Level Up in Life through Strengths and Competencies to Reach Your Goals

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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 Cortez. Welcome

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back to the Working on Purpose Program. If you're tuning in again this week,

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I'm your host, Doctor Elise Cortes, to an you live from Dallas,

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Texas, which is home base for
me. If you've been tuning in

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for a while, you know this
is a thought leadership series that enlightens and

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inspires listeners with insights from distinguished business
leaders and subject matter experts. Our conversations

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are designed to make you think,
inspire you to reach ever higher for your

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cultivating your best, and take an
informed approach towards leadership and business. Before

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we get into today's conversation, a
gut two announcements for you two fun announcements.

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First September marks the launch a Gusto
Now, which is a growth and

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transformation institute dedicated to awakening meaning,
passion, inspiration and purpose and people leadership

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and organizations to create a legacy worthy
of their one precious life. We'll be

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featuring leadership development and other professional development
courses in this e learning platform, available

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to individuals and companies in English,
Spanish and Portuguese. You can learn more

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at Gusto dashnow dot com. The
second announcement is my book Purpose Ignited,

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How Inspirational Leaders ignite passion and innovate
Cause, is due out on November seventeenth.

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You can pre order it now on
Amazon. I wrote the book to

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turn readers on and ignite their passion, inspiration and purpose, to make that

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contribution that I want for them and
radically improve the workplace as we know it.

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Today. I have a guest,
Michael Auster, who will be joining

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us. We're having some technical difficulty
getting him on, so I hope he'll

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be able to join us shortly,
so I'll introduce him quickly and hopefully we

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can. He'll turn up soon.
But I met Michael on LinkedIn, as

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I have met many of my guests. He and I were chatting about what

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was going on in the world.
When I realized just what it was that

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he does and the book that he
wrote, I invited him to the show.

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So he is a principal at Level
Up Advisors and he's the author of

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the book called Level Up. We'll
be talking about how we can use competencies

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as the channels to carry our personal
strengths to our goals. He comes in

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today from Scots Tell, Arizona.
Once he shows up, so we're waiting

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for him in the back studio here
to be able to make his connection while

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I'm waiting for him to join us. Let me just give a little bit

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of background here. Part of the
reason I wanted to have Michael on the

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show is because I have a background
myself in strengths. I am a Gallop

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certified Strengths coach and I have been
working with and inside organizations to develop leaders,

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develop teams, and also even families
and teens kids down as young as

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eight years old. So I know
the strengths domain very very well. And

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so what Michael has done is he's
really layered in an approach to using strengths

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as a way to fortify your competencies. And he says, it's better to

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be known for our competencies, and
it is our strengths, and we really

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use our We anchor ourselves in our
compancies, and we are fueled by our

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strengths in order to reach our goals. That's the whole premise of what his

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book is about. So I'm going
to see here, maybe just take a

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quick little break and see if I
can get to call him and see if

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he's able to make his connection yet. So stand by force, don't go

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away, We'll be back. This
is worth waiting for. Doctor Release Cortez

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is a management consultant specializing in meaning
and purpose and inspirational speaker and author.

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She helps companies visioneer for greater purpose
among stakeholders and develop purpose inspired leadership and

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meaning infused cultures that elevate fulfillment,
performance, and commitment within the workforce.

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To learn more or to invite a
lease to speak to your organization, please

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visit her at Eleise Cortez dot com. Let's talk about how to get your

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employees working on purpose. This is
working on purpose with doctor Release Cortez.

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To reach our program today or open
a conversation with Elise send an email to

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Elise ali se at Elise Cortez dot
com. Now back to Working on Purpose.

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Okay, here, here's what we're
gonna do with Michael. We're gonna

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we're gonna do this differently. You. I'm gonna engage with you on the

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phone here like this, and I'm
going to take you through our plan conversation

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and I'm just gonna go ahead and
talk with you like this. So listeners

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and viewers, this is a first. We are are literally creating the show

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differently as we speak. So Michael, welcome to Working on Purpose. You're

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coming in through your cell phone,
you're watching on YouTube, and you and

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I are going to do this thing. Let's do it. Welcome all right,

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well, thank you. At least
I do see you, but we

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aren't in synchrotization. Okay, let's
get cracking because we want to deliver for

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our listeners and our viewers. So
I already introduced you. They know who

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you are, they know how we
connected, why I think what you're doing

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is important. So I want to
just crack off with I know that you

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wrote the book Level Up for achievers
and those with high potential to become more

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successful and enjoy even more meaningful lives. Saying a little, just a little

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bit about your background and why this
population of readers is your target. Well,

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that's a great that's a great question. At least my background a few

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lofty titles aside is serving as a
shirt sleeve leader in manufacturing organizations and financial

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service organizations and in nonprofit profit organizations. And as you said, I wrote,

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I wrote the book for leaders who
are facing new challenges, or high

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achievers who would like to take themselves
to the next level, or high potentials

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who would like to hit the ground
running. And it's it's more than just

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generally for all of them, which
is basically all of us, right,

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it's it's for all of those people
and all of us who find ourselves with

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capacity we know to solve problems,
but for some reason, we've found ourselves

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stuck. Have you ever been stuck
just a couple of times in my life?

