July 22, 2025

Leading from Within: How Self Leadership Fuels Organizational Culture

Leading from Within: How Self Leadership Fuels Organizational Culture
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Carlos Hoyos—Senior Global Executive Coach, shares how self leadership isn’t just a personal journey, but a catalytic force for cultural transformation. He reveals how mastering self discipline, emotional intelligence, and personal accountability becomes the starting point for leaders who want to reshape their organizations. Strategies such as aligning personal values with corporate purpose and using self governance to model sustainable change will drive engagement, trust, and agility.

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WEBVTT

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The topics and opinions express in the following show are

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solely those of the hosts and their guests, and not

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W FOURCY Radio.

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

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answer to this question. People ache for meaning and purpose

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at work, to contribute their talents passionately and know their

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lives really matter. They crave being part of an organization

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that inspires them and helps them grow into realizing their

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highest potential. Business can be such a force for good

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

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guidance and inspiration to help usher in this world we

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

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Elise quartet Es.

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Welcome back to the Working and Purpose Program, which has

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been brought to you with passion and pride since February

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of twenty fifteen. Thanks toning it in this week. Great

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to have you. I'm your host, Doctor Release Cortes. If

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we've not met before, you don't know me. I'm a

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workforce advisor, organizational psychologist, management consultant, lago therapists, speaker and author.

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My team and I at gusto Now help companies enliven

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and fortify their operations by building a dynamic, high performance culture,

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inspirational leadership, and nurturing managers activated by meeting and purpose.

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Many organizations are not aware of how critical it is

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to invest in developing their leaders and managers not just

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for their own effectiveness, but also to avoid burnout and

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keep them fulfilled. And did you know that inspired employees

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outperform their satisfied peers by a factor of two point

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twenty five to one. In other words, inspiration is good

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for the bottom line. You can learn more about how

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we can work together at gustoudshnow dot com or my

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personal site at least Coortes dot com. Getting in today's

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program we had with us today Carlos Hoyas. He's a

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senior Global Sea level executive coach Forbes Coaches Council Member

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Business Advisor, podcast host and author, among many other things.

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He and I met in the Forbes Coaches Council. That's

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how we knew each other. He comes to us today

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from Campinus in the state of San Paulo, Brazil. Carlos

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A hearty welcome to Working on Purpose, Bean Bindo A

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Working in Purpose.

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Wow. Thank you very much, you know'll bi lingu and everything.

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Such a privilege to be here. It was one of

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the great gifts to be in the Forbes Coaches Council

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is to know amazing people such as yourself. So I'm

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here to serve. Thanks for being the.

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Show, absolutely, Carlos, and I appreciate that the Council attracts

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people from all over the world, which is part of

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the reason that I wanted to be involved in it

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as well. And I want to celebrate that you work,

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do your podcast, write books, speak in English, Portuguese and Spanish,

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and your your websites are in English, Spanish and Portuguese.

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I just think that's fantastic. Those are the languages that

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I traffic in as well, not as strongly as you,

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of course, but having lived in Brazil, that's of course

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where I got my love for Portuguese.

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Thank you here.

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Welcome. So today, listeners of viewers, what we're talking about

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is Carlos's ideas around what you call self leadership. We're

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going to talk a good bit about that, help people

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understand that and enroll you in that concept, and then

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really how it relates to how you can build and

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transform culture. So that's the folks of today's of today's conversation.

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And I wanted to start with what each of us

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tend to find when we open a conversation. Somebody calls

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us and they have a problem in their business they're

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trying to solve, and we have a conversation. And almost

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every time when you walk into a conversation, you hear

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some similar refrains. So let's talk about the four questions

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that you tend to pause and ask people that who

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think they want to work with you, who think that

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you can help them, what are those questions?

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So then I like how we start with this, because

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that's how we start most of the conversations and businesses,

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and I do this. I asked these four questions not

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only with executive coaching programs, but also with advisory because

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people typically want the change, but they do not want

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to become responsible for the chains, and after hitting my

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head against the wall so many times and getting frustrated,

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you know, there has to be a way to filter

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a little bit better this process, Right, So I came

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up with those questions. I probably didn't create any of this.

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I just you know, learned and started accumulating. And when

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I realize things, we're not really going to be effective.

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I want to make sure that we're stumbling on that.

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So the first question is, and I ask people in general,

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do you believe that in order for you to get

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the results that you're looking for business, company, or division,

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you actually need to change? And that gives me the

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perception if the person has self awareness or maturity to

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understand that the person is part of the change, she

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needs to change first. So typically people say yeah, yeah, yeah,

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of course I need to change. Right. So the second

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question is do you believe that you actually can change?

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And amazingly, some people get stuck on well, I'm kind

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of too old for that, and they cannot change. So

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I expect other people will receive me or will just adapt.

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That's not very common, but every now and then happens,

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and then you know, a little bit of there science,

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their plasticity or genesis, and the person while yeah, and

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actually I've been changing over the years, so that's uncommon,

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but sometimes it still happens. Third question is, well, are

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you open to to be part of this change in

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this process, And that is when I start commuting to

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dividing people that are interesting to work with, and it's

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going to be really a hard time to work. And

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I actually have cases as well that people that know

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I'm not willing to change, I don't want to say so,

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so whenever I get to know if I'm not able

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to influence the person. But typically the third question, this

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thirst version. The person's really stuck to say, I can't

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help you. I'm sorry, I cannot help you because you're

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agree with me already that you need to change to

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get the results that you can change, but you're not

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conscious that or you're not aware that you are open

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for the change. And the fourth question is just like

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make it you break it. Are you committed to the

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process of getting results and that will include you to

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change until you get a results right the context that

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we are on, which is consequence of who we are

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or how to impact the environment. And I learned this

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in troublesome ways in the past, so I understood that

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if I really want to get some change, I have

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to be committed to the glory and you know, the

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painful parts of the process, that ups and downs are

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going up to the mountain, and sometimes I hate the process.

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So if I'm not really committed to the process, I'm

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not going to get the results. So expect the same

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thing from my clients, and that time, depending on the client.

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If you see some more resistant to this, it's just

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like and you know, self pilot, it's just like yeah, yeah, yeah, yeah,

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say no, but you understand this is going to be hard.

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You understand sometimes you're going to love me and sometimes

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you're going to hate me. I would say, you know,

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I do this with you know, my heart full of

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love because I want the best for you in your company.

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But sometimes you might not want to hear what I

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have to say. So unless you're fully committed to this process,

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I don't want to play with this. I don't want

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to be part of this because I want people that

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are fully engaged on this. So these are my you know,

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four quick questions that once I get you know, all

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green lines and people are really aware of does they

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understand the game and they already committed to the process.

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Great way to kick things at Carlos. Now let's get

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Let's go back to question three because I think the

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important for our listeners and viewers to maybe self identify

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here what they might be thinking about, even if they

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give a yes answer to are you open to change?

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I'm going to see the couple and then I would

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love for you to fill in some I can imagine

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that when you ask people are you open to change?

