Helping People to be Proud of Their Work, Proud of Their Company

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W FOURCY Radio. What's Working on
Purpose? Anyway? Each week we ponder

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

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

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

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

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

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this world we all want Working on
Purpose. Now here's your host doctor release

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quartet. Welcome back to the Working
and Purpose Program. Thanks you training it

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again this week. Great to have
you. This show has been on here

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since February of twenty fifteen, and
it is my pride and joy. I

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am your host, doctor Elise Cortes. If we have not metched and you

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don't know me, I'm a management
consultant, organizational logo therapist, speaker and

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author. My team and I at
Elise Cortes and Associates help companies to enliven

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and fortify their operations by articulating their
purpose in building inspirational leaders and cultures activated

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by meeting and purpose to turn those
companies from a flatline EKG to a vibrant

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destination workplace. There people are intrinsically
motivated to perform at their best, grown

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to their fuller potential, and are
committed to stay in dynamic liver on the

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company's mission. You can learn more
about us and how we can work together

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at Eliscortes dot com. I do
want to give you a fair word in

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warning here my voice is a little
bit off here. I have a little

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bit of a call from going to
lots of conferences and some allergies, so

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bear with me. I may have
to mute on occasion. With us today

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is Michael Levy. He has helped
over five hundred companies greatly improve their engagement

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scores and reduce turnover through the design
and development of award winning employee reward and

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recognition programs. As the CEO and
co founder of work Proud, he regularly

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advises and implements the recognition strategy for
Fortune one thousand hr innovators. He joined

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today from Dallas. Michael, welcome
back for a second time on Working on

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Purpose, Doctor Elise Cortez, what
a pleasure to be with you. Well,

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your hair is, I mean,
your your voice quirky. My hair

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is a disaster. See, we
got that going. We're the one two

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show exactly. This is mainly an
audio or there's a visual command. No,

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no, people can see that face, that mug and that hair.

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We're doing good. Hey, we're
going to get all kinds of engagement because

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of that hair. Michael. Let's
just go with it. We're riding with

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it. Your my voice, your
hair, man, that's the show today.

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Guy. He was the one with
the hair. Yeah, and a

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funny accent from down under. Yeah, one of us. Well, so

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you and I have known each other
for a few years. We've had some

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great fun working together and collaborating.
It was amazing to be with you and

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the team in Las Vegas for hr
Tech conference. But for those of you

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who don't know me like I do, can you just give a short introduction

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of yourself and your company? Sure
happy to do so. So. Michael

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Leevy born in Sydney, Australia,
came across to pursue the American dream to

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the United States. Randomly ended up
in Dallas, Texas, and that would

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have been around nineteen ninety nine.
Never left, so go Rangers. Of

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course, now I'm a huge fan
after last night's performance. But started a

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company involved in building reward programs and
during the evolution of that period, watched

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as some of the companies started to
mix in the concept of recognition, storytelling

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and appreciation as part of their reward
program construct. Originally I was curious to

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see what does storytelling mean? How
would storytelling have an impact? And what

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we discovered was that storytelling and recognition
and feedback was as important as the monetary

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reward program elements we were deploying,
and so evolved and grew this businessworkproud dot

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com. You can see some information
on it going online. Is the evolution

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and manifestation of that recognition and story
telling principle which has now grown in involved

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to include some five hundred client programs
in operation in one hundred and twenty countries

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and might well be sort of the
gold standard for digital employee experience platforms.

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Beautiful and of course, hats off
you know, the entrepreneurial manifestation station of

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a concept that actually matters and is
landing and being useful to all these companies.

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That that's just tremendous, tremendous ascosip
too. Hats off to you and

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your team, Michael, Thank you. So I want to cover two topics

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in this conversation here. One is
the concept of pride in work, being

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proud of your own work and proud
of your own employer. And then secondly

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we'll cover on recognition. So you
know, I believe that I have been

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a meaning and work and identity researcher
for many many years. I have my

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own research. I found these fifteen
modes of engagement that register how people take

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into account the kind and level of
meaning that they actually experience and how the

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work relates or informs her sense of
identity. So I know the importance of

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feeling competent and proud of one's work
because of that research. But let's start

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here first for those who aren't really
as familiar as we are with this concept.

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When you think of being proud of
one's first one's work, what does

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that mean to you? So that's
a great question. Construct says I care

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about the thing that I do beyond
the fact that it produces a paycheck and

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provides benefit and some protection. Very
relevant constructs. If one were to transpose

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the Maslow's hierarchical structure, those would
be the bottom levels of sort of the

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pyramid. From a concept of a
human being has this psychological set of needs

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that begins with the baseline safety and
protection and so forth. Well, that's

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sort of pay and pay roll,
and then there might be opportunities for career

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development. But what happens when you
are moving up towards the top of that,

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And what we've identified and what we
focus on is this concept that says,

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if you're proud of what you do, you're willing to give the discretionary

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effort to the quality of the execution, no matter what it is that you

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do, and that if you can
tap into a way for people to feel

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a sense of pride and an emotional
construct, then they're likely to give their

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best, and that it's not about
sort of pay or benefit. So from

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a workplace standpoint, it really becomes
an interesting tactical and strategic question that says,

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hey, company, are your people
proud of the individual jobs that they

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do as individual contributors? And if
so, how do you sort of evolve

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and grow and keep that going?
And if they're not, well, maybe

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you want to think about some of
their job roles and functions from their perspective

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that says, why aren't they proud? Or what things could we do?

