Lumina Learning: A Foundation for Growth and Development

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There are some people that make their
work just another thing they have to do,

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and there are those that make their
work something that they want to do.

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Welcome to Working on Purpose with your
host, Elise Cortes. In our

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program, we provide guidance and inspiration
from those people who have found deeper meaning

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and personal connection to their work life. It's beyond nine to five. It's

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working on purpose. Now Here is
your host, Elise Cortes. I'm your

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host, Elise Cortez. Joinni ULI
from Dallas, Texas, which is home

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base for me. This program is
all about helping people more meaningfully and productively

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connect with their work and equipping leaders
to cultivate meaning and purpose in the workplace

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to elicit passion inspired contribution, innovation, and persevering performance within the organization.

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So I seek out and bring on
guests to a particular perspective or experience that

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I think contributes to or expands the
conversation. And as a management consultant and

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social scientist, I draw on the
meeting and work and identity verse, which

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I've been doing over the last fifteen
years, as well as my experience consulting,

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speaking and developing workforces across the Globe. I hope you caught the show

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live last week. If you didn't, you then always catch it be recorded

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podcast. We were on the area
with Aaron Hurst. He is the foremost

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expert on a science of purpose at
work. He is the author of the

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Purpose Economy and he's the CEO and
co founder of Imperative, the technology platform

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for leaders in the new economy.
We talked about the history of how we

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arrived in the purpose economy, which
was fascinating, why purpose is so important

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in individuals and within organizations, and
how whole new markets can be created through

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a purpose driven lens. If this
conversation does not convince you of the importance

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of finding your own purpose or leading
your company from it, nothing well it

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was fantastic with us. This week
is Rebecca Bales, who is a global

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partner for Lumino Learning, which is
a talent development organization with leading edge solutions

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in people development through personal leadership,
organization and sales assessments and programs. As

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partner of the Americas, Rebecca is
a catalyst for change from the inside out,

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where her expertise in personal and organizational
transformation assists people to create successful and

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lasting growth initiatives. Through aligning the
inward processes that create outward behaviors. She

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is the author of Step Up to
the Plate, The Power of Passion and

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Determination, which focuses on personal change
and transformation, and she is also the

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co author with doctors Ken Blanchard and
Deepak Chopra, of Roadmap to Success.

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We'll be talking about her own personal
connection to her work, how she has

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used the assessments to catalyze real change
and growth in people and organizations, and

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some of the specific product products that
she uses with in organizations. She joined

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it today from Plano, Texas.
Rebecca, Welcome to Working on Purpose.

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Thank you, Elise. It's a
pleasure to be here, isn't it great.

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I'm so glad to finally have you
around the mic. If we will,

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well, let's start first. I'd
like to help our listeners understand how

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I find my guests. And so
you and I met in twenty fifteen Italyship

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program that we were each partaking for
ourselves our own development, and that was

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through Leadership America. And I wanted
to say that I think that's an amazing

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organization. I've had them on my
radio show. Yeah, you know right,

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I've had them on radio show before, and they have really been fantastic

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and cultivating leadership across the nation,
in the world for that matter. So

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let's start if we can. Since
we're talking about development today. Why do

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you think it's important, Rebecca,
for people, certainly leaders, to continue

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developing themselves. Well, you know, alis leaders, they have to be

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lifelong learners. You know, the
best leaders that I've ever come across in

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my career are like sponges. They
absorb feedback, they absorb input from others,

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They absorb ideas and new ways of
doing things. And if a leader

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ever ends up that they stop their
learning. You know, they may be

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good at what they do for now, but they will eventually get passed by

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by others who are staying on the
cutting edge of new development. So it's

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kind of like you can continue with
what brought you here, but that is

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not going to get you to the
next level. So it's really a never

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ending process. But that's what keeps
us fresh and growing and learning because life

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never stops evolving. It changes in
a nanosecond and I think all of us

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can have had some experience or another
with that, and so that's why it's

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so important for us to continue the
learning process and not ever feel like we're

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done, you know, And this
is so important because the average person will

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spend in a lifetime over ninety thousand
hours at work, and that's a huge

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amount of time in your life.
So, you know, we need to

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love what we do and do what
we love, or what's the point?

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And in order to do those things
and embrace those things, we need to

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be in that space of continuing to
have our eyes opened and continuing to see

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new and different things. I completely
agree, and I might add that my

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perspective on learning. Obviously, you
and I are both in the learning and

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development space. This is what we
do, This is our camp. But

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for people just considering, you know, why should I do this? Why

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should I keep learning? I would
add too that I think it's really important

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for people to cultivate an ongoing curiosity
about themselves and about other people. People

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think I got this, I've already
been through a million assessments or many workshops

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or whatever. What can you teach
me that they don't already know? Well,

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I would offer that it's important to
get into that space with an open

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mind and some curiosity because people do
learn new, brand new things about themselves

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when they're fifty, sixty, seventy, and eighty years old. It never

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stops. Yes, yes, And
besides all that, it's fun, it

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is bad, and it's you know, just being curious and going through life

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curious. This is what makes us
learn and grow, and it actually is

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kind of what develops our brain.
In our mind, it becomes you know,

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more highly developed, and we use
that mind to a fuller extent when

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we're more curious. Agreed, Well, let's talk about Lumina Learning. Who

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you're working with. I know this
company obviously, because I'm happy to say

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that I'm certified in some of your
products and I use them in my own

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work to develop leaders, but our
listeners may not know who you are.

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So would you say a little bit
about Lumna Learning? Who is it?