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And the answer is no, then part of what could

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be in of that is I could have imagined. And

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I do hear leaders say this is not my problem.

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It's what happens is we have to get these people

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motivated to work. We've got to change their mindsets about

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how they're relating to work. And you know, how does

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they think work should be done around here? That's the problem.

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And so they're identifying outside of themselves as and attributing

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what needs to be changed to something outside of themselves.

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And what else do you hear when people are saying

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that they're not really open to change?

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This is pretty much it. But you know, after a

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while you see what people say. But to realize when

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people are not really meaning that, right, So this is

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like the quig questions and the top on the surface,

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but some of those questions and answers they derive on

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under self discussions because people say, well, I'm eager to change,

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but my team has to change first, or it's sort

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likes conditional change, and the thing, the whole thing is

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just like, okay, so what's your role in this organization?

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Are you going to be the driving force of this

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or you're just you know, I don't necessarily use this word.

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You're like a victim or a martyr of what happens

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to you in other words, or your cause or the

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effect of what's going on, right, And some examples that

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I like to use is just I mean, it's what's

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your real impact on people? Perhaps people are not changing

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because they don't know how to change it, or perhaps

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people are afraid of changing, or perhaps you don't really

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know what to expect from you. So for example, if

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I come here, I'm not prepared, like in a T shirt,

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or it just oh my gosh, we have, you know,

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an interview now and I'm going to improvise things, or

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I'm not really one hundred percent present here with you

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you're going to notice this, So my impact is really negative.

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And if I continue to do this, I'm going to

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be having a horrible reputation. So it really depends on

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how the person answers this and the convictions on this

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that we can explore this and I guess and it

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doesn't take a lot of time to people are reopen

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that it's not really curious about changing that you realize, Yeah, yeah,

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definitely to change that. Yeah, yeah, yeah, I'm open to change.

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I have changing the past. Yeah, I see that now. Right.

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For example, if I have a bad relationship like my home,

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I have to do something so they react back in

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a different way. So you have had a positive impact,

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they're going to react back. I'm sure I answer your question.

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But this are some reflections that I have in displaying.

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Yeah, that really helps, I think helps our listeners and

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viewers kind of get into the mental state of what

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this conversation is really about and connect with it. I

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want to say two other things are that really quick, Carlos.

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One other thing that I also think that we here

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with when we're working with leaders who are wanting to

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put results for their business, is they say, well, it's

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this change isn't really about me. The problem is is

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this last younger generation they just don't want to work.

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We find up the generational throw under the bus is

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all over the place now. There are at least five

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generations in the workplace now, and they all have different motivations,

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different values for working, different desires for where they are

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in life, et cetera. And so part of the opportunity,

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of course, as we know as leaders, is to be

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able to find a way to activate that and meet

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them where they are, to be able to inspire them

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to perform at their best. And so I think I

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think important that we call that one out because I

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know you have to hear it as much as I do,

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the generational complaint about why things really aren't changing or

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working around here. Yeah, that's the first thing. The second

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thing I was going to say about what you just

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said that I love about our work, and I know

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you have to get this as well, is because our

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work requires working intantly with our leaders, and we are

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getting deep into their lives and their mindsets and how

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they're thinking about themselves, how they're relating to other people.

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One of the most cherished aspects for me, and it

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doesn't happen a ton of the time is when I

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get the call or the email from the spouse saying

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whatever you're doing, thank you, because it's coming home within

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this or her as well. Right, Okay, well let's go

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onto this next bit here. I really listeners and viewers.

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Carlos has many articles published on Forbes Coaching Coaches Counsel.

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I highly recommend you check them out. One of the

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other that I checked out there that I thought was

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really interesting, You've got an article on the three axes

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that guide transformation, and of course one of those is

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self leadership, which we're talking about and will continue to

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talk about in different ways here as we go, leadership

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and governments. If you could introduce each of those three,

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we'll talk more about them after our first break, but

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if you could at least queue up those three axes

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to guide transformation for us.

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The basis for this is that most effective executives later

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business owners, they are multi dimensional. They don't have, like

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the proverbio, have a harm or sartain thing it's on

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nail and the standard different things that they have to

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operate on. So I initially work with you know, leadership

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and management. Right, So in a very simple terms. Leadership

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is connecting with the heart, efficient to the other people, right,

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and management is getting to the numbers. But management it's

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not enough when you consider a broader spectrum. So that's

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why I talked about governments, and I know we're going

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to talk about this, but governess is just a set

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of principles, rules, structure, organisms and processes that provide longevity

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for the business, adds value and protect the business owners

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and all the stakeholders. So includes management and includes a

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lot of other things. And there's some systematics on this.

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Self leadership became really apparent to me when I realized

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that it doesn't really matter the content that people are on,

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the technology, the processes, all the certifications. This all comes

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down to ability of the person to self believe, to

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self guide, and to change. And you can replace self

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leadership as self mastery. So this is of been a

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perpetual process in my head, and of course writing and

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improving this understand Okay, at a given point, what is

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the key parameter that needs to be changed now or

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what is the acts that we need to put effort on?

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In other words, other things you automatically derived from that,

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and typically self leadership is the starting point. That's why

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I have, you know, put so much effort on working

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on this, writing a books and self leadership, writing lots

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of articles on this, and essentially, once the person knows

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where he wants to gad and has a clear vision purpose,

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you know, work on purpose. Everything else you just derived

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from that. Hopefully that was a.

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Good absolutely, thank you, Carlos. That's a perfect way to

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really situate more of the breadth of the work that

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you do and what we're going to talk about. We'll

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grab our first break. I Alice Court as your host

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with an You with Carlos Hoyas. He is a senior

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global C level business and executive coach and a Forbes

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Coaches Council member. We have been talking a bit about

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the notion of the importance of change and transformation and

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starting to talk about self leadership. After the break, we're

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going to delve more deeply into self leadership. We'll be

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right back.

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Doctor Elise Court haz is a management consultant specializing in

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meaning and purpose. An inspirational speaker and author. She helps

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companies visioneer for greater purpose among stakeholders and develop purpose

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inspired leadership and meaning infused cultures that elevate fulfillment, performance

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and commitment within the workforce. To learn more or to

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invite Alease to speak to your organization, please visit her

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

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your employees working on purpose. This is Working on Purpose

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with doctor Elise Cortes. To reach our program today or

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to open a conversation with Elise, send an email to

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Elise A. Lse at eliscortes dot com. Now back to

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working on Purpose.

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Thanks for staying with us, and welcome back to working

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on Purpose. I'm your host, doctor Elise Cortes. So I'm

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dedicated to helping create a world where organizations thrive because

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they're people thrive. They're led by inspirational leaders that help

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them find and contribute their greatness and with your business

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in a way that betters the world. I keep researching

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and writing my own books. So one of the latest

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

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and purpose can radically and liven your business. And I

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order to help leaders understand the nature of today's workplace.

