Aug. 21, 2024

Leading with Conscience: Unlocking the True Power of Business as a Force for Good

Leading with Conscience: Unlocking the True Power of Business as a Force for Good

Business has the potential to be one of the most powerful forces for good in the world—when guided by conscience and compassion. Discover how aligning business with the needs of employees, communities, and future generations can create a ripple effect...

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Business has the potential to be one of the most powerful forces for good in the world—when guided by conscience and compassion. Discover how aligning business with the needs of employees, communities, and future generations can create a ripple effect of positive change, where everyone—employees, communities, shareholders, and the planet—can thrive together. Welcome to a new era of business, where conscience and commerce go hand in hand.

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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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those of W FOURCY Radio. It's employees are affiliates. We

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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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Release Cortez.

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Welcome back to the Working and Purpose Program. Thanks for

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turning again in this week. Great to have you the

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show If it brought to you with passion and price

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since February of twenty fifteen. I'm your host, doctor Release Cortes.

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If we've not met before and you don't know me,

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I'm an organizational psychologist and local therapist, speaker and author.

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My team and I at Gusto Now help companies to

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enliven and fortify their operations by building a culture and

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leadership activated by meaning and purpose. Our mission is to

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help our clients create a destination workplace where people flocked

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to join or intentionally motivated to perform with their best

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can grow into their fuller potential and are committed to

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stay and dynamically deliver on the company's mission, which translates

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to higher profits. We can learn more about us and

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how we can work together at gusto dashnow dot com

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or my personal site, Elise Courtes dot com. With us

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today is Andrew C. M. Cooper, an internationally recognized executive

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leader and champion for for compassionate business practices. He led

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as a history making first millennial and black executive to

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serve as general counsel. UPS Airlines, the world's largest logistics

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airline with over twenty thousand employees operating in two hundred

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and twenty countries. Cooper's team was essential to the success

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of Operation Warp Speed, the United States pandemic vaccine relief effort.

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He helps organizations regain and retain high performance through leadership transformation.

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He's the author of the Ethical Imperative, Leading with Conscious

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to shape the future of business today. He joines from

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Menlo Park, California, where he's working. His home is at Atlanta. Andy.

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Welcome to working on Purpose.

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Hi, doctor Cortes, thanks for having me.

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So so welcome, and please just call me Elise and

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look at this beautiful book. Let's celebrate this. We were

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talking about the camina. Look what you brought into the world.

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Look at this.

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It's crazy to think.

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I know, I know, and I do want you to

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know something else, really really precious. Okay, you ready what

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you did here is actually harder than bringing a child

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into the world.

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Well, will I will take it on your on your

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authority on that.

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Yes, I am qualified to speak on that front. Done

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both so I'm really there's so many things I want

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to celebrate about your book, Andy, And we are aligned ideologically,

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really in so many ways. I couldn't find any way

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that I wasn't aligned with you put it that way,

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I do want to start by situating just kind of

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why you wrote the book. You said you have two

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objectives for the book, So what I really understand here

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is one. You know, you identify yourself as a millennial,

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so I know one of the things you're trying to

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do is to influence the new generations to view business

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as a transformative force for positive change rather than immovable

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obstruction to progress. I know there's some of your iterations

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have a resistance to capitalism and are moving more towards

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socialism because of that. Exactly, you do want to influence

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business leaders to think conscientiously about a corporation's role in

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local communities and in the broader society. So I think

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those are just so amazing reasons to write a book.

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Andy, Well, thank you? Can you? Yeah?

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So? Can?

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Is the connection better? Now? Yeah?

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You sound a heck of a lot better. I've gotten before.

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I was getting a little bits and piece of you

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and that just wasn't enough.

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Okay, I'm sorry, I am in I am in a hotel.

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But you would think in Silicon Valley the technology the

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internet would be great here, but.

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One would Yeah, whether it's not, it's you know, it's

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not perfect.

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Well to your point, there are there have been a

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number of studies that have come out since oh my gosh,

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since the mid two thousands that really show the point,

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these two points, these two focuses, are really needed to

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be addressed in today in writing and through leadership. There

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was a Harvard Business Review article in twenty twenty that

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that talked about how millennials and net are looking for

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businesses to prioritize social impact because they care about social impact,

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and that really is a sea change in the way

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that businesses have approached the marketplace and local communities, and

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it's something that we should focus on in the future.

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Okay, So I might as well come clean now with

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you that as to how I align with you ideologically

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and philosophically, among other things. I am a conscious capitalist,

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so I'm on the board here in Dallas of conscious Capitalism,

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which of course means that the four tenants are that

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organizations subscribe to doing business with a higher purpose in mind.

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They do it with conscious leadership, conscious culture, and a

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stakeholder orientation, not a shareholder orientation, a stake orientation. All

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that aligns with your book and of course my work specifically,

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Andy is helping organizations to create cultures that are activated

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in meeting purpose again, because the majority of the workforce

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is going to be gen X and gen Y or

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excuse me, gen Y and gen Z in about five

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to seven years, and so we need to create those

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kinds of environments. So I'm completely aligned with you.

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Yes, yeah, it's something that we are seeing. It's a

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phenomena we're seeing both in the for at the firm level,

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but also in our society at large. So if you

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look at the voting population, if you look at those

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who are in childbearing ages now and are are influencing

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their local communities, all of the demographic changes are beginning

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to hit at the same time. And so it's ripe

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for businesses. It's a right time for business is to

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think about what does gen Z look for, what does

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what do millennials look for? And and what do the

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future generations look for. My daughter, who's who's in alpha,

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you know, she's already being raised with certain beliefs and

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thoughts and she's raised in a If you go to

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any playground in America, you will see it has completely

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changed in the last fifty years. And so yeah, this

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is this is the world we find ourselves in.

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And I'm okay with that. I'm then I'm very happy

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to help us share that in and champion it. Just

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alongside you. I'm coming over, so look out, all right,

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So I do situate you. You really you situated something

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really interesting in your book that I had never really

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heard before in terms of a concept, and that's this

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idea of a conventional meta. Can you situate that for us? Please?

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Yeah. So, the META is an acronym initially used by

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military tacticianers, which stands for most effective tactics available. I

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happen to be a gamer, and it was adopted by

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gamers to refer to using the best tools available in

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a certain circumstance. Now, the interesting thing about meta is

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that most developers. Game developers try to avoid the creation

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of a meta because it tends to create a stale game.

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If you know exactly what you need to use in

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every circumstance, well, the game becomes stale and stagnant. In

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the context that I import the term for business, it

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is to create a distinction between those executives who are

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looking to use the best tactics available in an updated game,

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or as circumstances change over time, versus those who want

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to slavishly kind of hold themselves to the conventions of old.

