Is Workplace Toxicity Killing Your Company?

WEBVTT

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What's working on purpose anyway? Each
week we ponder the answer to this question.

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People ache for meaning and purpose at
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provide guidance and inspiration to help usher
in this world we all want Working on

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purpose. Now Here is your host, doctor Elise Cortes. Welcome back to

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the Working on Purpose Program. Thanks
for tuning in this week. I'm your

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host, doctor Release Cortes, joining
you live from Dallas, Texas, which

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is home base for me. Great
to have you if you don't know me

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yet, I'm a management consultant specializing
in median purpose, organizational mega therapist,

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inspirational speaker, social scientist, and
author. My team and I help companies

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discover and articulate their purpose to thread
it through culture and operations. We work

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with forward thinking or forward reaching organizations
to develop inspirational leaders who create cultures where

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people actually want to come to work
and do their best, and we provide

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programs like the Grab Your Gusto that
enable individual team members to discover and unleash

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their passionate purpose at work to catalyze
fulfillment, engagement, and productivity. You

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can learn more about us and how
we can work together at aliscortes dot com.

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With us today is Melanie Pump.
She's the author of detos Managing Insecurity

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in the Workplace. She is also
the chief financial officer of brain Capital,

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a trusted independent partner for digital asset
custody. Today we'll be talking about the

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problem of toxicity in the workplace,
how toxicity impacts organizational performance, and what

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leaders can do to create a psychologically
safe workplace. Melanie joins us today from

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Toronto, Ontario and Canada. Melanie, Welcome to Working on Purpose. Hello,

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thanks so much for having me,
so welcome. I'm so happy to

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know you. We had to reschedule
around some of some COVID matters and you

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were so worth the wait. Well, thank you very much, thanks for

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rescheduling. Absolutely absolutely, So let's
start this conversation talking about where your book

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actually came from your own experience.
Of course, the best teacher that we

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could possibly have, and you talk
about in the book how you started,

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you know, really living on the
streets and your teams got into drugs.

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Your first employer was really supportive of
you going to get a bachelor's program.

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Then other employers along your way towards
your C state experience were not so supportive.

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So say a little bit more about, you know, just where this

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book came from and why you felt
like you needed to write it. Yeah,

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So now my childhood comes into it
in two places there. My family

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actually went bankrupt when I was very
young, and that's where it sort of

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sent off into turmoil and how I
ended up in that lifestyle for a short

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period of time. But during that
time I felt deep insecurity, as one

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would when they didn't didn't have a
home, and weren't sure what direction their

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life was going to go. You
know. Fortunately, I woke up and

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I realized that I had the power
to make change in my life, and

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I managed to get a job actually
working as a receptionist in an environmental engineering

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firm, and honestly, really by
luck, I fell into an environment where

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there were really supportive leaders who saw
the potential in me, even though at

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that point I didn't even have my
high school graduation. I didn't know what

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direction I wanted to go, but
they saw that I was smart, and

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they helped me build my confidence and
go back to school ultimately to get my

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bachelor's degree and my accounting designation,
which is what led me on this path

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to become a CFO. So there's
two things that I really saw there.

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For one, I can really identify
when people do feel insecure in the workplace

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because I understand it. But I
also really see the power of a healthy

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work environment because I could still be
at that receptionist desk if I had fallen

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into a work environment that was actually
toxic, that didn't help me build that

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confidence, and that really changed my
life. And then seeing later the contrast

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of these unhealthy workplaces and how it
keeps people hiding within themselves. It is

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part of what lit the passion to
write this book and my message out there,

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you know, and the work that
I get to do. Melody.

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I've developed a sense of being able
to really quickly spot, you know,

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people's superpowers, and you clearly have
a sensitivity intelligence as well that was probably

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incredibly refined, you know, and
molded in your personal experiences, right,

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you just have this ability to sense
things on a really deep level, both

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for the good stuff as well as
the bad stuff. Yeah, I think

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there's some real truth in that,
because especially if you if you grow up

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in some threatening environments, you learn
to be attuned to what's happening around you

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and what's happening and the people around
you. So I, you know,

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I would like to think I've taken
that and turned it into some good because

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it's made me more perceptive in my
work environments and also to really understand what

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my employees need as well to be
a more empathetic leader. M part of

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the gift of life, however,
it serves it up to us, right,

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how we can equally uniquely see things. So one of the things that

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you do in your book, which
I really appreciated, as you know,

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of course I read your book cover
to cover, is I do for all

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my guests that's your part of my
learning journey. Is you've got a very

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specific distinction in how you define insecurity
that I think is interesting. Here would

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you speak to that? I think
that it's compelling. How you Yeah,

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do you want me to read that
definition? Yeah? Yeah, yeah,

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So I defined it. So my
definition of insecurity is a feeling of danger

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or vulnerability a feeling that our mental
or physical state is at risk, and

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the feeling may be rooted in a
lack of confidence in our abilities, uncertainty

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about our future, or the perception
of threats in our environment. And I

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chose to put it that way because
I think it's actually important to draw the

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comparison between feeling physically insecure and feeling
mentally or psychologically in scare psychologically unsafe,

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because there really are similarities in the
way that we that we react like.

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We will stand back, both physically
and mentally if we feel that we're if

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the en is insecure and we feel
at risk. So I do try to

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point that out a few times in
my book, is that there are real

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comparisons and we can't always control if
we feel unsafe, whether it's mentally or

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physically, we'll react with defense mechanisms. The listeners and viewers, as you're

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listening to this conversation, I want
you to pay attention to really what she

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is. She's adding distinction too,
because I think that many people don't recognize

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that one they are in a toxic
environment, or two that they, as

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a leader, are actually contributing to
a toxic environment. So pay attention to

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how she starts to distinguish this stuff. It's pretty pretty fascinating thing. So

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the next thing that you talk about
that I think is really interesting, says,

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right now we're talking about the problem
of toxic work environment, so really

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distinguishing that for our listeners and viewers. And you say a toxic work environment

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is not damaging to employees alone.
You say, you passionately believe that as

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it stands, many corporate leaders are
doing a disservice to employees, businesses,

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and investors by tolerating harmful conduct in
the workplace and accepting unhealthy work environments.

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Yeah. So, and this comes
from having seen in work environments that leaders

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too often accept behaviors that are actually
damaging and create toxicity in the workplace.

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And where I've seen this most often
occur is where let's say it's a high

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it's a high performer, so it's
somebody that is perceived as adding value to

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the organization, so it's sort of
let go that they're alto that they're damaging

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their coworkers or creating toxicity in the
environment. Or it can be in an

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organization that is actually doing well financially
and maybe even beating their targets. So

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it gets overlooked that there's this toxicity
in the environment. But what is what

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is not being seen is that employees, all of your employees won't won't breach

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their full potential if an environment is
toxic. So even if you have one

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high performer who is doing really well, everybody around them isn't reaching their full

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potential and you may actually be losing
some other high performers who don't want to

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work in that kind of toxic work
environment. So really, no matter how

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high somebody's performance is, it's not
worth the impact that they have broadly across

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the organization. I have been brought
in organizations many times because there's a problem

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child and you know, let's bring
in the consultant to relay the message,

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because oftentimes the leadership team doesn't feel
capable of doing that or is afraid of

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that person, right, And it's
just it's it's really, it's really a

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problem, and to your point,
it needs to be addressed so you're not

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running off perfectly other great talent or
for customers for that matter, right,

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and or damaging the reputation of the
business as well, so you don't even

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get the opportunity to hire other really
high performers that you would love to have

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on your team, but they don't
apply because they've heard about the environment exactly.