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What do you do? Sure?
Absolutely so. Lumina, as you mentioned,

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is a global talent development organization.
The headquarters is in London and Lumina

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has a presence in over forty four
countries, so it really is truly a

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global approach. The talent development solutions
that Lumina has are translated into multiple languages,

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and there are a suite of integrated
tools and solutions and we believe that's

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really important in offering the right suite
of products to your organization and not trying

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to do a one off from this
methodology and then bringing in something else over

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here. You never get a consistency
within the organization and what they're learning or

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that supports the underpinning of the culture. So Lumina's mission is really to change

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the way we live and work,
to strive to disrupt talent development by revolutionizing

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the world of assessment tools. At
the center of each of our learning solution,

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it's underpinned by a different, completely
different assessment tool, yet they're all

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integrated and connected in a certain way. So that means that Lumina is able

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to offer a fresh new approach.
We're based on the latest technology. Our

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solutions are designed to have an agile
approach and application. And yeah, I

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live here near you, Elise,
and we've been honored to have you in

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several of our courses and sitting in
on some of the qualifications that we've had

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here. You bring such a un
nique perspective and your input is always so

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welcomed and loved seeing the work that
you do with your clients, We as

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well work with some global clients,
and then I also lead and manage qualification

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classes across the US and support of
our global clients and practitioners and their resources

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here awesome. That is a very
nice way to orient people to what the

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company does and what you do within
it. And so next, since you

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know, this show is all about
meaning and purpose and I like to get

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a little personal with my guests and
share them with the listeners who are listening

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from across the globe. I love
that part of it. If you would,

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you know, we're talking today about
the work that we each do to

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catalyze others to their higher potential,
and I want to understand your particular connection

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and approach to the work you do. And you distinguish yourself as catalyzing change

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from the insight out. I think
that's just fantastic. Would you say more

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about your connection to your work your
approach to it? Absolutely so, what

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I aim to do personally and through
my work with Lumina is to help people

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transform themselves because life is so ever
changing. I don't know about you at

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least, but the path that I
thought I started walking down in my personal

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life ended up taking some abrupt turns
and things that I wasn't prepared for things

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that I didn't know what I was
going to be doing, and I really

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essentially had to kind of remake myself, get to know who I was outside

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of being you know, somebody's wife, somebody's mother, somebody's daughter, somebody's

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sister, you know, really get
to know who I was and why I

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was here. And so just like
that was for me, it is like

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that for everybody that's out there.
We have to know what our emotions and

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triggers are that are at the core
of who we are inside, not just

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our outward behaviors. So often we
look at those outward behaviors, but if

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we don't look deeper and deeper inside
at what's triggering us. And these triggers

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tend to be created by our own
needs and our own motivators, and so

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those things create emotions, which create
triggers and then drive those outward behavior.

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So it's really that three step process
looking way down internally to make lasting behavioral

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change. You know, Lumina itself
has a pathway which is about knowing yourself,

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knowing others, then valuing diversity to
build better repport. So this in

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a way sort of segments that at
a personal level building into that knowing yourself

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in order to know others. Oh
my gosh, that's gorgeous. I love

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how you generated that, Rebecca,
that's just gorgeous. If that doesn't even

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want to make people want to get
into our field, I don't know what's

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going to do it well. And
then I was really intrigued, Rebecca.

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I loved how you write. This
is on your LinkedIn profile and I think

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it might be on one of your
other profiles. But you see that what

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makes you tick is to see the
unique talent of individuals shine and pull together,

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creating an end result that's bigger and
better than the sum of the parts

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alone, which is gorgeous. And
I know that fostering a culture of collaboration

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connectedness is really important to you.
There's trust, value, inclusiveness. All

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this stuff is part of your sauce, if you will. But I want

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to understand how all of that resonates
with who you are and how you do

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your work. You've already somewhat situated
it, but that is very specific what

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you're calling out there right right,
And you know there's really one thing at

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the core of all of this,
the lease, and that is when that

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people will come alive when they feel
valued. It's about helping others and yourself

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feel valued. So all this starts
with a sense of self nurturing. It's

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been compassionate to who you are.
You deserve to be valued for your contributions

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and what you're doing. It's a
basic instinct and a basic need that we

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all have need to be valued.
We have it from the time we were

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an infant and we will have it
into our twilight years. That never changes.

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It's just a basic need. So
it's feeling. You know, we

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hear so much about the disengaged workforce
today and that it's stagnant, and it's

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just actually staggering the percentage of the
workforce that is not engaged at the time,

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and so they just go to work
fulfilling a job so that they can

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go home and bring a paycheck.
And the main reason is is because we're

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not really honoring each other, We're
not seeing each other for the true value

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that they have. So I like
helping people see themselves and see others at

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a deeper level. I call that
deeper diversity. And that's really what lights

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me up. It's kind of part
of me and it's a calling I've had

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all my life, and now it's
what I'm doing for a living. I'm

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really getting to live my dreams,
so to speak. I know that may

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sound cliche, but I do what
I love doing. In twenty twelve,

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I believe it was I wrote the
book Step Up to the Plate, The

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Power of Passion and Determination. And
what was really cool about this is that

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that book. In that book I
put the transformative process and I wrote about

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it, and it's one I used
on myself years ago, that one that

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when I needed to find out who
I was and what I was doing,

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and so I wrote it in this
book. And about a year later,

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I had the opportunity to be invited
to Sweden to speak to a group of

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women in business. So I spoke
to the group and then they took me

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back a few months later and asked
me to lead this to day retreat for

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them and we called it Rejuvenation of
the Soul. And I was working with

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about twenty five women in business from
across Sweden, and they were all,

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you know, C suite level,
they were professionals, they had young children,

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small children, they were exhausted and
it they came to get that rejuvenation

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and to find out, you know
again, who were they to get back

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to who they were, not just
this accountant or CPA or attorney or VP

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of engineering, but who were they
as an individual? And that's just you

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know, that's what turns my light
on. That's what makes me just get

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up in the morning, is being
able to do this for as many people

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as I can. So you know, in the future at some point I'd

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love to do another experience like that, But right now I'm getting the opportunity

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to help so many people have the
tools that can enable them to go out

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in the world and do that very
thing within their organization or their team.