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Yeah, well we were. We
were stuck right now, and you

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engineered to work around. So this
is uh strengths and competencies and action,

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Alysia. Yeah, well, thank
you writing, And so let's let's distinguish

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that. So for this first part
of the conversation, listeners and viewers.

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We're going to talk about strengths and
then that's when we've talk about competencies.

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But let's distinguish those two. So
you say in your book that strengths describe

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how we think, feel, an
act, and of course I know that

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being a GAP certified strengths coach,
and our competencies describe what we do with

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them. And you have created a
method to combine those. Will you say

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a little bit about your approach and
your method. So I have and you

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know, strengths there I use and
level up. I use two different sets

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of strengths. I use the strengths
we use to accomplish things in a work

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environment, and the Gallop strengths,
as you mentioned, are just great for

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those, and there are thirty four
Gallop strengths. And I also use the

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VIA values in action VIA character strengths, and VIA has twenty four strengths.

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So combined we have a choice of
thirty four work strengths and twenty four character

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strengths. But if you've taken the
for those of us who have taken the

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Gallup survey or the VS survey or
any strength survey, we learn that,

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thank goodness, not all of those
strengths are available to us all the time.

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Otherwise the number of choices we would
face would be overwhelming, wouldn't it.

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So you know, so thankfully we're
all wired differently, and although there

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are possible thirty four work strengths and
twenty four character strengths, only about the

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top twenty five percent of those are
available and usable to us to really make

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progress in our lives. So I
look at how can we do things with

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strengths? And the interesting thing about
strengths is they are three hundred and sixty

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degree burst of energy. You know
it. You've seen people express strengths to

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access. You've seen people express their
strengths to an inadequate level, and then

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there's you know, there's a Goldilocks
level, right, let's just right just

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in the middle. But what do
we do with those those strengths? And

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what I've discovered at least is that
we can use competencies and I'll talk a

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moment in a moment about those as
conduits, as channels, if you will,

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through which we can aim our natural
strengths at our goals. Well,

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of course, you know, as
let's just face it, Michael, my

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number one gallop strength is achiever.
So I'm all over that. Okay,

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I've got my attention. I want
to divert just a little bit though,

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because I can't resist. I saw
something in your book that I have to

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sort of. It's kind of like
a squirrel in me if you will,

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Michael, But you quote Oprah saying
how you spend your time defines who you

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are. I'm an identity researcher,
and I really, I really do know

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that how people how what people put
themselves into says who they are, which

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is why I usually ask people that
direct question, But what's your view understatement

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and why is it important to strengths
and competencies? Well that's a good that's

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a good question, and that's a
good catch. Yet in level up the

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leases, thankfully read read the book, all three hundred and seventy six pages

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of it in a print version.
And I use a lot of quotes because

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I love quotes. I find them
inspirational and humorous and encouraging. And if,

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if, if, if this planet
does have a coining of self improvement,

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it would have to be Oprah,
right, I'm all, I think

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that's right. Yes, you know, she just brings so much inspiration and

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hope to so many. And what
I heard when Oprah said how you spend

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your time to find who you are? I heard her giving us a gentle

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reminder to be productive for ourselves and
for others. And I think, of

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course, in my own humble opinion, that level up is just a great

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way to spend your time, to
be productive, to help yourself and to

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help others. Well, I agree. In fact, you even go further

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and to say that you declare that
the desirable aspects of our character and the

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unique way we solve problems and work
with others are our strengths, which I

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think is a lot what you're saying
there, but it takes it a whole

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other step further. Like, So
I have this thing, Michael, where

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I talk about how our purpose gives
us a unique lens in the world,

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and through that purpose we see opportunities
and ways to solve problems and no one

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else can see. And that's that's
our purpose and action. So I feel

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like there is some sort of alignment
with that statement. What do you think,

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Well, I think you're I think
you're right on Alice, and I'm

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really looking forward to I kidn agree
with you more about the Timothy Iceberg,

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you just showed us on purpose,
and I'm looking forward to reading your writings

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and your discoveries on it. Where
strengths come into the equation, if you

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would call it, that is further
back in time, and even further back

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in time than strengths are talents,
and talents are down at the down at

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the granular of the molecular level we
all have. There are probably thousands of

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different talents and little things that we
can can do, and things that define

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us and how we think and now
we act and now we behave, and

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they these talents cluster together into more
general categories that have been called strengths.

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And today we're talking about work strengths
and character strengths. And with regard to

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your question about purpose, people have
discovered that when they use their strengths the

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things that they can naturally do,
it not only gives them a sense of

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pleasure and accomplishment, but it makes
sure it brings a sense of purpose into

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their lives if the goal they're working
on is one of their unchoosing. Yeah,

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and so you bring up a really
important point that we want our listeners

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to understand is that the important thing
about strengths is they have to bring you

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pleasure when you do them. If
they don't bring your pleasure, they're not

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strengths. They're just a talent.
They're just a skill. I'm better to

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say it, they're just a skill. So, for example, Michael,

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I would like to say when I'm
talking about this stuff, is that I

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happen to be a really fabulous typist. But do I want to do that

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all day? No? It does
not bring me joy, does not bring

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me pleasure, So therefore it's not
a strength, it's just a skill.