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And I try to position it as those executives, those

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traditionalists that hold to a conventional meta in this new

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environment we find ourselves in will surely fail. Those are

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the organizations that will no longer be at the forefront tomorrow.

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There used to be this concept of too big to fail,

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and now we are starting to see that nothing is

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too big to fail in this market. And so the

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encouragement for executives emerging leaders is to always adjust your

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meta in this new environment.

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Let's go ahead and grab that. One of the things

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I certainly admire is your acronym for traditional to describe

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the more traditionalist executive, and I think that bears talking

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about before we get into really your situation of conscientious executive.

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So you break it down to traditional, So I'll say

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what this is so you don't have to do it yourself,

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but means that breaks over to leaders that are traditionally

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more used timidity, resistance, arrogance, dogmatism, inflexibility, tunnel vision, intolerance,

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outmodeled conduct, narrow mindedness, authoritarian tendencies, and loophole seeking behaviors.

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So that's how you talk to us the contrast of

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the kind of leader that you are trying to move

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away from. Help us move away from that kind of

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leadership style.

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Yes, that's true. So I wish I could take complete

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credit for these characteristics of a traditional leader. But Megan

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Casually has a great article in the Harvard Business Review,

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and I would just encourage folks to read her take

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on it. But we have all had bosses that have

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these types of characteristics, and they tend to align with

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folks who are comfortable in a way of doing things

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and in a way of operating, and as opposed to

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those traditionalist executives stands this concept that I've created called

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the conscientious executive. The conscientious executive is really the antidote

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to each one of these characteristics, and they are the

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type of person who looks at who looks at compassion,

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and who is not resistant to change, and who is

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humble in the way that they are coaching and being

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coached in reverse mentorship relationships. So there are all these

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different characteristics that I talk about in the book of

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the Conscientious Executive, and the hope is that we can

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create an archetypal antidote to what we see in the

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office today. And I would even go one half step

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back and say, this hasn't always been the case. We

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haven't always seen executives in large and small organizations that

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had these characteristics. In fact, if you go back to

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the nineteen twenties, if you look at the fifty year

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period between nineteen twenty and nineteen fifty, what you find

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is that that cohort the greatest in the silent They

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tended to really model conscientious leadership in the way that

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I described, because that generation went through defining events as well,

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such as World War One, the aftermath World War One,

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the beginnings of World War two, the Civil rights movement,

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and so those executives of at least the beginnings of

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civil rights movement, those executives saw great generational change, and

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as a result, they were on record of making statements

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and policies in their organizations that tended to look after

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the good of people. I think about executives during that time,

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and you contrast that with executives in the nineties, for example,

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and what you find is a very different approach to

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doing business. Yeah.

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So one of the things that I definitely wanted to

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comment on that front. I had just a couple of

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weeks ago on I had Hunter Hastings on my program.

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He is an economist and he wrote a book called

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Aberrant Capitalism, I think the Rise in Return of Customer

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Capitalism something like that. What was great about that, Andy,

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and it really kind of aligns with what you're talking about,

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is what I really took so many things I took

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away from it. But what he did was he really

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helped describe the evolution of capitalism over the last two

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hundred and forty years. And you described how when it

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first was introduced, it really was and was focused on

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creating value for the consumer and bettering their lives, and

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you know, uber focused on that. And yes, it did

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change during after the world war, World War two, because

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what happened is as he narrates it, is that we

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then looked to business to be able to help serve

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the people, right, so it became kind of a war economy.

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So it was that business, you know, that that social focused.

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But then we got into as he calls it, fiscalization

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and bureaucraizage barocratization, which really began to you know, really

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bloat organizations. And then we got heavy into that whole

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shareholder value thing and like eighty right, right right, and

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so it really really opened my eyes. And but then

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what he what he speaks to is he says he

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thinks about fifteen percent of the organizations today are really

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run as a consumer capitalism front. And that's really more

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of the answer. And I see that too when you

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talk about, you know, today's executives are focused more on

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profit than value. That's what he's also speaking to. So

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we're returned to let's create value and not focus on

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profit that will come naturally if we create the value.

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No, that that's fascinating, you know. I'll just give one

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anecdote to kind of support that thinking. So if you

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look at like David Packard at HP, or Thomas Watson

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at IBM, or Herbert dat Now at dal Chemical, these

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pre nineteen seventy CEOs, you know they were they would

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say things like and this is this is coming from

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Herbert Dale. He said that the most effective way of

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working is to care for our employees and see that

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they are happy and contented. It's a but then, but

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then when you look at you know, nineteen nineties era CEOs,

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if you think about a guy like Albert Dunlap. We all,

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we all, you know heard about Dunlap at Sunbeam. You know,

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he was famous for tearing companies apart. He you know,

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went on record saying employees don't matter. The only thing

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that matters is shareholder value. That's a quote from a CEO,

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and it's there was a major shift, and I think

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what we're seeing today is in the post twenty twenty era,

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the post COVID era, there is a similar consensus among

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employees when it comes to the type of leadership that

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is most effective for them, and that is the CEO

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or the leader that asks or that answers the question

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do you care about me? In the same way that

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the World War One and World War Two CEOs were

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saying things like we want to care about the employees

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because everyone was going through the same thing everywhere during

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the war. The same is true, you know post twenty twenty,

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where everyone was going through the pandemic everywhere at the

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same time, and as a result, everyone sort of came

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out of that with similar questions. That's and that really

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is where the focus on people has become elevated.

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I know, we were going to have a great conversation

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all right, let's grab our first break. I'm your host,

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doctoralities Cortez. We've got on the air with Andrew C. M. Cooper,

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an internationally recognized executive leader and champion for compassionate business practices.

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We've been talking a bit about where his book came

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from and how he was really trying to be able

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to help more younger generations embrace capitalism as it is

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in to then encourage business leaders to do business in

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a way that really benefits their full communities. Stay with this,

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We'll be right back.

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Doctor Elise Cortes is a management consultant specializing in meaning

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and purpose. An inspirational speaker and author, she helps companies

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visioneer for greater purpose among stakeholders and develop purpose inspired

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leadership and meaning infused cultures that elevate fulfillment, performance, and

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commitment within the workforce. To learn more or to invite

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a lease 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, we're

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00:17:00.240 --> 00:17:02.879
to open a conversation with Elise. Send an email to

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a lease Alisee at Alascortes dot com. Now back to

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working on Purpose.

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Thanks for stating with us, and welcome back to working

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on Purpose. I'm your host, Doctor Elise Cortes. Like Andy,

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I too, am dedicated to helping create a world where

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people are actually enjoying their work and feeling good about

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what they're doing. So I continue to research and write

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my own books. My last one came out in March

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of twenty twenty three. It's called The Great Revitalization. How

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activating meaning and purpose can radically inliven your business and perhaps,

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like Andy, I wrote it to help business leaders better

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understand the lay of the workforce land today, what do

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they want and need from their work? And then I

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offer twenty two best practices to help fold into your

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culture to provide that for them. You can find more

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about it on my website at least core test dot

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com or on Amazon if you are just joining us.