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They're very diverse and they're very discerning. What do they

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want to mean from work? In order to give their

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best and want to stay, and then I provide twenty

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two best practices to equip you to provide it for

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them in your leadership and your culture. You can find

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my books on Amazon or or my personal site at

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least qure test dot com if you are just now

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joining us. My guest is Carlos Hoyas. He is a

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senior level global level executive coach. He is based in Brazil,

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any does business around the world. So let's peel back

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more on this notion of self leadership. There's so many

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layers that we could get to here, and before we

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do that, I want to situate something that you talk

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about that I think is critical and it's something that

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unfortunately all of us fall prey to. And it's this

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idea of when we confuse the symptom with root. And

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so when we're talking, like you know, we're talking about

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maybe a team issue, a leader is saying, you know,

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the teams start performing, they're not innovating, and they're not

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working together, they're complaining all the time, whatever it is.

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And what you say is what appears to be a

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performance issue is actually a leadership blind spot.

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Yeah, pretty much. That's that's essentially what I found in

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twenty five years plus as a leader in which a

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geography is more to language teams and twelve years of

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practice as as that can coach. You just have to

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bring up a mirror and say, you know, this is

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this is where you have to start working on. And

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once you start working on, everything else is a consequence.

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Do you have an example of like you know, so

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that our listeners and viewers can relate to that idea

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of let's say they're coming to you and they're maybe

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they're exasperated and what is that blind spot? You were

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able to help them see.

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I don't think I have a single client that we

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haven't worked directly, indirectly, consciously or unconsciously on their self leadership.

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But the things that you just can you start talking

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is just remember it was the founder of a company

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and it was like a meat size company. They were exporting,

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their growing, their booming, and they want to get to

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the next level. The times, yeah we need to get

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to the next level. It to ok take a team

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and all that stuff, and very simple questions say, okay,

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where do you see yourself in three to five years?

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And it's striking because most of people don't have that

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sort of vision, and whenever we think about leadership, we

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think about leading others. How am I able to lead

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others if I don't exude the confidence the gravity that

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I know where I'm going to And that was the

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key reason why his own executive founder moved. A millionaire

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couldn't let go from three roles he was holding in

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his current position from that time. Then he realized, if

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you don't have a clear vision of what you were

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going to do in a few years, you were stuck

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in your past identity. You keep on repeating yourself in

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this identity. And that to me was just surprising. It

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It was so obvious to me, But when it became

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obvious to him, it's see things start to change, so

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so powerful.

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It's such a privilege, isn't it, Carlos, to be able

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to do this kind of very intimate work with people,

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and it does require them to trust us and to

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be vulnerable with us, and I really appreciate that. And

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then getting to see the results when they do start

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to that, the AHAs go off and there and then

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they start to change their behavior the way the relating

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to their people and they get different results. Just the

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most rewarding thing, and I to that end really appreciate

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how crisply you talk and your articles and in your

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work you have. You have a list here of ten

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pillars of self leadership, and you also have five pillars

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of self governance. I want to talk about both. Which

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one makes the most sense to talk about first?

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I think we can talk about governance. I think it's

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going to be quicker. I didn't grade five these five

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principles of governess. I just once I got my certification

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UH as a board member and start working at the

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board level and training future board members at the mindset level.

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And right now most of my work is for mid

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sized companies to have a board right structure board. I

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work with governance and why do we allow? And I

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do a lot of reflection this. I like to get

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to content which is really good in one area and

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start thinking how can I apply this to many other areas.

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So when I think about the pillers of governance, these

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are also pillars of self governance or self leadership, and

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essentially they are sustainability or longevity. You're actually thinking in

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the long term, So the decisions should not be done

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strictly for the short term. I think, of course, somebody

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is hard. You need to take this person to emergency room,

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but you can patch this person to survive the next

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few minutes, or of fixing this person for life. Right.

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So essentially it just always have this long term vision

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and it's amazing if you just apply that and every

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single day with a business owner and an executive, they

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start to change because they realize that they're so react too.

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I mean, this is this is basic neuroscience. And you

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know when say, neuroscience seems a very complicated thing, but

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you know, fear accelerates people. And when people are accelerated,

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they have ortisome the most effective people leaders. They are

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not brushing, they are not running for one thousand different things.

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Do You're just precise. They prioritize, they understand what really

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is the thing that moves the needle, and that is

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long term thinking.

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Right.

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So the second thing is equity and inequities. It's it's

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been just at the proper level. It's it's sort of

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a fairness, but it's not treating everybody equals because you

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cannot treat the CEO or you cannot reward the CEO

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the same way we're going to reward a first line

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manager it's different different responsibilities. But when you work with equity,

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people have different responsibilities, they have different charges, different levels

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of pressure, and of course different rewards. So when you

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think about a business, you think about all the possibive stakeholders.

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You can definitely have to work properly in a just way,

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in an equital way is that it is a word

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with all different stakeholders. And again, if you only do that,

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and you start thinking, how I'm treating my significant ord

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I'm treating my son, my daughter different ages, right, one

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is twenty one on the other seven, how I treat

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my employees at home? How I treat my subordinates company?

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And you're going to struct to understand that you're not

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going to give time the same amount of time to everyone.

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And when you bring this to you to work, not

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not only home, you actually start changing not only the

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did the right relationship, but this encompasses the entire culture

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of the company. The third quality of this and this,

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by the way, I didn't mention this, but this comes

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from later to govern as achieve. It's you know, Brazilian

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Governance Institute, right, something like that in free translation, So

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we're using them, right. So the third thing is transparency.

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It's just that is related with compliance. But if you

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do things, if you tell people what to do, but

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we tell them, we don't explain them why what's going on,

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the relevance of that our communications really shallow. Yeah, and

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people start to doubt you. And again it's just be transparent.

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You know, you know, you don't know, you don't know,

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it's it's okay. And if you cannot tell people because

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it's confidential, you know, just it's a needed to know basis.

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I would love to tell what's going on. You're probably

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going to know in a few weeks, but right now

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it's classified. And be transparent of all the things that

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cannot be transparent, and people will start trusting you a

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lot more when you do that. And again, you can

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do this in a personal life, in a professional life,

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and a business life, for government, for management and opening

462
00:27:32.880 --> 00:27:40.400
our business. That's why the fourth one is integrity, right

463
00:27:40.559 --> 00:27:44.359
to the right thing, be honest. I mean, that's it

464
00:27:44.440 --> 00:27:49.400
seems simple, but if you take this home, you're going

465
00:27:49.440 --> 00:27:52.839
to realize that most people are not at one hundred

466
00:27:52.839 --> 00:27:59.359
percent integrity level. They do not fulfill all their arrangements

467
00:27:59.440 --> 00:28:02.680
or theirs, they don't keep the word, they don't bark

468
00:28:02.720 --> 00:28:06.359
in the right place when people are not watching, they're

469
00:28:06.359 --> 00:28:10.359
not actually being one hundred percent you know, complete people

470
00:28:10.400 --> 00:28:17.799
with individual integrity. And so people realize that the results

