Is Workplace Toxicity Killing Your Company?

WEBVTT

1
00:00:05.200 --> 00:00:09.439
What's working on purpose anyway? Each
week we ponder the answer to this question.

2
00:00:10.000 --> 00:00:14.679
People ache for meaning and purpose at
work, to contribute their talents passionately

3
00:00:14.960 --> 00:00:19.519
and know their lives really matter.
They crave being part of an organization that

4
00:00:19.600 --> 00:00:24.760
inspires them and helps them grow into
realizing their highest potential. Business can be

5
00:00:24.879 --> 00:00:29.480
such a force for good in the
world, elevating humanity. In our program,

6
00:00:29.519 --> 00:00:33.520
we provide guidance and inspiration to help
usher in this world we all want

7
00:00:34.200 --> 00:00:38.840
Working on purpose. Now. Here
is your host, doctor Elise Cortez.

8
00:00:42.479 --> 00:00:45.439
Welcome back to the Working on Purpose
Program. Thanks for tunity again this week.

9
00:00:45.479 --> 00:00:48.079
I'm your host, doctor Elise Cortez, joining you live from Dallas,

10
00:00:48.079 --> 00:00:50.960
Texas, which is home base for
me. Great to have you if you

11
00:00:51.000 --> 00:00:54.200
don't know me yet, I'm a
management consultant specializing and meaning and purpose,

12
00:00:54.399 --> 00:00:58.920
organizational logotherapist, inspirational speaker, social
scientist, and author. My team and

13
00:00:58.960 --> 00:01:03.000
I help companies discover and articulate their
purpose to thread it through culture and operations.

14
00:01:03.280 --> 00:01:07.560
We work with forward thinking or forward
reaching organizations to develop inspirational leaders who

15
00:01:07.560 --> 00:01:10.439
create cultures where people actually want to
come to work and do their best,

16
00:01:10.920 --> 00:01:14.959
and we provide programs like the Grab
Your Gusto that enable individual team members to

17
00:01:15.000 --> 00:01:18.680
discover and unleash their passionate purpose at
work to catalyze fulfillment, engagement, and

18
00:01:18.719 --> 00:01:22.200
productivity. You can learn more about
us and how we can work together at

19
00:01:22.200 --> 00:01:26.719
Alis Cortez dot com. With us
today is Melanie Pump. She's the author

20
00:01:26.760 --> 00:01:30.959
of Detox Managing Insecurity in the Workplace. She is also the chief financial officer

21
00:01:32.000 --> 00:01:36.640
of Brain Capital, a trusted independent
partner for Digital Asset Custody. Today we'll

22
00:01:36.640 --> 00:01:41.920
be talking about the problem of toxicity
in the workplace, how toxicity impacts organizational

23
00:01:41.920 --> 00:01:46.599
performance, and what leaders can do
to create a psychologically safe workplace. Melanie

24
00:01:46.640 --> 00:01:49.480
joins us today from Toronto, Ontario
and Canada. Melanie, Welcome to Working

25
00:01:49.519 --> 00:01:53.879
on Purpose. Hello, thanks so
much for having me. We're so welcome.

26
00:01:53.920 --> 00:01:56.200
I'm so happy to know you.
We had to reschedule around some of

27
00:01:56.319 --> 00:01:59.439
some COVID matters and you were so
worth the weight. Well, thank you

28
00:01:59.519 --> 00:02:04.480
very much and thanks for rescheduling.
Absolutely absolutely, So let's start this conversation

29
00:02:04.599 --> 00:02:07.560
talking about where your book actually came
from your own experience, of course,

30
00:02:07.599 --> 00:02:10.560
the best teacher that we could possibly
have, and you talk about in the

31
00:02:10.560 --> 00:02:15.439
book, how you started, you
know, really living on the streets and

32
00:02:15.479 --> 00:02:17.879
your teams, you got into drugs. Your first employer was really supportive of

33
00:02:17.919 --> 00:02:22.680
you going to get a bachelor's program. Then other employers along your way towards

34
00:02:22.680 --> 00:02:25.840
your ceased to experience were not so
supportive. So say a little bit more

35
00:02:25.879 --> 00:02:29.520
about, you know, just where
this book came from and why you felt

36
00:02:29.520 --> 00:02:32.680
like you needed to write it.
Yeah, so now now my childhood comes

37
00:02:32.680 --> 00:02:37.520
into it in two places. There. My family actually went bankrupt when I

38
00:02:37.599 --> 00:02:40.039
was very young, and that's where
it sort of sent off into turmoil and

39
00:02:40.080 --> 00:02:44.840
how I ended up in that lifestyle
for a short period of time. But

40
00:02:44.960 --> 00:02:47.960
during that time I felt deep insecurity, as one would when they didn't didn't

41
00:02:49.000 --> 00:02:51.599
have a home, and weren't sure
what direction their life was going to go.

42
00:02:52.360 --> 00:02:55.360
You know. Fortunately, I woke
up and I realized that I had

43
00:02:55.360 --> 00:03:00.240
the power to make change in my
life, and I managed to get a

44
00:02:59.840 --> 00:03:04.680
job actually working as a receptionist in
an environmental engineering firm, and honestly,

45
00:03:04.719 --> 00:03:07.800
really by luck, I fell into
an environment where there were really supportive leaders

46
00:03:08.120 --> 00:03:12.360
who saw the potential in me,
even though at that point I didn't even

47
00:03:12.360 --> 00:03:15.039
have my high school graduation. I
didn't know what direction I wanted to go,

48
00:03:15.159 --> 00:03:19.360
but they they saw that I was
smart, and they helped me build

49
00:03:19.360 --> 00:03:23.400
my confidence and go back to school
and ultimately to get my bachelor's degree and

50
00:03:23.520 --> 00:03:27.360
my accounting designation, which is what
led me on this path to become a

51
00:03:27.520 --> 00:03:30.680
CFO. So there's two things that
I really saw there. For one,

52
00:03:30.080 --> 00:03:35.039
I can really identify when people do
feel insecure in the workplace because I understand

53
00:03:35.080 --> 00:03:38.280
it. But I also really see
the power of a healthy work environment because

54
00:03:38.879 --> 00:03:43.000
I could still be at that receptionist
desk if I had fallen into a work

55
00:03:43.080 --> 00:03:46.840
environment that was actually toxic, that
didn't help me build that confidence, and

56
00:03:46.879 --> 00:03:51.400
that really changed my life. And
then seeing later the contrast of these unhealthy

57
00:03:51.400 --> 00:03:55.639
workplaces and how it keeps people hiding
within themselves. It is part of what

58
00:03:55.759 --> 00:04:00.360
you lit the passion to write this
book and my message out there. M

59
00:04:01.439 --> 00:04:03.560
You know, in no work that
I get to do melody, I have

60
00:04:03.680 --> 00:04:08.240
a I've developed a sense of being
able to really quickly spot, you know,

61
00:04:08.240 --> 00:04:13.199
people's superpowers, and you clearly have
a sensitivity intelligence as well that was

62
00:04:13.199 --> 00:04:17.920
probably incredibly refined, you know,
and molded in your personal experiences, Right,

63
00:04:17.959 --> 00:04:23.120
you just have this ability to to
sense things on a really deep level,

64
00:04:23.160 --> 00:04:26.399
both for the good stuff as well
as the bad stuff. Yeah.

65
00:04:26.439 --> 00:04:29.079
I think there's some real truth in
that, because especially if you if you're

66
00:04:29.160 --> 00:04:32.720
you grow up in some threatening environments, you learn to be attuned to what's

67
00:04:32.720 --> 00:04:35.959
happening around you and what's happening and
the people around you. So I,

68
00:04:36.040 --> 00:04:39.360
you know, I would like to
think I've taken that and turned it into

69
00:04:39.439 --> 00:04:43.600
some good because it's made me more
perceptive in my work environments and also to

70
00:04:43.639 --> 00:04:46.399
really understand what my employees need as
well to be a more empathetic leader.

71
00:04:48.399 --> 00:04:50.759
Part of the gift of life,
how whever it serves it up to us,

72
00:04:50.839 --> 00:04:55.879
right, how we can equally uniquely
see things. So one of the

73
00:04:55.879 --> 00:04:58.160
things that you do in your book, which I really appreciate it, as

74
00:04:58.160 --> 00:04:59.920
you know, of course, I
wrote your book cover to cover as I

75
00:05:00.160 --> 00:05:02.560
for all my guests. That's your
part of my learning journey. As You've

76
00:05:02.560 --> 00:05:09.399
got a very specific distinction. And
how you define insecurity that I think is

77
00:05:09.680 --> 00:05:14.560
interesting here would you speak to that? I think that it's compelling. How

78
00:05:14.959 --> 00:05:18.079
you Yeah, do you want me
to read that definition? Yeah? Yeah,

79
00:05:18.160 --> 00:05:21.680
yeah, So I define it.
So my definition of insecurity is a

80
00:05:21.720 --> 00:05:27.800
feeling of danger or vulnerability, of
feeling that our mental or physical state is

81
00:05:27.839 --> 00:05:30.480
at risk. And the feeling may
be rooted in the lack of confidence in

82
00:05:30.519 --> 00:05:34.920
our abilities, uncertainty about our future, or the perception of threats in our

83
00:05:35.000 --> 00:05:40.360
environment. And I chose to put
it that way because I think it's actually

84
00:05:40.360 --> 00:05:46.920
important to draw the comparison between feeling
physically insecure and feeling mentally or psychologically and

85
00:05:47.040 --> 00:05:51.399
scare psychologically unsafe, because there really
are similarities in the way that we that

86
00:05:51.439 --> 00:05:58.839
we react like. We will stand
back both physically and mentally if we feel

87
00:05:58.879 --> 00:06:01.360
that we're in If the VI is
insecuring, we feel at risk. So

88
00:06:01.600 --> 00:06:04.000
I do try to point that out
a few times in my book, is

89
00:06:04.439 --> 00:06:09.040
that there are real comparisons, and
we can't always control if we feel unsafe,

90
00:06:09.319 --> 00:06:15.199
whether it's mentally or physically, we'll
react with defense mechanisms. The listeners

91
00:06:15.199 --> 00:06:16.920
and viewers, as you're listening to
this conversation, I want you to pay

92
00:06:16.959 --> 00:06:23.720
attention to really what she is.
She's adding distinction too, because I think

93
00:06:23.720 --> 00:06:27.839
that many people don't recognize that one
they are in a toxic environment, or

94
00:06:27.839 --> 00:06:30.519
two that they as a leader are
actually contributing to a toxic environment. So

95
00:06:31.560 --> 00:06:35.240
pay attention to how she starts to
distinguish this stuff. It's pretty fascinating thing.