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My guest is Andrew C. M Cooper. He's the author

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of The Ethical Imperative, Leading with Conscious to shape the

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Future of Business. So one of the other many things

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that I found that I could relate to and embrace

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and champion along with you is this idea of compassion.

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What a concept and I really appreciated that you went

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on the way that you went on to define it, Andy,

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is you talk about this is a critical part of

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investment in human capital, And the way that you defined

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it is compassion is a deep understanding of other suffering

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and a desire to help. It is expressed through acts

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of generosity, empathy and support, and it is rooted in

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our shared humanity. Yes, please me, I have another that

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sounds real good to me. Could we do more of that.

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As we as we should? You know? And I'll tell

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you that compassion key really became important to me during COVID.

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As we were dealing with information coming from lots of sources.

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People had different opinions about the pandemic, and that not

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just on the leadership team, that was even among the

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rank and file. And then something interesting happened. There were

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individuals within my vertical my structure that began losing family members.

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They began and the conversation started to shift from you know,

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whether or not the information we were receiving was accurate

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to how do we support and help and show compassion

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for the people who were going through enormous amounts of loss.

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As you mentioned in the intro, this was a twenty

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thousand person organization, and so you know that pivot was

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critical to reduce churn, to ensure that we were effective

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at delivering on a critical mission for the nation, and

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generally to just ensure the well being and productivity of

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the folks that were on the team. So you know,

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there were a few sources of truth that were instructive

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for me. One one was Harvard and the research that

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was coming out at the time about compassion and how

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compassion can ensure that you you keep employee retention high,

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that that overall engagement and productivity in the workplace is high.

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And compassion is very simple to do. It costs nothing

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for us. So, for example, during the time that they

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we began getting reports of of some of our team

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losing family, I was overseas and and compassion for me

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was uh ending my international trip coming back to these States,

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ensuring that those employees had unlimited time off to take

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care of their family and ensuring that there were there

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were coverage there for for them, even if that meant

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I had to roll up my sleeves and and be

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involved in doing some some of the hard work as

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every leader should do so. I mean it's sometimes it's

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just sweat equity that we invest in our people to

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ensure that they know that they are not alone uh

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through challenges well.

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And to that end, Andy, one of the other many

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things I appreciated about your book is you've shared in

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their relative to the subject, how you at one point

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your boss said get everybody back in the office, and

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you had you had people that who had you know,

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they they if they got exposed, they had severe you know,

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ammudity problems. And are the people that you know, I

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think that somebody had been in it, perhaps an automated

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automobile accident, and it's hard to get around, et cetera.

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And so walking that fine line between this is the

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manday you get your people back in the office and

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having the compassion for your people that says, hang on,

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I know my people, I know what they're dealing with,

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and if I do that to them that one it's

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not compassionate and two, you know what are the ramifications

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of that requirement.

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No, that you're spot on, And you know, the way

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I navigated that politically was going back to our core values.

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As an organization, UPS is one that believes in safety.

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It elevates safety above all else, and so making the

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case that allowing our workers to have the flexibility to

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work remotely, and I was one of the first Vice

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presidents to do so, was merely connecting all of the

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various data points that we had available to us to

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the core value of safety and in saying, hey, if

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we want to walk consistent with that approach, then we

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have to do the compassionate thing here, And that ultimately

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prevailed won the day, particularly when our CEO made a

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decision that aligned with that point of view.

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Well, I really really want to celebrate that. That's fantastic.

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A lot of organizations are still really struggling with that

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whole idea. Okay, so now let's really celebrate compassion. It

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really can pay dividends. I loved the story that you

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told about Gravity pay so let's share it out with

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our listeners and viewers. This is kind of, you know,

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way out there when it comes to talk about a

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business case. But can you share that story with us?

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Oh? Sure, yeah, So, Dan Price at Gravity Payments, there

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is a small well at the time, there were a

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small company out in Seattle, Washington. Back in twenty fifteen,

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Dan is in the business of payment processing. So you know,

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I also run a small micro market you know business,

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and we use payment processors and his business is one

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of those. And in twenty fifteen, he's walking around his

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office and he finds a fast food training manual on

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the desk of one of his employees, and you know,

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when he inquired about it, what he found was that

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this particular employee had to work a second full time

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job in order to make ends meet while there, and

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that just didn't sit well with him. So what he

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decided to do, he took a lot of flat for

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He decided to raise the minimum payment each year yearly

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payment to all of his employees their salary to seventy

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thousand dollars. He lowered his own salary from seven figures,

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which was a eight hundred percent pay cut, if I'm

415
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not mistaken, And he he was branded, he was branded

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as socialist by all these different you know, capitalists and

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so on. And what ultimately happened, despite all the prognostications

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that his business would fail, is that seventy percent of

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his employees the turnover rate dropped, it's by seventy percent.

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More employees were covered by health health insurance because they

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were able to either go out into the market or

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be covered by the company's offering. There were ten times

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more babies purchase born and ten times more homes purchased

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during the time shortly after he raised the salary to

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seventy thousand dollars, there were seventy I think it was

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seventy percent of debt paid down by employees that were

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in his organization shortly thereafter. For I think they looked back.

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So Harvard actually used this as a case study and

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went to look back at how these employees were doing.

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And there's a five year look back after the implementation

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of the salary, and what they found is the debt

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ratios on his employees dropped by seventy percent. So the

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bottom line is that all of these there were a

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bunch of metrics that were evaluated by very successful researchers

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at Harvard, and the conclusion was doing this looking out

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for his employployees, ensuring that they had livable wages, ensuring

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that they were compensated well, was not only good for

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them individually, but good for their families, good for local communities.

439
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And I think the conclusion truly is it's good for society.

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You know, I spend a bit of time in the

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book talking about poverty and how poverty becomes entrenched in

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communities and it creates a vicious cycle within communities that

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destabilizes the market and creates economic conditions that make it

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hard for businesses to thrive. Not just the people who

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live in those communities, but it makes it harder for

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us as as conscious capitalists to make money. And so

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Dan Price is a great example of the type of

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leader that we should be looking for boards. I encourage

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boards and share owners to do as their part to

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encourage leaders like Dan Price to be elevated.