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How gorgeous. And I want to
acknowledge a couple of things really quick here.

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One is how wonderful that you get
to what I would call live your

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purpose. You heard your You've been
able to incorporate it into your work,

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and you're one of those lucky souls, blessed souls that gets to live your

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purpose. And I think that scored
is just nothing cliche about that not form

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my vantage point anyway, as I'm
trying to activate that across people across the

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globe. And secondly, Rebecca,
I really want to say that I have

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seen you. I've witnessed you.
You have an amazing ability, and I

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do think it's your calling to uniquely
really see people for who they are and

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celebrate them for their uniqueness and help
them to reach across to them, to

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activate them to become more of who
they can become. I've seen you do

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that time and time again. Thank
you. Yeah, it's really beautiful.

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And then the last thing I'll say
is back to what you said about people

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being valued, the importance of that. I learned that, Rebecca, when

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I was working for the Center for
Talent Solutions for a couple of years doing

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employee engagement work and we would do
assessments and the number one variable that people

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would report is important was value and
appreciation. So I learned that in doing

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that work and just being able to
tell someone you know how it is that

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they make a difference to you as
the leader, to the organization, to

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the team, and being able to
vocalize that there's a talent in that that

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needs to be developed in leaders especially, and when we do that well,

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it makes a really big difference to
people's engagement, fulfillment, and connection.

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Absolutely. Wow. Well with that, let's grab our first break here.

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I'm your host, Alice Cortes.
We've been on the air with Rebecca Bales,

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who is a global partner for Luminal
Learning, a talent development organization with

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leading edge solutions and people development through
personal leadership, organizational and sales assessments and

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programs. She's the author of Step
Up to the Plate, The Power of

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Passion and Determination, which focuses on
personal change and transformation. She is co

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author with doctors Ken blanterd and Deepak
Chopra in Road to Success. She joins

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it today from Plano, Texas.
We've been talking a bit about the company

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she works with, Luna Learning,
as well as her own connection to the

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work. After the break, we're
going to get into some real worlds in

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oars of how her coaching has made
a difference to developing organizations across the globe.

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Stay with us, We'll be right
back. Alise Cortes is a speaker

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and engagement and development catalyst. She
designs and delivers professional development, leadership and

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engagement workshops and can bring her expertise
to your organization. She will help ignite

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meaningful development within your workforce that will
increase employee engagement, performance and retention.

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To learn more or to invite Elise
to speak to your organization, please visit

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her at www dot Elise Coortes dot
com. She would welcome the opportunity to

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help get your employees working on purpose. This is working on Purpose with Elise

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Cortes. To reach our program today, send an email to a lease a

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well is at a least Coortes dot
com. Now back to working on purpose

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if you're just joining us. My
guest is Rebecca Bales, who is a

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global partner for Lumina Learning, a
talent development organization with leading edge solutions and

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people development through personal leadership, organizational
and sales assessments and programs. As partner

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of the America's, Rebecca is a
catalyst for change from the inside out,

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where her expertise in personal and organizational
transformation assists people to create successful and lasting

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growth initiatives through aligning the inward processes
that create outward behaviors. We've been talking

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a bit about her own connection to
work and what the company Lumina Learning does.

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I'm your host at Last Cortes,
So, Rebecca, before we get

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into some of the work that you've
done to coach executives and develop organizations,

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it probably makes a little bit of
sense here at this point to distinguish the

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product line just a little bit.
So going back to Lumina, I know

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you've had the chance and so have
I to work with other numerous assessments and

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development organizations. Why Lumina? What's
different about Lumina that specifically keeps you there?

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That's a great question, Elise.
You know, first and foremost,

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Lumina walks their talk. I have
been and you probably have two part of

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people development organizations in the past who
don't. And it's a shame because how

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can you expect to teach other people
to develop themselves and to honor and develop

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other people, yet not use this
in your own culture. So that's first

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and foremost why Lumina. But secondly, it's luminous mission, and their mission

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was to create assessment tools that eliminate
evalue to bias, so that what that

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means is looking at the data gathered
in the assessment to make sure that it's

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bias free, that the way the
questions are asked doesn't lead you to want

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to lean towards one way or the
other. And because of that, it

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limits the stereotyping that's created through assessment
tools and the stereotyping. The reason it

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is so damaging is because it can
limit others by placing a label on them.

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When we assign a label to somebody, we're accepting everything about that.

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And when we do that, that
means we're accepting all of the things about

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that and not the things about the
other parts. So when we look at

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something like this, let's just say
labeling someone an extrovert or an introvert,

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there are good and bad that go
to both, and we may eliminate somebody

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as a potential good sales person or
someone who might have the attributes to go

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into a sales situation or speak up
and be a leader, because they've been

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labeled an introvert. And those assumptions
are more damaging than people can imagine.

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It affects, makes it affect the
way others treat them, as well as

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they even feel about themselves. So
I have numerous examples of how those things

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really don't have any credibility. For
example, I was sharing a hotel room

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with a colleague in a very large
city one during one work week, and

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I woke up to the sirens and
the PA telling us to leave to the

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nearest stairwell. There was a fire
and we were on the seventeenth floor,

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so that wasn't going to be easy. She was far, far, far

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more extroverted in her behaviors than I
am, so I have a much quieter

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side to me. I'm much more
reflective. But when I woke up,

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she was pacing the floor and wringing
her hands and saying, over and over,

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what do we do? What do
we do? What do we do?

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And I went out and opened the
door and stepped to the stairwell.

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And when I did and opened that
door, smoke just bellowed out. And

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so I ran back, grabbed her
and another colleague near us and said,

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come on, you know, get
your person just that and let's go.