96
00:06:35.759 --> 00:06:39.360
So the next thing that you talk
about that I think is really interesting,

97
00:06:39.319 --> 00:06:42.240
says, right now we're talking about
the problem of toxic work environment,

98
00:06:42.279 --> 00:06:46.439
so really distinguishing that for our listeners
and viewers. And you say a toxic

99
00:06:46.439 --> 00:06:50.199
work environment is not damaging to employees
alone. You say, you passionately believe

100
00:06:50.240 --> 00:06:54.800
that as it stands, many corporate
leaders are doing a disservice to employees,

101
00:06:54.879 --> 00:07:00.199
businesses, and investors by tolerating harmful
conduct in the workplace and accepting unhealthy work

102
00:07:00.279 --> 00:07:04.399
environments. Yeah. So, and
this comes from having seen in work environments

103
00:07:04.439 --> 00:07:11.639
that leaders too often accept behaviors that
are actually damaging and create toxicity in the

104
00:07:11.680 --> 00:07:15.120
workplace. And where I've seen this
most often occur is where let's say it's

105
00:07:15.120 --> 00:07:18.639
a high it's a high performer,
so it's somebody that is perceived as adding

106
00:07:18.720 --> 00:07:23.680
value to the organization. So it's
sort of let go that there that they're

107
00:07:23.720 --> 00:07:28.240
also that they're damaging their coworkers or
creating toxicity in the environment, or it

108
00:07:28.240 --> 00:07:31.319
can be in an organization that is
actually doing well financially and maybe even beating

109
00:07:31.360 --> 00:07:35.560
their targets. So it gets overlooked
that there's this toxicity in the environment.

110
00:07:35.959 --> 00:07:41.720
But what is not being seen is
that employees, all of your employees won't

111
00:07:41.720 --> 00:07:45.560
won't reach their full potential if an
environment is toxic. So even if you

112
00:07:45.639 --> 00:07:49.040
have one high performer who is doing
really well, everybody around them isn't reaching

113
00:07:49.040 --> 00:07:54.240
their full potential and you may actually
be losing some other high performers who don't

114
00:07:54.279 --> 00:07:58.000
want to work in that kind of
toxic work environment. So really, no

115
00:07:58.040 --> 00:08:01.639
matter how high somebody's performances, it's
not worth the impact that they have broadly

116
00:08:01.720 --> 00:08:07.199
across the organization. I have been
brought in organizations many times because there's a

117
00:08:07.240 --> 00:08:11.079
problem child, and you know,
let's bring in the consultant to relay the

118
00:08:11.120 --> 00:08:16.319
message, because oftentimes the leadership team
doesn't feel capable of doing that or is

119
00:08:16.360 --> 00:08:18.800
afraid of that person, right,
And it's just it's it's really, it's

120
00:08:18.839 --> 00:08:22.839
really a problem, and to your
point, it needs to be addressed to

121
00:08:22.920 --> 00:08:26.439
that you're not running off perfectly other
great talent or for customers for that matter,

122
00:08:26.600 --> 00:08:30.279
right and or damaging the reputation of
the business as well, So you

123
00:08:30.279 --> 00:08:33.000
don't even get the opportunity to hire
other really high performers that you would love

124
00:08:33.039 --> 00:08:35.679
to have on your team, but
they don't apply because they've heard about the

125
00:08:35.759 --> 00:08:41.360
environment exactly. And so then that
also then speaks to the next thing that

126
00:08:41.519 --> 00:08:45.559
is important to talk about is you
know, this just comes right into it

127
00:08:45.639 --> 00:08:48.360
is you say, when people are
afraid to speak up and they're around somebody

128
00:08:48.399 --> 00:08:50.840
who's toxic like this, they feel
insecure. Of course, issues are not

129
00:08:50.879 --> 00:08:54.279
addressed, right, so the real
stuff doesn't actually come to the surface,

130
00:08:54.320 --> 00:08:58.399
and the real opportunities, the real
problems don't really get get addressed. And

131
00:08:58.759 --> 00:09:03.559
you say that some of the consequences
of this are lower productivity, lack of

132
00:09:03.600 --> 00:09:07.879
innovation, limited succession planning, limited
collaboration, lost opportunities, reduced to wardness

133
00:09:07.919 --> 00:09:13.000
of organizational issues. So you know, there's just so much there's so many

134
00:09:13.080 --> 00:09:16.320
things that are problematic with a toxic
environment. And I love that we're here

135
00:09:16.320 --> 00:09:20.639
helping our leaders, especially during the
Great Resignation when people are fleeing out the

136
00:09:20.639 --> 00:09:24.399
doors. There's probably some things going
on there that are contributing to that,

137
00:09:24.679 --> 00:09:28.919
not just better jobs around the corner. Yeah, I agree, I mean,

138
00:09:28.159 --> 00:09:31.840
it really does seem like the pandemic
has given people an opportunity to take

139
00:09:31.879 --> 00:09:35.919
a look at what was working in
their life before and what isn't. And

140
00:09:35.080 --> 00:09:39.080
some don't want to go back to
potentially environments that were toxic. But as

141
00:09:39.159 --> 00:09:43.879
you say, it has broad impacts
across the organization. Innovation is so important

142
00:09:45.120 --> 00:09:48.840
and having a successful business today,
and if you have an environment where people

143
00:09:48.840 --> 00:09:52.399
are afraid to throw out ideas or
ask questions, that's really going to stunt

144
00:09:52.720 --> 00:09:56.240
the growth and innovation of the business, no question. I've seen it many

145
00:09:56.279 --> 00:10:00.519
many times in my twenty five years
that I've worked on the human capital space,

146
00:10:01.399 --> 00:10:03.720
I have seen it many times over
when you walk into an organization,

147
00:10:03.799 --> 00:10:09.240
you can feel that fear. Right, It's just that people are standing there.

148
00:10:09.480 --> 00:10:13.080
They're they're rigid and their postures and
they're literally clinching their lips. You

149
00:10:13.080 --> 00:10:16.720
can see it. It's all right
there exactly and not interacting. I've had

150
00:10:16.759 --> 00:10:20.200
the exact same experience. If you
walk through an office that has a toxic

151
00:10:20.240 --> 00:10:24.799
work environment, people don't greet you, they avoid making eye contact. That's

152
00:10:24.799 --> 00:10:26.960
a very very real thing, and
often people don't even know they're doing it.

153
00:10:26.960 --> 00:10:31.120
This is one of the instinctive reactions
to protect ourselves. When we feel

154
00:10:31.120 --> 00:10:33.559
insecure in the workplace, we start
to limit our social interaction and we just

155
00:10:33.600 --> 00:10:37.879
don't engage. Yeah, and you
know, of course, one of the

156
00:10:37.879 --> 00:10:41.200
things that I find really interesting in
the work that I do is that,

157
00:10:41.679 --> 00:10:43.919
you know, I do work with
some really strong personalities. These people got

158
00:10:43.960 --> 00:10:48.679
to where they are because they have
some some strength and some staminas and resilience,

159
00:10:48.720 --> 00:10:52.039
you know, And and a lot
of them were not they founded companies.

160
00:10:52.080 --> 00:10:54.279
You know, that's just not for
the faint of heart, and they

161
00:10:54.360 --> 00:10:58.759
don't know how sometimes to move that
energy else, you know, to it

162
00:11:00.039 --> 00:11:03.480
a different tenor if you will,
with people. And I work with this

163
00:11:03.600 --> 00:11:09.360
all the time. So you've experienced
first firsthand for from your own experience,

164
00:11:09.360 --> 00:11:13.000
and of course I know in your
various leadership positions you've cycled through other companies

165
00:11:13.039 --> 00:11:16.559
that it was present for you too. Yeah, certainly. And although there

166
00:11:16.639 --> 00:11:22.559
is something between having a strong personality
and being toxic, like you know,

167
00:11:22.679 --> 00:11:28.320
leaders can learn to bat soarly and
and to be to be strong and be

168
00:11:28.360 --> 00:11:33.600
a powerful leader, but do it
without without diminishing others. There's definitely a

169
00:11:33.639 --> 00:11:37.399
way that that those can live together. Yeah, and at least one component

170
00:11:37.440 --> 00:11:39.919
of that, of course, is
adding you know, at least some semblance

171
00:11:39.960 --> 00:11:45.039
of a layer of emotional intelligence.
Right, So, of course I understanding

172
00:11:45.039 --> 00:11:48.039
your impact because I think many leaders
don't. I don't realize the impact that

173
00:11:48.080 --> 00:11:52.679
it has if they have an outburst
or or speak really negatively to their teams.