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Different. Well, I would submit
that there is a way that your type

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could give you could give you pleasure, because you just mentioned that your very

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first, your very top strength as
achiever. Right, So if you want

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online and Google on your browser bar
typing test, and you took a typing

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test and it gave you this really
high number that the least can composed,

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you would sense you would have a
sense of accomplishment. Yes, I would,

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But there's so much more that I
want to do in the world than

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type. To be result is typing, But typing, as is really almost

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everything in our lives a means to
an end, right right, Right,

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If I'm typing a fantastic manuscript.
You're right, I mean, and let's

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face it, I said a lot. I was typing that manuscript in the

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book that's coming out on the seventeenth. Let's do this, Michael. Let's

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some take a one last final break
so that in that break us into another

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link and we'll get you try to
get your back on. Stay on with

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me. But listeners and viewers,
let's take our final break here and they're

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going to go long, harder through
the rest of this, so we'll be

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right back. Mike, stay on
with me on the on the phone here,

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and listeners will be right back.
Thank you so much for your patients.

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Doctor Release Cortez as a management consultant
specializing in meaning and purpose and inspirational

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00:15:09.840 --> 00:15:16.600
speaker and author. She helps companies
visioneer for greater purpose among stakeholders and develop

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00:15:16.679 --> 00:15:22.799
purpose inspired leadership and meaning infused cultures
that elevate fulfillment, performance, and commitment

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00:15:22.919 --> 00:15:26.879
within the workforce. To learn more
or to invite a lease to speak to

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00:15:26.919 --> 00:15:31.759
your organization, please visit her at
Elise Cortez dot com. Let's talk about

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00:15:31.799 --> 00:15:43.879
how to get your employees working on
purpose. This is working on purpose with

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00:15:43.000 --> 00:15:48.879
doctor Elise Cortez. To reach our
program today or open a conversation with Elise,

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00:15:48.240 --> 00:15:56.440
send an email to Elise Alis at
Elise Cortez dot com. Now back

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to Working on Purpose. Thanks for
staying with us, and welcome back to

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Working on Purpose. If you're just
tuning in, my guest as Michael Auster.

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He's the principle of Level Up Advisors
and the author of the book Level

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Up. It brings this twenty plus
years of experience as a CEO and Board

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of directors leader to help his clients
be the best possible versions of themselves.

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I'm your host, doctor, or
at least Cortez. As you know,

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listeners and viewers. We've been having
some technicalisians getting Michael into the actual video

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studio, but that's okay. We've
got him here on the phone. He

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can ron, but he can hide. I'm pretty fast. So what we

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want to do now, Michael is
let's go on to the competencies aspect of

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the conversation. And one of the
things that you did, which of course

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delighted me because I know his work
psychology Professor David McClellan. You cite his

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definition of a competency. A competency
as the underlying characteristics of people which enables

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them to deliver superior performance in a
given job, role, or situation.

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So what I want to get for
our listeners and viewers is help us understand

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how engaging our strength helps us accomplish
things and relates to our competencies. Well

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back to considering that strengths are kind
of a three hundred and sixty degree burst

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of energy at least that you know, we imagine we have our We imagine

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on the left side of the field, we have all of our signature strengths,

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those strengths that are in our top
twenty five percent that are already will

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and enable and on the right side
or the uprights are on the field are

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our goals and how do we how
do we get there? And strengths we

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can hope that if we are that
if we just do things that we think

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are useful of our strengths, that
we will get to the goal. But

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I've found that competencies, and I've
discovered and put pen to paper and created

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seventeen universal competencies can serve as the
conduits through which we can press our strengths

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towards the goal. Imagine the barrel
of a rifle and imagine a bullet.

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Could you go any direction and imagine
the competency is like the barrel or a

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channel to aim your strengths directly at
your goals. Works for me. Yeah,

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and so what was what was so
great? When I noticed? You

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had to correct me if I'm wrong, because I took a lot of notes

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as I read your book. That's
what I do write. I can't help,

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but I'm one of my other I
see. My second strength is learner.

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So this is one of the reasons
I keep posting the show. Michael.

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So I can need great people like
you read your books and learn something.

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But if I have it right,
the five categories of competencies that you

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have our strategic thinking, thinking,
strategically navigating change, leading people, driving

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results, developing self, Is that
right? That's absolutely right. Okay,

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so I fell into the leading people
camp, which I was happy too.