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And we started down the seventeen flight
of stairs. And so that's a situation

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where having been labeled more introverted in
my characteristics, one would say I wouldn't

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be able to take charge. But
I was the one that took charge in

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that particular situation, even when there
was someone much more extroverted, and he

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would typically stand up and take charge
before me in other situations. So these

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kinds of labels can be very you
know, that can be very false.

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As far as what you can really
see in a person and what they're going

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to do. So Lumina has an
entirely different approach to their assessment tools,

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and that's the other reason that I
chose Lumina and believe in them. Wow.

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Well, first, let me acknowledge
talk about a work adventure, Rebecca,

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Holy cow. I mean, of
all the times in the years that

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I've stayed in hotels, I've never
had to do that. I just either

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had ah Wow, goodness gracious,
I'm really impressed with what a calm that

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you kept for that. That's great. You can room with me anytime,

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Rebecca, Right, I prefer to
be on the lower floors. Now,

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yeah, exactly, I got that. I wanted to time in quickly for

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me, for one, as a
practitioner using these assessments. A couple of

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things that I really appreciate about it
is that it's just so robust. I

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love the fact that it is based
on the Big Five. I love the

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fact that the tool actually measures both
ends of the psychometric quality. You can

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measure, you know, both introversion
and extroversion and beat beat and have both.

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I love that. I think that's
so accurate. And I also really

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appreciate that it measures our three personas, our every day that we show up

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in the world of work and live
in our underlying which is our true or

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more natural self, and then of
course are overextended. So for me as

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a practitioner, being able to have
access to that vastness, that robustness,

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for a person to be able to
work with them, it's just it's like

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almost limitedly what we can do.
It seems absolutely awesome. Okay, well,

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I definitely want to share this.
One of the things that you said

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in one of our last certification sessions
together. You shared this incredible story about

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some work that you did coaching and
executive that I think really illustrates the powerful

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effect that this work can have on
people and inside the organizations that they serve.

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I think you know which one I'm
talking about, Yes, I think

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so. Okay, So you and
I were just together a couple of weeks

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ago. You shared one in particular. So if you would just share that

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whole story and just including how you
met the person in the initial conversations and

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what transpired, that would be great. Okay, great, So this particular

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individual, let me just start by
saying he is brilliant he's brilliant and he's

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extremely successful, but like many brilliant
successful people, he did struggle with managing

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people. So he's brilliant at his
functional area, functional role, but when

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he became a manager of other people
and led a team, that was something

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he'd never been trained in, and
so it was difficult. But he didn't

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embrace that. You know, he
really didn't see. He was so brilliant

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on what he did and his contributions
to the organization that he was reluctant to

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do the coaching work or to really
change his pattern at all. He actually

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felt he didn't need it. He
just thought he would persevere without it because

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of the great contributions that he made. So when we met on that first

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day, I actually told him that
this was going to be hard work for

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him because this was not something that
was in his wheelhouse right, And I

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told him if he wanted to do
the work, that I would be there

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by his side, and I'd be
as big as advocate and I would do

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whatever I could do to help him. But if he didn't want to do

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the work, then I didn't want
to waste his time, my time,

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or his company his money. And
so I asked him to just sit and

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think about that for a moment,
and that I was going to go get

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a cup of coffee and a newspaper
and i'd be back. So I left

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him alone for about fifteen minutes,
and when I got back, I sat

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down. I asked if he'd made
a decision, and he looked at me

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and said, yes, I want
to do the work. So the interesting

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thing about this particular individual was I
always do intake interviews before my coaching,

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and in interviewing his boss, his
boss told me one day, he said

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this chair that I'm sitting in here
in my office, he should be in

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that one day because he's actually better
than I am. But he will never

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sit here because he can't seem to
get the people skills right. So we,

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you know, we had a task
in front of us, and his

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ability to see it and to say, Okay, this is something I want

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to do. You're going to give
me the ticket for the bus home if

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I don't do it, but I'm
choosing to do it, I think made

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a big difference for him. So
he actually made that, you know,

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decision himself. And then it was
a matter of you know, about six

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to eight months where we were continuously
meeting and working, and he did a

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complete turnaround. I put he had
an engineering background, and I put it

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in a project format and I called
it you know people skills one point one,

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one point two, one point three, and we just worked through it.

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We even went so far as to
talk about facial expressions and how people

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were feeling, to understand how an
action or reaction he might have could affect

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those feelings, how you could read
that on your face, How his team

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needs to be motivated. We talked
about instead of he and being the one

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to get to the end, couldn't
he then rejoice in his team getting to

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the end and watching them and molding
them and leading them. So it was

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a process. And actually on the
last day that I worked with him,

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it was the day that I was
going to be my last time to see

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him and cutting him lace. He
told me that he had stopped because ironically

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enough, he didn't know that his
boss had told me that previously that he

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would never have his seat in his
office. So this man came in and

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sat down and said, I stopped
and stuck my head in my boss's office

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on my way over here today.
Rebecca and I looked at him and I

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said, I'm going to have that
chair next, and he did so he

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really did a turn around. Oh
my gosh. Well, I want to

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really bring this example home because I
think it's really important for our listeners to

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really understand two things. One is
that this is a person, a very

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brilliant person, a technical person,
who was very reticent to this whole idea

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of coaching and didn't believe that he
needed to change anything at all. He

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was very happy to the attention from
his family. That was his most important

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area of expertise and where he felt
like he needed to make forth any effort

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and the rest. He really wasn't
interested if people liked him or didn't like

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him. And it's really important that
listeners understand that that from his vantage point,

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you know, hey, I'm doing
a great job. I don't care

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what other people think about me.
Well, right, And the part that

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you helped him see was, well, it is important that people kind of

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have some more positive perspective on you
and what you do, because it matters

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to their performance, their motivation,
and how they're going to be in their

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job and where you're going to go
in this career. And that is a

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real testament RecA to your ability to
coach and really use this material to really

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affect some incredible change in a person's
life. And the other part that's important

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for people to get is you also
did something really incredible in that in terms

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you knew because of the intake interviews
that you did that this person loves,

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you know, various sports and certainly
baseball, and you knew that he was

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already been getting a couple of warnings
from HR and so you told him,

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look, this is strike too,
and we got one more to go.