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I love all of that, and I also I want

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to echo for those people that are like, I'm still

453
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not seeing the bottom line results here. The other thing

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that I just want to situate the you that it

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took from your book that in terms of the business

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results of that move here is you say that it's

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customer The company's customer base doubled and they increase their

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payment processing from three point eight billion to ten point

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two billion dollars a year. Yes, so you know, there's

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you know, the financial turner around here. So when on

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all fronts back on that whole stakeholder orientation win on

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all fronts. I just want to make sure that we celebrate.

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I've had doctor Roche the studio in my program a

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couple of times. He's the co founder of Conscious Capitalism.

465
00:27:36.480 --> 00:27:39.759
He's done a ton of research that shows organizations that

466
00:27:40.039 --> 00:27:43.920
embrace these kinds of principles oftentimes outperform their peers financially.

467
00:27:44.279 --> 00:27:47.400
In the SMP, this isn't just soft stuff. It really

468
00:27:47.480 --> 00:27:49.920
is good for everybody. So I just want to echo that.

469
00:27:50.240 --> 00:27:52.920
Oh, I'm so, I'm so glad that you pointed that out,

470
00:27:53.039 --> 00:27:55.920
because because that is the bottom line for us that

471
00:27:55.960 --> 00:27:58.119
are in big business, right, we want to ensure that

472
00:27:58.160 --> 00:28:01.160
we're making money. And look, it's it's a win win.

473
00:28:01.640 --> 00:28:03.920
It's a win for the company, it's a win for employees,

474
00:28:03.920 --> 00:28:05.440
and I even go so far as to say it's

475
00:28:05.440 --> 00:28:07.279
a win win win, it's a win for the local

476
00:28:07.319 --> 00:28:10.880
communities as well. So to your point, you know the

477
00:28:11.319 --> 00:28:16.839
increase in their payment processing, that is no small increase.

478
00:28:16.880 --> 00:28:20.279
I mean that that's it was almost threefold. And what

479
00:28:20.359 --> 00:28:25.079
I think ends up happening is that the story of

480
00:28:25.319 --> 00:28:28.759
the impact on people and newers to the benefit of

481
00:28:28.799 --> 00:28:32.839
the organization because people want to get behind positive and

482
00:28:32.880 --> 00:28:37.559
good stories, and so it creates that virtuous cycle because

483
00:28:37.599 --> 00:28:39.559
if you are living in a in a in a

484
00:28:39.599 --> 00:28:42.279
community and there's a company doing good, you want to

485
00:28:42.319 --> 00:28:44.759
support that company doing good and it bears out in

486
00:28:44.839 --> 00:28:45.400
the metrics.

487
00:28:45.920 --> 00:28:50.200
H absolutely, Okay, So let's take our last break, because

488
00:28:50.240 --> 00:28:52.359
after the break, I really want to talk more about

489
00:28:52.480 --> 00:28:55.640
this hierarchy of inspirational needs that you situated so beautifully

490
00:28:55.680 --> 00:28:58.799
that really aligns with my world. I'm your host, doctor.

491
00:28:58.799 --> 00:29:00.640
Early QUOTESK. We've got on the air of Andrew C.

492
00:29:00.839 --> 00:29:04.559
And Cooper. He's an internationally recognized executive leader and champion

493
00:29:04.599 --> 00:29:07.640
for compassionate business practices. We've been talking a bit about

494
00:29:07.759 --> 00:29:10.480
the business case for doing these sorts of things. After

495
00:29:10.480 --> 00:29:11.960
the break, we're going to talk a litle bit more

496
00:29:11.960 --> 00:29:15.119
about how these things translate to the actual when they're

497
00:29:15.119 --> 00:29:19.519
put in place, into the actual performance and engagement of

498
00:29:19.559 --> 00:29:21.960
the people that are powering the organization. Stay with us,

499
00:29:21.960 --> 00:29:22.599
We'll be right back.

500
00:29:38.039 --> 00:29:41.240
Doctor Elise Court says as a management consultant specializing in

501
00:29:41.319 --> 00:29:45.000
meaning and purpose, an inspirational speaker and author, she helps

502
00:29:45.000 --> 00:29:48.839
companies visioneer for greater purpose among stakeholders and develop purpose

503
00:29:48.880 --> 00:29:53.279
inspired leadership and meaning infused cultures that elevate fulfillment, performance

504
00:29:53.319 --> 00:29:56.359
and commitment within the workforce. To learn more or to

505
00:29:56.400 --> 00:29:59.440
invite Elise to speak to your organization, please visit her

506
00:29:59.480 --> 00:30:02.519
at Elise Coortes dot com. Let's talk about how to

507
00:30:02.559 --> 00:30:11.119
get your employees working on purpose. This is working on

508
00:30:11.160 --> 00:30:14.720
Purpose with doctor Elise Cortes. To reach our program today

509
00:30:14.839 --> 00:30:17.599
or to open a conversation with Elise, send an email

510
00:30:17.680 --> 00:30:22.759
to a lease A lisee at Elisecortes dot com. Now

511
00:30:23.000 --> 00:30:24.599
back to working on purpose.

512
00:30:29.839 --> 00:30:31.880
Interesting with us and welcome back to working on Purpose.

513
00:30:31.920 --> 00:30:34.680
I'm your host, doctor Elise Cortes. I mentioned in the

514
00:30:34.720 --> 00:30:36.640
last break about my last book coming out in March

515
00:30:36.640 --> 00:30:39.240
of twenty twenty three. It's called The Great Revitalization. How

516
00:30:39.319 --> 00:30:41.839
activating meeting and purpose can radically en liven your business.

517
00:30:42.279 --> 00:30:43.920
What I did for you is I created a three

518
00:30:44.000 --> 00:30:46.160
page assessment for you to be able to pull off

519
00:30:46.160 --> 00:30:50.079
my website. It's free. It's at gustodashnow dot com. And

520
00:30:50.119 --> 00:30:52.039
that will help you understand the extent to what your

521
00:30:52.079 --> 00:30:57.039
current culture is really suiting what today's discerning workforce really wants.

522
00:30:57.279 --> 00:31:00.480
If you'll help you on your culture and organizational development,

523
00:31:01.240 --> 00:31:03.000
If you are just now joining us. My guest is

524
00:31:03.400 --> 00:31:05.880
and Andrew C. And Cooper. He's the author of The

525
00:31:05.880 --> 00:31:09.759
Ethical Imperative, Leading with conscient conscience to shape the future

526
00:31:09.799 --> 00:31:12.920
of business. So for this last segment here, Andy, I

527
00:31:12.920 --> 00:31:16.119
really wanted to focus on this notion of how we

528
00:31:16.160 --> 00:31:18.960
can elevate the actual experience of work. I mentioned in

529
00:31:18.920 --> 00:31:23.160
the introduction that I'm out to create destination workplaces within organizations,

530
00:31:23.200 --> 00:31:25.079
and I was very intrigued, and I want to thank

531
00:31:25.119 --> 00:31:30.680
you tremendously because you have contributed squarely directly into my

532
00:31:30.799 --> 00:31:33.599
world in a way that I hadn't discovered on my own.

