Leading in Today’s More Democratized Workplace

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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
work, to contribute their talents passionately

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and know their lives really matter.
They crave being part of an organization that

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inspires them and helps them grow into
realizing their highest potential. Business can be

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such a force for good in the
world, elevating humanity. In our program,

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we provide guidance and inspiration to help
usher in this world we all want

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Working on purpose. Now. Here
is your host, doctor Elise Cortes.

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Welcome back to the Working on Purpose
Program. Thanks for turning again this week.

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Great to have you. I'm your
host, doctor Relise Cortes. Join

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your live from Dallas, Texas,
which is home base for me. If

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you don't know me yet, I'm
a management consultant specializing in meaning and purpose,

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organizational logotherapist, inspirational speaker, social
scientist, and author. My team

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and I help companies discover in articular
their purpose through their culture and operations.

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We work with forward thinking or forward
reaching organizations to develop inspirational leaders. We

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create cultures where people actually want to
come to work and do their best,

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and we provide programs like the grab
your gusta that enable individual team members to

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discover and unleash their passionate purpose at
work to catalyze fulfillment, engagement, and

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productivity. You learn more about how
we can work together at a last Cortes

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dot Com with us today is Joseph
Cambarado. He's the CEO of National Business

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Capital. He developed a passion for
business growth early in his career and today

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helps entrepreneurs and business owners grow through
small business loans and services. We'll be

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talking about the more democratic democracy,
criticize that's a hardware democracize environment appearing in

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workforces across the country, and how
leaders can take the reins on purposeful work

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and employee wellness. You don't to
today from Long Island, New York.

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Joe, Welcome to Working on Purpose. Hello, thank you for having me.

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So great to have you. I'm
looking forward to this conversation. This

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has spend such an interesting time and
you are an interesting chap to talk to

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about what's going on in the world
business and work. So let's have it,

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shall we Awesome? Well, thank
you for having me, And it's

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always good to talk about these things, especially with all the stuff that's happened

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in the world today around this stuff. Yeah. So one of the things

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I'm doing this here, Joe,
is I'm working on a book that addresses

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the leaders out there that are like
pulling their hair out, like trying to

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figure out what to do. It's
the pandemic, it's the Great Resignation.

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There's all this stuff going on in
the world and they're just going nuts.

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So that's what I'm working on next
this year. So your perspective and what's

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been going on in the world the
last couple of years will be interesting.

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Sort off. We can start with
that so we can presence our listeners.

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We have listeners and viewers across the
globe. So let's start, Joe,

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if we can talking about your perspective
in the last couple of years of the

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pandemic, remote work, et cetera. How have those conditions changed what people

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want from their lives and their work
from your perspective. Yeah, I mean

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it's a great question. And you
know it's so funny, is you know,

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this whole focus around the Great Resignation. It's a little confusing because you

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know, yeah, so people are
quitting their jobs, but they're going to

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other jobs, and I think you
know, sometimes people read like the headlines

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and they say, oh, the
great reservation and no one wants to work,

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But no people are working. The
unemployment rates are actually back to record

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lows again, and people are working. There's been all this focus on it

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now, and which is so interesting
to me because all this stuff really was

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already happening pre COVID, pre pre
pandemic. The job market was a challenging

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job market prior to COVID, it
was super competitive. I think a lot

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of things finally caught up to itself. And I also think because of COVID,

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a lot of people finally had time
to think and actually use some of

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that time to stop and think.
There wasn't a lot to do, so

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you're kind of forced to do it, and I think a lot of people

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really relooked at you know, you
know, what they want out of life,

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where they want to be and whether
that's you know, job career,

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a career move, doing things that
they've always wanted to do and finally doing

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them, or saying I don't want
to live here anymore, relocating. So,

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you know, I think you had
a lot of things rapidly accelerate to

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COVID that were already happening, but
because COVID accelerated so much, it seemed

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you know, so crazy and and
and extreme. But they really were happening,

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you know, prior to which is
which is really interesting and a lot

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of people aren't talking about that,
so you know, I think that's interesting.

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M h. Yeah, I really
agree with you, Joe, that

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the pandemic really gave people the kind
of pause that most people really don't get

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very often in life. And it's
so necessary, of course, I know

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that from the work that I do, just how important it is to be

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able to sit and listen in the
stillness to that which is trying to get

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your attention very desperately, usually your
purpose. So yes, reevaluating your life

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and what's in it and what they
want and what they don't want. And

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to your point, Joe, and
what I also have seen in my research

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is that there there was already the
interest in people changing jobs before the pandemic,

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but and it hit, people got
a little bit more more of a

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need for security and stability and hung
on to a job maybe longer than they

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expected to to ride that out.
And then of course when things began to

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clear a little bit, then there
was a greater exodus towards the doors that

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was already happening. As you say, that's that's what I've been able to

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unearth as well. Yep, yeah, that's exactly right. I mean a

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lot of people didn't want to make
a move because they didn't know what was

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going on. People didn't want to
start in a new company. I think,

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you know, you're comfortable where you
are. You don't want to show

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up at a new place. Masks, no masks, remote not remote,

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you know, which is really interesting, but you know it kind of answer

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your question earlier too. I think
it's really important now. You really have

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to be creating a great environment to
work in, whether that's remote or you

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know, in the office. You
know, and if you're not focused on

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that, you know, people just
want more. They don't want a job,

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they want more, you know,
out of where they're showing up to

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every single day. Some companies are
doing a really great job of it,

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and some aren't. And you know, if you're not, if you know,

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if you're not trying, you know, I've had this talk with a

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lot of people. I think you
have to also have to understand too,

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like what is your business? You
know, and and what I mean by

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that is, is your business a
stepping stone, Like you know, if

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you have a cashier's position, you
know, at a convenience store or a

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pizza restaurant. And I'm not knocking
those businesses, but you've got to understand,

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like the positions like if if,
if it's a if it's a college

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you know, working in high school
or college type of position. And then

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you know, people are supposed to
graduate college and then not be you know,

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a cashier, you know, for
the rest of their lives. I

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think you have to kind of understand, you know, what what is it

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that you're you know that you're offering, what is your business? What are

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the positions that you're offering. Some
of those positions are meant for people to

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come and go, so you might
want to rethink making those positions very easy

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to onboard and off board, and
also really incentivize those employees actually find their

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own replacements. Some companies do a
really great job of this. And then

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you know, if you are a
business that there is a real career path

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and and it's a place that people
can come and grow and be there for

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maybe the rest of their lives,
then you know you've got to keep up

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with the competition and do other things
outside of just that career and that salary.

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You know, we're finding that,
you know, just in our own

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business that you know, you know, people you know, it's just not

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about it's not all about money for
them. You know, you your salary

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needs to be competitive and and you
know people, you know, do you

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need to you know, make a
fair living in order to uh, you

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know, to pay their bills and
and and to want to show up to

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work. But it's got to be
more than than just that. And people

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they are really realizing that they just
want more, you know, out of

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you know, their their their job
that you're shown up to every day.