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And there was something about the way
he heard that, because you were so

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smart to put it into his camp
in language that he could understand and unlock

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him that I think maybe from what
I could tell from the first story that

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you gave us, that that was
part of his willingness to open himself to

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the coaching. Yes, yes,
well, I think he opened himself to

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the coaching at the beginning, once
I went for coffee and came back.

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But he also more fully opened and
embraced it when he realized he had gotten

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strike to because he came in that
day and I said, you know,

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tell me what happened this week?
Nothing happened. Nothing happened. I said,

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now, you know, when they
called me you had strike one,

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this week you had strike two,
and you could just see it in his

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face that he got it. So
I think putting things in the turn ter

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that someone else can embrace, whether
it be in a project type of plan

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or whether it be in a sports
analogy, if that's what they're into,

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00:31:08.519 --> 00:31:15.160
is huge in helping people, you
know, really embrace the message. So

409
00:31:15.519 --> 00:31:18.480
I completely agree with that. And
what I really want to echo for our

410
00:31:18.519 --> 00:31:22.640
listeners is for the people out there
that are listening to this, going gosh,

411
00:31:22.720 --> 00:31:25.680
I've got someone on my team that
sounds just like that, and I

412
00:31:25.759 --> 00:31:29.599
know he or she will never accept
any coaching. I hope that gives you

413
00:31:29.640 --> 00:31:33.079
some glimmer of hope that there is
maybe a way to reach that person really

414
00:31:33.119 --> 00:31:37.200
make a difference in their careers.
And when you think that as a leader,

415
00:31:37.319 --> 00:31:41.440
you really have a responsibility of forty
percent of a person's life, you

416
00:31:41.559 --> 00:31:45.400
have a real ability to make an
enormous change and difference in that person's life

417
00:31:45.440 --> 00:31:48.720
for the better if you can find
a way to access that opening toward development.

418
00:31:49.640 --> 00:31:52.960
Right. And then the second piece
I was going to say is that

419
00:31:53.039 --> 00:31:56.559
if you are someone listening to this
going, oh, that kind of sounds

420
00:31:56.599 --> 00:32:00.640
like a little bit of my track
record. Well, there's there's good news

421
00:32:00.640 --> 00:32:05.279
for you too, in terms of
how you can receive development and coaching and

422
00:32:05.359 --> 00:32:07.279
the difference that it can make in
your life working with the right person.

423
00:32:08.000 --> 00:32:10.720
I just wanted to echo those two
things, right, so true. I

424
00:32:10.799 --> 00:32:15.640
just read an article from Forbes today
talking about, you know, coaches and

425
00:32:15.720 --> 00:32:21.440
the way that it's changing for coaching
going forward, and how that is beginning

426
00:32:21.480 --> 00:32:27.799
to or it's predicted to begin to
replace consulting because coaches have such a phenomenal

427
00:32:27.839 --> 00:32:32.039
impact in the work that they do
on the success and trajectory of someone's career.

428
00:32:32.799 --> 00:32:36.680
Mm hmm. Well, and I
think everybody needs a coach, as

429
00:32:36.720 --> 00:32:38.880
you know. I have two coaches. They serve completely different functions for me,

430
00:32:38.960 --> 00:32:44.000
and I need them both. And
I am online the path and the

431
00:32:44.039 --> 00:32:46.359
journey that I am now because of
my coaches. I wouldn't be here without

432
00:32:46.400 --> 00:32:52.680
them. So anyway, I obviously
I'm drinking my own kool aid, right,

433
00:32:52.759 --> 00:32:57.079
but I believe it is. And
if we can really quick just to

434
00:32:57.119 --> 00:33:00.599
situate this, if you can share
maybe one more short an example of some

435
00:33:00.680 --> 00:33:05.960
work that you've done that showcases either
what you've done with consultants or another organization

436
00:33:06.000 --> 00:33:08.519
to help our listeners better understand how
this stuff works. Yeah, let me

437
00:33:08.599 --> 00:33:15.200
talk about another organization I worked with, and this was more of a team

438
00:33:15.240 --> 00:33:21.079
impact. So I was called into
an organization that was restructuring and they were

439
00:33:21.160 --> 00:33:28.599
moving from a hierarchical organizational structure to
a matrix structure, and the senior HR

440
00:33:28.880 --> 00:33:34.720
leader was tasked with actually blending North
and South America into one combined unit.

441
00:33:35.319 --> 00:33:40.160
So there was a lot of innovation, a lot of new creation that was

442
00:33:40.200 --> 00:33:45.200
having to happen. And on the
team I always do I'm giving myself away

443
00:33:45.200 --> 00:33:49.880
here. I always do these intakes
and on the team interviews. Prior to

444
00:33:50.559 --> 00:33:53.839
my arrival to work with this particular
team, I had made calls to all

445
00:33:53.920 --> 00:34:00.160
of them and asked them a series
of questions and I had landed on one

446
00:34:00.599 --> 00:34:05.160
response that kept resonating with every single
member of that team, and that was

447
00:34:05.319 --> 00:34:12.800
that there was a struggle with them
having definitive job ral definitions. So they

448
00:34:13.079 --> 00:34:15.639
found that when they came back together
for a team meeting, you know,

449
00:34:16.239 --> 00:34:20.519
team member A had been over here
doing the same thing that team member D