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Because all of our jobs have some
level of meaning and on the other side,

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none of our jobs have any real
meaning because in the end, it's

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the end. We all have this
sort of levels of pride as we connect

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to it. So awesome, beautiful
answer, and very beautiful answer. I

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of course, you know, I
can geek out all day on the various

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constructs you just put forth. Now
let's say a little something about what it

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means to be proud of one's company. What's that? So thank you for

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asking and giving the opportunity to share
some of that, so as distinct from

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the individual contributor doing the things they
do each day to produce a certain outcome

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or influence within a concept of a
bigger organization. The pride in the company

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is the bigger organization and what the
organization is doing. First is what I'm

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doing and how the things that I
do on a day day, on a

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day to day basis influence the overall
and do I gain satisfaction? The other

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is and what does the totality of
who I work for do and how do

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I feel connect? Does the company
as a sort of third person? Does

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the company demonstrate a commitment to society? Do they make good things? Do

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they do good things in the community? Are they perceived as being a positive

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contributor? And thus the delta between
I'm proud of what I do and I'm

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proud of the company, And you
can have any combination of I'm not proud

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of what I do, but I'm
proud of the company. I'm neither proud

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of what I do or the company. I'm I'm not proud of what I

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do, but I am proud of
the company. So those are independent,

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though slightly related, though not very
much, but they're both interesting questions of

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how do we inspire that sense of
being proud of your work and proud of

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your company. I really appreciate that
distinguishment. That's gorgeous, all right,

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So now let's do this, Michael. Let's just I think this is first.

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Let me situate for you listeners and
viewers, why do I even do

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this program Because I think the world
of work is one of the most profound

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adventors that we have in like,
it's one of the greatest means that we

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have a realizing our potential. And
for many people it occurs as a bad

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four letter word that both Michael and
are out to be able to change and

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elevate. So let's get under the
hood here, Michael, and really get

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a little bit more technical about this. So let's talk about some of the

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key drivers behind being proud of one's
work. Of course, I've done some

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research on this matter to in preparation
for this conversation, so I know of

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a few things. But let's let's
let you go first, and maybe I

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can sprinkle in kind of what I've
learned along the way. So some drivers

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are being proud of one's work.
So we've got intrinsic an extrinsic, right,

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So there's the first construct to consider. And let me firstly sort of

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share with the listeners that it's not
just me talking. We initiated a study

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with doctors Regarlic and doctor Bob Nelson
around trying to quantify and qualify some of

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these principles that we're talking about,
specifically, what drives what is pride?

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You know, what makes you pride? And if so, what are the

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inputs in some of the outputs associated
to what causes some set of employees to

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feel high levels of pride and conversely
in either the organization or the company.

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And conversely, if individuals demonstrate a
high level of pride, what are the

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associated impacts in their work and or
if they are proud of the company,

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what are the associated impacts on performance. Copy of the study available on the

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workproud dot com website, feel free
to download it. And we're going to

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do an updated survey in the next
few weeks and expect to have the twenty

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twenty three release of the post sort
of pandemic release version to juxtapose over the

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twenty twenty two study data points to
see what's changed. All Right, So

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some of where I'm coming from is
just intimating that there is some research that's

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that's been done and done quite well
in my opinion, all Right, So

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firstly, we've got the intrinsic which
is what we're born with. And there

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is a large portion of the population
who find intrinsic pride and do not require

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anything further that they want to do
the best that they can in their individual

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pursuits. Often high achievers, and
they are self motivated, and they might

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be in any discipline or field or
industry, but it's a personality type and

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treat that if they're going to bake
the cake, serve the dinner, look

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after somebody else, write an essay, write an email, put a marketing

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in, presentation together, etc.
They're not going to let it go until

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it's at least the best version,
and that intrinsic motivation drives them forward if

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not. Now comes the interesting question
where does one get source of inspiration to

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give one's best and feel good about
It is extrinsic sources and who might they

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be or what might they be?
Your peers, your subordinates, your superiors,

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your customers, your family and friends
or other relationships. It is other

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people telling you that you matter.
What you do counts you did that well,

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we see you. And whether again
the source be from subordinates or peers

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or superiors or outside the organization.
Those are huge influences of creating a level

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of individual pride in what one somebody
does because someone else noticed it. Okay,

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that was gorgeous. Let me just
say one thing really quick about what

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you just said there, and then
because we have a break coming up here

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shortly. So one of the things
that I know about from my research here

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is there people can take great pride
in just their own knowing that they've made

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their own contribution. They're proud,
they feel good of the contribution that they

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made. And then so and that's
of course registering what we usually call to

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matter. You mentioned that earlier.
What I think is great about your platform

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is then that gets amplified by the
recognition of their colleagues, their subordinates and

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their and their their their bosses of
sorts, and so that becomes a ripple

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effect or a way of what do
I want to say, strengthening even the

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sentiment of that amplifying. Yeah,
I know that I know that word.

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Yes, I know what that means
to you too, as in the logo

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of your of your copany So okay, so that's one thing, and then

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a few of the things too that
I think is really important here that can

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be really important drivers and get reinforced. Here is when a person gets to

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do their work in alignment with their
personal values, right, whether it's excellence,

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whether it's touching somebody's life or empowering
someone. And then again so they

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get that first standard of of if
you will, and being able to regis

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the pride and satisfaction that comes with
that. But then again further it gets

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amplified by being recognized by others,
and then it really reinforces. I just

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think that is such a wonderful it
is. It's a one two punch.

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Did you want me to comment on
that if you'd like, sure, so,

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yes, definitely, And I love
your work. And I think the

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construct of having purpose in what one
does is in itself a natural fulfiller.

