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 Cortes. Welcome back

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to the Working on Purpose Program.
Thanks for tuning in again this week.

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I'm your host, Doctor Lea's Cortes
too, any Lie from Dallas, Texas,

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

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while, you know program as a
thought leadership series that enlightens and inspires listeners

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with insights from distinguished business leaders and
subject matter experts. Our conversations are designed

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to make you think, inspire you
to reach ever higher for your cultivating your

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best, and take an informed approach
towards leadership and business. Before we get

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into today's conversation, I've got two
announcements for you. Two fun announcements.

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

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

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organizations to create a legacy worthy of
their one precious life. Will be featuring

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

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

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gustodashnow dot com. The second announcement
is my book Purpose Ignited, How Inspirational

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Leaders ignite passion and innovate Causes,
due out on November seventeenth. You can

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pre order it now on Amazon.
I wrote the book to turn lead readers

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on and ignite their passion, inspiration
and purpose, to make that contribution that

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I want for them and medically improve
the workplace as we know it. Today.

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I have a guest, Michael Astor, who will be joining us.

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

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to join us shortly, So introduce
him quickly and hopefully we can he'll turn

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up soon. But I met Michael
on LinkedIn, as I have met many

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of my guests. He and I
were chatting about what was going on in

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the world. When I realized just
what it was that he does and the

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book that he wrote, I invited
him to the show. So he is

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a principal at Level Up Advisors and
he's the author of the book called Level

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Up. We'll be talking about how
we can use competencies as the channels to

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carry our personal strengths to our goals. He comes in today from scotstil Arizona.

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Once he shows up, so we're
waiting for him in the back studio

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here to be able to make his
connection while I'm waiting for him to join

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us. Let me just give a
little bit of background here. Part of

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the reason I wanted to have Michael
on the show is because I have a

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background myself in strengths. I am
a Gallop certified Strengths coach and I have

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been working with drinks and inside organizations
to develop leaders, develop teams, and

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also even families and teens, kids
down as young as eight years old.

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So I know the strengths domain very
very well. And so what Michael has

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done is he's really layered in an
approach to using strengths as a way to

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fortify your competencies. And he says, it's better better to be known for

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our competencies, and it is our
strengths, and we really use we anchor

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ourselves in our compencies, and we
are fueled by our strengths in order to

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reach our goals. That's the whole
premise of what his book is about.

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So I'm going to see here,
maybe just take a quick little break and

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see if I can get to call
him and see if he's able to make

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his connection yet. So stand by
force, don't go away, We'll be

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back. This is worth waiting for. Doctor release Cortez is a management consultant

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

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for greater purpose among stakeholders and develop
purpose inspired leadership and meaning infused cultures that

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

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to invite Elise to speak to your
organization, please visit her at Elisecortes dot

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

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is working on purpose with doctor Elise
Cortes. To reach our program today or

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open a conversation with Alise. Send
an email to Alise A l I s

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E at eleisecortes dot com. Now
back to Working on Purpose. Okay,

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

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this differently. You. I'm gonna
engage with you on the on the phone

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here like this, and I'm gonna
take you through our planned conversation. Uh.

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

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

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show differently as we speak. So
Michael, welcome to Working on Purpose.

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

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

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right, Well, thank you Aleise. I do see you, but we

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

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our listeners and our viewers. So
I already introduced her. 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. See a little just a little bit

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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, Elise. My background a few lofty

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titles aside is serving as a church
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 achievers

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

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

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all of them, which is basically
all of us, right, it's for

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all of those people and all of
us who find ourselves with capacity we know

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to solve problems, but for some
reason we found ourselves stuck. Have you

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ever been stuck just a couple of
times in my life? Yeah, Well

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we were stuck right now, and
you engineered a work around. So this

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is strengths and competencies and actionalles.
Yeah, Well, thank you, right,

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And so let's distinguish that. So
for this first part of the conversation,

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listeners and viewers, we're going to
talk about strengths, and then that's

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when we talk about competencies. But
let's distinguish those two. So you say

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in your book that strengths describe how
we think, feel, an act,

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and of course I know that being
a Gallp certified Strengths coach, and our

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competencies describe what we do with them. And you have created a method to

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combine those. So you say a
little bit about your approach and your method.