450
00:34:20.880 --> 00:34:23.639
had been over in another area doing
and they didn't realize it, or team

451
00:34:23.679 --> 00:34:28.880
member A was asked what does team
member B do? And she didn't know

452
00:34:28.920 --> 00:34:32.639
how to respond. So they were
really struggling with this because of the newness

453
00:34:32.679 --> 00:34:38.639
of everything. So I had looked
at you talked about the three personas of

454
00:34:38.679 --> 00:34:45.599
an individual, because the luminous approach
to measuring personality and behavior is to look

455
00:34:45.639 --> 00:34:50.519
at the holistic person, which is
the three layers, the underlying, every

456
00:34:50.559 --> 00:34:54.480
day and overextended. So in looking
at the team leads, her underlying was

457
00:34:55.280 --> 00:35:00.039
inspiration driven, Her every day was
inspiration driven, and her over was inspiration

458
00:35:00.199 --> 00:35:06.559
driven. So there's no doubt that
they were struggling with these definitive, very

459
00:35:06.599 --> 00:35:12.039
specific job orl definitions. But she
was brilliant at the reason she was there,

460
00:35:12.079 --> 00:35:15.320
which was to come up with something
innovative and new and creative and out

461
00:35:15.360 --> 00:35:17.320
of the box. So she did
that very well. But she was really

462
00:35:17.400 --> 00:35:22.760
struggling for this piece for the team, and the team was really suffering.

463
00:35:22.320 --> 00:35:28.320
And so in putting them, you
know, kind of together as a team,

464
00:35:29.000 --> 00:35:31.840
we found that in their underlying there
was two or three team members who

465
00:35:31.840 --> 00:35:37.360
were very, very strong in the
structure and in the down to Earth,

466
00:35:37.440 --> 00:35:43.920
the solid data, and so somebody
on the team actually posed the question,

467
00:35:44.079 --> 00:35:49.039
what if you all created a focus
group and wrote our job roll definitions?

468
00:35:49.400 --> 00:35:52.639
And they loved it, they embraced
it, they did it, and that's

469
00:35:52.679 --> 00:35:59.440
what we did going forward. So
this really helped the team and the team

470
00:36:00.000 --> 00:36:06.559
realize the power of finding what really
is available in the gifts and strengths in

471
00:36:06.639 --> 00:36:08.360
your team. And you may not
even see it every day when you come

472
00:36:08.400 --> 00:36:12.280
to work. You may not even
see it because it may not be something

473
00:36:12.480 --> 00:36:16.440
they're putting forward in the environment,
in the everyday environment, but they may

474
00:36:16.480 --> 00:36:22.119
have a real aptitude for it in
their underlying it's just that they didn't think

475
00:36:22.159 --> 00:36:24.000
it was called on for them,
so they sort of put it on the

476
00:36:24.000 --> 00:36:29.360
shelf, set to speak. I
think that is a brilliant example of what

477
00:36:29.400 --> 00:36:32.840
we talked about before, of your
ability to help teams really see the uniqueness

478
00:36:32.840 --> 00:36:37.280
and the talents in the others and
then activate that so that you have a

479
00:36:37.280 --> 00:36:40.199
team that's more diverse, more complete, and greater than some of its parts.

480
00:36:42.320 --> 00:36:44.599
Right, I mean, I think
that's a perfect example of that.

481
00:36:45.360 --> 00:36:47.920
Right. All right, let's grab
our last break here, Rebecca. I'm

482
00:36:47.920 --> 00:36:51.599
Alice Cortez, your host. We've
run the air with Rebecca Bales, who

483
00:36:51.639 --> 00:36:55.119
is a global partner for Lumina Learning, a talent development organization with leading edge

484
00:36:55.119 --> 00:37:00.000
solutions and people development through personal leadership, organizational and sales as ustmentson programs.

485
00:37:00.400 --> 00:37:04.800
She's the author of Step Up to
the Plate, The Power of Passion and

486
00:37:04.840 --> 00:37:08.480
Determination, which focuses on personal change
and transformation. She is also co author

487
00:37:08.519 --> 00:37:13.679
with doctors Ken Blanchard and Deepak Chopra
in Roadmap to Success. She joins it

488
00:37:13.719 --> 00:37:16.000
today from Plano, Texas. We've
been talking about some of the work and

489
00:37:16.039 --> 00:37:21.039
applications of these products in this company
and Rebecca's work. After the break,

490
00:37:21.039 --> 00:37:22.960
we're going to get into some of
the specific products that she uses within the

491
00:37:23.039 --> 00:37:37.039
organization and her work. Stay with
us, We'll be right back. Alice

492
00:37:37.119 --> 00:37:42.559
Cortez is a speaker and engagement and
development catalyst. She designs and delivers professional

493
00:37:42.559 --> 00:37:46.719
development, leadership and engagement workshops and
can bring her expertise to your organization.

494
00:37:47.000 --> 00:37:52.000
She will help ignite meaningful development within
your workforce that will increase employee engagement,

495
00:37:52.119 --> 00:37:57.320
performance and retention. To learn more
or to invite Elise to speak to your

496
00:37:57.440 --> 00:38:02.400
organization, please visit her at w
Elisecortes dot com. She would welcome the

497
00:38:02.400 --> 00:38:14.920
opportunity to help get your employees working
on purpose. This is working on Purpose

498
00:38:14.960 --> 00:38:19.360
with Elise Cortes. To reach our
program today, send an email to a

499
00:38:19.440 --> 00:38:28.400
lease Alise at Alisecortes dot com.
Now back to working on purpose if you're

500
00:38:28.440 --> 00:38:30.239
just tuning in. My guest is
Rebecca Bals, who is a global partner