471
00:28:17.960 --> 00:28:21.079
are a direct consequence of their integrity with themselves, with

472
00:28:21.200 --> 00:28:25.680
their family, with their society and the company. They start

473
00:28:25.759 --> 00:28:29.880
to elevate their performance. And I have, you know, like

474
00:28:30.039 --> 00:28:32.799
ten or twenty questions for every single one of this,

475
00:28:33.039 --> 00:28:35.279
and I use it every now and then with the

476
00:28:35.279 --> 00:28:40.440
business owners and excuse me, they realize that, well, I

477
00:28:40.519 --> 00:28:42.559
don't think they have as much governance so we thought

478
00:28:42.559 --> 00:28:46.400
we had. Because that's how you bring abstraction to you know,

479
00:28:46.440 --> 00:28:49.400
real life. You know, the hard data is, you know,

480
00:28:49.680 --> 00:28:54.960
how really honest you're being with your business partners, how

481
00:28:55.279 --> 00:28:59.000
really transparent, how you're treating them all fairly and square

482
00:28:59.200 --> 00:29:01.039
right then your folk because you're in the long term.

483
00:29:01.240 --> 00:29:05.640
And finally, the fifth one, it's accountability, and accountability is

484
00:29:05.640 --> 00:29:08.920
three hundred and sixty degrees. I make myself accountable, I

485
00:29:08.960 --> 00:29:12.799
make other people accountable. You know, you promise you're going

486
00:29:12.839 --> 00:29:15.400
to do this. What happened, and we don't have to

487
00:29:15.400 --> 00:29:18.279
be nasty. I mean, if we have this in the

488
00:29:18.319 --> 00:29:20.680
playing field and define this are the pillars that we

489
00:29:20.680 --> 00:29:24.160
are going to work for now on. You're super free

490
00:29:24.440 --> 00:29:29.720
to ask me and to demand from me accountability why

491
00:29:29.799 --> 00:29:35.039
I'm not delivering on what I promised. So essentially, this

492
00:29:35.119 --> 00:29:38.079
is the five concept that I use in governance.

493
00:29:39.519 --> 00:29:43.960
I want to comment on the integrity prince or pillar there, Carlos,

494
00:29:44.000 --> 00:29:47.000
because I've seen this happen in several leaders that I've

495
00:29:47.039 --> 00:29:50.039
been working with. I want in particular I'm working with

496
00:29:50.119 --> 00:29:53.240
right now where the integrity pieces is a problem for

497
00:29:53.359 --> 00:29:56.480
him and he doesn't really know it. Just said, this

498
00:29:56.559 --> 00:29:58.759
has just been surfaced, and when I've come to understand

499
00:29:58.759 --> 00:30:01.440
and talking to his team members is part of what's

500
00:30:01.839 --> 00:30:04.680
happening there is he's not following through with what he

501
00:30:04.720 --> 00:30:07.920
says he's going to do. And part of what I

502
00:30:07.960 --> 00:30:10.599
believe is under that is he has the best intentions,

503
00:30:10.640 --> 00:30:13.359
he does mean to follow through, but I believe and

504
00:30:13.400 --> 00:30:15.920
what we'll be working on, is he doesn't have a

505
00:30:15.960 --> 00:30:17.880
system to capture what he says he's going to do

506
00:30:17.960 --> 00:30:20.799
for people. So he goes crazy fast through his busy

507
00:30:20.880 --> 00:30:23.559
day and he has all these conversations and they there

508
00:30:23.559 --> 00:30:25.839
are things exchanges and people are hanging on his words

509
00:30:25.880 --> 00:30:28.720
because he's the big boss, and he says he's going

510
00:30:28.720 --> 00:30:31.680
to do X or Y, and they're like, that's great,

511
00:30:31.839 --> 00:30:33.440
I mean, that would really make a big difference. But

512
00:30:33.440 --> 00:30:37.039
then he doesn't do it. Now, then there's this awkwardness

513
00:30:37.039 --> 00:30:38.480
to come back and say, hey, you said you were

514
00:30:38.519 --> 00:30:40.799
going to do this, which is tough. So part of

515
00:30:40.880 --> 00:30:43.799
what will be working on is helping him create a

516
00:30:43.839 --> 00:30:46.680
system where he can capture that in some way so

517
00:30:46.680 --> 00:30:48.480
that he has something to reference at the end of

518
00:30:48.519 --> 00:30:50.160
the day, you know, the week or whatever, and be

519
00:30:50.200 --> 00:30:53.160
able to fulfill on very simple. But this is when

520
00:30:53.200 --> 00:30:55.799
I've seen this happen over and over and trip up

521
00:30:55.839 --> 00:30:57.640
leaders on the integrity front.

522
00:31:00.640 --> 00:31:05.759
Absolutely, And that's essentially governments. Right, you do what you promised, right,

523
00:31:05.839 --> 00:31:09.240
if you track, you have processes, right, you have roles,

524
00:31:09.319 --> 00:31:13.519
you have project management, you have dates, you have smart goals,

525
00:31:13.559 --> 00:31:18.519
you have you know, plans, action plans. Other worlds becomes

526
00:31:18.720 --> 00:31:23.359
just like communication wire right right.

527
00:31:23.400 --> 00:31:25.440
And so now of course let me just play that

528
00:31:25.519 --> 00:31:27.640
the rest of that out, ladies and gentlemen. So now

529
00:31:27.680 --> 00:31:29.799
imagine what that does for the level of trust in

530
00:31:29.839 --> 00:31:33.319
the organization. People don't trust this leader. They like him,

531
00:31:33.759 --> 00:31:36.599
they appreciate him, but they don't trust him, and so

532
00:31:36.680 --> 00:31:39.599
now you've got a problem with with you know, how

533
00:31:39.680 --> 00:31:42.559
things are getting trafficked in the organization, how they get communicated,

534
00:31:42.599 --> 00:31:46.240
who's expected to do what? Yes, the governance. I like

535
00:31:46.319 --> 00:31:48.480
how you just made that, really, Chris, Carlos, the self

536
00:31:48.519 --> 00:31:53.240
governance is missing there. Okay, let's grab our last break.

537
00:31:53.799 --> 00:31:56.839
We've been on air with Carlos Hoyas. He is a

538
00:31:57.000 --> 00:32:00.839
senior executive, c suite leader and coach. He does business

539
00:32:00.839 --> 00:32:03.359
around the world. He's based in Brazil, but does business

540
00:32:03.359 --> 00:32:06.079
around the world. Who speaks English, Portuguese and Spanish. Well,

541
00:32:06.440 --> 00:32:09.359
I'm your host, Doctor release Cortez. We've been talking about

542
00:32:09.400 --> 00:32:12.640
the importance and some of the elements of self leadership.

543
00:32:13.079 --> 00:32:15.000
After the break, we're going to talk a bit more

544
00:32:15.079 --> 00:32:17.480
about the pillars of self leadership and then start talking

545
00:32:17.519 --> 00:32:22.319
about how self leadership impacts and can influence cultural change

546
00:32:22.319 --> 00:32:24.039
and transformation. We'll be right back.