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So I have, and you know, strengths there I use and level

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up. I use two different sets
of strengths. I use the strengths we

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use to accomplish things in a work
environment, and the Gallop strengths, as

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you mentioned, are just great for
those. And there are thirty four Gallop

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strengths. And I also use the
VIA values in action a character strengths,

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and VIA has twenty four stringths.
So combine, we have a choice of

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thirty four work strengths and twenty four
character strengths. But if you've taken the

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for those of us who have taken
the Gallop survey or the VIA survey or

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any strength survey, we learn that, thank goodness, not all of those

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strengths are available to us. All
the time. Otherwise the number of choices

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we would face would be overwhelming,
wouldn't it. So you know, so

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thankfully we're all wired differently. And
although there are possible thirty four work strengths

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and twenty four character strengths, only
about the top twenty five percent of those

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are available and usable to us to
really make progress in our lives. So

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I look at how can we do
things with strengths? And the interesting thing

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abous strengths is they are a three
hundred and sixty degree burst of energy.

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You know, you've seen people express
strengths to excess. You've seen people express

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their strengths to an inadequate level,
and then there's you know, there's a

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Goldilocks level right, that's just right
just in the middle. But what do

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we do with those those strengths?
And what I've discovered the lease is that

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we can use competencies and I'll talk
a moment in a moment about those as

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conduits, as channels, if you
will, through which we can aim our

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natural strengths at our goals. Well, of course, you know, as

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let's just face it, Michael,
my number one gallop strength is achiever.

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So I'm all over that Okay,
got my attention. I want to divert

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just a little bit though, because
I can't resist. I saw something in

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your book that I have to sort
of It's kind of like a squirrel in

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me, if you will, Michael. But you quote Oprah saying how you

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spend your time defines who you are. I'm an identity researcher, and I

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really do know that how people how
what people put themselves into says who they

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are, which is why I usually
ask people that direct question. But what's

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your view on the statement? And
why is it important to strengths and companies?

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That's a good that's a good question, and that's a good catch and

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level of the leases. Uh thankfully
read read the book, all three hundred

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and seventy six pages of it in
a print version. And I use a

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lot of quotes because I love quotes. I find them inspirational and humorous and

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encouraging. And if, if,
if, if this planet does have a

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coining of self improvement, it would
have to be Oprah, right, I'm

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all, I think that's right.
Yes, you know, she just brings

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so much inspiration and hope to so
many. And what I heard when Oprah

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said how you spend your time defines
who you are. I heard her giving

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us a gentle reminder to be productive
for ourselves and for others, and I

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think, of course, in my
own humble opinion, that level up is

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just a great way to spend your
time, to be productive, to help

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yourself and to help others. Well, I agree. In fact, you

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even go further to say that you
declare that the desirable aspects of our character

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

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which I think is a lot what
we're saying there, but it takes it

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a whole other step further. Like, So, I have this thing,

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Michael, where I talk about how
our purpose gives us a unique lens in

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the world, and through that purpose
we see opportunities and ways to solve problems

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and no one else can see.
And that's our purpose in action. So

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I feel like there is some sort
of alignment with that statement. What do

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you think, Well, I think
you're I think you're right on, Elise,

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and I'm really looking for to I
couldn't agree with you more about the

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tip of the iceberg. You just
showed us on purpose, and I'm looking

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forward to reading your writings and your
discoveries on it. Where strengths come into

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the equation, if you would call
it, that is further back in time,

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and even further back in time than
strengths are talents, and talents are

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down at the down at the granular, the molecular level we all have.

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There are probably thousands of different talents
and little things that we can can do,

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and things that define us and how
we think and how we act and

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how we behave. And they these
talents cluster together into more general categories that

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have been called strengths. And today
we're talking about work strengths and character strengths.

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And with regard to your question about
purpose, people have discovered that when

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they use their strengths the things that
they can naturally do, it not only

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gives them a sense of pleasure and
accomplishment, but it makes there it brings

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a sense of purpose into their love
lives if the goal they are working on

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is one of their unchoosing. Yeah, and so you bring up a really

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important point that we want our listeners
to understand is that the important thing about

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strengths is they have to bring you
pleasure when you do them. If they

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don't bring your pleasure. They're not
strengths. They're just a talent. They're

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just a skill, or better to
say it, they're just a skill.

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So, for example, Michael,
I always like to say when I'm talking

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about this stuff, is that I
happen to be a really fabulous typist.

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But do I want to do that
all day? No? It does not

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bring me joy, does not bring
me pleasure, So therefore it's not a

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strength, it's just a skill.
Different. Well, I would submit that

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there isn't a way that your type
could give you could give you pleasure because

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you just mentioned that your very first, your very top strength as achiever.