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That was fun. But tell us
a little bit more about those are pretty

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I can see a very definitive separation
of those those competent Those categories help us

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that. It's little bit more about
how they're distinguished. Well, at least

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you just described the what I call
the five categories of competencies. Yes,

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So in a level up we look
at we look at strengths, and we

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I put the strengths, all fifty
eight of them, and assigned them into

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five arbitrary from my point of view, but through empirical observation, five sets

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of strengths and the competencies the ones
you just mentioned. Thinking strategically, which

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is all about shaping our future,
navigating change, which is all about what

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we're all doing right now right making
it transition. Yes, the number the

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number three one, which is a
place where you live in a very very

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successful way, leading people. That's
all about working with others. And the

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fourth one is driving results, which
is implementing your plans. And then finally,

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as you said, developing yourself,
which is you know, keep taking

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self care, bettering yourself. Each
each one of these, because we have

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seventeen competencies in these five categories,
we can talk a little bit if you'd

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like, about what the competencies are
within each one of these categories. I

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think that would really help our listeners
and yours. Please go ahead, Yes,

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let's do that. So to set
the stage thinking about the future,

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we call that the competency of thinking
strategically and then all starts with creating your

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vision, right what is what is
the place that you want to go where

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you can be the best person you
want to be and the best person you

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can be. And you know,
vision is kind of a touchy feely term,

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but it's not really an indistinct concept. Long term visions are because if

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you have if you're talking about long
term visions for five, ten, twenty

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years, you're talking about something that's
approaching perfection, and it's it's just outside

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of the realm of human human capability
to act on these uh that you're trying

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to make occur, you know,
in the in the distant future. But

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if we set intermediate intermediate vision goals, and I would say between one and

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three years, you know, pick
pick the midpoint, they're eighteen months,

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most of us say, oh,
you know, in a year and a

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half, if I have some things
i'd like to be better at and I'd

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like to be in a different place, I'm going to adopt that picture or

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is my vision. So that's the
beginning of thinking strategically, and then from

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thinking strategically we go into the competency
of making decisions, which is how we're

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going to get how we're going to
get closer to the vision. And then

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the last part, the last competency
and thinking strategically is developing the plans that

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we'll take us in the direction of
the vision. And then we get to

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the number number two in the in
the category of competencies, which is navigating

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change. But so, what what
do we think has happened in this current

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this current environment that we're in,
right is the thinking strategically is now in

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second place to navigating change because we're
all in a reactive position, aren't we

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to this, to this current unpleasantness? So you know, we can adapt

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to that. We can we can
switch those around for the time being.

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And the competencies and navigating change our
first of all tolerating risk, you know,

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being uh, putting some elasticity in
your own ability to give and take,

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you know, as a as a
as a wooden ship would in a

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storm, so it doesn't break.
The second competency in the begetting changes,

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negotiating there are lots of negotiations we
have to make with ourselves and with others.

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And then finally communicating. Clearly,
the most powerful competency during times of

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transition is to keep the communication open. Now, that's also a very important

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part of an next category of competencies, which is leading people. Of course

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it is. And you know,
an interesting interesting thing about competencies is that

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they are kind of free range.
You know, some of these competencies can

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be moved underneath different categories. For
example, communicating clearly, you can be

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moved easily under leading people, right, absolutely, In fact, I hope

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that's it's a must, especially if
people. I tell people to be good

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at storytelling, which is communicating.
Of course, yes, well that's that's

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the highest form of communicating. Those
who can tell stories, I wish I

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could. And so, you know, to begin with leading people, the

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strongest competency is is what building collaborative, collaborative relationships with them and inspiring other

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people, developing others, influencing others, and then leading, leading teams and

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finally, of course managing conflict.
All about that last one, that's my

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jam Michael, that's totally my dam
I love that. Sorry, keep going.

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Yeah, So you know it's interesting
leading leading people, which is what

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your show is all about, right, is smack dab in the middle between

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the competencies of navigating change and driving
results. You know, so if if

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you don't. If you don't have
the flexibility in place and you have the

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leadership in place, driving results in
an organization is going to be impossible.

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But if you do have them in
place, you're going to be ready.

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And driving results is I won't say
it's the easier part, but it certainly

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is the simplest part, because there
are only two competencies in driving results.

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Number one taking the initiative. Number
two executing. That's it. Markets said,

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oh let's go, let's do this
thing. Let's do it, and

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you know, and of course in
organizational goals, as you're using the competencies,

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you're going back and forth and you're
circling back. You know, as

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you're driving results, you're going to
go back and recheck your plans and your

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vision, you know, and give
it a reality check. And then our

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last, our last category of competencies
is about self care, developing self bettering

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yourself. And the three competencies there
that are just just so just such a

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great place to spend time with your
strengths on to sentence in a proposition and

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is continually learning, acting professionally,
and continuously improving. I like it.

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I certainly hope that I am doing
that as well. But okay, so

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that was that was a fantastic way
for our listeners to get just kind of

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a little bit of a a light
spread, if you will, a brushstroke

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about you what you've done here.
Now I want to I just have to

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ask, of course, about the
flow question you talking in your book about

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how strengths and compencies can allow us
to be in a flow state. And

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now you also have to tell me
how to how to pronounce However, Mcalley's

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last name is. I know I've
been saying it wrong, and you give

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us, you give us an aid
to pronounce it correctly. So first what

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is what's his name? And then
talk to us about flow? Okay?