174
00:11:54.159 --> 00:11:56.519
Right when you're the big guy or
gal on stage, you know,

175
00:11:56.679 --> 00:12:01.840
your words carry a really big impact. That's why I situated. What I

176
00:12:01.919 --> 00:12:05.080
said to the listeners and viewers at
the beginning is pay attention to this might

177
00:12:05.120 --> 00:12:07.559
be happening in your organization. You're
not aware of it. So yeah,

178
00:12:07.559 --> 00:12:11.120
and you've reminded me of you know, one thing I do talk about in

179
00:12:11.159 --> 00:12:15.159
the book is is jackal and hide. And sometimes there's leaders who are eighty

180
00:12:15.200 --> 00:12:18.039
percent of the time really really great
with their teams and values align and they're

181
00:12:18.080 --> 00:12:22.080
supportive, but then ten twenty percent
of the time they're unpredictable, they fly

182
00:12:22.200 --> 00:12:26.039
off the handle. And then that
ten to twenty percent can actually be more

183
00:12:26.120 --> 00:12:31.279
damaging than if the person was just
in a bad mood all of the time,

184
00:12:31.360 --> 00:12:33.879
because when people don't know what to
expect from from their leader and they

185
00:12:33.919 --> 00:12:37.720
know they could be lashed out at
any time. That leaves them walking on

186
00:12:37.759 --> 00:12:43.879
eggshells, and that's an extremely uncomfortable
environment for employees to be in. Yeah.

187
00:12:43.919 --> 00:12:46.919
I have been those environments. It
is awful, terrible for your health

188
00:12:46.960 --> 00:12:50.799
as well. And that gets us
to this next bit here, which really

189
00:12:50.840 --> 00:12:54.440
I found terribly flooring. You say
that, you share that. In a

190
00:12:54.480 --> 00:12:58.600
twenty nineteen survey done by Robinson,
they found that ninety percent of their respondents

191
00:12:58.639 --> 00:13:03.159
had to experienced workplace bullying, and
thirty nine percent of those we're bullied by

192
00:13:03.159 --> 00:13:07.080
a coworker, not a direct boss. Bulling is a real problem in the

193
00:13:07.080 --> 00:13:11.000
world today. Yeah, it really
is, and I think this is partially

194
00:13:11.039 --> 00:13:15.879
also, you know, people not
realizing the impacts that they're having at babse.

195
00:13:15.879 --> 00:13:18.720
Some people don't even realize that they're
bullying their coworkers, or they're being

196
00:13:18.759 --> 00:13:26.559
passive aggressive or using language that is
it really is hurtful to people or shuts

197
00:13:26.559 --> 00:13:31.240
them down. I think it happens
a lot more than we realize. I

198
00:13:31.320 --> 00:13:33.159
think so too, thanks to this
is so important. We're talking about this.

199
00:13:33.559 --> 00:13:37.600
Let's grab our first break. It
goes by so fast. I'm a

200
00:13:37.679 --> 00:13:39.360
last Cortez, your host we've been
on the air with Melanie Pump, the

201
00:13:39.360 --> 00:13:43.720
author of Detox Managing Insecurity in the
Workplace. We've been talking about the problem

202
00:13:43.759 --> 00:13:46.559
of toxic work environments. After the
break, we're going to get into how

203
00:13:46.679 --> 00:13:52.519
toxicity impacts organizational performance. Stay with
us, we'll be right back. Doctor

204
00:13:52.600 --> 00:13:58.639
Release Cortez is a management consultant specializing
in meaning and purpose. An inspirational speaker

205
00:13:58.639 --> 00:14:03.440
and author, she helps companies visioneer
for greater purpose among stakeholders and develop purpose

206
00:14:03.480 --> 00:14:11.519
inspired leadership and meaning infused cultures that
elevate fulfillment, performance, and commitment within

207
00:14:11.559 --> 00:14:15.480
the workforce. To learn more or
to invite a lease to speak to your

208
00:14:15.600 --> 00:14:20.240
organization, please visit her at Eleise
Cortez dot com. Let's talk about how

209
00:14:20.279 --> 00:14:31.639
to get your employees working on purpose. This is working on Purpose with doctor

210
00:14:31.679 --> 00:14:35.279
Release Cortez. To reach our program
today or open a conversation with Elise,

211
00:14:35.639 --> 00:14:43.879
send an email to Elise ali Se
at Elise Cortez dot com. Now back

212
00:14:43.879 --> 00:14:48.399
to working on Purpose. Thanks for
staying with us. Before we get back

213
00:14:48.440 --> 00:14:50.720
into the program, I'd like to
invite you to check out my book that

214
00:14:50.759 --> 00:14:54.480
I brought out in November of twenty
It's called Purpose United, How inspiring leaders

215
00:14:54.519 --> 00:14:58.360
ignite passion and elevate cause. It's
on Amazon. I wrote that book to

216
00:14:58.399 --> 00:15:03.519
awaken read to their passion and purpose
and help transport them into inspirational leaders who

217
00:15:03.639 --> 00:15:07.720
enliven the workplace and elevate the contribution
of business to all its stakeholders. Hope

218
00:15:07.720 --> 00:15:09.600
you'll check it out with us.
Today is Melanie Pump. She is the

219
00:15:09.679 --> 00:15:15.279
chief financial officer of Brain Capital,
a trusted independent partner for Digital Asset Custody,

220
00:15:15.279 --> 00:15:18.240
and she's also the author of Detox
Managing Insecurity in the Workplace on your

221
00:15:18.240 --> 00:15:22.480
host, Doctor Elias Cortez. So
for this next section here, Melanie,

222
00:15:22.480 --> 00:15:28.519
I wanted to talk about again how
toxicity impacts the organizational performance as we do.

223
00:15:28.600 --> 00:15:31.720
I wanted to get into something that
you really distinguished quite nicely. I've

224
00:15:31.720 --> 00:15:35.240
never seen this done this quite this
way that you do. But you say,

225
00:15:35.639 --> 00:15:39.440
if we sense a threat that could
be psychologically harmed by a person,

226
00:15:39.600 --> 00:15:45.679
environment or situation, we will put
up defenses and often unconsciously to protect ourselves.

227
00:15:45.759 --> 00:15:48.759
These defenses, unfortunately, can themselves
be toxic, such as avoidance or

228
00:15:48.799 --> 00:15:52.000
passive aggressive behavior. And you say, in fact, this is how the

229
00:15:52.000 --> 00:15:58.480
work environment itself often becomes toxic.
Toxicity may begin from only one employee's conduct,

230
00:15:58.720 --> 00:16:03.360
but the toxicity spreads throughout the workplace
due to protective behaviors that initial employees

231
00:16:03.440 --> 00:16:08.120
conduct elicits from others. Everyone in
the environment will sense the threats and feelings

232
00:16:08.159 --> 00:16:14.919
of insecurity will increase. That is
so powerful to recognize that a singular person

233
00:16:14.960 --> 00:16:18.679
in the organization can kick off this
whole storm. Yeah, and it's really

234
00:16:18.759 --> 00:16:22.080
been my experience. And as we
already touched on earlier, you know,

235
00:16:22.159 --> 00:16:26.759
when we feel insecure, our defense
mechanisms kick in to protect us, and

236
00:16:26.879 --> 00:16:32.840
but often like one another defense mechanism
actually which doesn't mentioned, there's actually defensiveness

237
00:16:32.919 --> 00:16:37.639
in itself. Are in a work
environment and they feel insecure. Anytime they

238
00:16:37.720 --> 00:16:41.440
get feedback, anytime somebody comes to
give them new information, their natural position

239
00:16:41.519 --> 00:16:45.399
is going to be closed and defensive. And that really is going to reduce

240
00:16:45.480 --> 00:16:51.639
collaboration, reduce social interaction across the
organization because nobody wants to go and talk

241
00:16:51.639 --> 00:16:55.120
to somebody who is defensive. Same
thing, you know, as we mentioned

242
00:16:55.120 --> 00:17:00.519
their passive aggressiveness. If we feel
insecure, passive aggressiveness is when we're fearful

243
00:17:00.600 --> 00:17:03.079
of speaking directly that's when we use
that. So, if you're in an

244
00:17:03.160 --> 00:17:07.079
environment and you've you know, you've
been shamed or hurt when you've thrown out

245
00:17:07.119 --> 00:17:11.640
an idea or given an opinion,
you're going to stop doing that directly and

246
00:17:11.720 --> 00:17:15.759
instead you may do something like if
you don't support something an initiative, you

247
00:17:15.880 --> 00:17:19.000
may act like you do, but
then drag your feet to actually progress it

248
00:17:19.119 --> 00:17:22.839
forward, to do the responsibilities you
have under that. All of those kind

249
00:17:22.880 --> 00:17:27.319
of behaviors can create conflict between co
workers because they may think somebody is just

250
00:17:27.400 --> 00:17:32.680
being lazy, when really that person
is using a defense mechanism. So all

251
00:17:32.720 --> 00:17:36.559
of this can create a kind of
toxic soup where people can start thinking negatively

252
00:17:36.599 --> 00:17:41.319
about each other when really everybody is
just in a protection mode. So again,

253
00:17:41.440 --> 00:17:45.319
listeners and viewers, as you're listening
to this, if you recognize this

254
00:17:45.440 --> 00:17:48.200
in your environment, right, maybe
you've got people that are dragging if they

255
00:17:48.240 --> 00:17:51.519
said they get back what you want
to response, but maybe they're not.

256
00:17:52.400 --> 00:17:56.000
Maybe that's opportunity to go over there
and see, maybe really just into one

257
00:17:56.039 --> 00:17:59.920
to one conversation what's going on here
and in an opening, inviting way.

258
00:18:00.759 --> 00:18:03.240
And that's you know, just another
point on that actually is, because the

259
00:18:03.279 --> 00:18:07.359
other thing that will happen is if
people don't know how to do something in

260
00:18:07.440 --> 00:18:10.799
that environment, they're also much less
likely to speak up and ask for help.