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Right, yeah, So if you
want online and Google on your browser bar

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typing test, and you took a
typing test and it gave you this really

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high number that the least can can
post, you had sense you would have

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a sense of accomplishment. Yes,
I would, But there's so much more

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that I want to do in the
world in type. Just the result is

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I'm typing, But typing, as
is really almost everything in our lives a

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means to an end, right right, right? If I'm typing a fantastic

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manuscript, I you're right, I
mean and let's face it, I spent

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a lot hours typing that manuscript in
the book that's coming out on the seventeenth.

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Let's do this, Michael. Let's
take a one last final break so

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that in that break us into another
link and so we'll get to try to

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get you back on. Stay on
with me. But listeners and viewers,

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let's take our final break here,
and they're going to go long, hard

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through the rest of this, so
we'll be right back. Mike, stay

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on with me on the on the
phone here, and listeners will be right

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back. Thank you so much for
your patients. Doctor Elise Cortes is a

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management consultant specializing in meaning and purpose
and inspirational speaker and author. She helps

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companies visioneer for greater purpose among stakeholders
and develop purpose inspired leadership and meaning infused

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00:15:18.720 --> 00:15:26.000
cultures that elevate fulfillment, performance,
and commitment within the workforce. To learn

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more or to invite Elise to speak
to your organization, please visit her at

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00:15:30.240 --> 00:15:35.320
Elisecortes dot com. Let's talk about
how to get your employees working on purpose.

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This is working on purpose with doctor
Elise Cortes. To reach our program

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00:15:46.840 --> 00:15:52.159
today or open a conversation with Elise. Send an email to Elise Alise at

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Elisecortes dot com. Now back to
Working on Purpose. Thanks for staying with

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us, and welcome back to Working
on Purpose. If you're just tuning in.

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My guest is Michael Auster. He's
the principle of Level of Advisors and

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the author of the book Level Up. It brings this twenty plus years of

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experience as a CEO and Board of
Directors leader to help his clients be the

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best possible versions of themselves. I'm
your host doctor at Least Cortes. As

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you know, listeners and viewers,
we've been having some techniclitions getting Michael into

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the actual video studio, but that's
okay. We've got him here on the

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phone again, Ron, but he
can't hide. I'm pretty fast. So

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what we want to do now,
Michael is it's go on to the competencies

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

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of course delighted me because I know
he's worked psychology professor David McClellan. You

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cite his definition of a competency,
a competency as the underlying characteristics of people

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which enables them to deliver superior performance
in a given job, role, or

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situation. So what I want to
get for our listeners and viewers is help

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

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

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degree burst of energy at least,
I love that. You know, we

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imagine we have our We imagine on
the left side of the field, we

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have all of our signature strengths,
those strengths that are in our top twenty

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five percent and are already will enablement
on the right side or the uprights are

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on the field are our goals and
how do we how do we get there?

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And strengths we can hope that if
we are that if we just do

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things that we think are use useful
of our strengths, that we will get

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to the goal. But I've found
that competencies, and I've discovered and put

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pen to paper and created seventeen universal
competencies can serve as the conduits through which

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we can press our strengths toward the
goal. Imagine the barrel of a rifle

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and imagine a bullet could go any
direction and imagine the competency is like the

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barrel or a channel to aim your
strengths directly at your goals. Works for

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me. Yeah, and so what
was so great when I noticed you had

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to you 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, right, I can't

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help, but I'm one of my
other My second strength is learner. So

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

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

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

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strategic thinking, thinking, strategically,
navigating change, meeting people, driving results,

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

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I fell into the leading people camp, of which I was happy to That

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

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can see a very definitive separation of
those those categories. So help us aspettle

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bit more about how they're distinguished.
Well, at least you just described the

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what I call the five categories of
competencies. Yes, so in a level

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of at we look at strengths and
I put the strengths, all fifty eight

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of them, and assigned them into
five arbitrary from my point of view,

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but through empirical observation, five sets
of strengths and the competencies the ones you

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just mentioned thinking strategically, which is
all about shaping our future. Navigating change,

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which is all about what we're all
doing right now right making it transition.

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Yes, the number three one,
which is a place where you live

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in a very very successful way,
leading people. That's all about working with

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others. And the fourth one is
driving the results, which is implementing your

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plans. And then finally, as
you said, developing yourself, which is,

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you know, keep taking self care, bettering yourself. Each each one

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of these because we have seventeen competencies
in these five categories, we can talk

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a little bit if you'd like,
about what the competencies are within each one

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of these categories. I think that
would really help our listeners and reviewers.