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If one wants to be filled in
life with a sense of satisfaction, of

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accomplishment and achievement, then the thing
for which I've done that has purpose becomes

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an elevated virtue. The interesting let's
say, not counter but dimension to that

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is for the majority of us.
If we looked back in our careers as

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we transitioned from our education phase,
whether at school and or at university,

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and we asked our earlier self,
what do you think you would be doing,

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and what are the things that are
going to be important and what would

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give you purpose and value. Few
of us wouldn't have known, because we

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all went along our journey and irrespective
of where our journey has taken us,

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generally more random and circumstantial than anything
we would have initially anticipated. What gave

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us that sense of I am doing
something of purpose and being fulfilled is that

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they got that sense of self generated
pride or pride that was helped share with

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others and ideally in combination, because
they're not supposed to be unique, but

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one can feed the other. Agreed, And with that, let's let that

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said on our listeners and viewers and
hearts as we go into our first break.

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I'm your host, doctor Release Cortes. We are on the air with

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Michael Levy. He's a CEO and
co founder of Work Proud, where he

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regularly advises and implements the recognition strategy
of fortune one thousand hr innovators. We've

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been talking about a few of the
key inputs of priding one's work. After

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the break, we're going to hit
a few of the key outputs of priding

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one's work. Stay with us,
We'll be right back. Doctor Elise Cortes

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

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she helps companies visioneer for greater purpose
among stakeholders and develop purpose inspired leadership

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

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To learn more or to invite a
lease to speak to your organization,

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00:17:56.759 --> 00:18:02.039
please visit her at elisecortes dot com. Let's talk about how to get your

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employees working on purpose. This is
working on Purpose with doctor Elise Cortes.

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00:18:11.519 --> 00:18:15.279
To reach our program today or to
open a conversation with Elise, send an

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00:18:15.279 --> 00:18:22.920
email to a lease a LISEE at
elisecortes dot com. Now back to working

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on purpose. Thanks for stating with
us, and welcome back to working on

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purpose. I'm your host, doctor
Release Cortes, as I am dedicated to

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helping create a world where people realize
their potential at work, are led by

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inspiration leaders that help them find and
realize their greatness, and we do business

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at Betters the World. I keep
writing my own books, so one of

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my latest came out in March of
twenty twenty three. It's called the Great

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Revitalization. How activating meaning and purpose
can radically enliven your business and it helps

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leaders to understand today's work, what
today's workforce wants, and then offers about

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twenty two best projects to equip them
to write it through their leadership and culture.

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You can learn more about my books
and my work at at least core

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test dot com. Buy the books
on Amazon if you like. We were

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just on the area with Michael Levy, the CEO and co founder of work

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Proud and online recognition and engagement platform. Next, let's then talk about the

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key outputs of being proud in one's
work. How would we get as a

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result of that? Michael, So, in the study we looked at when

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you have high individual pride. What
were some of the correlations And I'll give

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you a few of the data points
without boring the audience. So job satisfaction.

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Job satisfaction is a variable when comparing
individuals who have lower level of pride

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with a high level of pride had
a tenex differential. So, when you

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feel a sense of pride in the
work that you do as an individual contributor,

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your ten times more satisfied, you
know, in terms of john satisfaction,

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strongly recommending my company to others as
a place of employment eight times more

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likely, which in some way feels
like it is natural absenteism, eight times

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less likely to have unexpected, unexplained
absentism, seven times greater satisfaction in pay

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equity, so you were seven times
more likely to feel that your pay was

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appropriate if you had a high level
of pride. I won't go into,

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you know, some of the others
unless that's of interest in the audience.

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This is all, of course,
in a study. What I think is,

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you know, the key theme is
the substantial correlation between individual job satisfaction

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no matter what you're doing, tied
to a sense of pride in what you're

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doing. And this spans healthcare,
retail, manufacturing production, and I think

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particularly so when we juxtapose it over
the generational workplace and a gen Z population

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which has grown up with a much
higher level of expectation in terms of what

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work is supposed to deliver for them
and a desire that whatever it is that

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they're going to do, they want
it to be meaningful. Yes, yes,

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So the other thing i'd like you
to speak to you know, at

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some point in this conversation, I
now makes sense. That's great. I'm

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fascinated, as you know, as
a researcher, as somebody who continues to

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try to understand the ever evolving workplace
and workforce that by I think by twenty

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thirty, the nomber is that the
majority of the workforce will be comprised of

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gen y and gen z and that
means that, whether you like it or

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not, you need to be able
to appeal to the way they work and

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their values in order to attract them
and keep them. So great question for

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me to do a little plug about
the technology that my people have spent at

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least the last decade working on,
and that is inspired by the the substantial

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influence that social media sites has had
on the population. So Facebook obviously,

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you know, followed by Instagram,
LinkedIn and the various others. Inspired by

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the success and massive penetration of those
kinds of technologies in the environment in society,

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we wondered and took on the challenge
that said, what happens if you

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want to take some of those constructs
and ideas but maybe put them inside an

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organization and in a more sheltered and
controlled space and focused it on not necessarily

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an endless series of individual posts about
how pretty I am, how good I

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do the dance move, how great
this particular product is very sort of internally

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focused and more into how everybody else
is going and how this person's done this

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great job, or how our company
has worked together to produce something great,

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or how this team has developed something, how here's some innovation, and begin

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to direct some of that energy firstly
within and around the employer brand in the

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workplace, and also about the successes
of others as a way to elevate the

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totality. Some might have some business
agendas within this construct, and certainly there

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is a business agenda. The business
agendas are, we want a good employer

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brand, We want our talent to
give the best. We don't really want

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them to be absent all the time, we don't want them job shit changing

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all the time. But there's also
I think and maturing of a lot of

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workplaces, and it's a bit of
a luxury to be able to do it,

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but it's clearly there that says we
want people to think what they do