547
00:32:39.759 --> 00:32:43.319
Doctor Elise Courtez is a management consultant specializing in meaning

548
00:32:43.359 --> 00:32:47.160
and purpose. An inspirational speaker and author, she helps companies

549
00:32:47.279 --> 00:32:51.039
visioneer for greater purpose among stakeholders and develop purpose inspired

550
00:32:51.160 --> 00:32:55.119
leadership and meaning infused cultures that elevate fulfillment, performance and

551
00:32:55.160 --> 00:32:58.400
commitment within the workforce. To learn more or to invite

552
00:32:58.400 --> 00:33:01.160
at least to speak to your organization, please visit her

553
00:33:01.200 --> 00:33:04.440
at elisecortes dot com. Let's talk about how to get

554
00:33:04.480 --> 00:33:13.279
your employees working on purpose. This is Working on Purpose

555
00:33:13.400 --> 00:33:16.640
with doctor Elise Cortes. To reach our program today or

556
00:33:16.720 --> 00:33:19.440
to open a conversation with Elise, send an email to

557
00:33:19.519 --> 00:33:24.920
Elise A. L Se at elisecortes dot com. Now back

558
00:33:24.960 --> 00:33:26.319
to working on Purpose.

559
00:33:31.279 --> 00:33:33.000
Thanks for staying with us, and welcome back to working

560
00:33:33.039 --> 00:33:35.640
on Purpose. I'm your host, doctor release Cortes. As you

561
00:33:35.759 --> 00:33:38.240
know by now, this program is dedicated to empowering and

562
00:33:38.240 --> 00:33:41.680
inspiring you along your journey to realize more of your potential.

563
00:33:42.079 --> 00:33:43.599
If you want to learn more about how we can

564
00:33:43.599 --> 00:33:46.680
work together and something about the Gusto Now Academy for

565
00:33:46.759 --> 00:33:50.000
leaders and individuals on various journeys alike, whether it's manager

566
00:33:50.079 --> 00:33:52.279
or leader, or C suite or others, you can go

567
00:33:52.319 --> 00:33:55.000
to gustodesh now dot com and make your way to

568
00:33:55.039 --> 00:33:57.359
the training tab and you will find the academy information.

569
00:33:57.440 --> 00:33:59.680
We would love to have you join us if you

570
00:33:59.680 --> 00:34:01.839
are just or in the program today with us. Today

571
00:34:01.880 --> 00:34:06.200
is Carlos Hoyis. He is a senior seed level executive coach.

572
00:34:06.599 --> 00:34:09.159
He and I are both Forbes Coaches Council members, and

573
00:34:09.199 --> 00:34:13.519
we're talking today about self leadership and cultural transformation and change.

574
00:34:14.199 --> 00:34:18.000
So now we have covered those five pillars of self governance, Carlos,

575
00:34:18.000 --> 00:34:21.480
I would love to have you share at least a

576
00:34:21.519 --> 00:34:24.000
few of the ten pillars of self leadership. We may

577
00:34:24.039 --> 00:34:26.280
not need to go into all of them, but if

578
00:34:26.320 --> 00:34:28.280
you have them at the ready, then as many as

579
00:34:28.280 --> 00:34:29.960
you can cover, I think that would help our listeners

580
00:34:29.960 --> 00:34:30.840
and viewers.

581
00:34:31.639 --> 00:34:35.559
Sure, I'll give you the brief overview of this and

582
00:34:35.599 --> 00:34:38.199
that we can delve in some of them. Awesome, it

583
00:34:38.280 --> 00:34:43.719
makes sense the history behind us. I wanted to have

584
00:34:43.920 --> 00:34:48.159
clarity you in any given time or moment what they

585
00:34:48.280 --> 00:34:52.719
needed to do to make progress towards my goals or

586
00:34:53.119 --> 00:34:56.679
to have products or the few better. And how I

587
00:34:56.840 --> 00:35:03.920
teach clients students on mentoring programs and training programs and

588
00:35:03.960 --> 00:35:09.079
what is the next time right? And there's no rocket

589
00:35:09.119 --> 00:35:11.599
science of this. Perhaps one or two we might strike

590
00:35:11.679 --> 00:35:15.239
as different, but this is just and my experience of

591
00:35:15.320 --> 00:35:18.159
what makes work for me and for my clients, and

592
00:35:18.360 --> 00:35:23.079
it's just right. So perhaps not only pillars or steps.

593
00:35:23.280 --> 00:35:26.320
The first thing is to be intentional, and then you

594
00:35:26.360 --> 00:35:30.920
can get the purpose, the visionship, goal and why you

595
00:35:30.960 --> 00:35:34.079
want that. Once your intention, when you get to a meeting,

596
00:35:34.159 --> 00:35:37.519
when you seek to play with the kids, when you

597
00:35:37.559 --> 00:35:41.000
start a new professional relationship, what is it's having the

598
00:35:41.119 --> 00:35:46.280
vision clarity. Second is informational. It's got information to support

599
00:35:46.440 --> 00:35:50.280
you going towards your goals or your vision, your purpose

600
00:35:50.440 --> 00:35:52.800
because a lot of people have an idea and start

601
00:35:52.880 --> 00:35:56.880
working on it without checking information background, and you can

602
00:35:56.920 --> 00:35:59.119
get as heavy as you want to. You know, you

603
00:35:59.199 --> 00:36:04.280
got a coach, training videos, podcasts, get information that we

604
00:36:04.320 --> 00:36:07.960
will expand your mind to support you to get where

605
00:36:07.960 --> 00:36:10.039
you want to go. And the third it is to

606
00:36:10.039 --> 00:36:13.679
be intelligent, but of course not in the position of

607
00:36:13.719 --> 00:36:17.320
being done, but it's strategically intelligent. It's create a plan

608
00:36:17.599 --> 00:36:20.119
so I know what I want, why I want it,

609
00:36:20.519 --> 00:36:22.840
I gather information and I create a plan. You know,

610
00:36:22.920 --> 00:36:26.719
be intelligent about create a plan. Right. Fourth is become

611
00:36:27.039 --> 00:36:32.519
intuitive on this sleep on, wait a little bit, on

612
00:36:32.559 --> 00:36:38.159
this check if there's some misalignment internally, and there's a

613
00:36:38.159 --> 00:36:41.000
lot of signs on this Heart Math Institute with a

614
00:36:41.000 --> 00:36:43.760
lot of does and how expand intuition, all that stuff,

615
00:36:43.760 --> 00:36:46.119
you know, the gut feeling, you know something that is

616
00:36:46.199 --> 00:36:49.000
now right on this. I mean, just don't go against

617
00:36:49.039 --> 00:36:52.039
your intuition. And I can tell you from a personal experience,

618
00:36:52.239 --> 00:36:56.960
every single time that I ignored this internal red flex,

619
00:36:57.800 --> 00:37:00.320
I got in trouble, every single one. Yeah, you know,

620
00:37:00.440 --> 00:37:06.199
it's just and sometimes the intuition and the way do

621
00:37:06.280 --> 00:37:09.639
I pray and meditate, I do, you know, breadth work

622
00:37:10.599 --> 00:37:13.320
and what it comes is just like new ideas to

623
00:37:13.440 --> 00:37:16.760
validate my plan, to improve my plan or remove things

624
00:37:16.760 --> 00:37:19.519
from the plan. So I use that a lot. Sometimes

625
00:37:19.559 --> 00:37:24.119
just cool to lead with an intention and I dream

626
00:37:24.159 --> 00:37:26.360
about that thing or I wake up with an answer.