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That guy, well, that guy
he was a I'm Gurian American psychologist and

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this he kindified the concept of flow
twelve years ago. And his name you'd

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never be able to spell it,
and it's very hard to pronounce. And

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the way it is pronounced is mahaye
scept mahaye. And I'll say that again

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because it sounds like I'm tripping over
my own tongue here, but Mahai okay,

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and his last name is MAHAYI,
Oh my gosh, I'm so dim

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from anything that I've been saying over
all these years. I know who this

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man is. Okay, it doesn't
look like that. It's not spelled fanatically.

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Let's put it that. Yeah,
So he he discovered that there is

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a state of being or you feel
energized and completely focused. Time stand still,

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Nothing seems to matter, and you're
in a state of complete concentration and

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absorption. And you know, has
I'll just pause for a moment here,

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just so we can ask ourselves,
has this ever happened to us? Have

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we ever felt that way yet?
While we're working? This is the important

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thing for people to get, is
we're talking about actually while we're working.

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While we're working, absolutely, and
so you hit upon some of the some

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of the indicators that we're in a
state of flow, and uh, you

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know it's time. Time passes quickly, we see a clarity, Uh,

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how our efforts can help us achieve
our goals. Uh. We we get

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some nation neurotransmitters that give us a
sense of ecstasy, right, and uh,

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time stands still. And and finally, at least the one that I

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think we all like the best is
we look forward to doing this thing again.

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And those are the indicators that we
are in this state of flow and

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the and he goes on to speak
about how flow leads to happiness and you

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know, positive Since he's written his
since he's written his book and in his

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text on flow in two thousand and
eight, there's been a lot of work

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done on happiness, you know,
and the study of positive psychology either they

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call that now, which was you
know, Aristotle's started the ball rolling in

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that direction, but I have found
that, you know, so we've heard

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a lot of the same concepts,
right, the concepts about what our strengths

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and how do we feel when we
use them? And guess what how we

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feel when we use them are the
same way as we feel when we're in

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Chicksan Mahayu's flow. Right. And
the question then becomes, how do we

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get into that state of and use
our strengths, And we have the answer

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right here. Competencies. Competencies can
take your strengths toward your goals and you

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will feel in a state of flow. You've done it intentionally, you've done

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it carefully, and you're using the
things that you have naturally as a human

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being to bring yourself both productivity and
happiness I'd like it. It works for

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me. I'm trying to help more
people across the globe achieve that as you

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are. So now let's talk next
about about goals and the application of what

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you come up with here. So
I am one of those people, Michael,

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I am a very cool oriented people. People say that you take on

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too much. I'm like, but
I only got this one precious life want

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to I want to make it all
happen and do resolutions all the kind of

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things. So I love goals and
I appreciate how you say our goals help

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give us a purpose, of course, So will you distinguish for us for

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you talk about organizational and personal goals? Well, it's a it's a good

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it's a good question. And you
know, I think that to me,

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the biggest difference at least between organizational
goals and personal goals is that is it

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Organizational goals serve two masters, right, They serve the organization and and they

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serve us because they help us improve
ourselves in ways that we can do when

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we're working with others. And that's
the whole purpose of organizations is to accomplish

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something working with others. And personal
goals serve just one master, right,

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they serve just us. So the
driver of personal goals can and should always

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start with a vision. Right now, we're not so lucky unless we are

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at the very very top of the
food chain pyramid of an organization. That

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that our that our personal goal is
the same as our organizational goal, because

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the organizational goal is there to help
the organization. If it's a for profit

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of UH, it's UH to reward
the shareholders and the stakeholders. And if

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it's a non profit, it's to
better deliver on the mission. M hmmm.

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And I think you said something in
your book which I really was gravitating

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too. I think you also use
push poll language? Did you not?

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Would you say that? Yeah?
Did you use push poll language? Oh?

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I might have that. That that
dr much engine. That's very very

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important for me because it gets to
intrinsic versus extrinsic motivation. Oh, we'll

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share share a bit on that.
Well. So what I what I think

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I got was if I got this
right, was I think the way that

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situated the organizational goals. Yes,
they have two masters, but they're really

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kind of you know, they're pushing
us because they're they're part of what's right

400
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and that's part of what we are
to be in part of the organization.

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Whereas our personal goals pull us towards
something pollstered, our vision, which is

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00:34:15.320 --> 00:34:20.199
something that is beyond us, and
if we do our vision well, inspires

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00:34:20.280 --> 00:34:23.159
us and pulls us into it.
So it's that whole push pull motivation that

404
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I think is really important to distinguish
for our listeners and dealers. Thank you

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00:34:30.719 --> 00:34:34.639
for reminding absolutely, I give by
little help from my friends, right,

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00:34:34.679 --> 00:34:39.679
Michael wins us together? Awesome?
Okay, right, so now let's do

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this because this is this is so
great because I think people think about goals

408
00:34:44.519 --> 00:34:47.239
and vision in a way that's probably
gets a little bit money. And so

409
00:34:47.599 --> 00:34:51.599
you actually have a fantastic thing that
you do in your book and that you

410
00:34:51.719 --> 00:34:55.400
instruct your readers to use their vision
values and strengths to determine their best goals

411
00:34:55.440 --> 00:34:59.840
for themselves. I doubt heavily that
many of the people are listening and watching

412
00:35:00.199 --> 00:35:05.159
right now it really considered that level
of finiteness to a vision or goal.