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and feel what they do has value
and meaning, and that we as a

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totality the company also have value and
that we're doing good things. And so

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the question of well, how do
you do that when you've got a gen

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z population to spend them time on
their device where they text their parents and

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that's how they communicate in the next
room. Yes, and they're remote,

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and they might be in different time
zones and they may not exactly work the

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sort of nine to the five hours. Well, we have to take the

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learnings of what we've seen done successfully
in various other social media applications and go

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we can do versions of that for
our internal employee populations, maybe with some

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controls, maybe with some guardrails,
but spin that positivity and now focus it

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internally on our people and through that
build an elevator sense of you know,

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individual pride and then related company pride. I really like how you distinguished,

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Michael, how more of the traditional
social media platforms really are me focused and

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this platform that you have built is
really others focused or we focused. I

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think that's really really important to distinguish. And so what I also appreciate,

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as you know, about your platform
is I like the way that it can

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cascade the culture throughout the organization,
especially when it's intentionally used to be able

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to recognize people that are living the
values of the company. Why is that

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important to the mission of the organization. How does it illustrate how they're living

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the purpose of the organization as being
amplified within through their person. There's so

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much power in that. So let
me put it into a few examples and

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use cases that people can see how
that can come to life. That particularly

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juxtaposed in what was done historically and
what can be done. So in the

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old world and way of thinking,
we were all at the office generally the

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sort of central HQs or the main
manufacturing plant. We'd certainly be seeing each

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other and you know, and interacting
the big, big groups sort of town

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halls periodically and people would be with
the business for you know, most of

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their lives. And that was sort
of the workplace definitions and constructs. Nowadays

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or in this modern time, we
can be remote. We can be in

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multiple separate buildings in different time zones
of course, and different geographies. We

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are communicating digitally all the time in
multiple vehicles and mediums, from our mobile

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devices to our slack and team sort
of channels still to traditional email, and

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then the phone still occasionally lights up
on our desk, granted the fact,

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but the other communication because it's sort
of all in place, very noisy and

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sort of busy, and you know
the question of taking time and a moment

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out to thank people and say you
did a great job in handshaking. Well,

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sort of pre COVID that was still
happening a little bit, but post

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COVID with the remote, you know, a zoom meeting doesn't really provide a

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good opportunity, you know, nor
as a slack channel, as a message

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or a sort of team's line.
So we've got to come up with new

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formats for now. The benefit of
having the new sort of formats and the

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new formats inspired again via the big
social media platforms is they can be more

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public, and they can be shared, and there can be layers of interactivity.

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There can be the user that has
generated the story and has posted the

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story, and the benefit that the
user has in posting a story about somebody

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else or a group or team is
that they see how others are appreciating in

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the story and that they might like
the comments, or they might share the

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comments, or they write add comments
to this story and post. Then you

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have all the recipients who are reading
about these posts and stories, so they're

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seeing how goodness is happening between people
in the organization. They may notice a

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particular manager that's demonstrating lots of goodness. They say, that's the kind of

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manager I'd like to work with.
And then as you go sort of further

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up the chain and the hierarchical structure, you might have executives that interact,

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likely with some of the great stories
that have received a lot of interest and

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excitement. So then you might have
a small team that might be working let's

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say offshore in Costa Rica or in
India, or somewhere in the south in

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Alabama, and an executive somewhere up
in the northeast of New York or otherwise

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then writing a note or comment saying, I see you all out there doing

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all your great things. And we
see that in our big corporate global clients.

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And the impact is like seeing sort
of fairy lights and Christmas tree lights.

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It's lot of sparkling across the sort
of digital world. That are these

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little worlds that we create for each
of our clients, and so small little

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can amplify and move and be repeated
and to have such great impact. And

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then the magic is seeing the data
that comes off this kind of interaction.

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Who does it, who does it
frequently, what do they do it about,

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who doesn't do it, which managers
do it a lot? So there's

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also insights in coming off this in
a way that says we talk about culture.

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Companies talk about culture, and they
have posters for culture, and there's

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power points for culture. But to
a person who is really working for that

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organization, the culture are the behaviors
and communications and messages in a way in

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which people interact with each other,
and in a world of remote and digital

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and global, then you better work
out how your culture manifests in that construct

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and how that can then elevate and
grow pride by supporting and encouraging positive messaging

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in and amongst it. Oh wow, that was a lot to chew on,

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and so let's go ahead and take
our last on this note. So,

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listeners and viewers, if you didn't
quite notice that, we've just already

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gone through the nice little casual turn
into recognition, which we're going to cover

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more after the break. I'm your
host, doctor Elise Cortez. We're down

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00:31:11.200 --> 00:31:15.519
there with Michael Leeby. He's the
CEO and co founder of Work Proud,

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where he regularly advises and implements the
recognition strategy for fortune one thousand hr innovators.

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We've been talking still about the idea
of pride in one's work and probably

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one's company, and made the turn
into recognition after the RK. We're going

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to hit that more strongly, recognition. See what we'll be right back.

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Doctor Elise Cortez is a management consultant
specializing and meaning and purpose. An inspirational

370
00:31:51.680 --> 00:31:56.559
speaker and author, she helps companies
visioneer for a greater purpose among stakeholders and

371
00:31:56.640 --> 00:32:00.920
develop purpose inspired leadership and meaning infused
cultures that elevate fulfillment, performance, and

372
00:32:01.000 --> 00:32:05.960
commitment within the workforce. To learn
more or to invite a lease to speak

373
00:32:06.000 --> 00:32:09.759
to your organization, please visit her
at eliscortes dot com. Let's talk about

374
00:32:09.799 --> 00:32:20.319
how to get your employees working on
purpose. This is working on Purpose with

375
00:32:20.440 --> 00:32:23.759
doctor Elise Cortes. To reach our
program today or to open a conversation with

376
00:32:23.839 --> 00:32:30.319
Elise, send an email to Alise
A. L i Se at eliscortes dot

377
00:32:30.319 --> 00:32:38.400
com. Now back to working on
Purpose. Thanks for staying with us and

378
00:32:38.400 --> 00:32:42.640
welcome back to working on Purpose.
I'm your host doctor at least Cortes.