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And if you're not you know,
doing more, other companies are, and

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you're just going to simply lose employees
to those other companies. You know.

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We started focusing on culture like seven
years ago. I read the book Delivering

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Happiness, and and then we had
their team come into the business. I'm

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friends with Jenlym, the CEO,
and you know, we were focused on

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culture when it wasn't a buzzword and
when no one was talking about it,

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and you know, now everyone's talking
about it, and and uh, all

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these things that you know, really
you know, been been you know,

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you know, have been happening,
and if you're not. You know,

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back when my point was is back
when we kind of started all this stuff,

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you know, people kind of looked
at us, especially some of like

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companies that were maybe like you know, more established or senior or and they're

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like, you know, this culture
thing, what a joke, you know,

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very a lot of a lot of
big organizations are very dismissive about it.

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And you know, now, you
know, you fast forward to today,

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a lot of this is caught on. So there's like a lot of

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different options with all different types of
cultures and things. And you've got organizations

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at all different levels and sizes now
that are really really focused on this.

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And I feel like years ago it
was really these new innovative startups that were

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really doing this type of stuff.
Now, you know, the things are

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really starting to change. So if
you're not really thinking about this or taking

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this serious, and it's hard for
you to hire and lose people you really

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like, you know, you have
to look at it, you know,

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right, And that's why I get
excited about it, Joe, because I

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love being able to help business owners
and business leaders reach for that higher state

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of being an operating to be able
to satisfy that. And and that brings

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me to a question. I love
your perspective, and I hadn't quite I

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just run across an article that's just
written this March of twenty twenty two,

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and it contrasted this or gave this
idea the workplace of the people, which

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is really pretty interesting, right,
rather than workplace for the people? Do

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you have a perspective on this matter? Have you heard about this? Does

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it ring something for you? Yeah? I mean I think you know,

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we try and make it fun here. We hear people out. We have

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a culture team, and we're constantly
doing different things that you just provide more

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value to our employees. That and
some of the things things that they can

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learn personally. Some are simply you
know, when we do our huddles,

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we you know, we do icebreakers
and things that get us out of our

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comfort zones and AND's like little mini
little mini like little personal development exercises.

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But you know, people just you
know, they want to be heard,

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they want more and and we provide
that platform. But what's really important is

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is, you know, culture is
your business identity, and it's what happens

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when people aren't looking and it and
culture just isn't about like, you know,

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pizza parties and doing cool things.
And I try, it's very hard

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to explain some culture is. It's
really something that that's experienced. It's very

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hard to explain. But you know, I tell people that it's not all

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rainbows and butterflies in my organization either, Like we are a highly accountable organization.

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Profit's not a dirty word of my
organization. We talk about it.

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We need to be profitable in order
to build and grow an amazing company.

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And you know, the better we
do, the better it will be for

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everybody. So that's something we actually
talk about and dress head on. So

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it's a balance of being accountable and
having fun. You can't have too much

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fun and and and you know,
and you can't be too serious. And

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we really balance that out and really
try and go above and beyond and do

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additional things that really encompass the whole
team and the whole organization. Yeah,

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I was having a conversation this morning
with another perspective guest was going to come

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on. We were talking about how, you know, work is really a

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fantastic playground, a platform that you
can really in many ways across your life

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best realized to your potential. So
if we as employers, as business leaders,

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as business owners, can provide a
playground a platform for our employees to

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realize their highest and best potential by
helping them to learn and grow and develop

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in the vein that they wish to
grow. Well, now we've done something.

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Now that's definitely a workplace of the
people. So if we create that

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space, we listen to what they
have to say, what their concerns are,

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what their desires for are. Now
we've actually got that workplace of the

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people. And I'm working with an
organization right now in Dallas. They're fantastic,

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Joe, how they listen, take
the council and we are creating something

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magical with them. It's just the
coolest thing to see them go from to

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your point, people literally fleeing the
door for the doors, like the people

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going out so fast they couldn't couldn't, couldn't keep satisfying their customers too.

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Now we have people that are engaged
in conversation. There's a vibrance in the

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order to now that wasn't there six
months ago. And people are winging and

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they're proud to be there and it's
so exciting. So to your point,

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there's so much you can do with
culture and organizational change, and it doesn't

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have to be that hard. But
it does take listening to the people.

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It takes listening, It takes time. It doesn't happen overnight. And I'll

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reference the pizza party again. It's
not about grown a pizza party and that's

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all going to work out, that's
not reality. You have to commit.

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You got to get your leadership in
the organization to commit, and you've got

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to like rally the troops and and
and again, it doesn't happen over ight.

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It took really, you know,
some years to really nail our culture.

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But you know, I think there's
some immediate things that you can do

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to get a jump started, but
you've got to commit to it. And

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you know, it's funny, you
know, I hears so many people say,

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and I'll be out of a barbecue, a party or whatever, and

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you know, people complain how it's
so difficult and no one wants to work,

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and you know, there are plenty
of people that want to work,

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and yes, agreed, and this
newer generation like, how amazing is it

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that they want to like be better. They like, they want to be

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better and do more. And a
lot of the things with culture really kind

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of goes back to like personal development
because they want to learn and be a

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better person and and and it's just
I think a lot of people that complain

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about it is they're just not providing
that platform, right, I agree,

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And I hear so many people talking
about how how listen. It is challenging

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in certain industries, depending on your
industry, like you know, there there

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are real challenges, and but they're
all those are opportunities to do something different

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than your competitor. So you get
focused on how hard it is or you

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like, if you're dealing with it, if it's an industry wide thing,

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then all of your competition is,
so what is it that you can do

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better? And it's and it has
nothing to necessarily do with that job,

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Like what what is it that all
of of you know, those in particular

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you know employees not getting from their
their you know, your competition, so

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it really it really is an opportunity. But you know, we have ten

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people starting next in two weeks,
like you know it, you know you're

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you're able to hire. It's out
there, you know, it's just you

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got to really, you know,
I think, look at what's going on

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in your organ and what are uh, what are other offers you know,

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what are other people offering you know
that you aren't and what can you change?

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Totally agree, Joe. Let's wrap
our first break. I'm your Hostlie

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Cortez. We were there with Joe
Camarado, he's the CEO of National Business

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Capital. We've been talking a bit
about what's going on in today's world after

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the pandemic for business owners and leaders
and the opportunities that they have to create

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a business where people actually want to
come and give their best. Stay with

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us. We'll be right back.
Doctor release Cortes is a management consultant specializing

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in meaning and purpose and inspirational speaker
and author. She helps companies visioneer for

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greater purpose among stakeholders and develop purpose
inspired leadership and meaning in few cultures that

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elevate fulfillment, performance and commitment within
the workforce. To learn more or to

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invite Elise to speak to your organization, please visit her at Eleascortes dot com.

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Let's talk about how to get your
employees working on purpose. This is

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working on purpose with doctor Elise Cortes
to reach our program today or open a

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conversation with Alise send an email to
a lease Alise at Elisecortes dot com.