413
00:35:05.280 --> 00:35:15.199
So say more about that, Well, sure you know the they're as human

414
00:35:15.280 --> 00:35:23.519
beings, are thinking, thinking beings
and their acting beings. And a way

415
00:35:23.599 --> 00:35:30.559
that I like to think about how
we connect the ways we we think and

416
00:35:30.760 --> 00:35:36.679
the things we desire with our actions. Is to encourage ourselves to act with

417
00:35:36.800 --> 00:35:43.960
intention. So if we go back
to the competencies and just just remembering for

418
00:35:44.039 --> 00:35:52.599
a moment here that the first competency
discussed was setting a vision, and then

419
00:35:52.679 --> 00:35:59.400
I encourage with the seven steps to
level up, which I suppose we're going

420
00:35:59.440 --> 00:36:01.800
to talk about in a moment here, encourage people to set a vision,

421
00:36:02.440 --> 00:36:07.559
and actually, now a good time
to talk about that is set your own

422
00:36:07.239 --> 00:36:13.559
personal vision, and then think about
what's the difference. You know what they

423
00:36:13.599 --> 00:36:19.280
call the gap analysis, which is
the difference on a point in time between

424
00:36:19.760 --> 00:36:24.440
where you would like to be and
where you are, and over time,

425
00:36:24.679 --> 00:36:30.760
it's where you will go if you
don't change anything, versus where you can

426
00:36:30.920 --> 00:36:37.800
go if you do, if you
act with intention and parenthetically use your strengths

427
00:36:37.880 --> 00:36:46.280
and competencies to achieve your goals.
So I lay out seven very straightforward steps

428
00:36:46.360 --> 00:36:53.280
that are just based on the ancient
scientific method to encourage people to set a

429
00:36:53.400 --> 00:36:58.840
vision for themselves, take a look
at where they are if they don't do

430
00:36:58.960 --> 00:37:05.360
anything, versus where they would like
to see themselves, and then to use

431
00:37:05.440 --> 00:37:10.159
what they've got to get where they
want to go. Start by setting goals,

432
00:37:10.360 --> 00:37:15.400
and not more than three goals.
And you just can't work on more

433
00:37:15.440 --> 00:37:19.079
than three goals at a time.
And for each one of those goals,

434
00:37:19.639 --> 00:37:24.519
set three objectives, you three smaller
goals, and start by working on the

435
00:37:24.679 --> 00:37:30.360
easiest objective of the most important goal
you know. In other words, go

436
00:37:30.519 --> 00:37:36.320
for a small win early, and
to do that with intention. The whole

437
00:37:36.440 --> 00:37:45.199
key is is purposely and consciously pick
a competency strength combination. And this is

438
00:37:45.320 --> 00:37:51.639
really the secret sauce of level up
is if you combine a competency you would

439
00:37:51.679 --> 00:37:55.239
like to you would like to get
better in with a strength that you have

440
00:37:57.159 --> 00:38:01.559
that is a competency strength combination that
when you put those two together, will

441
00:38:01.599 --> 00:38:07.480
help you not only achieve your objective
or your goal, but it actually it

442
00:38:07.599 --> 00:38:10.119
becomes hardwired into you as a person. You can draw up on it.

443
00:38:10.280 --> 00:38:15.039
It's a tool, like a nice
tool in the top level of your toolbox

444
00:38:15.559 --> 00:38:19.559
that you can reach for without looking
and know how to use it in the

445
00:38:19.679 --> 00:38:22.360
dark. Right and yeah, it's
at the ready. I love that and

446
00:38:22.719 --> 00:38:25.679
it's so exciting and I one of
the reasons that I wanted to have you

447
00:38:25.679 --> 00:38:29.679
in the show is because, as
I say, I am a very goal

448
00:38:29.719 --> 00:38:34.760
oriented person and I really believe and
we've one precious life. Let's let's live

449
00:38:34.800 --> 00:38:37.199
it to its fullest. So I
really think that the frameworth you created really

450
00:38:37.280 --> 00:38:43.239
does help literally level people up to
that and so I terribly appreciate that.

451
00:38:44.000 --> 00:38:46.199
And now I want to go back
to what you said before about where we

452
00:38:46.280 --> 00:38:51.280
are in this whole this whole pandemic
and the change that it has elicited.