533
00:31:33.720 --> 00:31:36.480
So you talk about this idea of the hierarchy of

534
00:31:36.519 --> 00:31:40.640
inspirational needs. My mentor and coach is doctor Lance Secretan,

535
00:31:41.440 --> 00:31:43.960
and he is known for inspirational leadership. And I do

536
00:31:44.079 --> 00:31:49.200
know that Bain Consulting does is informed by his work.

537
00:31:49.519 --> 00:31:54.400
You mentioned Eric Garton and Michael Mankins. I guess it

538
00:31:54.480 --> 00:31:57.519
is partners at being a company, and they wrote this

539
00:31:57.799 --> 00:32:01.640
instructive article in the Horror Business Review that uses this

540
00:32:01.880 --> 00:32:06.680
index to pay mathematically the baseline level employee productivity and

541
00:32:06.680 --> 00:32:11.119
satisfaction using three different levels satisfaction, engagement, inspiration. And I

542
00:32:11.200 --> 00:32:14.759
thought that was fascinating. So can you kind of first

543
00:32:14.799 --> 00:32:16.799
I want to first just talk about the measures that

544
00:32:16.839 --> 00:32:18.839
you came up with or they came up with, and

545
00:32:18.880 --> 00:32:20.960
then I also want to situate kind of what that

546
00:32:21.039 --> 00:32:22.880
looks like in each of those three categories.

547
00:32:23.359 --> 00:32:28.359
Yeah, absolutely so, Gardn and Menkin they surveyed over three

548
00:32:28.440 --> 00:32:35.160
hundred executives worldwide who assessed productivity, and they looked at

549
00:32:35.599 --> 00:32:42.640
productivity based on dissatisfaction, satisfaction, and engagement and inspiration. So

550
00:32:42.640 --> 00:32:44.880
you've got really four metrics. So I talk about the

551
00:32:44.920 --> 00:32:48.279
three in the book, the satisfaction, engagement, inspiration, but they

552
00:32:48.319 --> 00:32:52.039
also looked at dissatisfaction as well, and what they found

553
00:32:52.119 --> 00:32:57.440
was that there were truly noteworthy productivity scores for those

554
00:32:57.640 --> 00:33:01.640
employees who were inspired. They were, as we say in economics,

555
00:33:01.640 --> 00:33:07.480
statistically significantly statistically significant, so there was at least one

556
00:33:07.720 --> 00:33:10.880
or two standard deviations from the mean and productivity. So

557
00:33:10.960 --> 00:33:14.799
what does that mean? That means so at a satisfaction level,

558
00:33:15.119 --> 00:33:19.640
at the basic satisfaction, when an employee is satisfied, it

559
00:33:19.759 --> 00:33:22.599
means that they have the necessary tools to do their

560
00:33:22.680 --> 00:33:27.039
job and they do it, and it manifests itself as

561
00:33:27.240 --> 00:33:31.440
employees showing up for work and using the tools that

562
00:33:31.519 --> 00:33:34.359
you give them, and it's just like showing up for

563
00:33:34.480 --> 00:33:38.119
practice and on game day in a game. You know,

564
00:33:39.319 --> 00:33:43.319
at the next level, that's where there's one hundred, right,

565
00:33:43.359 --> 00:33:45.000
So it's one hundred, that's right.

566
00:33:45.200 --> 00:33:48.200
The mathematics that will really help people understand the distinction here.

567
00:33:48.359 --> 00:33:52.160
Oh yes, absolutely, So, satisfied employees are productive at a

568
00:33:52.240 --> 00:33:56.519
baseline level of one hundred, right, then at the next

569
00:33:56.559 --> 00:34:01.240
level you've got engaged employees. In these engage is akin

570
00:34:01.319 --> 00:34:05.000
to thinking about winning the game and attempting to do so,

571
00:34:05.119 --> 00:34:07.960
actually putting in some effort, so you've got all the

572
00:34:08.000 --> 00:34:11.239
elements of satisfaction. They show up, they use the tools,

573
00:34:11.440 --> 00:34:14.159
but then they're also thinking about how do I win

574
00:34:14.239 --> 00:34:17.639
this game? And I'm actually going to put an effort

575
00:34:17.960 --> 00:34:22.199
to win the game along with my peers. They focus

576
00:34:22.320 --> 00:34:24.840
on the best how to best use the tools that

577
00:34:24.880 --> 00:34:27.960
you've provided them to achieve better than expected results. And

578
00:34:28.039 --> 00:34:31.679
so if satisfied employees are satisfied at a baseline of

579
00:34:31.679 --> 00:34:36.159
one hundred, engaged employees are productive at a level of

580
00:34:36.199 --> 00:34:40.519
one hundred and forty four. Now inspired employees these are

581
00:34:41.599 --> 00:34:46.199
employees who are productive at just really astounding rates to

582
00:34:46.239 --> 00:34:50.639
one two standard deviations from the mean. These are teams

583
00:34:50.760 --> 00:34:57.159
that become consumed with a task, they understand its importance.

584
00:34:58.119 --> 00:35:02.519
They look like eighteen that is laser focused on winning

585
00:35:02.559 --> 00:35:06.559
a championship. And when you look at the numbers, when

586
00:35:06.599 --> 00:35:10.000
when Minkin and Garten looked at the numbers, productivity level

587
00:35:10.039 --> 00:35:13.400
for these employees were two hundred and twenty five, which is,

588
00:35:13.679 --> 00:35:16.719
you know, two hundred and twenty five percent more than

589
00:35:16.880 --> 00:35:20.119
the standard than satisfied employees. This I mean, it was.

590
00:35:20.159 --> 00:35:23.039
It was incredible results. And what it really shows us

591
00:35:23.119 --> 00:35:28.559
is that employees who are inspired by the work will

592
00:35:29.119 --> 00:35:32.639
actually produce more than you ask them and more than

593
00:35:32.679 --> 00:35:36.199
you could even imagine. And I can tell you just

594
00:35:36.320 --> 00:35:40.760
anecdotally that that that actually happens. So during the COVID pandemic,

595
00:35:40.840 --> 00:35:44.079
when we began working on Operation Warp Speed and our

596
00:35:44.480 --> 00:35:48.199
employees understood that the work we were engaged in was like,

597
00:35:48.599 --> 00:35:53.119
was important to the world. When the Trump administration asked

598
00:35:53.159 --> 00:35:58.639
the Civil Relief, Civil Reserve, Air Fleet and or big

599
00:35:58.679 --> 00:36:01.480
integrators like UPS and five X and DHL to help

600
00:36:01.760 --> 00:36:04.639
to do things that the government could not do alone,

601
00:36:05.039 --> 00:36:09.079
our employees really understood their importance in the overall effort,

602
00:36:09.199 --> 00:36:12.840
and what we saw was an inspired team that did

603
00:36:13.039 --> 00:36:17.280
far more than we anticipated and within several months had

604
00:36:17.280 --> 00:36:21.840
delivered over a billion vaccines and therapeutics to needed patients

605
00:36:21.840 --> 00:36:22.440
around the world.