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I mentioned in the last break about
my latest book, The Great Revitalization.

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00:32:45.440 --> 00:32:49.559
What I did to help you out
to be able to assess the extent to

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00:32:49.599 --> 00:32:52.720
which your organization is meeting the standards
of today's workforce is I created a three

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00:32:52.759 --> 00:32:57.599
page assessment for you. You can
find you at Leasecortes dot com under how

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00:32:57.640 --> 00:33:00.599
do we help tab You'll you'll be
able to to tell you up your scorgeously

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00:33:00.720 --> 00:33:05.279
just how well or not you're doing
if you're just now joining us. My

385
00:33:05.319 --> 00:33:07.640
guest is Michael Levy. He's the
CEO and co founder of work Proud,

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00:33:07.920 --> 00:33:14.119
and online recognition and engagement platform.
So we made the subtle turn into employee

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recognition there as the two of pride
and work and recognition go hand in hand.

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00:33:19.720 --> 00:33:22.799
But now let's go more deeper into
that subject. Michael, you are

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00:33:22.799 --> 00:33:28.400
an expert in the notion of recognition. Where should we start? So the

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first is that what is recognition in
this day, in this day and age

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and world. Is there a construct
that defines recognition that says this communication?

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00:33:45.000 --> 00:33:51.119
There's always a communication element. Isn't
recognition? This is kind of maybe just

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recognition? This is good recognition,
and that's great recognition. So in his

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00:33:58.039 --> 00:34:01.039
generationally, and you know, I'm
on the older side of the generations,

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00:34:01.039 --> 00:34:07.480
as probably many of the audience.
Ah, the concept of recognition is that

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00:34:07.640 --> 00:34:10.199
sort of formal communication. I should
write a handwritten note, I need to

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00:34:10.280 --> 00:34:15.320
be there and shake the person's and
maybe there's a bit more of a formal

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00:34:15.360 --> 00:34:22.760
ceremony for which we in our generation
relate totally to that, because that's what

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00:34:22.800 --> 00:34:25.519
we would want to expect, because
that's how we were trained and programmed.

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However, I think the rules need
to loosen up a lot because we now

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00:34:31.280 --> 00:34:37.519
have a generation that was not raised
in that way. Don't mechanically operate that

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00:34:37.559 --> 00:34:42.800
way in the way that they had
sort of interactions with their coworkers in particular,

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00:34:43.119 --> 00:34:45.199
not necessarily even with their family members, in terms of the way in

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00:34:45.239 --> 00:34:52.079
which they communicate. As simple meme
and the right meme sent at the right

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00:34:52.360 --> 00:35:00.480
time in conjunction with the right association
can then be expanded and enhances emotional communication.

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00:35:01.159 --> 00:35:06.679
First, it began with very simplistic
basic things such as little smiley faces

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00:35:06.719 --> 00:35:09.840
and the frowns and and so forth, and now those entire emoji libraries.

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00:35:10.679 --> 00:35:16.000
So the first thing I think is
good for people to understand is the definition

409
00:35:16.159 --> 00:35:22.800
and construct of recognition can be loosened
up dramatically and will say positive communications,

410
00:35:23.159 --> 00:35:28.800
fine, We'll call it recognition s
fine. So the important part to begin

411
00:35:28.880 --> 00:35:35.920
with is to facilitate positive appreciation in
the form of recognition or storytelling and ormal

412
00:35:36.079 --> 00:35:43.079
formal versions and digital ones in conjunction, to encourage that to happen, to

413
00:35:43.199 --> 00:35:51.079
happen easily, and to happen naturally
within an organization. Because we spend way

414
00:35:51.079 --> 00:35:57.559
too much time finding the problem and
the issue and not focusing on the positive.

415
00:35:58.639 --> 00:36:00.679
I want to share one quick data
point to just share the really interesting,

416
00:36:01.079 --> 00:36:05.360
you know, sort of anecdotal supported
by data. We had a healthcare

417
00:36:05.400 --> 00:36:14.280
client did a study of a three
years fifty thousand employees and tracked recognition data

418
00:36:14.880 --> 00:36:22.280
correlated to turnover rates. And the
data was just mind blowing. If an

419
00:36:22.320 --> 00:36:27.960
employee didn't receive any recognition within the
first six months, they were seventy percent

420
00:36:28.079 --> 00:36:35.519
more likely to turnover than their counterparts
who had received recognition. Huge these maybe

421
00:36:35.760 --> 00:36:44.400
small moments of appreciation for a company. Standpoint Question one says, well,

422
00:36:43.760 --> 00:36:50.119
we don't like that kind of turnover. That's not healthy, it's flighting expensive

423
00:36:51.719 --> 00:36:54.800
and it's also damaging to the rest
of the culture of the organization, let

424
00:36:54.840 --> 00:37:00.119
alone productivity and throughput and manufacturing and
production and quality of care. And there

425
00:37:00.239 --> 00:37:07.840
is of elements that would be no
doubt influenced by it. But as valuable

426
00:37:07.159 --> 00:37:12.400
is to understand, well, why
isn't that recognition happening at all? What's

427
00:37:12.440 --> 00:37:15.679
happening on the other side, and
what things can we do to sort of

428
00:37:15.800 --> 00:37:19.559
change it? Do we have good
managers, do we have good employees,

429
00:37:19.679 --> 00:37:24.199
Do we have employees that are potential
future people leaders within sort of teams?