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And so then that also then speaks
to the next thing that is important

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to talk about is you know,
this just comes right into it. As

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you say, when people are afraid
to speak up, maybe they're around somebody

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who's toxic like this, they feel
insecure. Of course, issues are not

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addressed, right, so the real
stuff doesn't actually come to the surface,

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and the real opportunities, the real
problems don't really get addressed. And you

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say that some of the consequences of
this are lower productivity, lack of innovation,

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limited succession planning, limited collaboration,
lost opportunities, reduced towareness of organizational

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issues. So you know, there's
just so much. There's so many things

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that are problematic with a toxic environment. And I love that we're here helping

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our leaders, especially during the Great
Resignation when people are fleeing out the doors.

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There's probably some things going on there
that are contributing to that, not

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just better jobs around the corner.
Yeah, I agree. I mean,

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it really does seem like the pandemic
has given people an opportunity to take a

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look at what was working in their
life before and what isn't. And some

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don't want to go back to potentially
the environments that we're toxic. But as

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you say, it has broad impacts
across the organization. You know, innovation

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is so important in having a successful
business today, and if you have an

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environment where people are afraid to throw
out ideas or ask questions, that's really

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going to stunt the growth and the
innovation of the business, no question.

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I've seen it many many times in
my twenty five years that I've worked in

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the human capital I have seen it
many times over. When you walk into

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an organization, you can feel that
fear. Right. It's just that people

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are standing there. They're rigid in
their postures, and they're literally clinching their

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lips. You can see it's all
right there exactly and not interacting. I've

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had the exact same experience. If
you walk through an office that has a

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toxic work environment, people don't greet
you, They avoid making eye contact.

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That's a very very real thing,
and often people don't even know they're doing

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it. This is one of the
instinctive reactions to protect ourselves when we feel

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insecure in the workplace, we start
to limit our social interaction and we just

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don't engage. Yeah, and you
know, of course, one of the

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things that I find really interesting in
the work that I do is that,

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you know, I do work with
some really strong personalities. These people got

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to where they are because they have
some strength and some stamina, some resilience,

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you know, and and a lot
of them when not they founded companies.

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You know, that's just not for
the faint of heart, and they

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don't know how sometimes to move that
energy else, you know, to it

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to a different tenor if you will, with people. And I work with

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this all the time, so you've
experienced first firsthand from your own experience,

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and of course I know in your
various leadership positions you cycle through other companies

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that it was present for you too. Yeah, certainly. And although there

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is something between having a strong personality
and being toxic, like you know,

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leaders can learn to that absolutely and
and to be to be strong and be

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a powerful leader, but do it
without without diminishing others. There's definitely a

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way that that those can live together. Yeah, And at least one component

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of that, of course is adding
you know, at least some semblance of

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a layer of emotional intelligence. Right, So of course understanding your impact,

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because I think many leaders don't.
I don't realize the impact that it has

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if they have an outburst or or
speak really negatively to their teams. Right

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when you're the big guy or gal
on stage, you know your words carry

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a really big impact. That's why
I situated. What I said to the

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listeners the viewers at the beginning is
pay attention to this is might be happening

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in your organization, right, you're
not aware of it. So yeah,

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and you've reminded me of you know, one thing I do talk about in

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the book is jackal and hide.
And sometimes there's leaders who are eighty percent

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of the time really really great with
their teams and values align and they're supportive,

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but then ten twenty percent of the
time they're unpredictable, they fly off

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the handle. And then that ten
to twenty percent can actually be more damaging

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than if the person was just in
a bad mood all of the time,

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because when people don't know what to
expect from from their leader, and they

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know they could be lashed out at
any time, that leaves them walking on

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eggshells and that's an extremely uncomfortable environment
for employees to be in. Yeah,

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I have been those environments. Is
awful, terrible for your health as well.

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And that gets us to this next
bit here, which really I found

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terribly flooring. You say that you
share that. In a twenty nineteen survey

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done by Robinson, they found that
ninety percent of the respondents had to experienced

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workplace bullying, and thirty nine percent
of those were bullied by a coworker,

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not a direct boss. Bullying is
a real problem in the world today.

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Yeah, it really is. And
I think this is partially also, you

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know, people not realizing the impacts
that they're having at aus. Some people

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don't even realize that they're bullying their
coworkers, or they're you know, being

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passive aggressive or using language that is
you know, it really is hurtful to

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people or shuts them down. I
think it happens a lot more than we

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realize. I think so too,
Thanks so to. This is so important.

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We're talking about this. Let's grab
our first break. It goes by

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so fast. I'm Alice Cortez,
your host. We've been on the air

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with Melanie Pump, the author of
Detox Managing insecurity in the workplace. We've

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been talking about the problem of toxic
work environments. After the break, we're

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going to get into how toxicity impacts
organizational performance. Stay with us, we'll

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be right back. Doctor Release Cortes
is a management consultant specializing in meaning and

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purpose and inspirational speaker and author.
She helps company's visioneer for greater purpose among

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stakeholders and develop purpose inspired leadership and
meaning infused cultures that elevate fulfillment, performance,

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and commitment within the workforce. To
learn more or to invite Elise to

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speak to your organization, please visit
her at elisecortes dot com. Let's talk

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about how to get your employees working
on purpose. This is working on Purpose

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with doctor Elise Cortes. To reach
our program today or open a conversation with

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

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to working on Purpose. Thanks for
sting with us. Before we get back

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into the program, I'd like to
invite you to check out my book that

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I brought out in November of twenty
It's called Purposelygnited. How Inspiring Leaders ignite

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passion and elevate Cause. It's on
Amazon. I wrote that book to awaken

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read to their passion and purpose and
help transform them into inspirational leaders who enliven

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in the workplace and elevate the contribution
of business to all at stakeholders. Hope

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you'll check it out with us.
Today is Melanie Pump. She is the

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chief financial officer of Brain Capital,
a trusted independent partner for Digital Asset Custody,

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and she's also the author of Detox
Managing Insecurity in the Workplace on Your

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Houset Doctor Release Cortes. So for
this next section here, Melanie, I

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wanted to talk about again how toxicity
impacts the organizational performance as we do.

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I wanted to get into something that
you really distinguished quite nicely. I've never

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seen this done this quite this way
that you do. But you say,

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if we sense a threat that could
be psychologically harmed by a person, environment,

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or situation, we will put up
defenses and often unconsciously to protect ourselves.

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These defenses, unfortunately, can themselves
be toxic, such as avoidance or

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passive aggressive behavior. And you say, in fact, this is how the

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work environment itself often becomes toxic.
Toxicity may begin from only one employee's conduct

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the toxicity spreads throughout the workplace.
Due to the protective behaviors that an initial

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employees conduct, elicits from others,
everyone in the environment will tends to threats

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and feelings of insecurity will increase.
That is so powerful to recognize that a

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singular person in the organization can kick
off this whole store. Yeah, and

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it's really been my experience, as
we already touched on earlier, When we

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feel insecure, our defense mechanisms kick
in to protect us, but often like

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one another defense mechanism actually, which
isn't mention there is actually defensiveness in itself.