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Now back to working on purpose interesting
with this. Before we get back to

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the program, I'd like to invite
you to check out my book Purpose Ignited.

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I wrote it to awaken readers to
their passion and their purpose and transform

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them to inspirational leaders who actually do
create that workforce for peop who actually want

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to come to work and do their
best. And I use this content as

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the basis for the BYL Inspired program
as well as the Gravit Gusto program.

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So I hope to check it out
if you just starting the program today.

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My guess is Joe Cambarado. He's
the CEO of National Business Capital. I'm

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your host, doctor Lei's Cortes.
So next, Joe, I would love

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to get your perspective and I'll share
as well on what you're seeing in terms

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of the better performing companies doing to
create these compelling workplaces. We've been talking

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about. What do you see or
what are you recommend or what are you

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doing to create a really compelling place
or people actually want to come and show

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up yeah, well, I could
definitely talk to what we're doing. I

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mean, we're just we're constantly doing, you know, different things. One

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of the biggest things is we have
a culture team and a cultural leader.

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That team changes out yearly. Some
people stay on, some people go.

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We try and mix it up,
and you know, leadership you know,

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will stay on for sometimes two to
three years, and then we'll identify a

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new leader. It's been really great. We've made progress. It's always a

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working progress because things are always constantly
changing. But what we try and do

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because you know, we don't want
to over welm people with too many things,

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but we map out the whole year
and then each quarter there's different you

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know, different initiatives that we're you
know doing within the company. Some of

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those are external, some of those
are just fun things. Some of those

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are internal things. Some of those
are departmentalized. Some of them are opportunities

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to to uh to learn, grow
and be better, so around personal development.

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Some are around company goals and celebration. Some are just bringing in,

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you know, we'll bring in every
every morning at nine oh five, we

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do morning stretches and someone leads that
up. It's something that we do,

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like every single morning. There's a
point person that heads it up. If

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they're out, they get a temporary
morning stretch person, our morning stretcher,

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a proxy proxy. Yeah, yep, yeah, and it's our morning ritual,

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which is really cool. And so
you know, we'll we'll bring in

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someone that will do like, uh, we'll do like a little morning session

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of something like health related, whether
it's like exercise stretches, yoga, meditation,

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and uh, they'll talk about like
diet and stuff. Usually around like

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the New Year, we'll bring someone
you know around diet and so just like

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those are examples, but it's just
we're always switching up and doing different things.

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We do some community based things which
are really cool. We do Thanksgiving

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boxes. Around Thanksgiving, we wrap
them here and then we handle a room

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to local families, you know,
which is great. So it's like a

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combination of like give back community stuff. It's a combination of personal development.

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It's a combination of you know,
quarterly, monthly, quarterly and yearly goals

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and getting out and doing some fun
things. And you have to like mix

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it up because things just get stale, you know, and old. But

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the personal development one thing is is
probably uh some of the biggest things.

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Some of those are like self ran
by our team, you know, whether

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it's just some sort of like an
exercise that maybe discover something about you.

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We did this like a wheel of
Life exercise to kind of identify like you

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know, like hey, like where
what's what's going great? And you know

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in your life right now, where
where like the challenges and identifying maybe some

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areas that need some attention. It's
a really simple exercise. We didn't in

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one of our company morning huddles.
I can't tell you the feedback that I

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got have got from that. It's
you know, and I do a lot

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of things outside of you know,
the office. I'm in YPO, and

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I'm constantly I've spent so much time
and money on uh, you know,

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business and personal development and the things
that I learned outside of here I bring

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into you know, into the company
as well, and the team really appreciates

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that stuff. Mm hmm. Absolutely. So a couple of things listeners and

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yours. I just want to call
it a couple things that you said,

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Joe, that I think are really
interesting and I want to bake further into

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the education of this this particular episode. So you know, all of that

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team stuff that you're doing, right
Joe. That is, you know,

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there's you're bringing people together, You're
knighting uniting people together and energetically. That's

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really interesting from a limbic resonance perspective. So literally, right literally, when

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we when I walk into an organization
and I know that that people are engaged

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and connected, you literally can feel
that buzz. It's called limbic resonance.

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So I want to order our listeners
and viewers to understand you know that you're

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intentionally creating and bringing people together energetically. That's amazing. So and then secondly,

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building on what you said, of
course, from my vantage point,

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this is just that's my jam is
you know, the whole meaning and purpose

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stuff. So what I find really
compelling about helping develop cultures is to is

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to be able to first we identify
the company purpose, what, why does

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this organization exist? And why should
anybody care? And then when the individuals

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can start to see how their individual
purpose threads up through onlines and is amplified

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through that company purpose, well now
we really now we're cooking with gas,

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right, So it's really really interesting
to be able to do that kind of

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work inside organizations and create a place
where people feel bigger because of their involvement

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with their employer. That's just it's
so satisfying, so fulfilling, and so

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for me to get to do that
kind of work and turn those light bulbs

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on, that's awesome. Yeah,
if you walk through my office, you

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know, you would absolutely feel that. I love to have you come by

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because it's it's a cool thing to
witness. And you know, I can't

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tell you like you know, you
know, when someone comes to my office,

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especially if it's the first time,
we'll always say things like, wow,

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you can just feel the energy,
you know, walking through here,

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and wow, everyone's so happy,
you know. And you know, I

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think too sometimes I forget like,
you know, what's what's been created here?

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And uh, you know now I'm
kind of like, well, like

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you you know, is your is
your you know, are people not happy

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at your company? You know,
well in your office or you know,

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right, But there's an there's an
amazing difference. It's a huge spectrum,

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I know, you know that,
Joe. And it's so interesting in the

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work that I get to do by
visiting various companies, I can see there's

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a huge spectrum of registration of energy
and happiness and connection, so all worth

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working on. Like, I love
that it's clear to me, Joe,

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that you are working at you know, this is an intentional, purposeful behavior

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that you have here to develop and
keep your culture growing. And that's another

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really important point, right, We
don't just turn it on and create it

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and then walk away. It has
to be stewarded. Yeah, I think

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that's a really there's a really good
point to that. You know, my

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business is helping business owners access capital
so they can grow their business. Right,

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So I've worked I've had the privilege
of working with small medium sized companies

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all across the country in all different
industries at all different stages, from just

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getting started doing a few hundred one
thousand in sales to you know, doing

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ten twenty thirty plus million in sales. At every level, every you know,

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every business, every business owner,
they all deal with like the same

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core five challenges. You know.
It's like people, process, marketing,

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people you know, you know,
people you know, and and it's all

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the same things, right, and
it's just all different levels. And I

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think this is you know, it
took me a while to understand this,

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and you know, whether it's in
business or personally you know, oh,

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when I get to this point,
everything's gonna be okay, Like and finally

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when I get here, like it's
all going to work out and it's all

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just gonna be on like autopilot.
And I think the reality is in life,

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but especially in business, is you're
never done. Like you have to

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constantly change and innovate and improve,
and you have to like if you stop

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working on your business, like what
happens, right, Yeah, you fail?