606
00:36:23.440 --> 00:36:25.960
Talk about doing something with your one precious life. So

607
00:36:26.400 --> 00:36:28.400
Zach Vincurio is a friend and a colleague. He's been

608
00:36:28.440 --> 00:36:30.719
on the program, and he really focuses on this idea

609
00:36:30.760 --> 00:36:34.440
of mattering. And so when people understand they matter, and

610
00:36:34.119 --> 00:36:38.239
they know how their actions are religned with the organizational purpose,

611
00:36:38.800 --> 00:36:41.239
and they see what their role is, how they're connected,

612
00:36:41.320 --> 00:36:44.199
that that is like almost unstoppable. It's just so beautiful

613
00:36:44.199 --> 00:36:47.760
to see that and think about that happy person then

614
00:36:47.840 --> 00:36:51.360
goes home to their family and positively infects and brings

615
00:36:51.360 --> 00:36:53.639
that beautiful energy into their home life. And then they

616
00:36:53.679 --> 00:36:56.199
go back into their communities and they bring it there

617
00:36:56.239 --> 00:36:58.000
as well. And that's the next place I wanted to

618
00:36:58.000 --> 00:36:59.679
go to with you, Andy, that I thought was really

619
00:36:59.679 --> 00:37:03.039
Beautif pull about your book, your first opening chapter about

620
00:37:03.360 --> 00:37:06.920
you know, the Burning House is really incredible. But I

621
00:37:06.960 --> 00:37:10.000
really appreciate that you talk about how you know, the

622
00:37:10.000 --> 00:37:14.559
conscientious leader values the invisible and often overlooked aspects of

623
00:37:14.679 --> 00:37:17.599
communities and that they can they can reach in there

624
00:37:17.599 --> 00:37:21.440
and do something with these distressed areas. So could you

625
00:37:21.440 --> 00:37:23.599
speak a little bit about just, you know, why is

626
00:37:23.639 --> 00:37:26.960
that perspective so important to you and how do you

627
00:37:27.000 --> 00:37:28.480
see leaders really championing that.

628
00:37:29.119 --> 00:37:32.199
Yeah. Sure, I grew up in a single wide trailer

629
00:37:32.360 --> 00:37:36.679
on a dirt road in rural South Carolina. My parents,

630
00:37:36.719 --> 00:37:41.480
either of my parents went to college, and I it

631
00:37:41.599 --> 00:37:44.199
was a student in the schools that my mother integrated.

632
00:37:44.239 --> 00:37:49.039
So it's I look at the opportunities that I've had

633
00:37:49.079 --> 00:37:55.400
in life with a humbled lens, a grateful lens, because

634
00:37:55.800 --> 00:37:59.599
the metrics suggest that I should not have been able

635
00:37:59.639 --> 00:38:04.039
to pomplish even half of what you know, prayerfully, I've

636
00:38:04.079 --> 00:38:08.559
been able to, and largely was a result of having

637
00:38:09.920 --> 00:38:13.079
someone take a chance on me. And that person was

638
00:38:13.559 --> 00:38:17.079
my mentors, Denisa Folmar, who was a in house lawyer

639
00:38:17.119 --> 00:38:21.400
at the Coca Cola company. And Coca Cola invested in

640
00:38:21.480 --> 00:38:27.039
my education, invested in my professional development and career, and

641
00:38:27.079 --> 00:38:28.960
I could not be more grateful. And we see that

642
00:38:29.079 --> 00:38:32.360
story play out with organizations all around the world's Coca

643
00:38:32.400 --> 00:38:34.840
Cola invests in Atlanta, so does Chick fil A, and

644
00:38:35.239 --> 00:38:38.039
in some of the most underserved neighborhoods. If you think

645
00:38:38.039 --> 00:38:43.960
about Bittonville, Arkansas and how Walmart has turned that town around, Hershey, Pennsylvania.

646
00:38:44.559 --> 00:38:47.559
I could go on and on with these what used

647
00:38:47.599 --> 00:38:51.440
to be company towns that were not on the map,

648
00:38:51.519 --> 00:38:54.039
and they were put on the map because there was

649
00:38:54.079 --> 00:38:56.000
someone in a company that said, you know what, we

650
00:38:56.039 --> 00:39:01.119
want to invest in this place. So my belief is

651
00:39:01.159 --> 00:39:03.559
that when organizations, and I think it bears out in

652
00:39:03.599 --> 00:39:06.679
the metrics as well, that when organizations decide that they

653
00:39:06.719 --> 00:39:10.320
are going to lean in and invest in ways that

654
00:39:10.360 --> 00:39:15.719
they otherwise don't. There are dramatic things that take place

655
00:39:15.840 --> 00:39:18.639
in Louisville, Kentucky. When I was there at the airline,

656
00:39:19.440 --> 00:39:24.480
the airline engaged in a program called the Metro College Program,

657
00:39:24.480 --> 00:39:28.960
which provides one hundred percent college tuition for employees for

658
00:39:29.039 --> 00:39:34.760
the airline, and most of them were students at University

659
00:39:34.760 --> 00:39:38.519
of Louisville. And many of those students have family in

660
00:39:38.559 --> 00:39:42.239
Appalachia or in rural Kentucky and would not have the

661
00:39:42.360 --> 00:39:44.920
resources to be able to get a college education. And

662
00:39:45.000 --> 00:39:47.320
so it just means it means so much to me

663
00:39:48.079 --> 00:39:51.960
personally and has to my family. And you will see

664
00:39:52.239 --> 00:39:54.079
the folks that listen that read the book. I start

665
00:39:54.159 --> 00:39:57.000
off talking about my cousin Wilhelmina and Nesbit, who did

666
00:39:57.039 --> 00:40:01.199
not have the benefit of the resources that I did,

667
00:40:01.239 --> 00:40:04.800
and we had two very different outcomes. And so I

668
00:40:04.840 --> 00:40:07.760
am a believer in the good that capitalism can do.

669
00:40:07.840 --> 00:40:09.960
I'm a believer in the good that companies can do

670
00:40:10.079 --> 00:40:12.000
if only they will and if only have they have

671
00:40:12.079 --> 00:40:13.679
the right leaders, and.