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If people are in a work environment
and they feel insecure, anytime they

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get feedback, anytime somebody comes to
give them new information, their natural position

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is going to be closed and defensive. And that really is going to reduce

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collaboration, reduce social interaction across the
organization because nobody wants to go and talk

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to somebody who is defensive. Same
thing, you know, as you mentioned

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there, passive aggressiveness. If we
feel insecure, passive aggressiveness is when we're

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fearful of speaking directly. That's when
you use that. So if you're in

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an environment and you've you know,
you've been shamed or hurt when you've thrown

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out an idea or given an opinion. You're going to stop doing that directly

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and instead you may do something like
if you don't support something an initiative,

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you may act like you do,
but then drag your feet to actually progress

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it forward, to do the responsibilities
you have under that. All of those

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kind of behaviors can create conflict between
coworkers because they may think somebody is just

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being lazy, when really that person
is using a defense mechanism. So all

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of this can create a kind of
toxic soup where people can start thinking negatively

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about each other when really everybody is
just in a protection mode. So again,

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listeners and viewers, as you're listening
to this, if you recognize this

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in your environment, right, maybe
you've got people that are dragging if they

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said, you know, they get
back what you want to response, but

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maybe they're not. Maybe that's an
opportunity to go over there and see,

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maybe really just in a one to
one conversation what's going on here and in

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an opening, inviting way. And
that's just another point on that actually is

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because the other thing that will happen
is if people don't know how to do

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something in that environment, they're also
much less likely to speak up and ask

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for help. So again, they
may take longer to do things, or

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they may even avoid doing things because
they're afraid of doing them because they don't

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know how and don't want to say
so. As you say, if you

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see somebody in your environment who isn't
doing something you expect them to be doing,

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rather than just assuming it's because they're
being lazy, definitely no ask.

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It may be that they just never
done it before and could really use support,

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but are afraid to put up their
hand and ask for it. So

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so important, it's so so important. We sort of touched on this in

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the last segment here, but I
wanted to go into more detail on some

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of these. Here you talk about
how when people are afraid to speak up

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and they feel insecure, that of
course issues aren't addressed. And so let's

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talk about how some of those kind
of manifest because this segment is really talking

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about how it impacts organizational performance,
so lower productivity. You start to mention

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that so people don't know what they
need to do because they don't feel comfortable

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asking for direction. That's one how
well is lower productivity. Well, even

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when we feel insecure, we tend
to be really distracted because you're focused on

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confecting yourself more than you are actually
your task. I mean, if you

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think about it, if you've been
reading something and your mind keeps on getting

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distracted by the fact that you're worried
about your boss coming to shame you or

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say something you ever get mad at
you, you're going to keep losing focus

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on that task. Yeah. One
of the other things we talk I talk

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about here is the limitation on succession
planning because from ployes to be ready to

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grow their career and take promotions,
they need to have been open to learning

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and trying new things. And in
an environment where people don't feel safe,

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they're really going to limit that because
it's risky putting yourself out there and trying

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something new. You also talk about
limited collaboration. I suppose if people aren't

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feeling secure, they're not going to
have the open mind or the heart to

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work with others as much. Definitely, I mean that the reality is sometimes

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people can say and do things that
hurt us, and if we already feel

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in an insecure state, we're just
going to put up a barrier and limit

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the interaction so that there's lower risk
of something happening that's just gonna you know,

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damage our sense of security even further. You also talk about just to

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reduce awareness of organizational issues. Right, so people aren't going to speak up.

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I'm not going to bring that up. I'm not going to tell the

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boss what's going on here. I
don't want to get my head chopped off.

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Absolutely, we learn quickly if if
we've seen whether ourselves or we see

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somebody else get shut down because they
raise the problem, people are just going

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to stop stop doing it, and
that's really damaging to a company. Leaders

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need to know when something isn't working
or if something have failed or mistakes have

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been made. That can actually,
you know, that can end a company

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in bankruptcy if if the leader isn't
finding out when things are not going well.

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M h. Yeah. And this
this next bit here that I want

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to talk about, I find this
really really fascinating. Melody. So,

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you know, you're talking about insecurity
talks. You're talking about insecure and toxicity.

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But the insecurity piece I thought was
fascinating. You talk about how it

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can diminish our natural tendency silencing extroverts
and hindering otherwise great communication and collaborators.

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And you say, the instinct is
to protect ourselves. To protect ourselves can

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cause us to hide and acting ways
that don't reflect who we really are.

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Will we aren't ourselves and driven by
defense mechanisms, working relationships can be damaged

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or it can be difficult to establish
relationships at all. Yeah, and you

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know this partially comes from my own
personal experience. You know, I am

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naturally an extrovert. I really like
interacting with others and being part of a

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team. But when I was in
a really highly toxic work environment, I

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saw myself shutting down. I wasn't
able to be that the same type of

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leader that I usually was because I
went into that protective most and use my

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defense mechanisms. And then I started
seeing the same thing in those around us.

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People were just so reluctant to extend
themselves that people who are who really

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naturally work communicators weren't able to use
those skills because that their protective instinct was

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overpowering it. Mm hm. So
with that, when I translate what you

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just said their melody, what that
says to me is that instead of getting

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a bright and shine on hundred percent
of a person, you get maybe fifty

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percent or four percent exactly. People
will not reach their full potential in that

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environment. And the very reason somebody
that you may think you're hiring somebody,

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the environment could could diminish that m
you know. And of course what do

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I stand for is championing people to
become their highest, best possible selves.

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And a great place to do that
is at work, right, It's a

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it's a playground, and so your
message is just so important and a great

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tool to be able to help develop
first gain insight into what's going on in

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organizations, what to pay attention to, and then of course what how to

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address that. So you also talk
about how high levels of insecurity can elicit

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conduct that shuts down the sharing of
information. Right, So if people don't

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feel safe to share, or you
create anroment where it's so toxic that you

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kind of need to show your best
value in order to feel like you can

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keep your job, you might,
you know, be doing one upmanship against

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your very colleagues that you're trying to
collaborate with, right exactly, because we

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all, you know, many of
most of us, we need our jobs

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to look after our families, and
so if you sent a danger in an

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environment, you know, it can
cause people to be selfish and look out

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for themselves rather than creating that supportive
environment where each coworker is looking out for

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one another, you know. And
the danger of this too is when you

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have a toxic environment like this,
people also don't speak up about actually being

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bullied if they if they're fearful of
repercussions. Bullied may actually be able to

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go on for a very long time
within an organization without it being spoken about.

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And really it can really be detrimental
to the company, as good employees

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are going to leave and those who
do stay are going to have much lower

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productivity than if they were in a
healthy environment. I think it would be

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helpful at this point mean for us
to maybe give a little more structure on

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just what we mean by bullying,
you know, talk to us a little

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bit more about how we recognize that
bully. What does that look like.

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Yeah, and there's there's some real
obvious ones. I mean, somebody who

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is shaming of their employees and doing
so publicly, so somebody doesn't meet expectations.