261
00:18:11.240 --> 00:18:14.240
So again, they may take longer
to do things, or they may

262
00:18:14.319 --> 00:18:17.759
even avoid doing things because they're afraid
of doing them because they don't know how

263
00:18:17.839 --> 00:18:19.680
and don't want to say so.
As you say, if you see somebody

264
00:18:19.680 --> 00:18:23.319
in your environment who isn't doing something
you expect them to be doing, rather

265
00:18:23.400 --> 00:18:26.799
than just assuming it's because they're being
lazy, definitely no ask. It may

266
00:18:26.839 --> 00:18:30.839
be that they've just never done it
before and could really use support, but

267
00:18:30.920 --> 00:18:33.680
are afraid to put up their hand
and ask for it. So so important,

268
00:18:33.759 --> 00:18:38.720
it's so so important. We've sort
of touched on this in the last

269
00:18:38.720 --> 00:18:41.079
segment here, but I wanted to
go into more detail on some of these.

270
00:18:41.160 --> 00:18:45.079
Here you talk about how when people
are afraid to speak up and they

271
00:18:45.119 --> 00:18:48.839
feel insecure, that of course issues
aren't addressed. And so let's talk about

272
00:18:48.880 --> 00:18:52.839
how some of those kind of manifests. Because this segment is really talking about

273
00:18:52.119 --> 00:18:57.039
how it impacts organizational performance, so
lower productivity. You start to mention that

274
00:18:57.160 --> 00:19:03.559
so people don't know what they need
to because they don't feel comfortable asking for

275
00:19:03.680 --> 00:19:07.160
direction. That's one. How else
is lower productivity. Well, even when

276
00:19:07.200 --> 00:19:11.759
we feel insecure, we tend to
be really distracted because you're focused on protecting

277
00:19:11.839 --> 00:19:15.240
yourself more than you are actually your
task. I mean, if you think

278
00:19:15.240 --> 00:19:18.319
about it, if you're you've been
reading reading something in your mind keeps on

279
00:19:18.400 --> 00:19:23.519
getting distracted by the fact that you're
worried about your boss coming to shame you

280
00:19:23.680 --> 00:19:26.240
or say something or get mad at
you, You're going to keep losing focus

281
00:19:26.359 --> 00:19:30.599
on that task. Yeah. One
of the other things we taught I talk

282
00:19:30.640 --> 00:19:34.440
about here is the limitation on succession
planning because from plays to be ready to

283
00:19:34.599 --> 00:19:38.759
grow their career and take promotions,
they need to have been open to learning

284
00:19:38.880 --> 00:19:42.400
and trying new things. And in
an environment where people don't feel safe,

285
00:19:42.880 --> 00:19:47.400
they're really going to limit that because
it's risky putting yourself out there and trying

286
00:19:47.480 --> 00:19:52.440
something new. You also talk about
limited collaboration. I suppose if people aren't

287
00:19:52.480 --> 00:19:56.920
feeling secure, they're not going to
have the open mind or the heart to

288
00:19:56.039 --> 00:20:00.200
work with others as much. Definitely, I mean that the reality is this,

289
00:20:00.279 --> 00:20:03.440
sometimes people can say and do things
that hurt us. And if we

290
00:20:03.559 --> 00:20:06.960
already feel in an insecure state.
We're just going to put up a barrier

291
00:20:07.039 --> 00:20:11.079
and limit the interaction so that there's
lower risk of something happening. That's just

292
00:20:11.160 --> 00:20:14.319
gonna you know, you know,
damage our sense of security even further.

293
00:20:17.039 --> 00:20:21.839
You also talk about just to reduce
awareness of organizational issues, right, so

294
00:20:21.960 --> 00:20:23.079
people aren't going to speak up.
I'm not going to bring that up.

295
00:20:23.079 --> 00:20:26.039
I'm not going to tell the boss
what's going on here. I don't want

296
00:20:26.039 --> 00:20:29.440
to get my head chopped off.
Absolutely, we learned quickly if if we've

297
00:20:29.519 --> 00:20:33.240
seen whether ourselves or we see somebody
else get shut down because they raise a

298
00:20:33.279 --> 00:20:36.359
problem, people are just going to
stop stop doing it, and that's really

299
00:20:36.440 --> 00:20:40.640
damaging to a company. Leaders need
to know when something isn't working or if

300
00:20:40.720 --> 00:20:44.079
something has failed or mistakes have been
made. That can actually, you know,

301
00:20:44.319 --> 00:20:47.359
that can end a company in bankruptcy
if if the leader isn't finding out

302
00:20:47.400 --> 00:20:52.559
when things are not going well.
Yeah, and this this next bit here

303
00:20:52.599 --> 00:20:55.640
that I want to talk about,
I find this really really fascinating melody.

304
00:20:55.759 --> 00:21:00.240
So you know, you're talking about
insecurity talks. You're talking about insecure in

305
00:21:00.400 --> 00:21:03.920
toxicicity. But the insecurity piece I
thought was fascinating. You talk about how

306
00:21:04.240 --> 00:21:10.839
it can diminish our natural tendencies,
silencing extroverts and hindering otherwise great communication and

307
00:21:10.960 --> 00:21:14.880
collaborators. And you say, the
instinct is to protect ourselves. To protect

308
00:21:14.880 --> 00:21:18.799
ourselves can cause us to hide and
acting ways that don't reflect who we really

309
00:21:18.839 --> 00:21:22.440
are. Well, we aren't ourselves, and driven by defense mechanisms, working

310
00:21:22.519 --> 00:21:26.839
relationships can be damaged or it can
be difficult to establish relationships at all.

311
00:21:27.240 --> 00:21:30.640
Yeah, and you know this personally
comes from my own personal experience. You

312
00:21:30.680 --> 00:21:34.799
know, I am naturally an extrovert. I really like interacting with others and

313
00:21:36.319 --> 00:21:38.400
being part of a team. But
when I was in a really highly toxic

314
00:21:38.480 --> 00:21:44.319
work environment, I saw myself shutting
down. I wasn't able to be that

315
00:21:44.519 --> 00:21:48.480
the same type of leader that I
usually was because I went into that protective

316
00:21:48.519 --> 00:21:52.079
most and use my defense mechanisms.
And then I started seeing the same thing

317
00:21:52.160 --> 00:21:57.200
in those around us. People were
just so reluctant to extend themselves that people

318
00:21:57.240 --> 00:22:02.839
who are who really naturally work communicators
weren't able to use those skills because that

319
00:22:02.880 --> 00:22:08.000
their protective instinct was overpowering it.
So that when I translate what you just

320
00:22:08.079 --> 00:22:11.680
said, their Melanie. What that
says to me is then instead of getting

321
00:22:11.720 --> 00:22:14.920
a bright and shining one hundred percent
of a person, you get maybe fifty

322
00:22:15.000 --> 00:22:18.720
percent or four percent exactly. People
will not reach their full potential in that

323
00:22:18.920 --> 00:22:22.599
environment. And the very reason somebody
that you may think you're hiring somebody,

324
00:22:22.920 --> 00:22:29.400
the environment could could diminish that,
you know, And of course what do

325
00:22:29.480 --> 00:22:33.640
I stand for is championing people to
become their highest, best possible selves.

326
00:22:33.680 --> 00:22:36.160
And a great place to do that
is at work, right, It's a

327
00:22:36.279 --> 00:22:40.680
it's a playground, and so your
message is just so important and a great

328
00:22:40.720 --> 00:22:44.960
tool to be able to help develop
first gain insight into what's going on in

329
00:22:45.160 --> 00:22:48.759
organizations, what to pay attention to, and then of course how to address

330
00:22:48.799 --> 00:22:53.400
that. So you also talk about
how high levels of insecurity can elicit conduct

331
00:22:53.480 --> 00:22:57.000
that shuts down the sharing of information. Right, So if people don't feel

332
00:22:57.160 --> 00:23:02.319
safe share, or you're creating an
where it's so toxic that you know,

333
00:23:02.400 --> 00:23:04.640
you kind of need to show your
best value in order to feel like you

334
00:23:04.720 --> 00:23:07.480
can keep your job, you might
you know, be doing one up and

335
00:23:07.519 --> 00:23:11.839
ship against your very colleagues that you're
trying to collaborate with, right exactly,

336
00:23:11.039 --> 00:23:14.839
because we all, you know,
many of most of us. We need

337
00:23:14.920 --> 00:23:18.279
our jobs to look after our families. And so if you sent to danger

338
00:23:18.359 --> 00:23:22.519
in an environment, you know,
it can cause people to be selfish and

339
00:23:22.599 --> 00:23:26.079
look out for themselves rather than creating
that in supportive environment where each coworker is

340
00:23:26.160 --> 00:23:30.599
looking out for one another, you
know. And the danger of this too

341
00:23:30.799 --> 00:23:34.640
is when you have a toxic environment
like this, people also don't speak up

342
00:23:34.640 --> 00:23:41.200
about actually being bullied if they if
they're fearful of repercussions. A bully may

343
00:23:41.279 --> 00:23:45.759
actually be able to go on for
a very long time with an organization without

344
00:23:45.759 --> 00:23:48.519
it being spoken about. And really
it can really be detrimental to the company,

345
00:23:48.759 --> 00:23:52.599
as good employees are going to leave
and those who do stay are going

346
00:23:52.680 --> 00:23:57.240
to have much lower productivity than if
they were in a healthy environment. I

347
00:23:57.319 --> 00:24:00.559
think it would be helpful at this
point mal for us to maybe give a

348
00:24:00.640 --> 00:24:03.839
little more structure on just what we
mean by bullying. Can you know,

349
00:24:03.920 --> 00:24:07.079
talk to us a little bit more
about, you know, how would we

350
00:24:07.200 --> 00:24:10.839
recognize it bully? What does that
look like? Yeah, and there's there's

351
00:24:10.920 --> 00:24:15.359
some real obvious ones. I mean, somebody who is shaming of their employees

352
00:24:15.480 --> 00:24:19.160
and and doing so publicly so somebody
doesn't meet expectations. Of course, it's

353
00:24:19.240 --> 00:24:23.359
not bullying to give somebody feedback and
let them know how they can improve.