430
00:37:24.280 --> 00:37:30.519
Based on the data? So,
recognition in its value alone its form can

431
00:37:30.559 --> 00:37:35.679
be life but should be encouraged for
the absence of recognition and the presence of

432
00:37:35.719 --> 00:37:40.400
recognition end up being very valuable data
sources if you are, as a chief

433
00:37:40.400 --> 00:37:45.840
people officer of COCHR, are really
interested in evolving and developing talent across all

434
00:37:45.960 --> 00:37:52.480
levels of the organization. Okay,
so there's two things that I want a

435
00:37:52.519 --> 00:37:58.480
presence for our listeners and viewers that
relate to concerns or issues of interest in

436
00:37:58.559 --> 00:38:01.920
terms of the world of human resources
and in leadership today. And I want

437
00:38:01.920 --> 00:38:06.559
to connect them to what you're talking
about, because they really help further vitalize

438
00:38:06.599 --> 00:38:09.760
the import of being proud of one's
working, one's company and recognition. If

439
00:38:09.760 --> 00:38:14.039
we go back to what you said
before the break about you know, literally

440
00:38:14.119 --> 00:38:19.000
being able to see you know,
the lit up lights of connection from you

441
00:38:19.000 --> 00:38:22.639
know, literally across the globe in
some cases for these companies and such,

442
00:38:22.639 --> 00:38:28.039
whatever the geographic ranges and whatever the
time zones are. The two things that

443
00:38:28.199 --> 00:38:31.599
I hear coming out of that are
so critical that those things meet. One

444
00:38:31.679 --> 00:38:37.159
is belonging. So today in the
world of diversity and equity and inclusion,

445
00:38:38.159 --> 00:38:42.679
we know that there's another. Now
there's another letter that goes on too that

446
00:38:42.719 --> 00:38:50.559
and that's B for belonging. So
when an organization can encourage or invite create

447
00:38:50.599 --> 00:38:52.440
a place for people to feel a
sense of belonging, that's really powerful.

448
00:38:52.480 --> 00:38:55.960
So that's one of the things I
hear that happens when people feel like they're

449
00:38:57.000 --> 00:39:00.440
part of this united organization, very
powerful. The second thing that I want

450
00:39:00.480 --> 00:39:05.519
to put forth that I know is
a really critical topic of major concern for

451
00:39:05.639 --> 00:39:08.840
organizations and leaders is the notion of
well being. We also know that when

452
00:39:08.840 --> 00:39:13.239
people feel a sense of pride in
their work and a sense of pride and

453
00:39:13.280 --> 00:39:19.039
connection with their organization. Then they
generally have oftentimes a greater sense of well

454
00:39:19.079 --> 00:39:24.599
being, which is great for absenteeism
because it reduces absenteeism. It also reduces

455
00:39:24.599 --> 00:39:30.480
healthcare premiums. So these are all
really interesting things that I know that are

456
00:39:30.519 --> 00:39:36.119
really important to my community when it
comes to considering how to address these issues

457
00:39:36.119 --> 00:39:40.880
and what you've been describing so far, Michael does it beautifully. I'll even

458
00:39:42.000 --> 00:39:49.760
lay a one more dimension on it, and that's the construct of mattering.

459
00:39:50.920 --> 00:39:58.280
At an opportunity to interview Jennifer Wallace, she has a new book, I

460
00:39:58.320 --> 00:40:05.960
think, coming out, and she
talked about the importance of mattering as she

461
00:40:06.719 --> 00:40:16.239
was in particular interested in the female
and motherly role and the expectations that we

462
00:40:16.480 --> 00:40:22.079
as society will often place on that
role, and that role should be strong

463
00:40:22.320 --> 00:40:28.519
and positive and forthright and available and
in the moment in order to be the

464
00:40:28.599 --> 00:40:32.679
mother role so that when the children
are coming home there is that that shining

465
00:40:32.760 --> 00:40:40.239
light and source of power and positive
influence, in positive energy. So how

466
00:40:40.320 --> 00:40:44.960
can one at the end of a
really you know, long day of work,

467
00:40:45.079 --> 00:40:51.039
which all of us have, you
know days, be the best version

468
00:40:51.239 --> 00:40:58.960
of some motherly role in a positive
way for their family, but if they

469
00:40:59.079 --> 00:41:02.400
are not the one that need to
be felt positive and that they matter throughout

470
00:41:02.440 --> 00:41:09.159
the day, and recognition is such
a great and inexpensive and impactful enabler to

471
00:41:09.239 --> 00:41:14.960
say I see you and you do
matter and then come home to a day

472
00:41:15.000 --> 00:41:17.679
whereby you know, then they have
another secondary, you know, job.