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Please go ahead, yes, well
let's do that. So to set the

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stage thinking about the future, we
call that the competency of thinking strategically.

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And then all starts with creating your
vision, right, what is what is

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the place that you want to go? Where you can be the best person

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you want to be and the best
person you can be. And you know,

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vision is kind of a touchy feely
term, but it's not really an

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indistinct concept. Long term visions are
because if you have if you're talking about

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long term visions for five, ten, twenty years, you're talking about something

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that's approaching perfection and it's just outside
of the realm of human human capability to

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act on things that you're trying to
make occur in the in the distant future.

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

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one and three years, you know, pick the midpoint there, eighteen months,

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

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

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

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or is my vision. So that's
the beginning of thinking strategically. And then

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from thinking strategically, we go into
the competency of making decisions, which is

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

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And then the last part, the
last competency and thinking strategically is developing the

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plans that will take us in the
direction of that vision. And then we

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get to uh, the number number
two in the in the category of competencies,

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which is navigating change. But so, what what do we think has

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

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strategically is now in second place to
navigating change, because we're all in a

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reactive position, aren't we to this, uh, to this current unpleasantness?

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So you know, we can adapt
to that, we can we can switch

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those around for the time being.
And the competencies and navigating change or first

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of all, tolerating risk, you
know, being putting some elasticity in your

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own ability to give and take,
you know, as a as a wooden

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ship would in a storm, so
it doesn't break The second competency and navigating

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

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with others. And then finally communicating. Clearly, the most powerful competency during

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times of transition is to keep the
communication open. Now, that's also a

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very important part of the next category
of competencies, which is leading people.

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Of course it is and you know, an interesting, interesting the thing about

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competencies is that they are kind of
free range. You know, some of

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

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

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hope that's it's a must, especially
if I tell people be good at storytelling,

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which is communicating. Of course,
yes, well that's the highest form

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of communicating. Those who can tell
stories, I wish I could. And

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so, you know, to begin
with leading people, the strongest competency is

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what building collaborative, collaborative relationships with
them and inspiring other people, developing others,

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influencing others, and then leading leading
teams and finally, of course managing

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conflict. All about that last one, that's my jam, Michael, That's

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totally my jam. That sorry,
keep going. So, uh, you

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know it's interesting leading leading people,
which is what your show is all about,

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right, is smack dab in the
middle between the competencies of navigating change

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and driving results. You know,
so if if you don't, if you

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don't have the flexibility in place and
you have the leadership in place, driving

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results in an organization is going to
be impossible. But if you do have

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them, in place, you're going
to be ready, and uh, driving

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

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simplest part because there are only two
competencies in driving results. Number one taking

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the initiative and number two executing.
That's it, markets go, let's go,

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let's do this thing. Let's do
it. And you know, and

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of course in organizational goals, as
you're using the competencies, you're going back

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

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you're going to go back and recheck
your plans and your vision, you know,

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and give it a reality check.
And then our last, our last

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category of competencies is about self care, developing self bettering yourself and the three

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competencies there that are just just so
just such a great place to spend time

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with your strengths. On to end
a sentence, centive proposition is continually learning,

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acting professionally, and continuously improving.
I like it. I certainly hope

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that I am doing that as well. But okay, so that was that

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

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of a a light spread, if
you will, a brushstroke about what you've

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done here. Now I want to
just have to ask, of course,

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about the flow question you talking in
your book about how strengths and competencies can

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allow us to be in a flow
state. And now you also have to

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tell me how to how to pronounce
However, McCauley's last name is. I

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know I've been saying it wrong,
and you give us, you give us

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an aid to pronounce it correctly.
So first, what is what's his name?

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And then talk to us about flow? That guy? Okay, that

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guy, well, that guy he
was a i'm Urian American psychologist and this

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he cindified the concept of flow twelve
years ago. And his name you'd never

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be able to spell it, and
it's very hard to pronounce. And the

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way this pronounced is Mahayi. Chick
said Mahai. And I'll say that again

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because it sounds like I'm tripping over
my own tongue here, but Mahaii.