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I mean, listen, you could
build the company, put the right

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people in place, but those people
are working and changing and innovating, right,

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and maybe you get to take a
back seat, and that's your ultimate

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goal. And that's a beautiful thing, and that's amazing and that's all possible.

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But the reality is in your business
you have to constantly keep growing,

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you know, improving, making the
dustions, and it's just a constant change.

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I see a lot of owners get
burnt out with that change because they're

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expecting that when they got to a
certain place that they don't have to do

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that work anymore. And the reality
you have to keep changing and keep working

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at it at your business, at
you know, at marketing, at sales,

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whatever it is that you're doing,
but the same thing on culture,

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it doesn't there's no end point,
you know what I mean, So that

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it took me a real long time
to really understand that. Once I actually

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understood that, like really understood it, it made things a lot less stressful

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because then I was like, oh, okay, this isn't going to end

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it, and then I actually started
to enjoy it. And you know,

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one thing I'll share with all of
your viewers too, like it do the

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work because and and and pull someone
in like doctor Cortez because you're you know,

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it's so good pulling an outside resources
into your company. It's so needed.

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One thing, it's it's always helped
me in all different areas of business

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to pull an outside consultants advisors that
are good, but you know, it

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takes it off of you as an
owner. But when you do the work

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around culture like it's made it's so
much fun. And I'm like happy to

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show up at work at my own
business and I've got such a great team

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and it's a delight to be surrounded
by such great people. There was a

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00:26:45.440 --> 00:26:49.359
time in my business where I didn't
want to show up and I wasn't really

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00:26:49.400 --> 00:26:52.519
fond of a lot of people that
were here, and that is what pushed

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00:26:52.519 --> 00:26:56.880
me over the edge to really do
the work on culture. And I committed

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00:26:56.920 --> 00:26:59.759
to it and got my team around
it. I lost some people on the

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00:26:59.799 --> 00:27:03.920
team, those people, it was
good to lose them because they weren't the

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00:27:03.960 --> 00:27:08.240
right people to be here. And
what a difference. And it's really a

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00:27:08.240 --> 00:27:11.519
pleasure to come to come you know, come to my office every day.

393
00:27:12.599 --> 00:27:15.599
Thrilled to hear that, Joe.
And that's another thing back to We've sort

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of been talking about this already,
but it bears repeating in that there this

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there really is an opportunity to allow
yourself or push yourself up if you will,

396
00:27:26.319 --> 00:27:29.480
to be swept up in this change
there. I see what's happening right

397
00:27:29.480 --> 00:27:33.720
now is like a bit of a
it's like a revolution in many ways in

398
00:27:33.759 --> 00:27:37.680
my opinion, Joe, what's been
happening in the workforce is it's kind of

399
00:27:37.680 --> 00:27:41.920
like a forced union strike. And
that employee right, And I want this.

400
00:27:42.119 --> 00:27:45.880
I want work life balance. I
want quality of my life. I

401
00:27:45.920 --> 00:27:48.839
want to do work that's interesting to
me, and I don't want to put

402
00:27:48.920 --> 00:27:51.680
up with, you know, people
that are screamers for bosses, et cetera.

403
00:27:51.799 --> 00:27:53.559
Whatever it might be I'm going on
to the next thing. And I

404
00:27:53.960 --> 00:27:59.240
think that that is a great opportunity
to elevate yourself as a business owner,

405
00:27:59.279 --> 00:28:02.839
as a business lead, to allow
yourself to be swept up in that so

406
00:28:02.880 --> 00:28:07.359
that you're better, You're you're catalyzed
by that transformation. I think that's encouraging

407
00:28:07.400 --> 00:28:11.519
and exciting one hundred percent. And
you know, from doing these things and

408
00:28:11.599 --> 00:28:15.799
committing to it, it does make
you better as well too. And like

409
00:28:15.839 --> 00:28:18.240
I'm constantly learning, you know.
And yeah, and then you know what.

410
00:28:18.599 --> 00:28:25.559
We we just had someone we had
a few new hires last month or

411
00:28:25.559 --> 00:28:30.200
the month prior, and there was
someone who was here for like two weeks

412
00:28:30.200 --> 00:28:33.200
and just said something amazing to me, and it was like it was it

413
00:28:33.279 --> 00:28:37.359
was really nice and and and uh, this person you know, mentioned a

414
00:28:37.359 --> 00:28:41.640
few things that I like, like
I learned something from, you know,

415
00:28:41.720 --> 00:28:45.519
but it was all the you know, she was really complimenting a lot of

416
00:28:45.559 --> 00:28:49.319
the things that we do do here
in the culture and and everything, and

417
00:28:49.359 --> 00:28:52.480
how it's only been two weeks and
how happy she was that she made a

418
00:28:52.519 --> 00:28:56.680
move, you know, to our
company. But there was like just some

419
00:28:56.720 --> 00:28:59.759
great things and it was very motivating
for us to keep doing you know the

420
00:28:59.799 --> 00:29:02.839
world, and I still get a
lot of out of it myself too.

421
00:29:03.519 --> 00:29:06.039
Me too, I think I do
too. And and that brings me to

422
00:29:06.079 --> 00:29:07.799
the next thing I want to talk
about here before we grab our next break,

423
00:29:07.799 --> 00:29:11.559
and that is that I've I've had
a few conversations with people that I

424
00:29:11.599 --> 00:29:15.799
work with here in the Dallas market, Joe and some some people. It's

425
00:29:15.799 --> 00:29:18.000
clear that this is an employee driven
workforce right now. That's the market.

426
00:29:18.119 --> 00:29:22.680
It's the employee driven. Sometimes we
have seller's markets and buyer's markets for real

427
00:29:22.759 --> 00:29:26.599
estate, and right now we're definitely
in the employee driven marketplace. And a

428
00:29:26.599 --> 00:29:30.079
few people have said that they really
believe that once the market goes back to

429
00:29:30.440 --> 00:29:34.880
away from more so employee driven,
that all this change and you know,

430
00:29:36.000 --> 00:29:41.319
the need for you know, an
employee centric organization or a workforce of the

431
00:29:41.319 --> 00:29:45.440
people will go away and go back
to you know, more of you know,

432
00:29:45.799 --> 00:29:49.440
where what the employeer wants. What
do you think about that? I

433
00:29:49.480 --> 00:29:55.319
think that ship sailed. I don't
think it's going back. I think it's

434
00:29:55.359 --> 00:30:03.559
only going to accelerate. Business andusinesses
are growing, the population is growing.

435
00:30:04.079 --> 00:30:08.200
There's not enough business to serve the
population as it stands today, there's going

436
00:30:08.240 --> 00:30:12.039
to be like I don't think the
amount of businesses that are going to be

437
00:30:12.039 --> 00:30:15.880
needed are going to be able to
keep up. So I don't think that

438
00:30:17.440 --> 00:30:25.880
it was four more billion for four
million more businesses created last year coming out

439
00:30:25.920 --> 00:30:30.200
of the pandemic than usual. So
there, it's just like this isn't changing.