354
00:24:23.519 --> 00:24:27.200
That's actually a highly supportive leader.
But somebody who does so in a way

355
00:24:27.279 --> 00:24:33.480
that is shaming the employee and also
potentially does that publicly so the employee can

356
00:24:33.559 --> 00:24:37.920
feel diminished in the eyes of their
co workers, that is really bullying type

357
00:24:37.960 --> 00:24:44.039
behavior. Also, micromanaging can rise
to can be a contributor to bullying because

358
00:24:44.079 --> 00:24:48.559
if somebody is always on top of
their employees and not demonstrating trust, so

359
00:24:48.960 --> 00:24:52.880
you know, messaging them all the
time, calling them, getting frustrated when

360
00:24:52.880 --> 00:24:55.920
they're not at their desk, for
example, so the employee feels like they're

361
00:24:55.920 --> 00:25:00.480
sort of bound and have to do
everything exactly as their leader wants. That

362
00:25:00.599 --> 00:25:03.119
can actually be a form of bullying
because the employee will become very and secure

363
00:25:03.960 --> 00:25:07.519
feeling that they're not trusted and that
they need to do everything in a specific

364
00:25:07.599 --> 00:25:12.200
way, or it might result in
this shaming that can happen. And of

365
00:25:12.279 --> 00:25:18.279
course no just just using toxic behaviors
like like yelling at people can can be

366
00:25:18.519 --> 00:25:25.519
extremely dysfunctional and really damaging to an
employee's performance and is bullying. There's no

367
00:25:25.680 --> 00:25:30.599
reason for there to be yelling in
the work environment. A couple things come

368
00:25:30.640 --> 00:25:33.319
to mind as you've been talking,
Melodie One. As I said, I've

369
00:25:33.359 --> 00:25:37.039
worked with I had I've had people
call me and say, gosh, I

370
00:25:37.079 --> 00:25:41.319
really need your help. I've got
this one employee and gosh, you know,

371
00:25:41.559 --> 00:25:45.200
just just causes everybody to have their
hair and their next stand up.

372
00:25:45.240 --> 00:25:48.000
And I don't know what to do
about it. And so part of what

373
00:25:48.079 --> 00:25:52.160
I've discovered is that we what part
of what contributes to the problem. I

374
00:25:52.240 --> 00:25:55.759
think, and I'd love for you
to weigh in on this, is people

375
00:25:55.880 --> 00:26:00.599
don't know how to communicate that that
behavior is not acceptable. So we haven't

376
00:26:00.680 --> 00:26:03.680
learned how to address that hard,
big elephant in the room problem. I

377
00:26:03.759 --> 00:26:08.000
think that's one thing, right and
and and therefore we haven't we haven't communicated

378
00:26:08.359 --> 00:26:11.880
that it's not it's not we'll be
tolerated, and that there are consequences to

379
00:26:12.000 --> 00:26:15.599
it. Yes, what would you
say too, I tell you a problem.

380
00:26:17.640 --> 00:26:19.440
So there's a couple issues there.
Like for one, I think in

381
00:26:19.559 --> 00:26:25.559
general, it's difficult giving feedback.
It's difficult going into anybody that their behavior

382
00:26:25.680 --> 00:26:30.720
is damaging potentially damage into the work
environment and their co workers. So so

383
00:26:30.960 --> 00:26:33.440
I think a lot of people avoid
giving that kind of feedback and the danger

384
00:26:33.559 --> 00:26:37.799
and that is that, like I
said, sometimes people don't realize, like

385
00:26:37.839 --> 00:26:41.880
if somebody doesn't have a high level
of emotional intelligence, they may not realize

386
00:26:41.920 --> 00:26:45.680
that their behavior actually is damaging to
people right environments, right, But we

387
00:26:45.799 --> 00:26:48.559
really do need to be giving that
kind of feedback and actually giving people an

388
00:26:48.599 --> 00:26:52.200
opportunity, so even out of kindness, giving the person using that behavior the

389
00:26:52.279 --> 00:26:57.680
opportunity to correct it they may not
know. And also, you know,

390
00:26:57.799 --> 00:27:03.440
then this also ties back to organizations
having really clear values and ensuring that they

391
00:27:03.559 --> 00:27:07.119
live by them and when behaviors are
outside of that value system, that there

392
00:27:07.200 --> 00:27:12.359
are repercussions or feedback given. Many
organizations have values but just sort of go

393
00:27:12.480 --> 00:27:15.920
up on a wall and there really
isn't any work putting in to ensure that

394
00:27:15.960 --> 00:27:19.519
they're lived in the company. But
that is a clear way to demonstrate to

395
00:27:19.599 --> 00:27:25.920
people what behavior is acceptable within the
company and what isn't. Is highlighting those

396
00:27:26.000 --> 00:27:30.519
values and showing what that looks like
and what it doesn't. You brought up

397
00:27:30.599 --> 00:27:33.240
something really important that I want to
drill down on just for a second here

398
00:27:33.279 --> 00:27:37.160
a little bit further, and that
is that thing about being it's hard to

399
00:27:37.519 --> 00:27:41.720
give you feedback, especially constructive feedback, when when something's not going well.

400
00:27:41.799 --> 00:27:44.279
It is hard to do that.
And the best way to prepare for that

401
00:27:44.839 --> 00:27:48.680
is to is to develop competency,
which is training and practice. Right.

402
00:27:48.240 --> 00:27:55.039
I've had the tremendous privilege, Melany, over the years to work with my

403
00:27:55.200 --> 00:27:57.279
leadership programs. Invariably I'll be working
one and with the leaders as well to

404
00:27:57.319 --> 00:28:02.039
give them some coaching to and I
work with some amazing leaders over the years

405
00:28:02.119 --> 00:28:06.480
have told me stories that when they've
given feedback to employees, especially employees that

406
00:28:06.559 --> 00:28:11.680
we're demonstrating, you know, destructive
behaviors that were actually could be career limiting

407
00:28:11.200 --> 00:28:15.960
that you know, here they are
ten twenty years into their career. This

408
00:28:15.440 --> 00:28:19.519
these people and this manager has had
developed the ability to be able to communicate

409
00:28:19.680 --> 00:28:23.119
tough stuff and they deliver this message
that says, you know, here are

410
00:28:23.160 --> 00:28:26.400
the things that are derailing you,
this is what's getting in the way of

411
00:28:26.440 --> 00:28:30.160
you being promoted, et cetera.
And this person is ten to twenty years

412
00:28:30.200 --> 00:28:33.279
in their career, and they'll say, you are the first person to ever

413
00:28:33.400 --> 00:28:36.720
tell me that. So everybody else
gave us, gave us a pass,

414
00:28:37.079 --> 00:28:40.680
which is not a service, and
anybody no, And I agree, but

415
00:28:40.720 --> 00:28:42.599
I've seen the same thing. I
mean, it's actually quite rare to see

416
00:28:42.640 --> 00:28:47.319
a performance review that has, you
know, truly constructive feedback in it.

417
00:28:48.119 --> 00:28:51.079
We in general, you know,
we seem to have a hard time giving

418
00:28:51.119 --> 00:28:55.000
that. And I've I've thought in
my head around it by realizing that that

419
00:28:55.119 --> 00:28:57.599
that is how you help people,
and you're not ing somebody if you don't

420
00:28:57.640 --> 00:29:02.599
give them feedback that can help them
improve their performance. And it doesn't have

421
00:29:02.759 --> 00:29:06.319
to be negative, like, as
long as you feedback with the best of

422
00:29:06.440 --> 00:29:08.880
intentions and doing it in a way
that's supportive. It actually doesn't have to

423
00:29:10.079 --> 00:29:15.240
land negatively if you can develop a
trusting relationship with your employees. Yeah,

424
00:29:15.319 --> 00:29:18.640
the intention is so important, right
they will that will smell your intention before

425
00:29:18.640 --> 00:29:22.519
they ever hear your message. Yeah, agreed. Yeah, so that's such

426
00:29:22.519 --> 00:29:26.400
an important thing to to bring home
here as they talk about you know,

427
00:29:26.519 --> 00:29:29.839
insecurity, the workplace, toxicity in
the workplace, being able to develop you

428
00:29:29.920 --> 00:29:34.200
know, good communication, trust,
emotional intelligence, all these things can make

429
00:29:34.279 --> 00:29:37.160
such a difference. And then really, if we can borrow a little bit

430
00:29:37.200 --> 00:29:41.039
of your sensitivity intelligent to be aware
of what's going on in the organization.

431
00:29:41.519 --> 00:29:45.720
Listen and feel the vibe. What
makes such a difference. Yeah, it

432
00:29:45.799 --> 00:29:49.359
absolutely and you know it's it's not
easy, like it is difficult today.

433
00:29:49.440 --> 00:29:52.839
We're all under so much pressure and
dizzy and as leaders, it can be

434
00:29:53.000 --> 00:29:56.680
difficult to not become you know,
have those blinders on so you don't see.

435
00:29:56.839 --> 00:30:00.880
But but tying it back to the
overall ormazer team and realizing that if

436
00:30:00.920 --> 00:30:04.240
you do those things and you develop
those relationships, your team will actually perform

437
00:30:04.319 --> 00:30:10.240
better. M Absolutely. On that
note, let's have our last break.