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Of course, it's not bullying to
give somebody feedback and let them know

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how they can improve. That's actually
a highly supportive leader. But somebody who

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does so in a way that is
shaming the employee and also potentially does that

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publicly so the employee can feel diminished
in the eyes of their coworkers. That

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is really bullying type behavior. Also, micromanaging can rise to can be a

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contributor to bullying because if somebody is
always on top of their employees and not

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demonstrating trust, so you know,
messaging them all the time, calling them,

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getting frustrated when they're not at their
desk, for example, so the

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employee feels like they're sort of bound
and have to do everything exactly as their

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leader wants. That can actually be
a form of bullying because the employee will

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become very and secure feeling that they're
not trusted and that they need to do

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everything a specific way or it might
result in this shaming that can happen.

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And of course, you know,
just just using toxic behaviors like like yelling

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at people can can be extremely dysfunctional
and really damaging to an employee's performance and

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is bullying. There's no reason for
there to be yelling in the work environment.

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A couple of things come to mind
as you've been talking, Melanie.

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One, as I said, I've
worked with I've had people call me and

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say, Gosh, I really need
your help. I've got this one employee

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and gosh, you know, just
just causes everybody to have the hair and

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their next stand up, and I
don't know what to do about it.

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And so part of what I've discovered
is that what part of what contributes to

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the problem I think, and I'd
love for you to weigh in on this,

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is people don't know how to communicate
that that behavior is not acceptable.

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So we haven't learned how to address
that hard, big elephant in the room

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problem. I think that's one thing, right and and and therefore we haven't

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we haven't communicated that it's not it's
not won't be tolerated, and that there

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are consequences to it. Yes,
would what would you say to Tom?

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So there's a couple issues there,
Like For one, I think in general,

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it's difficult giving feedback. It's difficult
going into everybody that their behavior is

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damaging potentially damage to the work environment
and their co workers. So so I

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think a lot of people avoid giving
that kind of feedback and the danger in

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that is that, like I said, sometimes people don't realize, like if

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somebody doesn't have a high level of
emotional intelligence, they may not realize that

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their behavior actually is damaging to people. Right environment, we really do need

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to be giving that kind of feedback
and actually giving people an opportunity, so

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even out of kindness, giving the
person using that behavior the opportunity to correct

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it. They may they may not
know. And also, you know,

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then this also ties back to organizations
having really clear values and ensuring that they

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live by them, and when behaviors
are outside of that value system, that

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there are repercussions or feedback. Given
many organizations have values, they just sort

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of go up on a wall and
there really isn't any work putting in to

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ensure that they're lived in the company. But that is a clear way to

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demonstrate to people what behavior is acceptable
within the company and what isn't is highlighting

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those values and showing what that looks
like and what it doesn't. You brought

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up something really important that I want
to drill down on just for a second

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here a little bit further, and
that is that thing about being it's hard

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to give, you know, feedback, especially constructive feedback when when something's not

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going well, it is hard to
do that. And the best way to

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prepare for that is to is to
develop competency, which is training and practice.

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Right. I've had the tremendous privileged
melany over the years to work with,

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you know, in my leadership programs, invariably I'll be working one and

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with the leaders as well to give
them some coaching too. And I work

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with some amazing leaders over the years
have told me stories that when they've given

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feedback to employees, especially employees that
we're demonstrating, you know, destructive behaviors

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that were actually could be career limiting
that you know, here they are ten

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twenty years into their career. These
people and this manager has had developed the

407
00:28:18.920 --> 00:28:22.319
ability to be able to communicate tough
stuff, and they deliver this message.

408
00:28:22.359 --> 00:28:25.240
It says, you know, here
are the things that are derailing you.

409
00:28:25.359 --> 00:28:26.640
This is what's getting in the way
of you being promoted, et cetera.

410
00:28:26.720 --> 00:28:30.359
And this person is ten to twenty
years in their career, and they'll say,

411
00:28:30.839 --> 00:28:34.200
you are the first person to ever
tell me that. So everybody else

412
00:28:34.279 --> 00:28:40.079
gave us a pass, which is
not a service anybody, no, And

413
00:28:40.200 --> 00:28:41.960
I agree but I've seen the same
thing. I mean, it's actually quite

414
00:28:42.079 --> 00:28:47.079
rare to see a performance review that
has, you know, truly constructive feedback

415
00:28:47.160 --> 00:28:49.359
in it. We in general,
you know, we seem to have a

416
00:28:49.400 --> 00:28:53.720
hard time giving that. And I've
thought in my head around it by realizing

417
00:28:53.799 --> 00:28:57.680
that that is how you help people. You're not knowing somebody if you don't

418
00:28:57.680 --> 00:29:02.680
give them feedback that can help them
improve their performance. And it doesn't have

419
00:29:02.799 --> 00:29:06.240
to be negative, like, as
long as you can feedback with the best

420
00:29:06.279 --> 00:29:08.720
of intentions and doing it in a
way that's supportive, it actually doesn't have

421
00:29:08.880 --> 00:29:14.839
to land negatively if you can develop
that a trusting relationship with your employees.

422
00:29:15.079 --> 00:29:18.319
Yeah, the intention is so important, right, They will smell your intention

423
00:29:18.400 --> 00:29:22.359
before they ever hear your message.
Yeah, agreed. Yeah, so that's

424
00:29:22.359 --> 00:29:26.400
such an important thing to bring home
here as we talk about you know,

425
00:29:26.519 --> 00:29:29.880
insecurity in the workplace, toxicity in
the workplace, being able to develop you

426
00:29:29.960 --> 00:29:34.240
know, good communication, trust,
emotional intelligence, all these things can make

427
00:29:34.279 --> 00:29:37.160
such a difference. And then really, if we can borrow a little bit

428
00:29:37.240 --> 00:29:41.039
of your sensitivity intelligent to be aware
of what's going on in the organization,

429
00:29:41.559 --> 00:29:47.240
listen and feel the vibe, what
makes such a difference. Yeah. Absolutely,

430
00:29:47.279 --> 00:29:49.640
And you know it's not easy,
like it is difficult today. We're

431
00:29:49.720 --> 00:29:53.440
all under so much pressure and busy
and as leaders, it can be difficult

432
00:29:53.480 --> 00:29:56.880
to not become you know, have
those blinders on so you don't see but

433
00:29:57.559 --> 00:30:02.160
tying it back to the overall ormasy
your team and realizing that if you do

434
00:30:02.279 --> 00:30:04.559
those things and you develop those relationships, your team will actually perform better.