453
00:38:51.400 --> 00:38:54.280
So literally twenty twenty has entirely changed
the way that we live, the way

454
00:38:54.320 --> 00:38:58.599
that we work, and I would
I think it's irreversible. I don't think

455
00:38:58.599 --> 00:39:00.760
we can really go back to the
way we were entirely. So I would

456
00:39:00.800 --> 00:39:05.719
be interested, Michael, and what
insights you have about what companies and leaders

457
00:39:05.760 --> 00:39:08.440
can do to meet the needs of
a workforce that craves meaning and connection in

458
00:39:08.840 --> 00:39:15.480
a time when they can't actually connect. Well, that's the that's the sixty

459
00:39:15.519 --> 00:39:24.559
four dollars question, isn't it?
Because the poor or I say poor,

460
00:39:24.760 --> 00:39:34.400
I mean as the organizational leaders are
going through a very difficult time. You

461
00:39:34.480 --> 00:39:39.840
know they need you know, everybody
in an organization is in suspension, right,

462
00:39:40.000 --> 00:39:44.880
they have and by that I mean
in the physical sense, they have

463
00:39:45.039 --> 00:39:47.760
people above them who they need to
please, they need to please themselves,

464
00:39:47.840 --> 00:39:54.719
and they have people working for them
and with them who they need to take

465
00:39:54.800 --> 00:40:00.639
care of. And people are you
know, I I'm just sit in admiration

466
00:40:01.000 --> 00:40:09.400
of how wonderful people are doing the
best they can with such limited abilities to

467
00:40:09.519 --> 00:40:17.360
communicate. And the thing that organizations
give is instant access to communication. You

468
00:40:17.440 --> 00:40:25.440
know, it used to be the
office, and then it became automobiles and

469
00:40:25.519 --> 00:40:34.079
then airplanes and the Internet, but
it was always we always had access to

470
00:40:34.199 --> 00:40:42.039
four dimensions. And the thing that's
missing now is one of the dimensions,

471
00:40:42.320 --> 00:40:45.679
depth has been taken has been taken
away. And you know, we have

472
00:40:45.800 --> 00:40:50.679
the breadth and the width, and
we have time, but people don't have

473
00:40:50.920 --> 00:40:55.559
a sense of a three the third
dimension that gives you the three dimensional experience.

474
00:40:57.159 --> 00:41:00.920
And it's hard on the psyche,
you know, it's so and it's

475
00:41:01.960 --> 00:41:06.920
you know, we're already starting to
see some you know, as they say,

476
00:41:07.000 --> 00:41:10.960
snow melts around the edges right not
in the middle, you know,

477
00:41:12.079 --> 00:41:15.400
and we're starting to see that it's
taking some wear and tear on people.

478
00:41:15.440 --> 00:41:17.760
And oh my goodness, I just
hope that the sooner this thing is over

479
00:41:17.960 --> 00:41:22.360
for the for the general psychological health
of the population of the world, the

480
00:41:22.480 --> 00:41:29.079
better. Because it's it's very difficult, and people are doing great. So

481
00:41:30.719 --> 00:41:34.039
given what they can do to hear
question at least, which is a great

482
00:41:34.119 --> 00:41:39.719
question. I think one thing that
companies and leaders can do is to help

483
00:41:39.880 --> 00:41:46.679
employees and their team members and the
people they collaborate with have a better sense

484
00:41:46.760 --> 00:41:52.280
of meaning in their lives. Because
you know, we're not talking, Uh,

485
00:41:52.519 --> 00:41:58.559
it's not the industrial revolution where our
goal is to commoditize labor, right,

486
00:41:59.199 --> 00:42:09.239
It's is the more organizations can help
their individuals discover their strengths, and

487
00:42:09.320 --> 00:42:14.239
the more they can do to help
them encourage them use their strengths, and

488
00:42:14.360 --> 00:42:21.000
the more they can do to help
people acknowledge and value and treasure working with

489
00:42:21.119 --> 00:42:24.960
people who have different strengths, The
more meaning and purpose it will give to

490
00:42:25.199 --> 00:42:35.199
people, the more sense of hope
and encouragement, and I think inspiration all

491
00:42:35.239 --> 00:42:37.760
the way around. Well, I
do agree with that. In fact,

492
00:42:37.920 --> 00:42:40.360
what I have found, Michael is
that a couple of my clients that I've

493
00:42:40.400 --> 00:42:45.760
done leadership development work for or team
building work for, Collybackets and Alis we're

494
00:42:45.800 --> 00:42:47.599
dying at the vine. What can
you do for us? And so I've

495
00:42:47.840 --> 00:42:53.519
done I've done some well being and
meaning kind of connected work with them,

496
00:42:53.599 --> 00:42:58.480
just along the lines that you're talking
about. Because I really appreciated how you

497
00:42:58.719 --> 00:43:01.360
distinguish it. It's depth that we're
missing, and so listeners and viewers,

498
00:43:01.480 --> 00:43:05.079
right if you can constructor words,
oh my gosh, that's why it feels

499
00:43:05.119 --> 00:43:07.000
hollow to me. That's why I
don't feel fulfilled, because you're missing the

500
00:43:07.079 --> 00:43:10.559
depth. So I really appreciate how
you distinguish that for is Michael beautiful.