438
00:30:10.319 --> 00:30:12.359
I'm Release Cortez, your host.
We're going on the air with Melanie Pumps.

439
00:30:12.400 --> 00:30:17.079
She's the author of Detox Managing Insecurity
in the Workplace. We've been talking

440
00:30:17.160 --> 00:30:22.559
about the toxicity impacts organizational performance.
After the break, we're gonna get into

441
00:30:22.599 --> 00:30:26.000
how can we actually create a psychologically
safe workplace. Stay with us, We'll

442
00:30:26.000 --> 00:30:32.160
be right back. Doctor. Release
Cortez is a management consultant specializing in meaning

443
00:30:32.200 --> 00:30:37.960
and purpose and inspirational speaker and author. She helps companies visioneer for greater purpose

444
00:30:37.000 --> 00:30:45.039
among stakeholders and develop purpose inspired leadership
and meaning infused cultures that elevate fulfillment,

445
00:30:45.359 --> 00:30:49.400
performance, and commitment within the workforce. To learn more or to invite a

446
00:30:49.480 --> 00:30:53.559
Lease to speak to your organization,
please visit her at a lease Cortez dot

447
00:30:53.599 --> 00:31:04.759
com. Let's talk about how to
get your employees working on purpose. This

448
00:31:06.000 --> 00:31:10.519
is Working on Purpose with doctor Elise
Cortez. To reach our program today or

449
00:31:10.599 --> 00:31:15.720
open a conversation with Elise, send
an email to Elise ali se at Elise

450
00:31:15.839 --> 00:31:23.240
Cortez dot com. Now back to
working on Purpose. Thanks for staying.

451
00:31:23.319 --> 00:31:26.920
Let us welcome back to working on
Purpose. One of the bit of news

452
00:31:26.920 --> 00:31:29.119
I wanted to share work you before
we get back into the program is the

453
00:31:29.200 --> 00:31:33.279
idology that I've been curating has just
been really slasht fault. It's a collection

454
00:31:33.319 --> 00:31:37.119
of twenty five stories from women across
the world who share their intimate stories of

455
00:31:37.200 --> 00:31:40.240
finding their purpose and what they're now
doing to serve from it. I'm so

456
00:31:40.359 --> 00:31:42.200
proud of it i could bust.
It's called Passionately Striving and Why, an

457
00:31:42.240 --> 00:31:45.680
abology of women persever mightily to live
their purpose. It's on Amazon, and

458
00:31:47.039 --> 00:31:48.759
now I'm out there on the hunt
for men to share their stories. If

459
00:31:48.759 --> 00:31:52.319
you know anyone who has a story
about discovering their purpose and serving from it

460
00:31:52.359 --> 00:31:55.880
and happens to me of the mail
variety, I'd love to hear from you

461
00:31:56.759 --> 00:31:59.359
if you're just joining the program.
My guest is Melanie Pump. She's a

462
00:31:59.440 --> 00:32:04.079
Chief finished officer of Brain Capital,
a trusted independent partner for Digital Asset Custody,

463
00:32:04.160 --> 00:32:07.440
and the author of Detox Managing Insecurity
in the Workplace. I'm your host,

464
00:32:07.559 --> 00:32:12.480
doctor Alice Cortez. So for this
next segment here, let's let's I

465
00:32:12.519 --> 00:32:14.960
always like to be able to end
on a high note and also give some

466
00:32:15.119 --> 00:32:17.240
tools to be able to address what
we've been talking about that we're going to

467
00:32:17.279 --> 00:32:22.880
focus on some ways to create a
psychologically safe workplace, So let's talk through

468
00:32:22.880 --> 00:32:27.640
a few of them first. Here, I've got a list of an easily

469
00:32:27.720 --> 00:32:30.359
six or seven that I want to
at least get you to address. The

470
00:32:30.400 --> 00:32:34.319
first one of courses, the tone
from the top is important, yes,

471
00:32:34.680 --> 00:32:37.400
and we've you know, we've all
heard that before, but you know it's

472
00:32:37.480 --> 00:32:40.960
worth mentioning again because it is so
critically important the leader at the top of

473
00:32:42.000 --> 00:32:46.480
the organization believing in the power of
a healthy work environment and understanding how that

474
00:32:46.559 --> 00:32:52.160
will actually help the business grow and
and reach success. Is critically important because

475
00:32:52.200 --> 00:32:55.920
what they do their behaviors sets the
tone for the whole organization and flows down.

476
00:32:57.279 --> 00:33:00.480
It's just like we talked about,
you know, talks city spreads toxicity,

477
00:33:00.920 --> 00:33:05.559
positivity spreads positivity as well, and
if you have that coming down from

478
00:33:05.599 --> 00:33:08.759
the very top of the organization,
it's really going to be powerful for the

479
00:33:08.960 --> 00:33:14.680
for the organization. Totally agree with
that. I like this one a lot.

480
00:33:14.880 --> 00:33:19.160
You talk about the importance of accepting
and even celebrating failures, bad ideas,

481
00:33:19.200 --> 00:33:22.319
and mistakes. I completely agree with
that. Yeah, exactly, because

482
00:33:23.000 --> 00:33:27.000
what we don't want is an environment
where people are afraid to put up their

483
00:33:27.039 --> 00:33:30.720
hand when something's gone wrong, or
afraid when they have to say an idea

484
00:33:30.799 --> 00:33:36.240
when they have one. You know, ultimately, sometimes really really amazing ideas

485
00:33:36.319 --> 00:33:38.720
start out is really bad ideas.
So you want an environment where people are

486
00:33:38.799 --> 00:33:42.799
comfortable on bringing those up, so, you know, and one of the

487
00:33:42.880 --> 00:33:45.839
most powerful ways to do this is
for leaders themselves to talk about their own

488
00:33:45.880 --> 00:33:50.119
mistakes and even you know, some
of the areas of weaknesses as well,

489
00:33:50.279 --> 00:33:52.799
you know, showing it is okay
to be vulnerable often, you know,

490
00:33:52.960 --> 00:33:57.640
a founder's story, for example,
could have mistakes that happened along the way

491
00:33:57.720 --> 00:34:01.240
before they found success. So building
those kinds of things into the story is

492
00:34:01.279 --> 00:34:05.960
a really good way of demonstrating that
the organization knows that sometimes you need to

493
00:34:06.039 --> 00:34:09.760
make a mistake in order to ultimately
find success. So ways that a company

494
00:34:09.880 --> 00:34:14.559
can show that and demonstrate it to
their team can really shift to talent.

495
00:34:14.639 --> 00:34:17.320
So people start to realize that it's
okay if they if they're not perfect all

496
00:34:17.360 --> 00:34:22.519
the time, none of us are
not even any leader, Yeah for sure.

497
00:34:22.239 --> 00:34:25.920
Then another another piece of advice that
to offer is to value diversity and

498
00:34:27.119 --> 00:34:30.400
to promote an inclusive environment. Yeah, because a sense of belonging is so

499
00:34:30.559 --> 00:34:35.880
important for us to feel insecure.
If somebody feels like they're not part of

500
00:34:35.960 --> 00:34:37.519
the you know, the right group, or didn't go to the right school,

501
00:34:37.840 --> 00:34:42.360
or doesn't have the right pedigree,
that's just gonna that's just going to

502
00:34:42.400 --> 00:34:45.159
make them feel insecure in the environment. And any form of insecurity, whether

503
00:34:45.199 --> 00:34:49.320
it comes from something in our past
or something that we're actually doing with our

504
00:34:49.400 --> 00:34:52.480
job, can start to build up
those defense mechanisms. So we want to

505
00:34:52.599 --> 00:34:57.199
ensure there's a sense of belonging and
that nobody feels excluded in the workplace.

506
00:34:58.679 --> 00:35:01.400
My next one, I've really got
some energy around you talk about the importance

507
00:35:01.480 --> 00:35:07.800
of modernizing the human resource function.
Yes, please stat yesterday please. Yeah,

508
00:35:07.119 --> 00:35:13.360
and I've seen the you know,
so I've worked in organizations with where

509
00:35:13.360 --> 00:35:16.440
they really prioritize the HR department.
Of course, nowadays we call it people

510
00:35:16.480 --> 00:35:21.800
on Performance or various other things,
but but most of us still recognize it

511
00:35:21.880 --> 00:35:25.360
as HR. But it is so
important. And if an organization doesn't invest

512
00:35:25.440 --> 00:35:30.000
in their HR team, that is
essentially sending a message to the company that

513
00:35:30.159 --> 00:35:35.320
that people don't matter, that they're
not prioritizing the culture. Certainly, not

514
00:35:35.519 --> 00:35:38.760
every organization is of the size where
they can have an HR department, but

515
00:35:38.880 --> 00:35:44.800
you can still have somebody that is
responsible for the culture and ensuring that employees

516
00:35:44.840 --> 00:35:50.039
feel valued and and having a leader
at the table whose priority the culture is

517
00:35:50.840 --> 00:35:53.719
is critically important. Yeah, and
I want to distinguish you know what I

518
00:35:53.960 --> 00:35:59.199
what I mean by this who is
you know, you're not just a focus

519
00:35:59.280 --> 00:36:04.480
on and procedures, but what is
the heartbeat of the organization? How are

520
00:36:04.559 --> 00:36:07.639
you starting the culture of the organization? Not writing people up for you know,

521
00:36:07.719 --> 00:36:12.159
when they make a kind of thing. Yeah, I think that's the

522
00:36:12.719 --> 00:36:15.239
goal, right, So I want
to make sure that you understand what we

523
00:36:15.360 --> 00:36:19.360
mean by by modernizing the HR function, because it may not be I say,

524
00:36:19.400 --> 00:36:22.280
it's not your spence. There's the
and it still does exist in many

525
00:36:22.320 --> 00:36:25.760
companies today, that sort of old
school HR where the HR person was only

526
00:36:25.800 --> 00:36:31.599
responsible for hiring and firing and filling
out documentation that changes along the way,

527
00:36:32.239 --> 00:36:37.960
whereas today, you know, in
a modern human resource department, the human

528
00:36:37.960 --> 00:36:43.719
resource employees are responsible for helping leaders
grow and organization is structured properly, and

529
00:36:44.320 --> 00:36:47.440
that they're maximizing and helping employees reach
our full potential. Yeah, that's a

530
00:36:47.599 --> 00:36:51.440
great way to distinguish it, MELI. And then this next one that you

531
00:36:51.559 --> 00:36:58.079
talk about, which is critical here, establishing process to address harmful behaviors really

532
00:36:58.159 --> 00:37:00.760
important because you know where you're going
to come up, right, ladies,

533
00:37:00.920 --> 00:37:07.119
Yeah, right, because even even
the best people sometimes can all of a

534
00:37:07.159 --> 00:37:09.800
sudden starts displaying harmful behavior. Like
I do talk about this in the book.