435
00:30:07.440 --> 00:30:11.240
Absolutely. On that note, let's
throb our last break. I'm Elise Cortez

436
00:30:11.240 --> 00:30:12.680
your host. We're going it on
the air with Melanie Pump. She's the

437
00:30:12.720 --> 00:30:18.319
author of Detals Managing Insecurity in the
Workplace. We've been talking about the how

438
00:30:18.440 --> 00:30:22.720
toxicity impacts organizational performance. After the
break, we're going to get into how

439
00:30:22.759 --> 00:30:26.079
can we actually create a psychologically safe
workplace. Stay with us, we'll be

440
00:30:26.200 --> 00:30:32.759
right back. Doctor Elise Cortes is
a management consultant specializing in meaning and purpose

441
00:30:33.200 --> 00:30:38.039
and inspirational speaker and author. She
helps companies visioneer for greater purpose among stakeholders

442
00:30:38.359 --> 00:30:45.039
and develop purpose inspired leadership and meaning
infused cultures that elevate fulfillment, performance,

443
00:30:45.279 --> 00:30:51.079
and commitment within the workforce. To
learn more or to invite Elise to speak

444
00:30:51.119 --> 00:30:56.039
to your organization, please visit her
at elisecortes dot com. Let's talk about

445
00:30:56.079 --> 00:31:07.200
how to get your employees working on
purpose. This is Working on Purpose with

446
00:31:07.319 --> 00:31:11.200
doctor Elise Cortes. To reach our
program today or open a conversation with Alise,

447
00:31:11.599 --> 00:31:18.880
send an email to Alise Alise at
elisecortes dot com. Now back to

448
00:31:19.039 --> 00:31:25.599
working on Purpose. Thanks for stating
with us. Welcome back to working on

449
00:31:25.759 --> 00:31:26.920
Purpose. One of the bit of
news I want to share with you before

450
00:31:26.920 --> 00:31:30.119
we get back into the program is
the indulogy that I've been curating has just

451
00:31:30.200 --> 00:31:34.119
been really slash fall. It's a
collection of twenty five stories from women across

452
00:31:34.160 --> 00:31:37.559
the world who share their intimate stories
of finding their purpose and what they're now

453
00:31:37.680 --> 00:31:41.319
doing to serve from it. I'm
so proud of it i could bust.

454
00:31:41.559 --> 00:31:44.960
It's called Passionately Striving and Why,
an anthology of women who purse remindily to

455
00:31:45.039 --> 00:31:48.319
live their purpose. It's on Amazon
and now I'm out there on the hunt

456
00:31:48.400 --> 00:31:51.440
for men to share their stories.
If you know anyone who has a story

457
00:31:51.480 --> 00:31:53.440
about discovering their purpose and serving from
it and happens to be of the male

458
00:31:53.519 --> 00:31:56.839
variety, I'd love to hear from
you if you're just joining the program.

459
00:31:56.920 --> 00:32:00.359
My guest is Melanie Pump. She's
a chief and officer of Brain Capital,

460
00:32:00.440 --> 00:32:06.400
a trusted independent partner for Digital Asset
Custody, and the author of Detox Managing

461
00:32:06.440 --> 00:32:09.440
Insecurity in the Workplace. I'm your
host, doctor Alice Cortes. So for

462
00:32:09.559 --> 00:32:13.640
this next segment here, let's let's
I always like to be able to end

463
00:32:13.680 --> 00:32:15.359
on a high note and also give
some tools to be able to address what

464
00:32:15.400 --> 00:32:19.359
we've been talking about. So now
we're going to focus on some ways to

465
00:32:19.440 --> 00:32:24.680
create a psychologically safe workplace. So
let's talk through a few of them first.

466
00:32:24.759 --> 00:32:28.720
Here, I've got a list of
easily six or seven that I want

467
00:32:28.759 --> 00:32:31.400
to at least get you to address. The first one of courses betoned from

468
00:32:31.440 --> 00:32:36.599
the top is important, yes,
and you know we've all heard that before,

469
00:32:36.720 --> 00:32:39.039
but I you know it's worth mentioning
again because it is so critically important.

470
00:32:39.920 --> 00:32:44.240
The leader at the top of the
organization believing in the power of a

471
00:32:44.319 --> 00:32:50.039
healthy work environment and understanding how that
will actually help the business grow and reach

472
00:32:50.119 --> 00:32:54.359
success is critically important because what they
do their behaviors sets the tone for the

473
00:32:54.400 --> 00:32:59.240
whole organization and flows down. It's
just like we talked about, you know,

474
00:32:59.359 --> 00:33:04.480
tox city spreads toxicity. Positivity spreads
positivity as well, and if you

475
00:33:04.599 --> 00:33:07.880
have that coming down from the very
top of the organization, it's really going

476
00:33:07.920 --> 00:33:13.960
to be powerful for the organization.
I totally agree with that. I like

477
00:33:14.079 --> 00:33:16.759
this one a lot. You talk
about the importance of accepting and even celebrating

478
00:33:16.880 --> 00:33:22.240
failures, bad ideas, and mistakes. I completely agree with that. Yeah,

479
00:33:22.640 --> 00:33:25.480
exactly, because what we don't want
is an environment where people are afraid

480
00:33:25.519 --> 00:33:29.880
to put up their hand when something's
gone wrong, or afraid when they have

481
00:33:30.960 --> 00:33:34.319
to say an idea when they have
one. You know, ultimately, sometimes

482
00:33:34.799 --> 00:33:37.799
really really amazing ideas start out is
really bad ideas. So you want an

483
00:33:37.880 --> 00:33:42.279
environment where people are comfortable on bringing
those up, so, you know,

484
00:33:42.480 --> 00:33:45.000
and one of the most powerful ways
to do this is for leaders themselves to

485
00:33:45.079 --> 00:33:49.200
talk about their own mistakes and even
you know, some of the areas of

486
00:33:49.240 --> 00:33:52.359
weaknesses as well, you know,
showing it is okay to be vulnerable.

487
00:33:52.319 --> 00:33:55.680
Often. You know, a founder's
story, for example, could have mistakes

488
00:33:55.680 --> 00:34:00.599
that happened along the way before they
found success. So building those kinds of

489
00:34:00.680 --> 00:34:04.839
things into the story is a really
good way of demonstrating that the organization knows

490
00:34:04.920 --> 00:34:07.599
that sometimes you need to make a
mistake in order to ultimately find success.

491
00:34:08.079 --> 00:34:13.599
So ways that a company can show
that and demonstrate it to their team can

492
00:34:13.679 --> 00:34:16.239
really shift a tale. So people
start to realize that it's okay if they're

493
00:34:16.320 --> 00:34:20.599
If they're not perfect all the time, none of us are not even any

494
00:34:20.679 --> 00:34:24.639
leader. Yeah for sure. Then
another another piece of advice that you offer

495
00:34:24.760 --> 00:34:30.320
is to value diversity and to promote
an inclusive environment. Yeah, because the

496
00:34:30.360 --> 00:34:34.960
sense of belonging is so important for
us to feel insecure. If somebody feels

497
00:34:35.000 --> 00:34:37.559
like they're not part of the you
know, the right group, or didn't

498
00:34:37.599 --> 00:34:40.559
go to the right school, or
doesn't have the right pedigree, that's just

499
00:34:40.639 --> 00:34:44.639
going to that's just going to make
them feel insecure in the environment. And

500
00:34:44.800 --> 00:34:47.239
any form of insecurity, whether it
comes from something in our past or something

501
00:34:47.320 --> 00:34:52.039
that we're actually doing with our job, can start to build up those defense

502
00:34:52.119 --> 00:34:54.480
mechanisms. So we want to ensure
there's a sense of belonging in that nobody

503
00:34:54.519 --> 00:34:59.880
feels excluded in the workplace. Mm
hmm. My next one, I've really

504
00:35:00.039 --> 00:35:04.679
got some energy around you talk about
the importance of modernizing the human resource function.