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And his last name is accept,
Mahayi accept Mahi. Oh my gosh,

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I'm so from anything that I've been
saying over all these years. I know

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who this man is. Okay,
it doesn't look like that, it's not

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spelled fanatically. Let's put it that. Yeah. So he he discovered that

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there is a state of being or
you feel energized and completely focused. Time

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stands still, nothing seems to matter, and you're in a state of complete

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concentration and absorption. And it has
I'll just pause for a moment here,

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

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we ever felt that way while we're
working? This is the important thing for

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

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working, absolutely, and so you
hit upon some of the some of the

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indicators that were in the state of
flow, and uh, you know it's

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time. Uh, time passes quickly. We we see a clarity uh uh

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

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some nice neurotransmitters that give us a
sense of ecstasy. Right, and time

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

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

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

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The and he goes on to speak
about how flow leads to happiness,

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

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

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work done on happiness, you know, and the study of positive psychology 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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Chick sent Mahaye's flow, right.
And the question then becomes, how do

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we get into that state of low
and use our strengths? And we have

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the answer right here, competencies.
Competencies can take your strengths toward your goals

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

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you've done it carefully, and you're
using the things that you have naturally as

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a human being to bring yourself both
productivity and happiness. I like it.

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It works for me. I'm trying
to help more people across the globe achieve

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that as you are. So now
let's talk next about about goals and the

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application of what you come up with
here. So I am one of those

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people, Michael. I am a
very cool oriented people. People say that

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you take on too much, and
I'm like, but I only got this

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one precious life. I want to, I want to, I want to

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make it all happen, and I
do resolutions all the kind of things.

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So I love goals and I appreciate
how you say our goals help give us

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a purpose, of course, So
will you distinguish for us? For you

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

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it? Organizational goals serve two masters, right, They serve the organization and

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

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

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

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right, they serve just us.
So the driver of personal goals can and

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

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we are at the very very top
of the food chain pyramid of an organization

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

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

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

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if it's a nonprofit, it's to
better deliver on the mission. Mm hmmm

390
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hmm. And I think you said
something in your book which I really was

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gravitating to. I think you also
used push pull language, did you not?

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Would you say that? Yeah?
Did you use push pull language?

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Oh? I might have that,
And that's very very important for me because

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it gets to intrinsic versus extensic motivation. Oh well, share share a bit

395
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on that. Well, So what
I what I think I got was,

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

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goals. Yes, they have two
masters, but they're really kind of you

398
00:34:05.880 --> 00:34:09.480
know, they're pushing us because they're
they're part of what's right and that's part

399
00:34:09.480 --> 00:34:13.159
of what we are to be impart
of the organization, whereas our personal goals

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00:34:13.360 --> 00:34:16.679
pull us towards something pollstered our vision, which is something that is beyond us,

401
00:34:16.719 --> 00:34:21.679
and if we do our vision well, inspires us and pulls us into

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it. So it's that whole push
pull motivation that I think is really important

403
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to distinguish for our listeners. Dealers. Thank you for reminding me, as

404
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I get via little help from my
friends, right, Michael, learn us

405
00:34:35.440 --> 00:34:40.440
together? Awsome? Okay, Right, so now let's do this because this

406
00:34:40.519 --> 00:34:45.559
is this is so great because I
think people think about goals and vision in

407
00:34:45.599 --> 00:34:49.400
a way that's probably gets a little
bit money. And so you actually have

408
00:34:49.760 --> 00:34:52.760
a fantastic thing that you do in
your book and that you instruct your readers

409
00:34:52.760 --> 00:34:57.119
to use their vision, values and
strengths to determine their best goals for themselves.

410
00:34:57.480 --> 00:35:00.360
I doubt heavily that many of the
people are listening and watching the right

411
00:35:00.400 --> 00:35:05.440
now it really considered that level of
finiteness to a vision or goal. So

412
00:35:05.559 --> 00:35:15.760
say more about that? Well,
sure you know the they're as human beings,

413
00:35:15.800 --> 00:35:23.599
are thinking, thinking beings, and
they're acting beings. And a way

414
00:35:23.639 --> 00:35:30.679
that I like to think about how
we connect the ways we we think and

415
00:35:30.800 --> 00:35:37.280
the things we desire with our actions
is to encourage ourselves to act with intention.

416
00:35:37.440 --> 00:35:44.159
So if we go back to the
competencies and just just remembering for a

417
00:35:44.239 --> 00:35:52.880
moment here that the first competency discussed
was setting a vision, and then I

418
00:35:52.000 --> 00:35:59.559
encourage with the seven steps to level
up, which I suppose we're going to

419
00:35:59.559 --> 00:36:02.639
talk about in a moment here,
encourage people to set a vision, and

420
00:36:04.199 --> 00:36:07.760
actually now it's a good time to
talk about that is, set your own

421
00:36:07.239 --> 00:36:13.559
personal vision, and then think about
what's the difference. You know what they

422
00:36:13.639 --> 00:36:19.400
call the gap analysis, which is
the difference on a point in time between