535
00:37:09.840 --> 00:37:13.400
You know, things happen in life
where all of a sudden, we're

536
00:37:13.440 --> 00:37:19.400
not sleeping and therefore our temper our
views becomes really short and if somebody doesn't

537
00:37:19.679 --> 00:37:21.639
let you know, if your leader
doesn't let you know, you may not

538
00:37:21.760 --> 00:37:23.639
be aware, as we've talked about
of the impact that can be having on

539
00:37:23.760 --> 00:37:28.960
your on your coworkers. So you
know, addressing harmful behaviors doesn't have to

540
00:37:29.000 --> 00:37:31.440
mean that somebody is given a reprimand
and let go. It can just mean

541
00:37:31.519 --> 00:37:36.519
that you're in an organization where it
becomes normal to give feedback when somebody is

542
00:37:36.599 --> 00:37:39.639
using a behavior that is not healthy
for the work environment, or using a

543
00:37:39.719 --> 00:37:44.599
behavior that doesn't align with the values. And a company that does that,

544
00:37:44.920 --> 00:37:46.440
that's going to set a tone across
the company, and people are going to

545
00:37:46.519 --> 00:37:52.800
know what's acceptable and what isn't.
So it becomes a teaching, not a

546
00:37:52.880 --> 00:37:57.039
punishing exactly. Yeah, at least
at least to start with. Obviously,

547
00:37:57.159 --> 00:38:01.880
if if people don't adjust their behaviors
with with what is acceptable in that organization,

548
00:38:02.320 --> 00:38:06.719
more change may be required, but
certainly as a starting point. Unless

549
00:38:06.800 --> 00:38:10.079
somebody, of course, is aggressively
bullying or damaging the work environment. For

550
00:38:10.199 --> 00:38:14.360
someone, that's a different story,
but generally you want to be able to

551
00:38:14.440 --> 00:38:20.880
start by giving people the opportunity to
change their behavior and improve. And then

552
00:38:20.880 --> 00:38:22.599
the last one I wanted to talk
about here that you mentioned in your book

553
00:38:22.719 --> 00:38:28.480
is establishing a mental health committee.
Yeah, and this is this is new,

554
00:38:28.679 --> 00:38:31.320
newer or starting to see it more. You know, I can go

555
00:38:31.400 --> 00:38:37.280
back twenty years and we've always had
health and safety committees, even in offices

556
00:38:37.320 --> 00:38:40.559
where there was almost no danger of
anybody actually hurting themselves, but we didn't

557
00:38:40.599 --> 00:38:45.639
focus on mental health, which is
really where there's greater dangers in many corporate

558
00:38:45.679 --> 00:38:50.280
environments. So today you're starting to
see more of these health committees making mental

559
00:38:50.360 --> 00:38:54.519
health part of their mandate or actually
creating a whole separate mental health committee,

560
00:38:54.920 --> 00:38:59.039
which can be very useful, especially
over the past couple of years when we

561
00:38:59.159 --> 00:39:02.440
had the pandemic and mental health was
even more important that a company was ensuring

562
00:39:02.559 --> 00:39:07.559
that they thought about their employees and
how they can support them from a mental

563
00:39:07.599 --> 00:39:12.960
health perspective during challenging times. Yeah, it strikes me as just another level,

564
00:39:13.039 --> 00:39:15.199
like a different focus. Another you
know, leaders who are trying to

565
00:39:15.280 --> 00:39:19.599
champion the organization forward, but if
you have a committee focused on mental health

566
00:39:19.639 --> 00:39:22.199
and they can start to notice.
Did you know that that Sarah's been coming

567
00:39:22.239 --> 00:39:24.760
in late the last two weeks,
So what's interesting that's that's not like her

568
00:39:25.159 --> 00:39:29.679
well you know, realizes it like
it makes it something that you're allowed to

569
00:39:29.760 --> 00:39:35.400
talk about rather than health being a
taboo topic. In fact, I really

570
00:39:35.440 --> 00:39:37.639
got present to this too, Melanie
during the pandemic because the work that I

571
00:39:37.719 --> 00:39:42.400
do, especially as an organizational logal
therapist, that's the meaning piece of it.

572
00:39:43.679 --> 00:39:46.079
It does address well being and I
knew how important that is and so

573
00:39:46.760 --> 00:39:51.440
anyway, so that's part of what
I also address sort of indirectly in the

574
00:39:51.519 --> 00:39:53.400
work that I do as well.
So the next thing I want to talk

575
00:39:53.440 --> 00:39:59.360
about here is your whole Chapter eight
is focused on strategies to reduce workplace uncertainty,

576
00:39:59.519 --> 00:40:02.199
and I think that's really interesting points
here that I think are we want

577
00:40:02.199 --> 00:40:06.360
to celebrate with our with our listeners
and viewers. The first one, of

578
00:40:06.440 --> 00:40:09.559
course, is smacked down my langu
which I love, establish an authentic company

579
00:40:09.679 --> 00:40:15.400
identity, so clear a clear mission. Absolutely agree more about that. Yeah,

580
00:40:15.440 --> 00:40:17.440
And you know, if somebody might
look at this, well, what

581
00:40:17.480 --> 00:40:22.079
does that have to do with within
security? But the reason is is,

582
00:40:22.199 --> 00:40:25.559
you know, one thing that will
make us feel insecure is is feeling a

583
00:40:25.639 --> 00:40:30.119
high level of uncertainty. So if
we don't know what are what our companies

584
00:40:30.199 --> 00:40:35.480
doing what it's mission is, how
it's actually working towards achieving that. That's

585
00:40:35.519 --> 00:40:37.920
going to unsettle an employee and make
them feel insecure because how do they know

586
00:40:38.039 --> 00:40:43.039
that they're contributing to the to the
vision and mission and that their job is

587
00:40:43.079 --> 00:40:45.960
safe if they are not even clear
on what it is. And most companies

588
00:40:46.039 --> 00:40:50.840
have a mission vision, but maybe
they're not revisiting it as often as they

589
00:40:50.880 --> 00:40:53.840
should, or reminding people of what
it is, or actually speaking to employees

590
00:40:53.880 --> 00:40:59.000
about how they're working towards achieving it
and where they are in that past to

591
00:40:59.079 --> 00:41:02.760
achieve it. So bringing employees essentially
into the fold and making sure there's a

592
00:41:02.840 --> 00:41:08.679
clear understanding across the organization of what
division is can really help to establish certainty,

593
00:41:09.039 --> 00:41:14.119
which is developing just a base level
of security across the organization that Okay,

594
00:41:14.199 --> 00:41:17.679
people know what's going on and that
gives them some some security. And

595
00:41:17.760 --> 00:41:21.360
I know in the work that I
do, Melanie, because I go into

596
00:41:21.400 --> 00:41:24.480
companies and I help. Oftentimes it's
it's it's interviews or surveys, asking you

597
00:41:24.519 --> 00:41:28.480
know, various questions about what is
the purpose of this organization, and when

598
00:41:28.519 --> 00:41:31.280
you get things like I don't know
or I think it's this right, So

599
00:41:31.360 --> 00:41:35.559
there's an opportunity to kind of educate
that. And then when when they when

600
00:41:35.599 --> 00:41:37.960
they are on the same page,
we take it to the next level,

601
00:41:37.039 --> 00:41:43.760
way past insecurity, and now we're
connected that the balls and the organization they're

602
00:41:43.840 --> 00:41:47.320
part of something bigger than themselves solutely, and that leads to know a greater

603
00:41:47.480 --> 00:41:52.280
performance, people reaching their full potential. And it sounds like such an obvious

604
00:41:52.360 --> 00:41:54.840
thing, but but one thing that
I've that I have seen happen is sometimes

605
00:41:54.960 --> 00:41:59.159
leaders just because the leader has it
in their head, they know what the

606
00:41:59.519 --> 00:42:04.320
mission vision is, so they just
assume that everybody else does. Yeah,

607
00:42:04.360 --> 00:42:07.119
because it's just it's just simp of
of course everybody knows that. But really

608
00:42:07.159 --> 00:42:10.519
there can be nuances that are missed
or or you know, emphasis that needs

609
00:42:10.559 --> 00:42:15.559
to be had. So communicating that, probably more regularly than than what leaders

610
00:42:15.639 --> 00:42:19.480
may actually think they need to is
valuable. Yeah, and then let's not

611
00:42:19.599 --> 00:42:22.559
forget this little thing here. In
this great resignation, people are changing jobs.