505
00:35:04.960 --> 00:35:08.559
Yes, please stat yesterday please.
And and I've seen the you know,

506
00:35:08.639 --> 00:35:15.639
so I've worked in organizations with with
where they really prioritize the HR department.

507
00:35:15.679 --> 00:35:19.199
Of course, nowadays we call it
people in Performance or various other things,

508
00:35:19.280 --> 00:35:22.440
but most of us still recognize it
as HR. But it is so

509
00:35:22.599 --> 00:35:27.880
important. And if an organization doesn't
invest in their HR team, that is

510
00:35:28.000 --> 00:35:31.480
essentially sending a message to the company
that that people don't matter, that they're

511
00:35:31.559 --> 00:35:37.599
not prioritizing the culture. Certainly,
not every organization is of the size where

512
00:35:37.639 --> 00:35:40.719
they can have an HR department,
but you can still have somebody that is

513
00:35:40.840 --> 00:35:46.039
responsible for the culture and ensuring that
employees feel valued, and having a leader

514
00:35:46.079 --> 00:35:52.920
at the table whose priority the culture
is is critically important. Yeah, and

515
00:35:52.000 --> 00:35:55.559
I want to distinguish you know what
I what I mean by this too,

516
00:35:55.760 --> 00:36:00.639
is you know, you're not just
a focus on prosys and procedures, but

517
00:36:00.840 --> 00:36:05.800
what is the heartbeat of the organization. How are you stewarding the culture of

518
00:36:05.840 --> 00:36:08.199
the organization, not writing people up
for you know, when they make a

519
00:36:08.239 --> 00:36:13.280
great kind of thing. Yeah,
I think that's the right. So I

520
00:36:13.320 --> 00:36:16.480
want to make sure that we that
you understand what we mean by by modernizing

521
00:36:16.519 --> 00:36:20.639
the HR function because it may not
be it's not your space. There's the

522
00:36:21.000 --> 00:36:23.239
and it still does exist in many
companies today, that sort of old school

523
00:36:23.880 --> 00:36:30.079
HR where the HR person was only
responsible for hiring and firing and filling out

524
00:36:30.159 --> 00:36:34.679
documentation that changes along the way,
whereas today, you know, in a

525
00:36:35.079 --> 00:36:39.559
modern human resource department, the human
resource employees are responsible for helping leaders grow

526
00:36:39.840 --> 00:36:45.400
and ensuring the organization is structured properly
and that they're maximizing and helping employees reach

527
00:36:45.440 --> 00:36:49.760
their full potential. Yeah, that's
a great way to distinguish a MELI.

528
00:36:50.440 --> 00:36:52.960
And then this next one that you
talk about, which is critical here,

529
00:36:52.280 --> 00:36:59.840
establishing a process to address harmful behaviors
really important because you know we're going to

530
00:36:59.880 --> 00:37:05.519
come up right, ladies, y
right, because even even the best people

531
00:37:05.719 --> 00:37:08.960
sometimes can all of a sudden start
displaying harmful behavior. Like I do talk

532
00:37:09.000 --> 00:37:12.800
about this in the book. You
know, things happen in life where all

533
00:37:12.800 --> 00:37:16.119
of a sudden, we're not sleeping, and therefore our temper our views becomes

534
00:37:16.239 --> 00:37:20.920
really short. And if somebody doesn't
let you know, if your leader doesn't

535
00:37:20.960 --> 00:37:22.280
let you know, you may not
be aware. As we've talked about of

536
00:37:22.400 --> 00:37:25.880
the impact that can be having on
your on your coworkers. So you know,

537
00:37:27.000 --> 00:37:30.800
addressing harmful behaviors doesn't have to mean
that somebody is given a reprimand and

538
00:37:30.880 --> 00:37:34.280
let go. It can just mean
that you're in an organization where it becomes

539
00:37:34.440 --> 00:37:37.719
normal to give feedback when somebody is
using a behavior that is not healthy for

540
00:37:38.039 --> 00:37:42.719
the work environment, or using a
behavior that doesn't align with the values.

541
00:37:43.480 --> 00:37:45.400
And a company that does that,
that's going to set a tone across the

542
00:37:45.440 --> 00:37:51.239
company and people are going to know
what's acceptable and what isn't. So it

543
00:37:51.280 --> 00:37:55.159
becomes a teaching not a punishing exactly. Yeah, at least at least to

544
00:37:55.239 --> 00:38:00.519
start with. Obviously, if if
people don't adjust their behaviors with what is

545
00:38:00.599 --> 00:38:05.440
acceptable in that organization, more change
may be required, but certainly as a

546
00:38:05.480 --> 00:38:09.559
starting point. Unless somebody, of
course is aggressively bullying or damaging the work

547
00:38:09.639 --> 00:38:14.039
environment. For someone, that's a
different story. But generally you want to

548
00:38:14.079 --> 00:38:17.599
be able to start by giving people
the opportunity to change their behavior and improve.

549
00:38:20.679 --> 00:38:22.159
And then the last one I wanted
to talk about here that you mentioned

550
00:38:22.199 --> 00:38:28.159
in your book is establishing a mental
health committee. Yeah, and this is

551
00:38:28.320 --> 00:38:31.239
new er, we're starting to see
it more. You know, I can

552
00:38:31.320 --> 00:38:36.840
go back twenty years and we've always
had health and safety committees, even in

553
00:38:36.960 --> 00:38:40.239
offices where there was almost no danger
of anybody actually hurting themselves, but we

554
00:38:40.320 --> 00:38:45.280
didn't focus on mental health, which
is really where there's greater dangers in many

555
00:38:45.320 --> 00:38:49.960
corporate environments. So today you're starting
to see more of these health committees making

556
00:38:50.039 --> 00:38:54.559
mental health part of their mandate or
actually creating a whole separate mental health committee,

557
00:38:54.960 --> 00:38:59.000
which can be very useful, especially
over the past couple of years when

558
00:38:59.039 --> 00:39:01.960
we had the pandemic and mental health
was even more important that a company was

559
00:39:02.079 --> 00:39:07.280
ensuring that they thought about their employees
and how they can support them from a

560
00:39:07.360 --> 00:39:12.599
mental health perspective during challenging times.
Yeah, it strikes me as just another

561
00:39:12.760 --> 00:39:15.159
level, like a different focus.
Another You know, the leaders are trying

562
00:39:15.199 --> 00:39:19.360
to champion the organization forward, but
if you have a committee focused on mental

563
00:39:19.400 --> 00:39:21.800
health and they can start to notice. Did you know that that Sarah has

564
00:39:21.840 --> 00:39:24.760
been coming in late the last two
weeks. What's interesting that's not like her

565
00:39:25.199 --> 00:39:29.239
well, you know, realizes it, like it makes it something that you're

566
00:39:29.280 --> 00:39:34.880
allowed to talk about rather than health
being a taboo topic. In fact,

567
00:39:35.000 --> 00:39:37.199
I really got present to this too, Melanie during the pandemic. Because the

568
00:39:37.280 --> 00:39:40.920
work that I do, especially as
an organizational logo therapist, that's the meaning

