760
on something, and I also want
to acknowledge just what an important thought leader

659
00:47:25.760 --> 00:47:29.360
you are to the space. I
really appreciate the work that you're doing.

660
00:47:29.400 --> 00:47:32.320
I follow you, and I appreciate
I know what it takes to create the

661
00:47:32.320 --> 00:47:35.880
book that you that you create it, and I want to thank you for

662
00:47:36.159 --> 00:47:38.880
your contribution and your commitment to this
space. Thank you. I appreciate you

663
00:47:38.920 --> 00:47:42.960
as well. Where can listeners come
find you? What website you want them

664
00:47:43.000 --> 00:47:45.840
to see you at the best way
to get in touch with me is on

665
00:47:45.199 --> 00:47:51.320
danshawbel dot com, d A N
S C H A W B E L

666
00:47:51.400 --> 00:47:53.679
dot com And as the research and
as the videos, the interview is,

667
00:47:53.800 --> 00:48:00.280
it's got everything that's great. It's
your buffet, nurturing buffet. That sounds

668
00:48:00.280 --> 00:48:04.599
great to me. Great way to
feed well. I will I will look

669
00:48:04.639 --> 00:48:07.320
forward to your future work done and
having you back in the meantime, listeners,

670
00:48:07.360 --> 00:48:09.920
we'll see you back next week when
we're when We're on the air with

671
00:48:10.000 --> 00:48:14.599
Nick Craig. He's an author of
the book called Leading from Purpose, and

672
00:48:14.920 --> 00:48:16.480
the work that he's doing that will
be across the globe is really what we'll

673
00:48:16.519 --> 00:48:21.400
be talking about. It's all about
help people work from purpose and aligning individual

674
00:48:21.400 --> 00:48:24.000
purpose with the with the organizational purpose. See you there. Remember that work

675
00:48:24.079 --> 00:48:30.880
is at least worth They're alive,
So let's work on purpose. We hope

676
00:48:30.880 --> 00:48:35.159
you've enjoyed this week's program. Be
sure to tune in to Working on Purpose

677
00:48:35.480 --> 00:48:39.880
featuring your host Alas Cortes, each
week on the Voice America Empowerment Channel.

678
00:48:40.400 --> 00:49:02.440
This week, find your life's purpose
at work.