440
00:30:30.240 --> 00:30:33.880
I think it's only going to accelerate. And what I do think is

441
00:30:33.920 --> 00:30:40.519
going to happen is certain companies are
going to get better, stronger, and

442
00:30:40.519 --> 00:30:42.920
they're going to nail it and they're
going to offer way more. And certain

443
00:30:42.960 --> 00:30:47.440
companies are going to be non existent
and they're going to go away. Yeah,

444
00:30:47.480 --> 00:30:49.839
And I don't I don't think the
fittest yeah. Yeah. And I

445
00:30:49.839 --> 00:30:57.119
think the world and business like it's
just is continuing to be better and better.

446
00:30:57.440 --> 00:31:03.680
You know, it's really very interesting. You know, there's like there's

447
00:31:03.720 --> 00:31:10.279
like eight billion people. In like
nineteen fifty there was I think two billion

448
00:31:10.279 --> 00:31:15.039
people, which was like the most
amount of people in the history of mankind,

449
00:31:15.759 --> 00:31:17.799
and there's eight you know, fast
forward to where we are today,

450
00:31:17.799 --> 00:31:21.319
there's eight billion worldwide. Like,
I think things are just going to continue

451
00:31:21.359 --> 00:31:22.680
to keep, you know, accelerate. I think we're just getting started,

452
00:31:23.319 --> 00:31:26.839
so well, that's okay. We'll
be fit for the for the whole exercise.

453
00:31:26.880 --> 00:31:30.880
Then, Joe, this is I'm
in with you scrab Our last break.

454
00:31:30.200 --> 00:31:33.000
I'm your host, Doctor Release Cortez. We're a nair of Joe Cambarado.

455
00:31:33.079 --> 00:31:37.359
He's the CEO of National Business Capital. We're talking a bit about what's

456
00:31:37.359 --> 00:31:40.799
going on in the world of work
and culture. After break, coll continued

457
00:31:40.839 --> 00:31:44.720
conversation, stake with us. We'll
be right back. Doctor Release Cortes is

458
00:31:44.720 --> 00:31:49.640
a management consultant specializing in meaning and
purpose and inspirational speaker and author. She

459
00:31:49.839 --> 00:31:56.680
helps companies visioneer for greater purpose among
stakeholders and develop purpose inspired leadership and meaning

460
00:31:56.680 --> 00:32:04.720
infused cultures that elevate fulfill performance and
commitment within the workforce. To learn more

461
00:32:04.960 --> 00:32:08.559
or to invite Elise to speak to
your organization, please visit her at elisecortes

462
00:32:08.599 --> 00:32:13.759
dot com. Let's talk about how
to get your employees working on purpose.

463
00:32:20.960 --> 00:32:24.599
This is working on purpose with doctor
Elise Cortes. To reach our program today

464
00:32:24.720 --> 00:32:31.599
or open a conversation with Alise,
send an email to Aleise Alise at elisecortes

465
00:32:31.680 --> 00:32:38.559
dot com. Now back to working
on purpose. Interesting with us and welcome

466
00:32:38.559 --> 00:32:40.880
back to working on Purpose. One
other bit of news I want to share

467
00:32:40.960 --> 00:32:45.160
before we get back with Joe is
last August of twenty one, I released

468
00:32:45.160 --> 00:32:49.720
an anthology of twenty five stories of
women from around the world and went and

469
00:32:49.839 --> 00:32:52.799
found these women and they share their
intimate story of how they've discovered their purpose

470
00:32:52.839 --> 00:32:55.799
and are now serving from it.
It's called Passionately Striving and Why. And

471
00:32:55.839 --> 00:33:00.200
I'm actually more proud of that book
than my own first book, so I

472
00:33:00.240 --> 00:33:01.200
hope you'll check it out. It's
pretty exciting. By the way. I'm

473
00:33:01.240 --> 00:33:05.400
also now scouting for men to share
their story. So if you are a

474
00:33:05.400 --> 00:33:07.319
man who is living your purpose,
where you know someone who is, I'd

475
00:33:07.359 --> 00:33:09.799
love to talk to him, send
him my way. If you're just joining

476
00:33:09.799 --> 00:33:13.799
the program, I guess is Joe
Camarado. Okay, that guy, Joe

477
00:33:13.799 --> 00:33:16.720
Camarado. He's the CEO of National
Business Capital. I'm your host, doctor

478
00:33:16.759 --> 00:33:20.599
Lee Cortes. All right, Joe, so you ran for the for the

479
00:33:20.599 --> 00:33:23.799
anthology. Ah yeah, and you
could follow me a grow by Joe,

480
00:33:24.279 --> 00:33:30.039
And that's me living my purpose is
helping others grow. That's so cool.

481
00:33:30.079 --> 00:33:31.559
We will definitely talk about this.
My dear you can run, but you

482
00:33:31.599 --> 00:33:34.759
can hide, and I do make
it to New York. So look out.

483
00:33:36.200 --> 00:33:39.359
Yeah, yoh boy, exactly look
what you created. Now. Okay,

484
00:33:39.400 --> 00:33:43.640
So we were talking before the break
about just you know, things are

485
00:33:43.640 --> 00:33:45.160
not going to mean there's no putting
the genie back in the bottle. Right.

486
00:33:45.200 --> 00:33:49.759
The way the world is evolving,
the way the workforce is evolving,

487
00:33:49.799 --> 00:33:52.200
and what people want from work is
is not going to go back. So

488
00:33:52.359 --> 00:33:57.880
I'm really interested in your position on
what to do with this matter of remote

489
00:33:57.880 --> 00:34:02.839
work or hybrid work. You know, it's so interesting, it's so funny

490
00:34:02.880 --> 00:34:07.400
because so many companies, big companies
too, you know, just reading about

491
00:34:07.400 --> 00:34:13.800
this yesterday, you know, we're
like, we're never you know, we're

492
00:34:13.840 --> 00:34:16.119
going to be remote. And now
a lot of them were talking about like,

493
00:34:16.280 --> 00:34:21.960
no, it's time to come back
in the office. I don't I

494
00:34:21.960 --> 00:34:25.280
don't think there's anything wrong with you
know, remote work. I think some

495
00:34:25.320 --> 00:34:30.519
companies are you know, better fit
for it. And then there's some companies

496
00:34:30.519 --> 00:34:34.519
that like, like remote work is
not Like if you own a restaurant,

497
00:34:35.639 --> 00:34:38.320
there's no remote work, right,
so, and you know, if you're

498
00:34:38.400 --> 00:34:45.960
a contractor construction transportation, like there's
just certain businesses that it's just it's just

499
00:34:45.000 --> 00:34:53.079
not possible. I'm not a fan
of remote work. What's amazing is and

500
00:34:53.679 --> 00:34:59.039
like going back to like nailing culture, because we had such an amazing culture.