569
00:39:42.000 --> 00:39:45.559
piece of it. It does address
well being, and I knew how important

570
00:39:45.599 --> 00:39:50.679
that is and so anyway, so
that's part of what I also address sort

571
00:39:50.719 --> 00:39:52.960
of indirectly in the work that I
do as well. So the next thing

572
00:39:52.960 --> 00:39:57.679
I want to talk about here is
your whole Chapter eight is focused on strategies

573
00:39:57.719 --> 00:40:00.960
to reduce workplace uncertainty. I think
that's really interesting points here that I think

574
00:40:01.039 --> 00:40:05.880
are we want to celebrate with our
with our listeners and viewers. But the

575
00:40:05.920 --> 00:40:07.519
first one, of course is smacked
down my lange, which I love,

576
00:40:08.079 --> 00:40:15.400
establish an authentic company identity. So
Withsion clear mission, absolutely agree more about

577
00:40:15.440 --> 00:40:17.079
that. Yeah, and you know
somebody might look at this and go,

578
00:40:17.159 --> 00:40:21.400
well, what does that have to
do with within security? But but the

579
00:40:21.480 --> 00:40:23.840
reason is is, you know,
one thing that will make us feel insecure

580
00:40:24.079 --> 00:40:29.239
is feeling is feeling a high level
of uncertainty. So if we don't know

581
00:40:30.039 --> 00:40:32.760
what our company is doing, what
its mission is, how it's actually working

582
00:40:32.800 --> 00:40:37.079
towards achieving that, that's going to
unsettle an employee and make them feel insecure,

583
00:40:37.159 --> 00:40:40.000
because how do they know that they're
contributing to the to the vision and

584
00:40:40.119 --> 00:40:44.800
mission and that their job is safe
if they are not even clear on what

585
00:40:44.920 --> 00:40:49.400
it is. And most companies have
a mission vision, but maybe they're not

586
00:40:49.519 --> 00:40:52.119
revisiting it as often as they should, or reminding people of what it is,

587
00:40:52.440 --> 00:40:58.079
or actually speaking to employees about how
they're working towards achieving it and where

588
00:40:58.119 --> 00:41:01.480
they are in that path to achieve
it. So bringing employees essentially into the

589
00:41:01.559 --> 00:41:07.360
fold and making sure there's a clear
understanding across the organization of what the vision

590
00:41:07.480 --> 00:41:10.960
is can really help to establish certainty, which is developing just a base level

591
00:41:12.000 --> 00:41:15.079
of security across the organization that Okay, people know what's going on and that

592
00:41:15.239 --> 00:41:19.639
gives them some security. And I
know in the work that I do,

593
00:41:19.760 --> 00:41:22.920
Melanie, because I go into companies
and I help. Oftentimes it's it's it's

594
00:41:22.960 --> 00:41:27.079
interviews or surveys asking, you know, various questions about what is the purpose

595
00:41:27.079 --> 00:41:30.239
of this organization and when you get
things like I don't know or I think

596
00:41:30.280 --> 00:41:34.840
it's this right, So there's an
opportunity to kind of educate that and then

597
00:41:34.880 --> 00:41:37.519
when they when they are on the
same page, we take it to the

598
00:41:37.559 --> 00:41:42.639
next level way past insecurity and now
we're connected that you need the bass and

599
00:41:42.719 --> 00:41:46.159
the organization. They're part of something
bigger than themselves letely, and that leads

600
00:41:46.199 --> 00:41:50.559
to, you know, a greater
performance, people reaching their full potential.

601
00:41:50.639 --> 00:41:52.679
And it sounds like such an obvious
thing, but one thing that I've said

602
00:41:52.679 --> 00:41:58.119
that I have seen happen is sometimes
leaders just because the leader has it in

603
00:41:58.159 --> 00:42:00.760
their head, they know what the
mission is, vision is, so they

604
00:42:00.880 --> 00:42:05.480
just assume that everybody else does,
right, Yeah, because it's just it's

605
00:42:05.559 --> 00:42:07.559
just simp of how of course everybody
knows that, But really there can be

606
00:42:07.679 --> 00:42:12.000
nuances that are missed or or you
know, emphasis that needs to be had.

607
00:42:12.119 --> 00:42:15.280
So communicating that, probably more regularly
than than what leaders may actually think

608
00:42:15.440 --> 00:42:19.960
they need to, is valuable.
Yeah. And then let's not forget this

609
00:42:20.039 --> 00:42:22.840
little thing here. In this great
resignation, people are changing jobs. The

610
00:42:23.039 --> 00:42:27.239
likely that you've got some new people
on your team is very high, as

611
00:42:27.320 --> 00:42:30.400
you've had to replace those who went
out the door. It's need to be

612
00:42:30.559 --> 00:42:34.199
educated and brought into the fault.
Yeah, and that's onboarding. Like that's

613
00:42:34.239 --> 00:42:37.559
actually another really great point too,
is making sure that you're when people are

614
00:42:37.639 --> 00:42:39.960
being onboarded, that they're being these
things are being shared with them and that

615
00:42:40.039 --> 00:42:44.199
they're understanding, you know. And
onboarding is something that i've seen, you

616
00:42:44.239 --> 00:42:46.159
know, often not done very well
or it doesn't get quite the attention that

617
00:42:46.199 --> 00:42:50.880
it needs because we're all so busy. But really ensuring when a company,

618
00:42:51.039 --> 00:42:54.159
when somebody joins the company and they
understand what that company is about. But

619
00:42:54.280 --> 00:42:58.679
we'll really pay off m h.
And you did mention already, you know

620
00:42:58.760 --> 00:43:02.239
that the importance of establishing corporate values
and living them. And that's definitely an

621
00:43:02.239 --> 00:43:06.559
important part to be Actually in the
work that I do with clients, we

622
00:43:06.719 --> 00:43:09.000
socialize that even when we're recruiting,
of course, to make sure that there's

623
00:43:09.000 --> 00:43:13.960
an alignment there. But the other
thing that you talk about that's really critical

624
00:43:14.000 --> 00:43:19.519
too in terms of reducing workplace uncertainty
is ensuring that company objectives and individual goals

625
00:43:19.599 --> 00:43:24.199
are actually achievable and aligned. Yeah, and so these are communicating them,

626
00:43:24.239 --> 00:43:27.800
giving people, you know, for
one, some certainty that they know what

627
00:43:27.960 --> 00:43:32.519
the corporate objectives are along with their
individual objectives and also how what they're doing

628
00:43:32.760 --> 00:43:37.480
is going to support the achievement of
those ultimate corporate objectives. So for somebody

629
00:43:37.519 --> 00:43:42.239
to feel safe in their job.
They do need to understand why they're needed.

630
00:43:42.760 --> 00:43:45.960
So being able to align and you
know, and every department in a

631
00:43:45.000 --> 00:43:49.079
company is needed, but to be
able to just demonstrate as to why.

632
00:43:49.119 --> 00:43:51.360
I mean, the example I use
in the book is finance, because I

633
00:43:51.440 --> 00:43:54.920
am in finance and somebody you know, chipping away paying bills in finance may

634
00:43:55.000 --> 00:44:00.400
not always be able to connect to
the corporate objectives, but they really do.