612
00:42:22.800 --> 00:42:27.000
That likely that you've got some new
people on your team is very high,

613
00:42:27.079 --> 00:42:30.880
as you've had to replace those who
went out the doors to be educated

614
00:42:30.920 --> 00:42:34.519
and brought into the fault. Yeah, and that's onboarding. Like that's actually

615
00:42:34.519 --> 00:42:37.760
another really great point too, is
making sure that you're when people are being

616
00:42:37.840 --> 00:42:40.199
onboarded, that they're being these things
are being shared with them and that they're

617
00:42:40.280 --> 00:42:44.280
understanding, you know. And onboarding
is something that I've seen, you know,

618
00:42:44.440 --> 00:42:46.199
often not done very well or it
doesn't get quite the attention that it

619
00:42:46.280 --> 00:42:51.159
needs because we're all so busy.
But really ensuring when a company, when

620
00:42:51.239 --> 00:42:54.440
somebody joins a company and they understand
what that company is about, that will

621
00:42:54.480 --> 00:43:00.199
really pay off. And you did
mention already you know the importance of establishing

622
00:43:00.199 --> 00:43:05.199
corporate values and living them. And
that's definitely an important part to be Actually

623
00:43:05.239 --> 00:43:07.360
in the work that I do with
clients, we socialize that even when we're

624
00:43:07.440 --> 00:43:09.840
recruiting, of course, to make
sure that there's an alignment there. But

625
00:43:10.880 --> 00:43:15.719
the other thing that you talk about
that's really critical too in terms of reducing

626
00:43:15.760 --> 00:43:21.079
workplace and certainty is ensuring that company
objectives and individual goals are actually achievable and

627
00:43:21.239 --> 00:43:24.920
aligned. Yeah, and so these
are communicating them, giving people, you

628
00:43:25.000 --> 00:43:29.280
know, for one, some certainty
that they know what the corporate objectives are

629
00:43:29.719 --> 00:43:34.519
along with their individual objectives and also
how what they're doing is going to support

630
00:43:34.559 --> 00:43:38.079
the achievement of those ultimate ultimate corporate
objectives. So for something to feel safe

631
00:43:38.119 --> 00:43:43.079
in their job, they do need
to understand why they're needed. So being

632
00:43:43.119 --> 00:43:45.760
able to align and you know,
and every department in a company is needed,

633
00:43:46.039 --> 00:43:49.280
but to be able to just demonstrate
as to why. I mean,

634
00:43:49.320 --> 00:43:52.199
the example I use in the book
is finance, because I am in finance

635
00:43:52.599 --> 00:43:55.519
and somebody you know, chipping away
paying bills and finance may not always be

636
00:43:55.599 --> 00:44:00.960
able to connect to the corporate objectives, but they really do. If a

637
00:44:00.039 --> 00:44:05.079
company's brand is really important. For
example, ensuring that vendors are treated well

638
00:44:05.320 --> 00:44:09.360
and that bills are paid on time
can be really important to maintaining that healthy

639
00:44:09.440 --> 00:44:15.280
brand. So just making some simple
connections so each people understand each person understands

640
00:44:15.519 --> 00:44:20.000
how they contribute to the company's overall
objectives. And of course I completely align

641
00:44:20.039 --> 00:44:23.920
with that too with my work and
meaning and purpose as well. We're coming

642
00:44:23.960 --> 00:44:25.760
close to the end of time here, I want to ask you a couple

643
00:44:25.840 --> 00:44:30.800
more things here. Can you just
speak to maybe just a couple ideas about

644
00:44:30.159 --> 00:44:36.280
how to create psychologically healthy leadership.
Yeah, so a lot of this does

645
00:44:36.360 --> 00:44:39.880
come back to recruitment and making sure
that you're really being thoughtful of the people

646
00:44:39.960 --> 00:44:45.239
that you bring onto the team and
ensuring that we talk about values, making

647
00:44:45.239 --> 00:44:49.320
sure that there's values alignment with each
person that joins your team. Skill is

648
00:44:49.639 --> 00:44:52.079
obviously important, but if you want
a cohesive, health, healthy leadership team,

649
00:44:52.119 --> 00:44:57.320
it needs to be people who will
walk the values that you want within

650
00:44:57.360 --> 00:45:00.920
your organization. Leaders are looked to
for those to whom model behavior, so

651
00:45:01.000 --> 00:45:05.559
you want to ensure you bring the
right people on the team and then when

652
00:45:05.559 --> 00:45:09.840
they're there, also supporting them to
ensure that they feel secure in their roles.

653
00:45:10.239 --> 00:45:15.239
And some ways that I've seen this
really work well is having coaching.

654
00:45:15.559 --> 00:45:19.599
Not every leader needs coaching, but
there certainly is times when they're going through

655
00:45:19.679 --> 00:45:24.400
something difficult to maybe trying something they
haven't before, having some outside counsel can

656
00:45:24.519 --> 00:45:30.519
really be helpful. And also for
leadership teams in general, I've seen a

657
00:45:30.639 --> 00:45:37.360
lot of success with facilitation and ensuring
that when a meeting is held, they

658
00:45:37.440 --> 00:45:40.360
come away with powerful results and that
people are connected. And this can happen

659
00:45:40.480 --> 00:45:46.440
much more when there's facilitators helping support
a leadership team to communicate and connect and

660
00:45:46.639 --> 00:45:51.800
create a psychologically safe work environment.
Yeah, helping to steward that that I

661
00:45:51.880 --> 00:45:53.239
do a lot of that kind of
work. I completely agree as a third

662
00:45:53.280 --> 00:45:55.880
party. There's so much that I
can do to help steward that I completely

663
00:45:55.880 --> 00:46:01.199
agree with that. Yeah, we
have a whole chapter about helping to develop

664
00:46:01.239 --> 00:46:05.920
secure leader employee relationships. I just
want to a reference that we can't get

665
00:46:05.920 --> 00:46:07.679
into it at this conversation, but
I want to make sure that our listeners

666
00:46:07.719 --> 00:46:10.719
and viewers know that you've also addressed
that as well. Some really powerful stuff

667
00:46:10.760 --> 00:46:15.880
in there. As you know,
Melody, this show is listening to listen

668
00:46:15.960 --> 00:46:17.880
to by people across the world.
We would like to leave them with.

669
00:46:20.000 --> 00:46:23.760
I think you know, one point
that we touched on already is trying if

670
00:46:23.920 --> 00:46:28.960
there's somebody in your organization that isn't
behaving in a way that you think is

671
00:46:29.119 --> 00:46:31.719
correct for the company, give them
an opportunity. Consider that it may be

672
00:46:31.920 --> 00:46:35.480
because of felt, for one,
something that's happening in their own life,

673
00:46:35.840 --> 00:46:38.559
or maybe they're feeling insecure in that
work environment. And so before you know

674
00:46:38.679 --> 00:46:43.840
deciding that somebody is a poor performer, look around and see if there's something

675
00:46:43.920 --> 00:46:45.559
you can do to support them.
If there may be something that's triggering that

676
00:46:45.679 --> 00:46:50.840
behavior and if the organization can make
a change to help that employee be successful.

677
00:46:51.119 --> 00:46:53.679
I do ultimately believe that we all
have talents and we just need to

678
00:46:53.760 --> 00:46:58.519
be in the right environment to help
that talent come through. Beautiful way to

679
00:46:58.519 --> 00:47:00.840
finish, Meloye, thank you.
I'm so glad I found you now you

680
00:47:00.880 --> 00:47:02.320
are now in the fold and I
appreciate you being connected to you. Thank

681
00:47:02.360 --> 00:47:07.559
you so much for sharing your your
heart, your soul, and your book.

682
00:47:07.840 --> 00:47:09.760
Thank you listeners and viewers. If
you want to learn more about Melody

683
00:47:09.760 --> 00:47:12.800
Pump or her book, you can
go to a couple of places. You

684
00:47:12.880 --> 00:47:15.920
can go to our website, It's
Melody Pump dot com. It's m.

685
00:47:15.000 --> 00:47:20.440
E. L. A. Nie
Pump dot com. But better yet,

686
00:47:20.519 --> 00:47:22.599
go to LinkedIn and look her up
there Melody Pump on LinkedIn. That's the

687
00:47:22.639 --> 00:47:24.920
best way to reach out. Last
week, if you missed the live show,

688
00:47:24.960 --> 00:47:28.719
you can always catch it be recorded
podcast. We were on the ear

689
00:47:28.760 --> 00:47:31.360
with Lorie Van talking about the importance
of stewarding well being in the workplace.

690
00:47:31.880 --> 00:47:36.199
She taught us that many millennials are
especially out to change jobs in search of

691
00:47:36.199 --> 00:47:39.519
employers who care about their well being. Quite an interesting aspect of the workplace

692
00:47:39.559 --> 00:47:43.719
to consider in this employee driven marketplace. Next week, we'll be on the

693
00:47:43.800 --> 00:47:47.320
ear with doctor Woody Woodward talking about
the phenomenon that's perplexing so many companies today,

694
00:47:47.519 --> 00:47:51.639
the great resignation. See you there. Remember that work is at least

695
00:47:51.679 --> 00:47:55.480
a third of our life, So
let's work on purpose. We hope you've

696
00:47:55.599 --> 00:48:00.320
enjoyed this week's program. Be sure
to tune into Working on Purpose featuring your

697
00:48:00.400 --> 00:48:05.960
host, Doctor Elise Cortez, each
week on the Voice America Empowerment Channel.

698
00:48:06.639 --> 00:48:13.800
Together, we'll create a world where
business operates conscientiously, leadership inspires impassioned performance,

699
00:48:14.199 --> 00:48:17.599
and employees are fulfilled in work that
provides the meaning and purpose They crave.

700
00:48:19.360 --> 00:48:21.920
See you there, Let's work on
Purpose.