627
00:37:26.639 --> 00:37:29.400
So I use this a lot. And there's a lot

628
00:37:29.440 --> 00:37:32.440
of science all this. The fifth one is being peckable.

629
00:37:32.519 --> 00:37:34.639
It means that you know you've got a plan, you

630
00:37:34.679 --> 00:37:37.559
have a person to put energy on. This is acute.

631
00:37:37.800 --> 00:37:41.199
The best way that you can Number six is implacable.

632
00:37:41.360 --> 00:37:44.559
Whenever you find something that's a problematic thing, something is

633
00:37:45.199 --> 00:37:49.840
not right, something it's a bad habit or whatever, get

634
00:37:49.960 --> 00:37:53.480
rid of it. Right, it's just it's it's anything that's

635
00:37:53.480 --> 00:37:55.880
your roadblock. Get rid of it. Of course, you know,

636
00:37:56.519 --> 00:38:01.119
be honest with high values in this but gather rid

637
00:38:01.199 --> 00:38:04.559
of anything that it's blocking, roule or if it's an organization,

638
00:38:04.760 --> 00:38:07.920
anything that should not be there in the culture. You

639
00:38:08.039 --> 00:38:11.719
have to be unblackable, ruthless, just gather rid of that,

640
00:38:12.440 --> 00:38:15.119
not be the person, always love the human being the

641
00:38:15.159 --> 00:38:20.360
confassionate about it. But the mistakes that cannot be repeated

642
00:38:20.679 --> 00:38:26.239
doesn't make sense. Number seven is it's unshakable. That's the

643
00:38:26.280 --> 00:38:29.599
only in English that is. It doesn't start with a

644
00:38:29.679 --> 00:38:32.360
night because they give the eyes like tailors, you know, columns,

645
00:38:32.760 --> 00:38:37.840
and the portugue is like that you're checkable, and that

646
00:38:37.960 --> 00:38:41.239
means that having emotional intelligence to go through all the

647
00:38:41.320 --> 00:38:46.159
highs and lows, all that journey. Then the way you

648
00:38:46.239 --> 00:38:53.360
talk about values is being uncorruptible, being honest, ethical. I'll

649
00:38:53.400 --> 00:38:56.599
say that you know, in general, that's easy enough to do.

650
00:38:57.719 --> 00:38:59.760
And the major problem here is that people don't know

651
00:38:59.840 --> 00:39:04.159
the value system. They don't have to crime what is

652
00:39:04.199 --> 00:39:09.079
the most important thing. And a lot of people are successful,

653
00:39:09.760 --> 00:39:13.159
they get burnt out and they don't know what they're

654
00:39:13.199 --> 00:39:17.320
doing and why they're doing anymore. Right, So, being uncorruptible

655
00:39:17.480 --> 00:39:22.079
is it really requires being intentional about what you want

656
00:39:22.119 --> 00:39:24.800
and by the way, those things you know reinforce. If

657
00:39:24.800 --> 00:39:26.840
you have to realize that something is broken you need

658
00:39:26.880 --> 00:39:30.400
to fix it, then implackable you get Okay, So what's

659
00:39:30.440 --> 00:39:32.239
my intention. I need to fix this. I need to

660
00:39:32.239 --> 00:39:35.400
get more information so you're never end this. You can

661
00:39:35.639 --> 00:39:40.320
have multiple things spawn in parallel on this. Then the

662
00:39:40.440 --> 00:39:47.559
ninth one is it's being inspirational. Major difference between unshakable.

663
00:39:47.559 --> 00:39:51.239
It's just like if you're operating this level, things will

664
00:39:51.519 --> 00:39:53.199
bring you down. You have to go back to this

665
00:39:53.320 --> 00:39:57.599
level to become inspirational to autorism for yourself. First you

666
00:39:57.679 --> 00:39:59.760
have to go to the next level, just like how

667
00:39:59.840 --> 00:40:02.239
you get energy, how you get in motion. I mean

668
00:40:02.320 --> 00:40:05.960
you talked about before the you know the value, the

669
00:40:06.039 --> 00:40:09.800
why return on investment on inspiration right and motivation. That's

670
00:40:09.840 --> 00:40:12.639
how you get to the next level. Up to here,

671
00:40:12.960 --> 00:40:18.000
I actually delivered, but now only like a super charging

672
00:40:18.039 --> 00:40:19.639
less otherwise I won't be able to deliver it in

673
00:40:19.719 --> 00:40:21.760
the next level. I don't even know how to do that.

674
00:40:21.880 --> 00:40:25.960
So that's the idea of becoming inspiration or person and

675
00:40:26.039 --> 00:40:28.679
these our self leadership to start with yourself, and after

676
00:40:28.719 --> 00:40:32.000
you work with yourself, you work with others, right and Finally,

677
00:40:32.280 --> 00:40:35.079
it's you know, we're not going to change over night.

678
00:40:35.400 --> 00:40:42.599
That's gonna take time, and that's being incremental. So intentional, informational, intelligent,

679
00:40:43.000 --> 00:40:52.639
strategically speaking, intuitive, impeccable, implacable, unshakable, uncorruptible, inspirational, and incremental.

680
00:40:53.199 --> 00:41:00.840
Sounds simple enough. It's hard, right in my opinion. I'm

681
00:41:00.960 --> 00:41:05.320
just kidding, obviously, And I say that, ladies and gentlemen,

682
00:41:05.559 --> 00:41:10.280
because I do want to situate strong leadership is really

683
00:41:10.280 --> 00:41:13.360
hard work, and it's really hard self work, and that's

684
00:41:13.360 --> 00:41:16.199
really what we want to be able to convey a

685
00:41:16.239 --> 00:41:18.400
lot in this episode. And then I now want to

686
00:41:18.400 --> 00:41:21.679
take it to the world of culture and culture change

687
00:41:21.679 --> 00:41:26.719
and transformation and culture efficiency as well. You mentioned something

688
00:41:26.800 --> 00:41:29.440
really important that I completely agree with me I couldn't agree.