423
00:36:19.760 --> 00:36:24.519
where you would like to be and
where you are, and over time,

424
00:36:24.679 --> 00:36:30.880
it's where you will go if you
don't change anything, versus where you can

425
00:36:30.000 --> 00:36:37.920
go if you do, if you
act with intention and parenthetically use your strengths

426
00:36:37.920 --> 00:36:46.360
and competencies to achieve your goals.
So I lay out seven very straightforward steps

427
00:36:46.400 --> 00:36:53.360
that are just based on the ancient
scientific method to encourage people to set a

428
00:36:53.400 --> 00:36:58.960
vision for themselves, take a look
at where they are if they don't do

429
00:36:59.000 --> 00:37:05.440
anything, versus where they would like
to see themselves, and then to use

430
00:37:05.480 --> 00:37:10.320
what they've got to get where they
want to go. Start by setting goals,

431
00:37:10.400 --> 00:37:15.480
and not more than three goals,
and you just can't work on more

432
00:37:15.480 --> 00:37:21.840
than three goals, and for each
one of those goals, set three objectives

433
00:37:22.000 --> 00:37:27.840
you know, three smaller goals and
start by working on the easiest objective of

434
00:37:28.000 --> 00:37:30.079
the most important goal you know.
In other words, go for a small

435
00:37:30.119 --> 00:37:37.880
win early, and to do that
with intention. The whole key is is

436
00:37:37.719 --> 00:37:45.480
purposely and consciously pick a competency strength
combination. And this is really the secret

437
00:37:45.519 --> 00:37:52.159
sauce of Level up is if you
combine a competency you would like to you

438
00:37:52.159 --> 00:37:57.920
would like to get better in with
a strength that you have that is a

439
00:37:58.039 --> 00:38:02.280
competency strength combination that when you put
those two together, will help you not

440
00:38:02.360 --> 00:38:08.280
only achieve your objective or your goal, but it actually becomes hardwired into you

441
00:38:08.360 --> 00:38:12.679
as a person. You can draw
upon it. It's a tool, like

442
00:38:13.559 --> 00:38:16.400
a nice tool in the top level
of your toolbox that you can reach for

443
00:38:16.559 --> 00:38:22.039
without looking and know how to use
it in the dark. Right and yeah,

444
00:38:22.039 --> 00:38:23.760
it's at the ready. I love
that and it's so exciting. And

445
00:38:24.360 --> 00:38:27.679
one of the reasons that I wanted
to have you in the show is because,

446
00:38:28.199 --> 00:38:30.239
as I say, I am a
very goal oriented person and I really

447
00:38:30.280 --> 00:38:36.079
believe in we've one precious life.
Let's live it to its fullest. So

448
00:38:36.159 --> 00:38:39.039
I really think that the frame of
you created really does help literally level people

449
00:38:39.159 --> 00:38:45.119
up to that and so I terribly
appreciate that. And now I want to

450
00:38:45.119 --> 00:38:46.960
go back to what you said before
about where we are in this whole,

451
00:38:47.159 --> 00:38:52.480
this whole pandemic and the change that
it has elicited. So literally, twenty

452
00:38:52.519 --> 00:38:54.840
twenty has entirely changed the way that
we live, the way that we work,

453
00:38:55.320 --> 00:38:59.159
and I would I think it's irreversible. I don't think we can really

454
00:38:59.239 --> 00:39:01.559
go back to the way we were
entirely. So I would be interested,

455
00:39:01.639 --> 00:39:06.199
Michael, and what insights you have
about what companies and leaders can do to

456
00:39:06.199 --> 00:39:09.360
meet the needs of a workforce that
creates meaning and connection in a time when

457
00:39:09.400 --> 00:39:16.440
they can't actually connect. Well,
that's the that's the sixty four dollars question,

458
00:39:16.599 --> 00:39:24.760
isn't it? Because the poor or
you know, I say poor,

459
00:39:24.800 --> 00:39:34.480
I mean as the organizational leaders are
going through a very difficult time. You

460
00:39:34.519 --> 00:39:39.559
know, they need you know,
everybody in an organization is in suspension,

461
00:39:39.719 --> 00:39:44.920
right they have and by that I
mean in the physical sense, they have

462
00:39:45.039 --> 00:39:47.840
people above them who they need to
please, they need to please themselves,

463
00:39:47.880 --> 00:39:54.519
and they have people working for them
and with them. Who they need to

464
00:39:54.559 --> 00:40:00.639
take care of, and people are
you know, I just sit in admiration