501
00:35:00.039 --> 00:35:04.280
And then we you know, when
the pandemic first happened, obviously we

502
00:35:04.360 --> 00:35:06.800
all were home, in quarantined,
and no one knew what the heck was

503
00:35:06.800 --> 00:35:08.559
going on. It was very you
know, you know, you look back

504
00:35:08.559 --> 00:35:10.800
at it, you know, where
we are now is like way different than

505
00:35:10.920 --> 00:35:15.360
you know, March of twenty twenty. So we were all home. And

506
00:35:15.400 --> 00:35:20.000
then finally when things started to open
back up, you know, months later,

507
00:35:20.079 --> 00:35:23.440
and we crept back into the office. There was a point where I

508
00:35:23.480 --> 00:35:28.719
gave everyone the option to work from
home, and no one took advantage of

509
00:35:28.840 --> 00:35:31.639
everyone came in. There was like, you know, one or two people

510
00:35:31.679 --> 00:35:35.840
that had some serious health things.
It was completely understandable, it was fine,

511
00:35:36.000 --> 00:35:37.400
they were promote, it was all
good. Everyone else had the option,

512
00:35:37.519 --> 00:35:43.519
no no one wanted to, which
is really amazing. So I think

513
00:35:43.519 --> 00:35:47.280
you got to do whatever works for
your company. And some companies have changed

514
00:35:47.320 --> 00:35:50.840
and realized like, hey, we
can do this remote. We got people

515
00:35:50.880 --> 00:35:52.519
across the country. It works,
well, that's great. But I think

516
00:35:52.559 --> 00:35:59.800
that culture is built when you're together
and connected and you know, and I'm

517
00:35:59.840 --> 00:36:05.000
a big fan of being in person
and uh so I just you know that

518
00:36:05.119 --> 00:36:07.760
that's just you know, my take
on it. I think a lot of

519
00:36:07.760 --> 00:36:13.079
people, a lot of companies are
starting to change their tune. And I

520
00:36:13.119 --> 00:36:15.920
don't know, it's it's hard if
you're all remote. You know, you

521
00:36:16.079 --> 00:36:21.039
really got to go out of your
way to build culture, to build cammaraderie,

522
00:36:21.440 --> 00:36:25.119
You've got to utilize like chats zoom. I think that you got to

523
00:36:25.159 --> 00:36:30.440
have at least a quarterly like in
person meet somewhere like a home base.

524
00:36:31.400 --> 00:36:36.280
But I think a lot of things
get missed. I think a lot of

525
00:36:36.280 --> 00:36:38.719
people don't really get it. Takes
them so much longer to get or know

526
00:36:38.760 --> 00:36:43.800
your organization if they started remotely.
See, I think you got to like

527
00:36:44.440 --> 00:36:47.760
you counter counter it in some sort
of a hybrid fashion to really build that

528
00:36:47.880 --> 00:36:52.920
like you know, that that connectedness
and team. There are some companies that

529
00:36:52.960 --> 00:36:57.519
do this really, you know,
really well. I think the company WordPress

530
00:36:57.559 --> 00:37:01.599
is one hundred percent you know remote. So there's some companies that have been

531
00:37:01.599 --> 00:37:06.000
down this pre pandemic. But I
think it's you know, whatever your belief

532
00:37:06.039 --> 00:37:10.400
is I'm pro, you know,
in person, and I'm all about that.

533
00:37:12.039 --> 00:37:15.239
Okay, I'm allowed to give respect
him on that because I know there's

534
00:37:15.239 --> 00:37:17.000
a wide array of perspectives, and
you know, I work with a lot

535
00:37:17.039 --> 00:37:22.159
of you know, professional services kind
of ritations as well, and some of

536
00:37:22.159 --> 00:37:24.000
those are a little bit more conducive
to remote work. But a quick fun

537
00:37:24.039 --> 00:37:29.119
story for you, Joe in January, I think at late January, one

538
00:37:29.119 --> 00:37:31.320
of my clients said, at least
I got a present for you. It's

539
00:37:31.360 --> 00:37:36.760
your birthday present. And she she
slides it across the table and it's this

540
00:37:36.800 --> 00:37:40.320
book right here, Managing Virtual Teams, and she goes, you read it

541
00:37:40.360 --> 00:37:43.679
and tell me what it says.
You like to read? I don't like

542
00:37:43.719 --> 00:37:45.880
to read because and she was also
on that whole thing. She really didn't

543
00:37:45.960 --> 00:37:50.960
like the idea of she's not she's
totally in person sort of started go when

544
00:37:51.000 --> 00:37:52.119
it comes to running your business,
but she was, you know, looking

545
00:37:52.119 --> 00:37:55.559
at how do I actually make and
satisfy the people that might want to work

546
00:37:55.599 --> 00:38:00.400
more hybrid. So anyway, listeners
and viewers, she's coming that. The

547
00:38:00.760 --> 00:38:02.960
the author is Catherine Mattiski. She's
coming on next week. So we'll talk

548
00:38:04.000 --> 00:38:07.280
more in specific detail about how to
do this. But to your point,

549
00:38:07.360 --> 00:38:09.920
Joe, I've already read her book, so I know what she does say

550
00:38:10.039 --> 00:38:15.480
is it does take off so much
more competency as a leader as a manager

551
00:38:15.519 --> 00:38:19.920
to run a virtual team, Well, you need a different set of competencies

552
00:38:19.960 --> 00:38:22.880
and you've got to be much more
proactive in your communication to keep everything together.

553
00:38:23.039 --> 00:38:27.039
And then what she also talks about, which we'll talk more about,

554
00:38:27.159 --> 00:38:30.039
is if you're going to do that, you've got to create a team charter

555
00:38:30.159 --> 00:38:35.039
that is of an agreement of accountability
and how things are done, et cetera.

556
00:38:35.199 --> 00:38:37.719
And everybody buy everybody buys into that. So I really appreciate you know,

557
00:38:38.000 --> 00:38:42.440
I definitely I like eyeballs. I
can't even tell you I wouldn't have

558
00:38:42.480 --> 00:38:45.039
actually two books out if it wasn't
for the pandemic. I can tell you

559
00:38:45.079 --> 00:38:49.519
that because I didn't get the eyeballs
that I liked, right, So I

560
00:38:50.000 --> 00:38:53.760
totally appreciate that. Yeah, definitely, And yeah, I think I think

561
00:38:53.760 --> 00:38:57.639
if you are going to be fully
remote, you're really you got to make

562
00:38:57.639 --> 00:39:01.280
a serious effort to you know,
to build those relationships and accountability, you

563
00:39:01.280 --> 00:39:05.840
know, and some companies that's easier
to do like, you know, all

564
00:39:06.280 --> 00:39:09.960
everything that they're doing, like professional
services marketing companies, it's like task oriented,

565
00:39:10.079 --> 00:39:15.360
like here's this project and it's got
a deadline and delivered or it isn't

566
00:39:15.440 --> 00:39:20.599
right, so you know, and
if you're not like that, then you're

567
00:39:20.679 --> 00:39:22.599
kind of like you don't really know. I think what people are, you

568
00:39:22.599 --> 00:39:25.119
know, people are doing, so
you got to be focused on I think

569
00:39:25.519 --> 00:39:34.239
I think just because people want to
be remote in hybrid doesn't mean that if

570
00:39:34.280 --> 00:39:38.440
you offer that that that's automatically going
to make those positions work so right,

571
00:39:38.559 --> 00:39:42.719
or that they're going to be effective
in that role. They don't know.