689
00:41:29.440 --> 00:41:31.159
I couldn't discribe with anything that you said in terms

690
00:41:31.199 --> 00:41:35.000
of the ten pillars. But the idea of not being

691
00:41:35.039 --> 00:41:38.000
connected to your values is so problematic, and I've discovered

692
00:41:38.039 --> 00:41:41.840
in my leadership sessions Carlos and many people either really

693
00:41:41.880 --> 00:41:46.320
haven't identified clearly what their top values are or they

694
00:41:46.320 --> 00:41:49.480
have gotten a drift from them. And so I like

695
00:41:49.679 --> 00:41:52.480
when you talk about how important you know, we talk

696
00:41:52.519 --> 00:41:55.199
about strategies now to start to be able to bridge

697
00:41:55.599 --> 00:41:58.119
self leadership with the kind of change in transformation that

698
00:41:58.159 --> 00:42:00.599
you want to see in your organization. One of the

699
00:42:00.599 --> 00:42:02.880
things that you talk about is the importance of aligning

700
00:42:02.920 --> 00:42:06.039
your personal values with a corporate purpose and then of

701
00:42:06.039 --> 00:42:10.039
course using the self governance from a model for sustainable change.

702
00:42:10.480 --> 00:42:12.719
So let's dive into that a little bit because I

703
00:42:12.719 --> 00:42:15.440
think that will help our listeners and viewers. Britt we've

704
00:42:15.480 --> 00:42:17.920
been talking about here for the self leadership into now

705
00:42:17.960 --> 00:42:21.320
how do I help affect change through myself and my

706
00:42:21.440 --> 00:42:29.519
team For culture and change.

707
00:42:28.519 --> 00:42:33.599
I think from starts, I think either we want to

708
00:42:33.679 --> 00:42:36.880
continue with the culture and we will find some deviation

709
00:42:37.079 --> 00:42:41.679
from that, or we want the new culture right and

710
00:42:43.639 --> 00:42:49.599
in I don't know, twenty seven years of work, professional works,

711
00:42:50.159 --> 00:42:53.239
you know, working for other companies or working for myself,

712
00:42:53.800 --> 00:42:56.760
I don't think I found one single example where the

713
00:42:56.800 --> 00:43:01.639
culture culture is really stable one hundred percent has alignment that.

714
00:43:03.320 --> 00:43:06.679
So the first thing is that getting to really know

715
00:43:07.199 --> 00:43:10.360
the values of the organization or the culture of the organization,

716
00:43:11.199 --> 00:43:16.199
if these values are really real or they are you know,

717
00:43:17.119 --> 00:43:20.679
wishful thinking. Sometimes they're just wishful things. Sometimes they're in

718
00:43:20.679 --> 00:43:25.599
the wall, they don't represent anything. So when I bring

719
00:43:25.679 --> 00:43:28.880
the self leadership here, it's just like, what does that

720
00:43:29.039 --> 00:43:32.639
mean to you when you have like a culture, for

721
00:43:32.719 --> 00:43:40.199
example teamwork, because the culture is not something that survives

722
00:43:40.199 --> 00:43:44.039
by itself. I mean, if you remove every single human

723
00:43:44.119 --> 00:43:48.800
being from a company, the walls are not going to

724
00:43:48.880 --> 00:43:53.559
keep the culture. Of course, the context, the environment, the technology,

725
00:43:53.719 --> 00:43:58.199
the processes will support the culture. But the culture is

726
00:43:58.199 --> 00:44:00.960
made by people. How they interact, how they communicate, how

727
00:44:01.000 --> 00:44:03.880
they show up in the work, if they put lover

728
00:44:03.960 --> 00:44:06.000
or not in what they are doing to their present

729
00:44:06.079 --> 00:44:09.559
or not. That to me is in the very row terms,

730
00:44:09.559 --> 00:44:15.239
that's what culture is like, how people interacted, things are spoken,

731
00:44:15.639 --> 00:44:21.320
thanks are silently done. So when I start checking and

732
00:44:21.519 --> 00:44:26.440
two major scenarios when I do with an executive or

733
00:44:26.639 --> 00:44:32.440
a leader and the value system in some ways disconnected,

734
00:44:32.760 --> 00:44:35.599
Just like, what does that mean to you that you

735
00:44:35.679 --> 00:44:38.079
have a values not being respected by the company or

736
00:44:38.119 --> 00:44:43.719
vice versa. And even specific examples, it's this acceptable to you?

737
00:44:43.960 --> 00:44:45.960
Do you want to continue to work in this company?

738
00:44:45.960 --> 00:44:48.440
Do you want to grow this company? How can you

739
00:44:48.679 --> 00:44:52.440
merge your settle values with the values from the company.

740
00:44:52.480 --> 00:44:56.719
How you can start adapting or for example, if you

741
00:44:56.719 --> 00:44:59.840
work in a company it's so results focused and you're

742
00:44:59.880 --> 00:45:04.960
just love celebration. How can you use celebration as a

743
00:45:05.000 --> 00:45:08.000
byprogramm the things happen even if people don't tend to

744
00:45:08.039 --> 00:45:11.599
celebrate a lot. This was a weird example just thinking

745
00:45:11.639 --> 00:45:15.119
out a lout here. And the other side is when

746
00:45:15.320 --> 00:45:21.360
I will correct with business owners and they want different results.

747
00:45:21.480 --> 00:45:24.480
So I started working with the vision again being intentional.

748
00:45:25.079 --> 00:45:27.199
What is the intention? Where do you want to go,

749
00:45:27.400 --> 00:45:30.079
where you want to be, How you're going to remember

750
00:45:30.199 --> 00:45:33.119
what results that you want In twenty thirty, for example,

751
00:45:33.239 --> 00:45:36.760
you're looking a five year and then when it gets

752
00:45:36.800 --> 00:45:42.079
to the culture, just okay, does your current culture support

753
00:45:42.920 --> 00:45:46.039
this journey? Are you going to be in the top

754
00:45:46.079 --> 00:45:50.199
of the mountain with this culture as saying no, so

755
00:45:50.239 --> 00:45:52.559
what's the new culture? So with the entire you know,

756
00:45:53.039 --> 00:45:57.440
reviewer rewiring and rewriting of the cultural code or purpose,

757
00:45:57.559 --> 00:46:02.280
mission vision and values and values in my experience, is

758
00:46:02.320 --> 00:46:06.639
the most tangible things, even that they seem like fluffy,

759
00:46:07.320 --> 00:46:09.559
they are the most tangible things in day to day

760
00:46:09.559 --> 00:46:14.280
operations because mission vision and purpose it's something that is

761
00:46:15.679 --> 00:46:18.920
just it's in the time. But values you can see

762
00:46:18.920 --> 00:46:23.440
them in action right away. So one work we do

763
00:46:23.599 --> 00:46:28.280
is just how we detail these values like integrity as

764
00:46:28.320 --> 00:46:34.559
specific examples and counter examples per type of work or

765
00:46:34.599 --> 00:46:41.119
per division. And then of course the business owners or

766
00:46:41.159 --> 00:46:43.800
the executives or leaders, they have to be the champions

767
00:46:43.840 --> 00:46:46.519
of the values. They have to give example every single day.