465
00:40:01.039 --> 00:40:09.480
of how wonderful people are doing the
best they can with such limited abilities to

466
00:40:09.559 --> 00:40:17.440
communicate. And the thing that organizations
give is instant access to communication. You

467
00:40:17.480 --> 00:40:25.519
know, it used to be the
office, and then it became automobiles and

468
00:40:25.559 --> 00:40:34.039
then airplanes and on the internet,
but it was always we always had access

469
00:40:34.079 --> 00:40:42.159
to four dimensions. And the thing
that's missing now is one of the dimensions,

470
00:40:42.360 --> 00:40:45.599
depth has been taken has been taken
away. And you know, we

471
00:40:45.679 --> 00:40:50.639
have the breadth and the width,
and we have time, but people don't

472
00:40:50.719 --> 00:40:55.599
have a sense of the third dimension
that gives you the three dimensional experience.

473
00:40:57.199 --> 00:41:02.079
And it's hard on the psyche,
you know, it's uh and it's you

474
00:41:02.119 --> 00:41:07.039
know, we're already starting to see
some you know, as they say,

475
00:41:07.079 --> 00:41:12.079
snow melts around the edges right,
not in the middle, you know,

476
00:41:12.119 --> 00:41:15.400
and we're starting to see that it's
taking some wear and tear on people.

477
00:41:15.440 --> 00:41:17.840
And oh my goodness, I just
hope that the sooner this thing is over

478
00:41:17.960 --> 00:41:22.440
for the for the general psychological health
of the population of the world, the

479
00:41:22.519 --> 00:41:29.639
better, because it's it's very difficult, and people are doing great so to

480
00:41:29.679 --> 00:41:32.800
your given what they can do to
your question at least, which is a

481
00:41:32.840 --> 00:41:39.480
great question, I think one thing
that companies and leaders can do is to

482
00:41:39.559 --> 00:41:46.079
help employees UH and their team members
and the people they collaborate with have a

483
00:41:46.119 --> 00:41:51.639
better sense of meaning in their lives. Because you know, we're not talking

484
00:41:51.639 --> 00:41:58.639
about it's not the industrial revolution where
our goal is to commoditize labor, right,

485
00:41:59.239 --> 00:42:09.320
It's is the more organizations can help
their individuals discover their strengths, and

486
00:42:09.360 --> 00:42:14.320
the more they can do to help
them encourage them use their strengths, and

487
00:42:14.400 --> 00:42:21.079
the more they can do to help
people acknowledge and value and treasure working with

488
00:42:21.159 --> 00:42:25.000
people who have different strengths, The
more meaning and purpose it will give to

489
00:42:25.239 --> 00:42:35.360
people, the more sense of hope
and encouragement and I think inspiration all the

490
00:42:35.360 --> 00:42:38.039
way around. Well, I do
agree with that. In fact, what

491
00:42:38.119 --> 00:42:40.400
I have found, Michael, is
that a couple of my clients that I've

492
00:42:40.400 --> 00:42:45.639
done leadership development work for or team
building work for, Callbeebacks and Hales.

493
00:42:45.639 --> 00:42:47.719
We're dying at the buying what can
you do for us? And so I've

494
00:42:47.880 --> 00:42:53.639
done I've done some well being and
meaning kind of connective work with them,

495
00:42:53.679 --> 00:42:58.719
just along the lines that you're talking
about, because I really appreciated how you

496
00:42:58.760 --> 00:43:01.400
distinguish that. It's depth that we're
missing. And so listeners and viewers,

497
00:43:01.480 --> 00:43:05.159
right if you can construct rings,
oh my gosh, that's why it feels

498
00:43:05.159 --> 00:43:07.079
hollow to me. That's why I
don't feel fulfilled, because you're missing the

499
00:43:07.119 --> 00:43:10.000
depth. So I really appreciate how
you distinguish that for us, Michael,

500
00:43:10.079 --> 00:43:14.679
beautiful. I want to also give
a call out to your book and the

501
00:43:14.719 --> 00:43:16.480
way that you helped us. Because
it is a long book. There's if

502
00:43:16.480 --> 00:43:20.360
there's a lot of information that you
put in that book, Michael, kudos

503
00:43:20.400 --> 00:43:22.119
for that. But one of the
things that you do that really helps is

504
00:43:22.639 --> 00:43:25.360
you do that you know, here's
the big idea, Like I want you

505
00:43:25.400 --> 00:43:29.400
to really pay attention to this,
So listeners and viewers when you go to

506
00:43:29.400 --> 00:43:32.639
look for his book, that helps
you really navigate the final points, and

507
00:43:32.679 --> 00:43:36.880
that brings it all home. All
right, Michael, here it is.