572
00:39:42.840 --> 00:39:44.639
You know. It took me.
You know, it took me a while.

573
00:39:44.639 --> 00:39:47.000
I started working from home for my
home office in two thousand and three,

574
00:39:47.280 --> 00:39:51.599
a long time ago, and it
took me a while to get efficient

575
00:39:51.639 --> 00:39:55.039
and effective working from homes, but
partly because I'm an extra rich right yeah,

576
00:39:55.239 --> 00:39:59.199
yeah, so you're same same here, Like I'm not. You know,

577
00:39:59.280 --> 00:40:01.760
I love being around people and I
love the communication. I love the

578
00:40:01.840 --> 00:40:07.199
things that just pop up in my
office walking by the hall overhearing something right,

579
00:40:07.840 --> 00:40:12.119
you know, I liked I like
communicating with people on the floor,

580
00:40:12.239 --> 00:40:15.000
like them to overhear me, you
know, on purpose, so they can

581
00:40:15.039 --> 00:40:21.079
hear what's going on and how things
are you know, learned so well.

582
00:40:21.199 --> 00:40:23.360
Since you you know, you're interested
in culture and it certainly is on your

583
00:40:23.360 --> 00:40:28.480
purview, I'm interested in if you
have anything on your radar of the kinds

584
00:40:28.480 --> 00:40:31.840
of like outdated people policies that you
just think people, this is just so

585
00:40:31.960 --> 00:40:36.599
pass please give this up. Do
you have anything Is there a list or

586
00:40:36.639 --> 00:40:38.960
a few things that you recommend that
people look at or examine whether or not

587
00:40:39.159 --> 00:40:45.400
it still works for them. You
know, I think I think a lot

588
00:40:45.440 --> 00:40:50.840
of it I found in in running
a really you know and running a great

589
00:40:50.840 --> 00:40:54.360
company. I think a lot of
decisions. I think it's just going to

590
00:40:54.440 --> 00:41:00.719
make like logical decisions and go with
your gut in your heart over then like

591
00:41:00.920 --> 00:41:07.760
just being like overly you know,
strict and just unrealistic. And there's just

592
00:41:07.800 --> 00:41:12.599
so many situational things. And I
see so many people and then especially managers

593
00:41:12.639 --> 00:41:21.639
that are so black and white with
and like life happens just and I'm very

594
00:41:21.719 --> 00:41:25.280
respectful of that and understanding and when
life happens, like we go out of

595
00:41:25.280 --> 00:41:30.239
our way to to uh to work
you know, with UH, with you

596
00:41:30.280 --> 00:41:36.719
know wherever it is in the organization. And I think that's really like the

597
00:41:36.760 --> 00:41:42.760
biggest thing is is you know this
old school like way dictatorship of like my

598
00:41:42.880 --> 00:41:47.159
way or the highway. And I
think you know, and I think,

599
00:41:47.199 --> 00:41:52.039
you know, I think people are
also driven by different things. So just

600
00:41:52.119 --> 00:41:55.760
understanding what people are driven by,
because what might work really really well for

601
00:41:55.880 --> 00:42:00.840
one person might not work, you
know, for another. And I think,

602
00:42:01.199 --> 00:42:07.559
you know, when I was early
on in this summer will be fifteen

603
00:42:07.639 --> 00:42:14.920
years that I incorporated and started my
company, which is pretty crazy, I

604
00:42:15.000 --> 00:42:21.159
was very like so like, you
know, everything had to be a certain

605
00:42:21.199 --> 00:42:24.599
way, and if you didn't like
comply with that, you know, it

606
00:42:24.679 --> 00:42:28.920
was a problem. And I don't
I think most things that come up with

607
00:42:30.239 --> 00:42:34.239
you know, with with people like
it's not it's not a big deal.

608
00:42:34.320 --> 00:42:37.679
Like a lot of these things aren't
going to take down or change your organization,

609
00:42:37.880 --> 00:42:42.360
you know. So yeah, a
few that I just want to throw

610
00:42:42.360 --> 00:42:44.719
out for our listeners and geos for
you to really consider do you really need

611
00:42:44.760 --> 00:42:45.679
to hang onto these things? And
a lot of these things are this is

612
00:42:45.679 --> 00:42:49.119
the way you've always done it.
And one of them for me is people

613
00:42:49.199 --> 00:42:52.760
have to be in their job for
whatever it is six months or one year

614
00:42:52.800 --> 00:42:55.519
before they can apply to consider for
another one. Please throw that thing out.

615
00:42:55.519 --> 00:42:59.280
You don't need to. Oh yeah, I don't do that. I

616
00:42:59.559 --> 00:43:04.599
personally think that forced ranking evaluation is
awful. It's the most gut wrenching,

617
00:43:04.840 --> 00:43:08.320
demotivating thing you can do to an
organization. That's another one that I would

618
00:43:08.360 --> 00:43:13.880
really let have you look at please
listeners and viewers, yep, let's see.

619
00:43:14.320 --> 00:43:15.400
Yeah, even even too, you
know, to the point of,

620
00:43:15.559 --> 00:43:19.639
you know, if you've got an
organization that can support more of a remote

621
00:43:19.679 --> 00:43:22.840
workforce, could you look at hybrid
does everybody really have to be in the

622
00:43:22.840 --> 00:43:24.719
office five days a week kind of
thing? So some of those things that

623
00:43:25.119 --> 00:43:28.559
to Joe's point, you know,
look, don't you know, don't be

624
00:43:28.599 --> 00:43:30.400
so black and white about it.
Listen and learn and kind of consider.

625
00:43:30.719 --> 00:43:34.920
Those are just a few things for
you to chew on. Listeners and viewers.

626
00:43:35.320 --> 00:43:37.760
Yeah. Another thing that came up
as you were talking to is,

627
00:43:37.239 --> 00:43:40.119
you know, like you're like,
I don't believe in yearly reviews. I

628
00:43:40.119 --> 00:43:44.800
think they're a joke and ridiculous.
Yeah, I think they're completely pointless and

629
00:43:44.840 --> 00:43:49.559
unaffective. That's my view in them. I've had arguments over this, whether

630
00:43:49.559 --> 00:43:54.480
it was with my team or other
business owners. We do these quick quarterly

631
00:43:54.519 --> 00:43:59.920
reviews. We're big. We run
our business on the EOS process from the

632
00:44:00.000 --> 00:44:04.559
book traction, and we do what's
called the People Analyzer, and we check

633
00:44:04.639 --> 00:44:07.400
in. It's a real quick thing. It's a quick check in quarterly.