501
00:43:12.599 --> 00:43:14.920
I want to also give a call
out to your book in the way that

502
00:43:15.119 --> 00:43:16.960
you helped us, because it is
a long book. There's there's a lot

503
00:43:17.039 --> 00:43:20.519
of information that you put in that
book, Michael, kudos for that.

504
00:43:21.079 --> 00:43:23.320
But one of the things that you
do that really helps is you do that

505
00:43:23.559 --> 00:43:25.599
you know, here's the big idea, Like, I want you to really

506
00:43:25.679 --> 00:43:29.639
pay attention to this, So listeners
and viewers when you go to look for

507
00:43:29.719 --> 00:43:34.119
his book there that helps you really
navigate the final points and that brings it

508
00:43:34.159 --> 00:43:37.599
all home. All right, Michael, here it is. We've finally gotten

509
00:43:37.679 --> 00:43:39.559
close to the end of the show
already, even though we had technical difficulties,

510
00:43:39.559 --> 00:43:42.639
and I've been holding you in my
hand this whole time. You're right,

511
00:43:42.880 --> 00:43:45.960
right right, I'll coddled up in
my hand. Here. This program

512
00:43:46.159 --> 00:43:50.880
is listening to and watched by people
from all over the world, and it's

513
00:43:50.920 --> 00:43:53.760
really designed to help people more meaningfully
experience their work and contribute more deeply with

514
00:43:54.000 --> 00:43:58.239
and through it. With that,
what would you like to leave our listeners

515
00:43:58.280 --> 00:44:04.559
and viewers with today, Well,
thanks, thanks for the opportunity to think

516
00:44:04.599 --> 00:44:08.199
about that aloud at least. And
I love the work. I love the

517
00:44:08.239 --> 00:44:15.199
work you're doing. And I will
kind of uh tag along with the theme

518
00:44:15.320 --> 00:44:23.519
of intention and meaningfulness and purpose and
to try to give us some comments about

519
00:44:23.960 --> 00:44:29.559
how level up might fit into that
given the times the times that we're in,

520
00:44:29.880 --> 00:44:36.440
And I think my first, my
first bit of encouragement would be to

521
00:44:36.679 --> 00:44:42.960
do what you can with what you
have. You know there are there are

522
00:44:43.079 --> 00:44:50.280
just fewer resources available, and the
sense of time has gotten all out of

523
00:44:50.360 --> 00:44:55.000
whack. But our sense of accomplishing
things one thing at a time, remember

524
00:44:55.119 --> 00:45:00.400
like like baby steps is still the
best way forward. You know that the

525
00:45:00.599 --> 00:45:07.079
journey of a thousand miles begins with
the first step, and and you know

526
00:45:07.199 --> 00:45:10.360
in that vein, I would just
encourage us to use what we have our

527
00:45:10.440 --> 00:45:19.559
strengths. There are natural abilities,
our competencies to accomplish accomplished things we want

528
00:45:19.639 --> 00:45:23.719
to And number two is is celebrate
those small wins. Yes with that,

529
00:45:23.840 --> 00:45:25.880
Michael, I've got to let you. I gotta stop you so we can

530
00:45:25.920 --> 00:45:29.800
send them to your website. Sorry
that, I'll celebrate all day with you.

531
00:45:30.719 --> 00:45:31.920
Thank you for making this work,
being in the problem in my hand,

532
00:45:32.039 --> 00:45:36.400
sharing your passion with us. Listeners
here. If you want to learn

533
00:45:36.440 --> 00:45:38.079
more about Michael Auster, his book
Level Up, or the work they do

534
00:45:38.239 --> 00:45:44.599
at Level of Advisors, go to
Level up Advisors Dot Solutions. Last week

535
00:45:44.599 --> 00:45:46.239
I give us the live show.
You know it's kid to be a recorded

536
00:45:46.280 --> 00:45:51.079
podcast if we were on your James
Sinclair of Alumni Network talking about the power

537
00:45:51.119 --> 00:45:55.159
of activating alumni for bench strength,
boomerang hires, marketing, and community concerns.

538
00:45:55.679 --> 00:45:59.760
Next week we'll be on the air
with Jeff Lovejoy talking about his leadership

539
00:46:00.280 --> 00:46:02.360
new Thought Leadership Launch. See you
there. Remember that work is at least

540
00:46:02.400 --> 00:46:10.960
a better a life, So let's
work on purpose. We hope you've enjoyed

541
00:46:12.039 --> 00:46:15.199
this week's program. Be sure to
tune in too. Working on Purpose featuring

542
00:46:15.280 --> 00:46:21.039
your host, doctor Alice Cortez,
each week on the Voice America Empowerment Channel.

543
00:46:21.719 --> 00:46:28.239
Together, we'll create a world where
business operates conscientiously, leadership inspires impassioned

544
00:46:28.320 --> 00:46:32.199
performance, and employees are fulfilled in
work that provides the meaning and purpose they

545
00:46:32.360 --> 00:46:37.000
crave. See you there, Let's
work on Purpose.