501
00:38:30.280 --> 00:38:35.559
for Lumino Learning, a talent development
organization with leading edge solutions and people development

502
00:38:35.599 --> 00:38:39.400
to personal leadership, organizational and sales
assessments and programs. As partner of the

503
00:38:39.400 --> 00:38:44.000
Americas, Rebecca is a catalyst for
change from the inside out, where her

504
00:38:44.039 --> 00:38:49.800
expertise in personal and organizational transformation assists
people to create successful and lasting growth initiatives

505
00:38:49.840 --> 00:38:53.119
through aligning the inward processes that create
outward behaviors. I'm your host, Alis

506
00:38:53.199 --> 00:38:58.000
Cortes. So for this last segment, Rebecca, what I wanted to be

507
00:38:58.000 --> 00:39:01.039
able to do because I don't know
that listener maybe understand the full complement of

508
00:39:01.360 --> 00:39:06.840
the various kinds of products and assessments
that you use there at at Lumina.

509
00:39:06.960 --> 00:39:14.159
So before we were talking a bit
about what distinguishes lumina overall, and we

510
00:39:14.480 --> 00:39:16.840
kind of touched a bit about we
didn't say it outright, but Luminus Spark

511
00:39:16.920 --> 00:39:22.159
is one of the assessments, and
so if you could maybe start with you

512
00:39:22.199 --> 00:39:23.760
say, if you can see a
little bit first about Luminus spark, and

513
00:39:23.800 --> 00:39:27.960
then I want to get into a
couple of the others as well. Absolutely,

514
00:39:28.079 --> 00:39:34.400
Soluminus Spark is a behavioral trait and
personality tool, so we are actually

515
00:39:34.519 --> 00:39:38.039
measuring twenty four behavior traits. It's
based on the principle of the Big Five

516
00:39:38.280 --> 00:39:45.800
approach to measuring personality, which are
the five factors of personality. The uniqueness

517
00:39:45.880 --> 00:39:51.599
of a Big Five tool is that
everything is scientifically and empirically measured, So

518
00:39:51.639 --> 00:39:55.400
it is not a typing tool.
It's not designed to assign a letter or

519
00:39:55.440 --> 00:40:02.239
a number or a word or color
to you. Designed to actually highlight what

520
00:40:02.360 --> 00:40:09.320
behaviors you're using, and it measures
its opposite independently as you mentioned earlier.

521
00:40:09.760 --> 00:40:15.199
So leminus Spark is our foundational assessment
kind of our flagship, if you will,

522
00:40:15.719 --> 00:40:22.000
and is a bottom up approach,
so everything at the baseline of the

523
00:40:22.039 --> 00:40:27.239
assessment tool is measured, and that's
for statistical validity purposes. Then we roll

524
00:40:27.280 --> 00:40:30.639
it up and we can look at
the eight aspects of the personality and then

525
00:40:31.360 --> 00:40:37.880
layer over the top four colors for
ease of communication. Gorgeous and so crisp.

526
00:40:37.000 --> 00:40:39.599
Now, for our listeners who don't
know what big five is, can

527
00:40:39.639 --> 00:40:45.000
you distinguish that? For us?
I can so. Big five is as

528
00:40:45.039 --> 00:40:49.519
I mentioned, the five factors of
personality. And back in the nineteen sixties

529
00:40:49.599 --> 00:40:55.239
when personality assessments and measurement was sort
of fell out of favor, it was

530
00:40:55.320 --> 00:41:01.079
during the time period where we had
classical conditioning, behavioral conditioning, and modification,

531
00:41:01.639 --> 00:41:06.880
and if you remember that with Pavlov's
dog and ringing the bell and offering

532
00:41:06.920 --> 00:41:09.840
food, we thought we could condition
people and so it didn't really matter what

533
00:41:09.880 --> 00:41:15.960
their natural preferences were or what their
personalities were. And during this time it

534
00:41:16.039 --> 00:41:23.519
became a kind of quiet time for
the development of any kind of assessment tools,

535
00:41:24.000 --> 00:41:28.320
and some of the colleges and universities
decided it was a good time that

536
00:41:28.440 --> 00:41:34.360
instead of trying to take a model
and make data fit into the model,

537
00:41:34.639 --> 00:41:37.440
let's just pull data. We have
this whole university full of students. We

538
00:41:37.480 --> 00:41:42.119
could pull data from them. We
can observe, we can ask them questions.

539
00:41:42.119 --> 00:41:45.239
We can pull it in a variety
of ways and see what falls out

540
00:41:45.400 --> 00:41:51.639
and what fell out or five batches
or five factors, and so that's where

541
00:41:51.679 --> 00:41:55.320
the Big five gets its name from, as these five factors of personality.

542
00:41:55.679 --> 00:41:59.840
And because of that, it's really
the behavior traits. It's things that are

543
00:42:00.000 --> 00:42:05.280
deservable and tangible and can be measured. It isn't about are you this kind

544
00:42:05.360 --> 00:42:08.320
of person or do you like to
do these things? Therefore you this kind

545
00:42:08.360 --> 00:42:14.159
of person. So it's just really
a traits not type tool. Okay,

546
00:42:14.199 --> 00:42:19.000
great, fantastic. I know whenever
I talk about I mentioned the phrase big

547
00:42:19.039 --> 00:42:21.519
five in front of your group,
invariably somebody raises their hand and says,

548
00:42:21.519 --> 00:42:24.920
what's that? Yes, okay,
all right. We won't go into what

549
00:42:24.960 --> 00:42:29.639
the acronym actually stands for, but
I don't that's necessary. But what I

550
00:42:29.639 --> 00:42:32.199
do want to do if we can, You've already somewhat distinguished for us,

551
00:42:32.199 --> 00:42:36.960
Rebecca, a little bit about how
like a luminous spark assessment might work.