768
00:46:47.199 --> 00:46:50.920
And the reasons sometimes they don't value, they don't leave

769
00:46:50.960 --> 00:46:55.000
their values is because they have internal misalign and that's

770
00:46:55.039 --> 00:46:57.360
when we go back to the self issue. It's just

771
00:46:58.239 --> 00:47:00.719
at the end of the day, it tends to be

772
00:47:00.840 --> 00:47:04.599
the mirror all I'm not doing this and why I'm

773
00:47:04.639 --> 00:47:06.639
not doing it and any bold.

774
00:47:08.119 --> 00:47:10.559
So beautiful, Carlos, I want to put a little small

775
00:47:10.599 --> 00:47:12.760
bow on what you just said there and call back

776
00:47:12.760 --> 00:47:14.840
to a previous episode that we had with doctor Carlos

777
00:47:14.880 --> 00:47:19.440
Hore in Barcelona, Spain. Carlos has a whole practice and

778
00:47:19.480 --> 00:47:21.360
he taught that and we now use as in Gusto

779
00:47:21.440 --> 00:47:24.320
now as well, where once we have determined the purpose

780
00:47:24.360 --> 00:47:27.480
of the organization, we can actually measure the experience of

781
00:47:27.519 --> 00:47:31.000
that then using three questions, and that's really how the

782
00:47:31.119 --> 00:47:33.360
leaders are living it. How is it showing up in

783
00:47:33.400 --> 00:47:35.760
the everyday behaviors or your colleagues, and how do your

784
00:47:35.800 --> 00:47:40.800
personal values align with the purpose. Therefore it activates you.

785
00:47:40.880 --> 00:47:44.280
And when you do that, I think it's really really powerful.

786
00:47:44.280 --> 00:47:46.800
Now you have a way to leverage and operationalize your

787
00:47:46.800 --> 00:47:50.320
purpose in relation to your values, your mission, and your

788
00:47:50.400 --> 00:47:54.480
vision and and your purpose statement. So I really applaud

789
00:47:54.519 --> 00:47:56.519
the work that you're doing, and you've made it so

790
00:47:56.599 --> 00:47:59.440
accessible for us today, Carlos, and I think we've opened

791
00:47:59.440 --> 00:48:02.920
some hearts and today I hope listeners and viewers will

792
00:48:02.960 --> 00:48:05.119
reach out to you. I'm going to give them how

793
00:48:05.119 --> 00:48:06.639
to do that in just a second. But let me

794
00:48:06.639 --> 00:48:10.280
give you an opportunity to close the conversation as you like,

795
00:48:10.320 --> 00:48:12.400
saying about thirty seconds, what would you like to leave

796
00:48:12.480 --> 00:48:14.199
lusteners and viewers with around the world.

797
00:48:16.480 --> 00:48:19.800
There is a song from Beatles that I love can

798
00:48:19.960 --> 00:48:23.599
sing and it's called I Can but I won't sing

799
00:48:23.679 --> 00:48:27.760
it here. Okay, All you need is love, but not

800
00:48:27.960 --> 00:48:33.360
the musha musha love. It's like unconditional love, like parenthood love.

801
00:48:34.400 --> 00:48:39.119
If you treat the clients with the love that you have,

802
00:48:39.320 --> 00:48:42.159
like as a parent, not in the demonstrations a parent,

803
00:48:42.280 --> 00:48:44.760
but you want the best for this human, then you

804
00:48:44.800 --> 00:48:47.159
want the best for this company. You want the best

805
00:48:47.199 --> 00:48:50.400
for the team. That's to me, it's unconditional love. And

806
00:48:50.480 --> 00:48:54.119
sometimes you're going to be rejected in this process. Sometimes

807
00:48:54.239 --> 00:48:57.199
people are not going to like you. But if you're

808
00:48:57.880 --> 00:49:00.519
very clear on what you're doing and you show that

809
00:49:00.559 --> 00:49:04.159
this is for the best, they're gonna do it. So

810
00:49:04.280 --> 00:49:09.480
to me, it's just it's just loving yourself and loving people,

811
00:49:09.679 --> 00:49:12.960
every single human being that you meet, and that to me,

812
00:49:13.280 --> 00:49:17.239
are the basis for self leadership and for leadership and

813
00:49:17.280 --> 00:49:21.000
for governments because you're if you really love people and companies,

814
00:49:21.800 --> 00:49:25.400
you're not going to be doing miniocal work. You're going

815
00:49:25.480 --> 00:49:28.280
to do the act of love. That's gonna be the

816
00:49:28.360 --> 00:49:30.280
work of your life. Every single time.

817
00:49:31.920 --> 00:49:34.480
BILLI is a Carlos. It has been a great pleasure

818
00:49:34.519 --> 00:49:39.519
to have you on Working on Purpose Prigadai and working

819
00:49:39.519 --> 00:49:44.320
on Purpose in Prasier. Listeners and viewers, you are going

820
00:49:44.360 --> 00:49:45.880
to want to learn more about Carlos and the work

821
00:49:45.880 --> 00:49:47.719
that he does. You can check out two websites. He

822
00:49:47.880 --> 00:49:49.719
is also on LinkedIn as well, but let me send

823
00:49:49.719 --> 00:49:53.320
you first to his personal site. It's Carlos hoyas So

824
00:49:53.360 --> 00:49:56.360
Carlos c A R l O s Hoyus is h

825
00:49:56.480 --> 00:49:59.880
O y O s So Carlos Hoys dot com. He

826
00:50:00.119 --> 00:50:04.360
his business leadership is Elite Leader Institute dot Com. Elite

827
00:50:04.679 --> 00:50:08.519
Leader Institute dot com dot com. Last week, if you

828
00:50:08.519 --> 00:50:10.119
missed the live show, you can always catch up your

829
00:50:10.159 --> 00:50:12.880
recorded podcast wherever you get your podcasts. We will see

830
00:50:12.920 --> 00:50:15.880
you next week for another nurturing and inspiring conversation featuring

831
00:50:15.920 --> 00:50:18.320
another thought leader. And remember that work is one of

832
00:50:18.360 --> 00:50:20.760
the best adventures and means of realizing our potential and

833
00:50:20.800 --> 00:50:23.199
making the impact we crave and can give us the

834
00:50:23.199 --> 00:50:25.639
opportunity to do business in a way that betters the world.

835
00:50:25.920 --> 00:50:27.360
So let's work on Purpose.

836
00:50:30.719 --> 00:50:33.360
We hope you've enjoyed this week's program. Be sure to

837
00:50:33.400 --> 00:50:37.039
tune into Working on Purpose featuring your host, doctor Elise Cortes,

838
00:50:37.159 --> 00:50:40.480
each week on W four CY. Together we'll create a

839
00:50:40.519 --> 00:50:45.159
world where business operates conscientiously, leadership inspires and passion performance

840
00:50:45.239 --> 00:50:48.000
and employees are fulfilled in work that provides the meaning

841
00:50:48.039 --> 00:50:51.840
and purpose they crave. See you there, Let's work on Purpose.