672
00:40:13.639 --> 00:40:15.960
If all they learn right. Which is why I appreciate

673
00:40:15.960 --> 00:40:17.480
what you're doing. And I mean, I'm very proud of

674
00:40:17.519 --> 00:40:19.639
the work that I get to do as well. And

675
00:40:19.679 --> 00:40:23.039
it's incredibly fulfilling, an incredible honor to walk that journey

676
00:40:23.039 --> 00:40:27.199
with leaders and help elevate their consciousness, elevate what they

677
00:40:27.199 --> 00:40:30.239
can see doing with and through all of their stakeholders.

678
00:40:30.280 --> 00:40:32.719
So I really appreciate that. Into that end, I can't

679
00:40:32.760 --> 00:40:36.679
let you go without addressing what you also put toward

680
00:40:36.719 --> 00:40:39.280
the end of your book. You said that there are

681
00:40:39.280 --> 00:40:43.280
three non traditional archetypes of professional relationships that are essential

682
00:40:43.320 --> 00:40:46.000
to career growth for their conscientious leader and are not

683
00:40:46.239 --> 00:40:49.719
routinely discussed. Would you share those with us? I thought

684
00:40:49.719 --> 00:40:51.760
they it was incredibly compelling. I had never heard of

685
00:40:51.760 --> 00:40:54.360
this before either. By the way, Andy.

686
00:40:53.960 --> 00:40:56.760
Well, yeah, absolutely, so we've all heard of the mentor,

687
00:40:56.840 --> 00:41:01.119
the sponsor, and the board of directors there these these

688
00:41:01.119 --> 00:41:02.920
are you know, groups of people that you know will

689
00:41:02.960 --> 00:41:05.559
help you through your journey. But I think there are

690
00:41:05.599 --> 00:41:08.920
some other archetypes that are really important. The first is

691
00:41:08.960 --> 00:41:12.800
the shifter, and that that person, unlike the mentor, who

692
00:41:13.000 --> 00:41:15.679
will you know, give you a strategy about how to

693
00:41:15.719 --> 00:41:18.400
go about your career. The shifter is really your tactician.

694
00:41:18.559 --> 00:41:23.920
They're the person who gives you the the the eventualities,

695
00:41:24.079 --> 00:41:26.519
and when something negative happens, they say, well, we've talked

696
00:41:26.559 --> 00:41:29.280
about this, now let's let's shift gears. Let's move to

697
00:41:29.920 --> 00:41:34.400
UH Plan B. That person, for me has been doctor

698
00:41:34.480 --> 00:41:38.559
James Stevenson, a former NASA researcher. He also also wrote

699
00:41:39.039 --> 00:41:41.760
a comment on the back of the book. But this

700
00:41:41.880 --> 00:41:44.360
archetype is like your tenth man, your own budgment, and

701
00:41:44.400 --> 00:41:47.159
every single one of us needs someone like that, not

702
00:41:47.320 --> 00:41:49.840
just somewhat a mentor showing us the way, but also

703
00:41:49.880 --> 00:41:52.199
a shifter who is able to pick us up when

704
00:41:52.199 --> 00:41:55.719
we fall down, and who is gaming things out on

705
00:41:55.760 --> 00:42:00.360
the fly, you know, in real time. The the connector UH

706
00:42:00.559 --> 00:42:03.239
is the social the social butterfly you know, unlike the

707
00:42:03.519 --> 00:42:06.320
sponsor that is in the room that is able to

708
00:42:06.360 --> 00:42:10.119
pull you up on your career journey, the connector is

709
00:42:10.119 --> 00:42:13.480
is also someone who is walking alongside you, but they

710
00:42:13.599 --> 00:42:18.039
they may be naturally inclined to connecting very disparate points

711
00:42:18.039 --> 00:42:20.480
of view and people UH to help you see that

712
00:42:20.519 --> 00:42:23.960
there might be threads where you where you least expect them,

713
00:42:24.000 --> 00:42:27.280
and and so that person plays a vital role in

714
00:42:27.360 --> 00:42:31.000
bridging the gaps that you may find in a relationship

715
00:42:31.039 --> 00:42:33.960
with a sponsor who is somewhat removed from your your

716
00:42:34.000 --> 00:42:37.440
your day to day and is not really looking to

717
00:42:37.440 --> 00:42:40.719
to do that type of on the ground connecting. And

718
00:42:40.760 --> 00:42:44.960
then there's there's my personal favorite, the benevolent antagonist. For me,

719
00:42:45.079 --> 00:42:48.960
this is UH. This is an attorney UH named Nate

720
00:42:49.000 --> 00:42:51.840
Smith who became a CEO of a company out in

721
00:42:52.199 --> 00:42:56.159
Australia today, a billion dollar vote management company. But Nate Smith,

722
00:42:56.880 --> 00:43:00.840
if you're listening, I love you brother. He is. The

723
00:43:00.840 --> 00:43:05.519
benevolent antagonist is someone who is always challenging you, but

724
00:43:05.599 --> 00:43:08.440
in good ways. We sometimes we confuse these people with

725
00:43:08.480 --> 00:43:11.360
a shark, someone who wishes ill in your career, but

726
00:43:11.400 --> 00:43:14.159
they don't. They actually want to sharpen themselves, and they

727
00:43:14.239 --> 00:43:17.199
want to sharpen you, and so they're going to challenge you,

728
00:43:17.280 --> 00:43:21.000
actively challenge you to do more. And it tends to

729
00:43:21.079 --> 00:43:23.599
be as we get higher and higher in organizations, we

730
00:43:23.679 --> 00:43:26.760
have less people like this, less people who are willing

731
00:43:26.800 --> 00:43:29.880
to challenge us and say, you know, maybe we don't

732
00:43:29.880 --> 00:43:32.480
go the Milton Friedman route on this, Maybe we take

733
00:43:32.760 --> 00:43:35.239
a different a different road. Maybe we don't think about

734
00:43:35.320 --> 00:43:38.400
profit in this particular equation. Maybe there are some intangibles

735
00:43:38.679 --> 00:43:41.119
that we should be thinking about. But the benevolent antagonist

736
00:43:41.760 --> 00:43:44.679
truly is someone who has your best interest at heart

737
00:43:45.400 --> 00:43:51.599
and they drive constructively improvement in an inn executive. And

738
00:43:51.639 --> 00:43:54.079
so some people may be thinking, well, why are we

739
00:43:54.119 --> 00:43:57.400
talking about this in the context of conscientious leadership. It's

740
00:43:57.400 --> 00:44:01.360
because the latter part of my book, the last five

741
00:44:01.440 --> 00:44:04.000
chapters or so, are what I call the Moves that Matter,

742
00:44:04.800 --> 00:44:08.880
and they are geared for executives and leaders and even

743
00:44:08.920 --> 00:44:11.679
emerging leaders who may not be at the sea level yet,

744
00:44:11.719 --> 00:44:15.119
but to give them the steps that are are relevant

745
00:44:15.599 --> 00:44:20.400
for them to become more conscientious in their in their

746
00:44:20.400 --> 00:44:21.000
in their work.