634
00:44:08.039 --> 00:44:12.760
I think if you're waiting a year
to check in you know with on your

635
00:44:12.800 --> 00:44:16.960
team, like that person might not
be there, or so many opportunities were

636
00:44:17.000 --> 00:44:22.920
missed. And I think that my
point is is that and we break out

637
00:44:22.920 --> 00:44:29.119
like our teams in the pods and
then management and and and some of those

638
00:44:29.119 --> 00:44:32.960
are junior management that reported the senior
management and those managers you know, responsible

639
00:44:32.960 --> 00:44:36.760
for checking in with their team.
My point is, I think you need

640
00:44:36.800 --> 00:44:39.320
to be a little bit more in
tune and communicating throughout the years. Things

641
00:44:39.400 --> 00:44:44.800
just change so fast today in business
that you can't be waiting for a year

642
00:44:44.840 --> 00:44:49.239
to check in with the team members. Yeah. I had a great conversation

643
00:44:49.280 --> 00:44:52.480
on are a couple of years ago
with Marcus Buckingham, who spent a couple

644
00:44:52.519 --> 00:44:54.559
of decades at the Gallop organization,
and he's just he's written, he's co

645
00:44:54.599 --> 00:44:59.400
written a book called Nine Lives About
Work. The nuts of it are that

646
00:44:59.480 --> 00:45:02.400
he's really putting forth the idea that
most organizations are created, of course,

647
00:45:02.480 --> 00:45:07.519
and run operated for their own efficiency, which means that you know, we

648
00:45:07.599 --> 00:45:10.920
lose the heartbeat of the human being
who's running that at the expense of that

649
00:45:12.000 --> 00:45:15.599
operational centralized engine that you know,
spits people in and choose them around and

650
00:45:15.760 --> 00:45:19.960
does their thing. So I love
your point. What you're really saying there,

651
00:45:20.039 --> 00:45:22.880
Joe, is the need to be
agile as business owners and business leaders.

652
00:45:22.880 --> 00:45:25.239
Be agile, go with it,
dance, see where do I need

653
00:45:25.280 --> 00:45:28.480
to change? You know, do
I need to go right for a couple

654
00:45:28.440 --> 00:45:30.360
of a couple minutes, I left
what am I doing here? And be

655
00:45:30.519 --> 00:45:36.280
listening and being flexible. I think
that's so important in today's times one hundred

656
00:45:36.280 --> 00:45:37.599
percent. I think a lot of
people want to do really reviews so they

657
00:45:37.599 --> 00:45:40.599
can only have to deal with it
once a year, right, right,

658
00:45:40.880 --> 00:45:45.000
And it's like, oh, you
know, but you know, if you

659
00:45:45.119 --> 00:45:47.039
have the right teams in place,
you can you know, your teams can

660
00:45:47.079 --> 00:45:51.480
do those quick check ins and then
if there are things that really need to

661
00:45:51.480 --> 00:45:52.840
be addressed and you can address them
and take more time, you know.

662
00:45:53.920 --> 00:45:59.480
So Yeah, I think you got
to be super agile and you got to

663
00:45:59.519 --> 00:46:01.360
keep moving in change it and you
need to be getting that you know,

664
00:46:01.440 --> 00:46:07.239
information in real time. Yeah,
agreed to wait, keep learning. So

665
00:46:07.320 --> 00:46:08.559
we've done it, Joe, We've
gotten to the end of the show already.

666
00:46:08.599 --> 00:46:12.400
It goes by so fast. You
know, this show is listened to

667
00:46:12.440 --> 00:46:15.840
and watch by people across the world
who care about creating a workplace where people

668
00:46:15.920 --> 00:46:17.599
actually want to come to work and
give their best with create and spreecial leaders

669
00:46:17.599 --> 00:46:21.320
that lead them to their greatness and
we do business at better in the world.

670
00:46:21.480 --> 00:46:23.000
What would you like to leave them
with today, Awesome? Well,

671
00:46:23.480 --> 00:46:29.559
I would say keep growing and get
started on culture. It's an awesome,

672
00:46:29.639 --> 00:46:32.519
beautiful thing. Remember it's not all
about rainbows and butterflies. It's also about

673
00:46:32.519 --> 00:46:38.920
being accountable and there's no better time
than now to get started. So you

674
00:46:39.039 --> 00:46:42.760
thank you for having me. I
hope you had some great takeaways and listening

675
00:46:42.760 --> 00:46:45.400
in. Please feel free to check
me out and visit my company, National

676
00:46:45.440 --> 00:46:51.519
Business Capital dot com. And you
took me out on YouTube YouTube Forward Slash

677
00:46:51.719 --> 00:46:57.199
YouTube dot com Forward Slash Grow by
Joe awesome too. You're so welcome.

678
00:46:57.199 --> 00:47:00.000
Thanks for being on and I will
be talking to you later about the anthology

679
00:47:00.239 --> 00:47:01.519
and visiting you in New York when
I get over there, So look out.

680
00:47:02.519 --> 00:47:06.480
I look forward to it. You
heard, listeners and viewers. You

681
00:47:06.639 --> 00:47:09.599
heard Joe talk about how to find
him, so he's covered that for us.

682
00:47:10.079 --> 00:47:13.960
You can also look at him on
Facebook, LinkedIn, Twitter, YouTube,

683
00:47:14.000 --> 00:47:16.840
and Instagram at grow by Joe.
Last week you missed the live show,

684
00:47:16.880 --> 00:47:20.320
you can always catch it be recorded
podcast. We were on there with

685
00:47:20.400 --> 00:47:23.079
Kelly McDonald talking about her book.
It's time to talk about race at work,

686
00:47:23.239 --> 00:47:27.800
which will help us all better understand
how to meaningfully engage in the diversity,

687
00:47:27.800 --> 00:47:30.119
inclusion, and belonging world. Next
week, we'll be on air with

688
00:47:30.199 --> 00:47:35.920
Katherine Mattiski, author of Leading Virtual
Teams Managing from a Distance during the coronavirus.

689
00:47:36.119 --> 00:47:37.360
See you there. Remember that works
at least a third of our lives.

690
00:47:37.360 --> 00:47:43.719
So let's work on Purpose. We
hope you've enjoyed this week's program.

691
00:47:44.000 --> 00:47:46.760
Be sure to tune in to Working
on Purpose, featuring your host, doctor

692
00:47:46.800 --> 00:47:52.440
Elise Cortes, each week on the
Voice America Empowerment Channel. Together, we'll

693
00:47:52.480 --> 00:48:00.840
create a world where business operates conscientiously. Leadership inspires impassioned performance, and employees

694
00:48:00.880 --> 00:48:05.719
are fulfilled in work that provides the
meaning and purpose They crave see you there.

695
00:48:06.280 --> 00:48:07.719
Let's work on purpose.