635
00:44:00.639 --> 00:44:04.400
If a company's brand is really important. For example, ensuring that vendors

636
00:44:04.440 --> 00:44:07.880
are treated well and that bills are
paid on time can be really important to

637
00:44:08.079 --> 00:44:14.039
maintaining that healthy brand. So just
making some simple connections so each people understand

638
00:44:14.159 --> 00:44:19.079
each person understands how they contribute to
the company's overall objectives. And of course

639
00:44:19.119 --> 00:44:22.519
I completely align with that too with
my work and meeting and purpose as well.

640
00:44:23.480 --> 00:44:25.480
We're coming close to the end of
time here, I want to ask

641
00:44:25.480 --> 00:44:29.320
you a couple more things here.
Can you just speak to maybe just a

642
00:44:29.400 --> 00:44:35.440
couple ideas about how to create psychologically
healthy leadership. Yeah, so a big

643
00:44:35.599 --> 00:44:38.360
a lot of this does come back
to recruitment and making sure that you're really

644
00:44:38.400 --> 00:44:43.480
being thoughtful on of the people that
you bring onto the team and ensuring that

645
00:44:43.599 --> 00:44:46.559
we talk about values, making sure
that there's values alignment with each person that

646
00:44:46.679 --> 00:44:51.800
joins your team. Skill is obviously
important, but if you want a cohesive,

647
00:44:51.840 --> 00:44:55.679
healthy leadership team, it needs to
be people who will walk the values

648
00:44:55.719 --> 00:45:00.719
that you want within your organization.
Leaders are looked to for those to who

649
00:45:00.039 --> 00:45:02.920
model behavior, so you want to
ensure you bring the right people on the

650
00:45:04.000 --> 00:45:08.280
team and then when they're there,
also supporting them to ensure that they feel

651
00:45:08.400 --> 00:45:14.159
secure in their roles. And some
ways that I've seen this really work well

652
00:45:14.239 --> 00:45:17.920
as having coaching. Not every leader
needs coaching, but there certainly is times

653
00:45:17.960 --> 00:45:22.840
when they're going through something difficult and
maybe trying something they haven't before, having

654
00:45:22.920 --> 00:45:29.599
some outside council can really be helpful. And also for leadership teams in general,

655
00:45:30.039 --> 00:45:35.639
I've seen a lot of success with
facilitation and in ensuring that when a

656
00:45:35.760 --> 00:45:39.199
meeting is held, they come away
with powerful results and that people are connected.

657
00:45:39.559 --> 00:45:44.719
And this can happen much more when
there's facilitators helping support a leadership team

658
00:45:45.280 --> 00:45:51.000
to communicate and connect and create a
psychologically safe work environment. Yeah, helping

659
00:45:51.079 --> 00:45:52.480
to steward that I do a lot
of that kind of work. I completely

660
00:45:52.480 --> 00:45:54.960
agree as a third party. There's
so much that I can do to help

661
00:45:55.000 --> 00:46:00.800
Steward that I completely agree with that. Yeah, I have a whole chapter

662
00:46:00.000 --> 00:46:05.119
about helping to develop secure leader employee
relationships. I just want to reference that.

663
00:46:05.199 --> 00:46:07.519
We can't get into it at this
conversation, but I want to make

664
00:46:07.559 --> 00:46:09.639
sure that that our listeners and viewers
know that you've also addressed that as well.

665
00:46:09.719 --> 00:46:14.760
Some really powerful stuff in there.
As you know, Melanie, this

666
00:46:14.800 --> 00:46:17.360
show is list listen to by people
across the world. What would you like

667
00:46:17.400 --> 00:46:21.880
to leave them with? I think
you know one point that we touched on

668
00:46:22.000 --> 00:46:27.320
already is trying if there's somebody in
your organization that isn't behaving in a way

669
00:46:27.400 --> 00:46:31.199
that you think is correct for the
company, give them an opportunity. Consider

670
00:46:31.280 --> 00:46:35.039
that it may be because of,
for one, something that's happening in their

671
00:46:35.079 --> 00:46:37.800
own life, or maybe they're feeling
insecure in that work environment. And so

672
00:46:38.000 --> 00:46:43.320
before you know deciding that somebody is
a poor performer, look around and see

673
00:46:43.320 --> 00:46:45.800
if there's someboding you can do to
support them, if there may be something

674
00:46:45.840 --> 00:46:49.519
that's triggering that behavior, and if
the organization can make a change to help

675
00:46:49.599 --> 00:46:53.039
that employee be successful. I do
ultimately believe that we all have talents and

676
00:46:53.159 --> 00:46:57.400
we just need to be in the
right environment to help that talent come through.

677
00:46:57.920 --> 00:46:59.920
Beautiful way to finish. Melie,
thank you. I'm so glad I

678
00:47:00.119 --> 00:47:02.039
found you. You are now in
the fold and I appreciate being connected to

679
00:47:02.079 --> 00:47:06.559
you. Thank you so much for
sharing your me, your heart, your

680
00:47:06.639 --> 00:47:08.920
soul, and your book. Thank
you listeners and viewers. If you want

681
00:47:08.920 --> 00:47:12.039
to learn more about Melodie Pump or
her book, you can go to a

682
00:47:12.079 --> 00:47:15.199
couple places. You can go to
our website, it's Melody Pump dot com.

683
00:47:15.480 --> 00:47:19.440
It's m E l A n I
E p U n p dot com.

684
00:47:19.800 --> 00:47:22.800
But better yet, go to LinkedIn
and look her up there Melody Pump

685
00:47:22.920 --> 00:47:24.159
on LinkedIn. That's the best way
to reach out. Last week, you've

686
00:47:24.239 --> 00:47:28.239
missed the live show, you can
always catch it be recorded podcast. We

687
00:47:28.320 --> 00:47:30.639
were on the air with Lori Van
talking about the importance of stewarting well being

688
00:47:30.719 --> 00:47:35.519
in the workplace. She taught us
that many millennials are especially out to change

689
00:47:35.599 --> 00:47:38.199
jobs in search of employers who care
about their well being. Quite quite an

690
00:47:38.239 --> 00:47:43.360
interesting aspect of the workplace to consider
in this employee driven marketplace. Next week

691
00:47:43.400 --> 00:47:45.639
we'll be on the air with doctor
Woody Woodward talking about the phenomenon that is

692
00:47:45.719 --> 00:47:50.800
perplexing so many companies today, the
great resignation. See you there. Remember

693
00:47:50.840 --> 00:47:52.199
that work is at least a third
of our life, So let's work on

694
00:47:52.320 --> 00:47:59.119
purpose. We hope you've enjoyed this
week's program. Be sure to tune in

695
00:47:59.239 --> 00:48:02.760
to Working on Purpose, featuring your
host, Doctor Elise Cortes, each week

696
00:48:02.840 --> 00:48:08.079
on the Voice America Empowerment Channel.
Together, we'll create a world where business

697
00:48:08.159 --> 00:48:15.320
operates conscientiously, leadership inspires impassioned performance, and employees are fulfilled in work that

698
00:48:15.440 --> 00:48:21.920
provides the meaning and purpose they crave. See you there, Let's work on Purpose.