473
00:41:17.719 --> 00:41:22.880
So I really liked that from a
well being standpoint. It's even extending outside

474
00:41:22.920 --> 00:41:30.079
the workplace, but to the consideration
as somebody who feels that what they do

475
00:41:30.400 --> 00:41:34.920
matters and that they have purpose and
that they have a sense of pride,

476
00:41:34.920 --> 00:41:38.400
that they may then come back to
their other worlds and families, you know,

477
00:41:38.480 --> 00:41:43.159
and play the various roles that we
want them to play in a positive

478
00:41:43.159 --> 00:41:45.920
societal way. So I like the
idea of well being at an even bigger

479
00:41:46.000 --> 00:41:52.360
level than the influence that recognition can
have. Mannering we reckon that we talked

480
00:41:52.360 --> 00:41:54.239
about in the first segment, and
I completely you know, I aligned with

481
00:41:54.239 --> 00:42:00.480
that because that's in the camp of
meaning as well. So the things that

482
00:42:00.480 --> 00:42:02.360
I think is important and one of
the things I guess I should also say

483
00:42:02.400 --> 00:42:06.800
is I love about hosting the show
is it's a thought leadership platform. So

484
00:42:06.920 --> 00:42:10.719
I love speaking in conceptual terms,
terms ideological terms, which we have been

485
00:42:10.719 --> 00:42:15.159
doing beautifully. I want to get
a little bit more granular here for our

486
00:42:15.199 --> 00:42:19.639
audience, that is maybe learning about
recognition and just sort of speak about some

487
00:42:19.679 --> 00:42:22.039
of the ways. I mean,
I know there's obviously peer to peer,

488
00:42:22.400 --> 00:42:27.239
there's the tangible rewards that you that
you and your organization provide to organizations through

489
00:42:27.239 --> 00:42:31.000
the way of gifts, et cetera. There's professional development opportunities people get access

490
00:42:31.039 --> 00:42:35.559
to, there's events, etc.
So can you kind of break it down

491
00:42:35.599 --> 00:42:38.639
first, Michael, and help people
understand some of the ways people can be

492
00:42:38.679 --> 00:42:46.280
recognized that are meaningful. So I
think the first thing is finding ways to

493
00:42:46.320 --> 00:42:53.519
recognize, appreciate, and share acknowledgement
that people. MADA is very subjective to

494
00:42:53.760 --> 00:43:00.119
the circumstance and audience, no question, So there is no wrong one to

495
00:43:00.199 --> 00:43:04.320
do, and people can do it
in all sorts of different manners and format

496
00:43:04.360 --> 00:43:12.159
and probably some of the different formats
may lend themselves to the sort of circumstances

497
00:43:12.199 --> 00:43:19.400
and operational considerations. What we,
you know, have spent a lot of

498
00:43:19.400 --> 00:43:24.360
time investment in is understanding that.
And for those that are listening on the

499
00:43:24.440 --> 00:43:28.039
radio, I'll give you the audio
that goes along with this. But I've

500
00:43:28.079 --> 00:43:31.440
picked up my smartphone and I'm pointing
at the screen and I'm going to say,

501
00:43:34.480 --> 00:43:37.039
every day, for good or bad, we picked this thing up pretty

502
00:43:37.079 --> 00:43:39.639
well. One of the first things
we do, whether before or after we've

503
00:43:40.000 --> 00:43:45.519
you know, used the bathroom and
we're looking for something, and the last

504
00:43:45.519 --> 00:43:49.280
thing that we do, except for
maybe kissing our loved one, is maybe

505
00:43:49.280 --> 00:43:51.320
look at the thing, or it's
one of the last things that we do.

506
00:43:51.519 --> 00:43:54.880
And then throughout the day we're picking
it up hundreds of times during the

507
00:43:54.920 --> 00:43:59.159
day, depending upon the frequency,
might change from individual to the individual.

508
00:43:59.360 --> 00:44:05.079
You get the eye and the question
goes, everybody's got one, and they've

509
00:44:05.079 --> 00:44:07.760
got them in their pockets, maybe
they're over their breastbones, and that a

510
00:44:07.840 --> 00:44:15.960
nice symbolism. And some portion of
that time and interactivity, in our view,

511
00:44:16.000 --> 00:44:22.760
should be able to say, you
work somewhere and what you do matters,

512
00:44:22.800 --> 00:44:30.559
and you work somewhere and what the
company does matters, and here are

513
00:44:30.599 --> 00:44:35.440
lots of good examples of other people
who also matter in the company, and

514
00:44:35.519 --> 00:44:43.800
from that creating some amount of time
and space for positive energy to come down

515
00:44:43.840 --> 00:44:49.719
a device. Now, it does
not replace other types of recognition, but

516
00:44:49.840 --> 00:44:53.920
it is a common and constant beat
and theme. It is present, so

517
00:44:53.960 --> 00:44:59.840
it can be deployed in any language, in any country, at any time,

518
00:45:00.079 --> 00:45:01.360
no matter when you want to interact
with it. It happens to have

519
00:45:01.440 --> 00:45:06.000
lots of cool little add on things
like adding photos of the team, which

520
00:45:06.039 --> 00:45:09.159
is really hard to do with a
piece of paper, right, or pictures

521
00:45:09.280 --> 00:45:14.719
or links to other things. And
it has dimension and power that of course

522
00:45:15.079 --> 00:45:22.639
makes these smartphone devices and their corresponding
apps so incredibly powerful. They also provide

523
00:45:22.639 --> 00:45:27.599
the opportunity for some data to be
generated so that learning lessons and insights can

524
00:45:27.639 --> 00:45:32.159
be clinged. This. Of course, any recognition kind of approach and building

525
00:45:32.159 --> 00:45:38.360
a culture of recognition should also include
maybe some inspirational leadership ideas and messages in

526
00:45:38.400 --> 00:45:42.960
the first place. And I know
you know, doctor les Contez, you

527
00:45:43.000 --> 00:45:50.719
do an amazing job at setting a
course and inspiring executive leadership to want to

528
00:45:50.719 --> 00:45:55.159
do this. Thank you. But
then it becomes a question of how do

529
00:45:55.159 --> 00:45:58.480
you bring it to life, how
do you keep it, how do you

530
00:45:58.599 --> 00:46:00.440
sustain it, how do you report
board upon it, how to evolve and

531
00:46:00.519 --> 00:46:05.920
emerge upon it? And you know
this is where the technology you know of