747
00:44:22.599 --> 00:44:24.840
And it's beautifully written. By the way we talked about

748
00:44:24.840 --> 00:44:26.280
what it took to actually bring it into the world.

749
00:44:26.320 --> 00:44:28.480
So I'm so glad it made it across the finish line.

750
00:44:28.960 --> 00:44:32.400
So we've done it. It happens, it goes by so fast, Andy.

751
00:44:32.440 --> 00:44:35.079
So this show is listened to by people around the world,

752
00:44:35.199 --> 00:44:37.599
and they are they really are out. They want to

753
00:44:37.639 --> 00:44:40.079
either join organizations like the ones you and I are

754
00:44:40.119 --> 00:44:43.159
out to help organizations create. They want to become that

755
00:44:43.159 --> 00:44:47.239
better leader, inspirational, conscientious that we've been discussing here, and

756
00:44:47.280 --> 00:44:49.159
they do want to do business that better is the world.

757
00:44:49.360 --> 00:44:52.639
What would you want to leave them with, Well.

758
00:44:52.800 --> 00:44:56.320
I want them to know that any thought, any process,

759
00:44:56.360 --> 00:45:00.320
and experience that can manifest at an individual level, it

760
00:45:00.360 --> 00:45:03.639
may manifest at an organizational level given the right conditions.

761
00:45:03.679 --> 00:45:07.000
And that means that corporations, they can perpetuate acts that

762
00:45:07.079 --> 00:45:10.440
are hateful and loving. They can experience stages of life

763
00:45:10.519 --> 00:45:14.320
like growth and death. They can be vindictive and generous,

764
00:45:14.679 --> 00:45:18.880
innovative and stagnant, sick and healthy, uncaring and conscientious, all

765
00:45:18.920 --> 00:45:22.079
the range of things. So all of these are an

766
00:45:22.079 --> 00:45:26.920
expression of a composite personality that results from the distinct

767
00:45:26.920 --> 00:45:31.800
corporate reputation and that's driven by the individuals within the organization.

768
00:45:32.000 --> 00:45:35.159
So you know, as my current boss, Jeremiah Chand says,

769
00:45:35.960 --> 00:45:38.480
if we want to move to metrics, all we have

770
00:45:38.559 --> 00:45:41.639
to do is do it. And so if you're an

771
00:45:41.679 --> 00:45:46.679
executive and you want to be more conscientious, just do it.

772
00:45:46.679 --> 00:45:48.320
It doesn't have to go through a committee, and it

773
00:45:48.360 --> 00:45:50.159
can go through just the little things that you do

774
00:45:50.239 --> 00:45:54.320
every day that you have control over, interactions with your employees,

775
00:45:54.440 --> 00:45:58.320
management of your budget. So I hope people leave this

776
00:45:58.400 --> 00:46:01.159
conversation with a sense of hope that you can be

777
00:46:01.199 --> 00:46:03.679
equipped to make a difference and that those little differences

778
00:46:03.719 --> 00:46:06.920
do matter. Andrew C.

779
00:46:07.079 --> 00:46:08.920
And Cooper, I'm very very happy to host you on

780
00:46:09.000 --> 00:46:11.840
Working on Purpose. I want to celebrate your passion, your mind,

781
00:46:11.960 --> 00:46:14.360
your heart, what you're putting out into the world. I'm

782
00:46:14.440 --> 00:46:16.559
right there with you. I'm growing right with you. So

783
00:46:16.960 --> 00:46:20.199
glad to meet you, read your book, to learn from you,

784
00:46:20.480 --> 00:46:22.760
to be inspired by you. Thank you for joining Working

785
00:46:22.840 --> 00:46:27.079
on Purpose, Thank you for having me. Very welcome listeners, viewers.

786
00:46:27.079 --> 00:46:30.679
You're gonna want to learn more about and DCN. Cooper

787
00:46:31.079 --> 00:46:33.199
and the work that he does helping organizations to regain

788
00:46:33.239 --> 00:46:36.679
and retain high performance through leadership transformation. In his book

789
00:46:36.719 --> 00:46:40.159
The Ethical Imperative so start by visiting his website. It's

790
00:46:40.280 --> 00:46:45.079
Andrew Dashcooper dot com Andrew dash Cooper dot com. Last week,

791
00:46:45.119 --> 00:46:46.599
if you missed the live show, you can always catch

792
00:46:46.639 --> 00:46:49.440
it be a recorded podcast or wherever you get your podcast.

793
00:46:49.679 --> 00:46:51.760
We were on the air with doctor Julia de Guanji

794
00:46:51.840 --> 00:46:55.519
talking about her new book Energy Rising, The Neuroscience to

795
00:46:55.599 --> 00:46:58.519
Leading with Emotional Power. She taught us so much about

796
00:46:58.519 --> 00:46:59.840
the need for all of us to not only be

797
00:47:00.079 --> 00:47:02.440
come more aware of our full range of emotions, but

798
00:47:02.559 --> 00:47:05.079
also what to do to heal painful emotions so that

799
00:47:05.119 --> 00:47:07.719
we can lead more holly and make a greater impact.

800
00:47:08.559 --> 00:47:12.000
Incredibly powerful conversation. Next week will be on there doctor

801
00:47:12.039 --> 00:47:16.880
Marie Helene Peltier talking about her book The Resilience Plan,

802
00:47:16.920 --> 00:47:20.599
a strategic approach to optimizing your work performance and mental health.

803
00:47:20.920 --> 00:47:22.920
See you then, remember that work is one of the

804
00:47:22.920 --> 00:47:25.599
best adventures and means of realizing our potential and making

805
00:47:25.599 --> 00:47:28.000
the impact we crave. So let's work on Purpose.

806
00:47:30.800 --> 00:47:33.440
We hope you've enjoyed this week's program. Be sure to

807
00:47:33.480 --> 00:47:36.519
tune into Working on Purpose featuring your host, doctor Elise

808
00:47:36.599 --> 00:47:40.199
Cortes each week on W four C. Why Together We'll

809
00:47:40.199 --> 00:47:44.199
create a world where business operates conscientiously, Leadership inspires and

810
00:47:44.239 --> 00:47:47.639
passion performance and employees are fulfilled in work that provides

811
00:47:47.679 --> 00:47:50.800
the meaning and purpose. They crave see you there. Let's

812
00:47:50.840 --> 00:47:51.920
work on purpose.