508
00:43:36.920 --> 00:43:38.599
We've finally gotten close to the end
of the show already, even though we

509
00:43:38.599 --> 00:43:42.239
had technical difficulties, and I've been
holding you in my hand this whole time.

510
00:43:42.320 --> 00:43:45.360
You're right right right, all cuddled
up in my hand. Here.

511
00:43:45.320 --> 00:43:50.519
This program is listening to and watched
by people from all over the world.

512
00:43:50.599 --> 00:43:53.280
And it's really designed to help people
more meaningfully experience their work and contribute more

513
00:43:53.280 --> 00:43:57.800
deeply with and through it. With
that, what would you like to leave

514
00:43:57.840 --> 00:44:04.079
our listeners and viewers with today,
Well, thanks thanks to the opportunity to

515
00:44:04.079 --> 00:44:07.960
to think about that allowed at least. And I love the work. I

516
00:44:08.000 --> 00:44:14.679
love the work you're doing. And
I will kind of uh tag tag along

517
00:44:15.519 --> 00:44:22.079
with the theme of intention and meaningfulness
and and purpose uh and to try to

518
00:44:22.239 --> 00:44:28.559
give us some comments about how level
up might fit into that given the times,

519
00:44:28.719 --> 00:44:34.960
the times that we're in. And
I think my first my first bit

520
00:44:35.000 --> 00:44:38.480
of encouragement would be to do what
you can, uh with what you have.

521
00:44:39.400 --> 00:44:46.000
You know there there are there are
just fewer resources available. And uh

522
00:44:46.400 --> 00:44:51.760
this the sense of time has gotten
all out of whack. But our sense

523
00:44:51.800 --> 00:44:58.960
of accomplishing things one thing at a
time, remember like like baby steps is

524
00:44:59.039 --> 00:45:02.000
still the best way forward. You
know, the journey of a thousand miles

525
00:45:02.039 --> 00:45:07.280
begins with the first step. And
you know in that vein, I would

526
00:45:07.360 --> 00:45:13.159
just encourage us to use what we
have, our strengths. There are natural

527
00:45:13.159 --> 00:45:20.679
abilities, our competencies to accomplish accomplished
the things we want to and number two

528
00:45:20.840 --> 00:45:24.199
is is celebrate those small wins.
Yes, kis with that. Michael,

529
00:45:24.239 --> 00:45:27.079
I've got to let you. I
got to stop you so I can send

530
00:45:27.119 --> 00:45:29.880
them to your website. Sorry that, I'll celebrate all day with you.

531
00:45:30.760 --> 00:45:32.440
Thank you for making this work being
in the palm of my hand, sharing

532
00:45:32.480 --> 00:45:37.039
your passion with us. Listeners.
If you want to learn more about Michael

533
00:45:37.079 --> 00:45:38.800
Auster, his book Level Up,
or the work they do at Level of

534
00:45:38.840 --> 00:45:44.840
Advisors, go to Level up Advisors
dot Solutions. Last week, you you

535
00:45:44.880 --> 00:45:46.800
missed the live show you know I
was kid to be a recorded podcast.

536
00:45:46.920 --> 00:45:52.400
We were on James Sinclair of Alumni
Network talking about the power of activating alumni

537
00:45:52.440 --> 00:45:57.119
for bench strength, boomerang hires,
marketing, and community concerns. Next week

538
00:45:57.159 --> 00:46:00.119
we'll be on the air with Jeff
Lovejoy talking about his leaderships new Thought Leadership

539
00:46:00.239 --> 00:46:04.039
launche to you there. Remember that
work is at least a better life,

540
00:46:04.079 --> 00:46:13.400
So let's work on purpose. We
hope you've enjoyed this week's program. Be

541
00:46:13.519 --> 00:46:17.079
sure to tune in to Working on
Purpose featuring your host, doctor Elise Cortes,

542
00:46:17.360 --> 00:46:22.480
each week on the Voice America Empowerment
Channel. Together We'll create a world

543
00:46:22.519 --> 00:46:30.039
where business operates conscientiously, leadership inspires
impassioned performance, and employees are fulfilled in

544
00:46:30.119 --> 00:46:35.920
work that provides the meaning and purpose
they crave. See you there. Let's

545
00:46:36.119 --> 00:46:37.079
work on purpose.