532
00:46:06.039 --> 00:46:10.239
mobile and smartphones needs to at least
be a keystone component in a strategy that

533
00:46:10.280 --> 00:46:15.480
can then be supported and augmented by
little cards that might be handed out or

534
00:46:15.599 --> 00:46:19.199
some special commmity of events and some
things that you do in break rooms or

535
00:46:19.199 --> 00:46:22.480
a town halls, because of course
that should have a role. One doesn't

536
00:46:22.519 --> 00:46:28.800
replace the other, though, an
underpinning of a core technology platform that works

537
00:46:29.360 --> 00:46:34.199
mobile and integrated with other his systems
should certainly be a keystone. And then

538
00:46:34.239 --> 00:46:37.480
you're going to have your other kind
of recognition experiences around it and provide some

539
00:46:37.559 --> 00:46:42.480
freedom to do recognition. What we
share with you as an illustration, some

540
00:46:42.599 --> 00:46:46.559
of the clients, you can imagine
party City, Party City, it's Halloween

541
00:46:46.840 --> 00:46:53.119
getting set up for They're doing photos
and team things and competitions because that's the

542
00:46:53.119 --> 00:46:57.000
theme and the culture and the context, and there's a hell of a lot

543
00:46:57.039 --> 00:47:00.800
of activity going on around that right
now. Be different to some other clients

544
00:47:00.840 --> 00:47:05.360
that might be you know, global
and chip manufacturing. I had a client

545
00:47:05.440 --> 00:47:07.199
today and I have to say,
you know, with employees in Israel,

546
00:47:07.599 --> 00:47:10.880
and they had some other number gives
and messages and things that they wanted to

547
00:47:10.920 --> 00:47:15.000
say, so they were very emotional
and art felt and sort of deeper challenges

548
00:47:15.039 --> 00:47:22.000
of appreciation and sort of sharing.
So the form and flavor will vary depending

549
00:47:22.119 --> 00:47:27.679
upon the construct and leadership there and
what the CEO's idea and the existing sort

550
00:47:27.719 --> 00:47:32.079
of employer brand. But what is
clear is that positive energy through recognition and

551
00:47:32.119 --> 00:47:38.559
appreciation is a key enabler of all
sorts of positive and good things right,

552
00:47:38.760 --> 00:47:43.920
both on the purpose side and helping
build individual satisfaction and purpose in the job

553
00:47:43.920 --> 00:47:46.320
and on the company side to go
well. You know, people are what

554
00:47:46.480 --> 00:47:50.400
drives the company forward, so we
need them to, you know, to

555
00:47:50.400 --> 00:47:53.960
give their best. Well done,
Michael, because we just finished and run

556
00:47:54.000 --> 00:47:58.039
out of time, so that was
an incredible way to finish the show.

557
00:47:58.719 --> 00:48:01.440
You know that I love with you
and collaborating with you. I thank you

558
00:48:01.480 --> 00:48:06.440
for being the guest today and inspiring
and educated listeners across the globe. Thank

559
00:48:06.480 --> 00:48:09.559
you much thanks to the opportunity listeners
and viewers who If you want to learn

560
00:48:09.599 --> 00:48:13.880
more about Michael Levy the working his
team do at work Proud, start by

561
00:48:13.960 --> 00:48:19.679
visiting workproud dot com. There are
many webinars you can catch on via signing

562
00:48:19.760 --> 00:48:22.599
up on that form or on that
website. And then there is the work

563
00:48:22.599 --> 00:48:24.119
Proud Study that he mentioned as well. You can check both of those things

564
00:48:24.119 --> 00:48:28.239
out. Last week you to miss
the live show, you can always catch

565
00:48:28.280 --> 00:48:31.159
a via recorded podcast. We were
on the air with Wendy leshol She's the

566
00:48:31.199 --> 00:48:36.679
co founder of Fast Forward Group,
professional development and executive coaching company. We

567
00:48:36.800 --> 00:48:40.480
talked about her new books she co
wrote with Lisa McCarthy called Fast Forward five

568
00:48:40.559 --> 00:48:45.119
Power of Principles to Create the Life
You Want in just one Year. Among

569
00:48:45.159 --> 00:48:47.559
many other things, she taught us
the recipe to create a bold vision to

570
00:48:47.639 --> 00:48:51.840
inspire you to live into this life
you want. Next week, we'll be

571
00:48:51.880 --> 00:48:55.320
on the air with Sean Harvey talking
about his new book Warrior Compassion, Unleashing

572
00:48:55.360 --> 00:49:00.000
the Healing Power of Men. You
will be touched and inspired by his journey

573
00:49:00.079 --> 00:49:04.599
and the work he now does to
help create conscious, compassionate and connected cultures,

574
00:49:04.880 --> 00:49:07.519
especially in hyper masculine environments. See
you there, and remember, work

575
00:49:07.599 --> 00:49:12.679
is one of the greatest and best
adventures and means of realizing our potential making

576
00:49:12.679 --> 00:49:17.920
the impact we crave. So let's
work on Purpose. We hope you've enjoyed

577
00:49:17.920 --> 00:49:22.960
this week's program. Be sure to
tune into Working on Purpose featuring your host,

578
00:49:22.079 --> 00:49:27.119
doctor Elise Cortes, each week on
W four C. Why Together,

579
00:49:27.199 --> 00:49:31.599
We'll create a world where business operates
conscientiously. Leadership inspires and passion performance and

580
00:49:31.679 --> 00:49:37.039
employees are fulfilled in work that provides
the meaning and purpose they crave. See

581
00:49:37.079 --> 00:49:38.119
you there. Let's work on purpose.