552
00:42:37.000 --> 00:42:39.360
I think probably with what you did
with the individual that you were coaching,

553
00:42:39.480 --> 00:42:42.760
is some of that example, and
what you did with that team that you

554
00:42:42.800 --> 00:42:45.800
just told us about before the break
is a great example of that. But

555
00:42:45.920 --> 00:42:49.119
before we talk about the leader assessment, is there anything else you want to

556
00:42:49.119 --> 00:42:54.320
presence about how organizations use the luminous
spark for individuals? Yes, I mean

557
00:42:54.480 --> 00:42:59.719
organizations use it in a variety of
ways. So it's been used for on

558
00:42:59.719 --> 00:43:04.519
board. One of the reasons it's
used for onboarding is because it can help

559
00:43:04.599 --> 00:43:09.119
create a culture of inclusiveness, and
it can pull people together with the common

560
00:43:09.239 --> 00:43:16.360
language, help people understand more about
their own behaviors and reactions and actions as

561
00:43:16.440 --> 00:43:22.880
well as those of others. So
doing all of those things, many organizations

562
00:43:22.880 --> 00:43:27.039
have decided to implement it into an
onboarding Then they can take that a step

563
00:43:27.079 --> 00:43:30.440
further and use it with teams and
team development. So we can look at

564
00:43:30.440 --> 00:43:35.320
if this is you and you're on
a team of ten and nine other people

565
00:43:35.400 --> 00:43:39.360
have their personal profiles or personal assessments
in front of them, how does the

566
00:43:39.440 --> 00:43:45.119
team itself show up? So where
is each individual sitting, what are the

567
00:43:45.159 --> 00:43:47.920
strengths they're bringing to the table with
this team, and how can this team

568
00:43:49.519 --> 00:43:55.159
learn to interact and work together more
effectively? How can that leader learn to

569
00:43:55.440 --> 00:44:00.679
manage this team and motivate this team
more effectively and pull out strengths that even

570
00:44:00.679 --> 00:44:06.519
may come from an underlying persona of
an individual if the team needs it to

571
00:44:06.559 --> 00:44:12.000
help achieve an immediate initiative. And
then of course also looking at the over

572
00:44:12.079 --> 00:44:16.320
extended piece is huge. So the
over extensions are what can derail leaders and

573
00:44:16.360 --> 00:44:22.960
what can derail individuals in their climb
up the corporate ladder, so to speak.

574
00:44:22.000 --> 00:44:24.320
It doesn't have to be as straight
up. It can be you know,

575
00:44:24.519 --> 00:44:30.599
lateral as well. So looking at
how do you maneuver, how do

576
00:44:30.679 --> 00:44:36.840
you build repport and influence others around
you? Your boss, your peers,

577
00:44:37.000 --> 00:44:40.400
your direct reports, and all that
can be found within the Lumina Spark assessment.

578
00:44:43.199 --> 00:44:46.199
There's lots of ways that I've had
the wonderful opportunity to use the assessment

579
00:44:46.280 --> 00:44:50.079
when I'm working with teams. But
I have to say from you, Rebecca,

580
00:44:50.119 --> 00:44:52.199
one of my favorite ways to use
Luminus Spark as what like with a

581
00:44:52.239 --> 00:44:57.199
new leader that's coming into a group
and he or she's just just getting started

582
00:44:57.239 --> 00:45:00.559
and needs to needs to know and
be connected to their new team, and

583
00:45:00.599 --> 00:45:05.119
they need to be connected to him
or her. It's just been a fantastic

584
00:45:05.239 --> 00:45:12.280
way to really gel that process.
I love that so all right, we're

585
00:45:12.320 --> 00:45:14.719
running out of time here, but
I want to quickly if you can see

586
00:45:14.719 --> 00:45:17.159
a little bit, if you will, about the leader assessment. How is

587
00:45:17.159 --> 00:45:22.000
that different from Lumina spark. All
right, great, So Alumina Leader is

588
00:45:22.159 --> 00:45:27.400
designed as a leader self assessment,
but it can also be a three sixty

589
00:45:27.719 --> 00:45:34.199
and it measures sixteen competencies of leadership. So we look at four domains of

590
00:45:34.400 --> 00:45:40.000
leadership and under each domain set four
competencies. So that's actually measuring those competencies.

591
00:45:40.000 --> 00:45:44.280
And if you're using a three sixty, you get the feedback from others

592
00:45:44.320 --> 00:45:47.000
as well as your own, and
that in that you're looking for the gap

593
00:45:47.079 --> 00:45:54.440
analysis and the trends that are involved. So am I typically getting lower scores

594
00:45:54.480 --> 00:45:59.079
on my direct reports than I am
my peers and my boss And I'm managing

595
00:45:59.159 --> 00:46:02.400
up really well, perhaps not down
so well, what kinds of things do

596
00:46:02.480 --> 00:46:07.599
I need to shift and move into
and learn to pull up or tune down

597
00:46:07.760 --> 00:46:10.519
if it, if the case may
be, in order to be a more

598
00:46:10.559 --> 00:46:16.239
effective leader in a given situation.
So that's used in coaching and also used

599
00:46:16.320 --> 00:46:23.159
in leadership development programs. Our typical
program would be more of a process,

600
00:46:23.280 --> 00:46:28.639
not an event, and we might
use Lumina spark limit a leader three sixty

601
00:46:28.679 --> 00:46:32.239
in lumina emotion over a period of
a year and come back and meet with

602
00:46:32.400 --> 00:46:37.599
those leaders or that group of leaders
multiple times. And the same way,

603
00:46:37.760 --> 00:46:43.119
an organization can write that into their
own internal program and use the assessment with

604
00:46:43.159 --> 00:46:50.159
it. Wonderful. Now you mentioned
lumina emotion just quickly, like maybe less

605
00:46:50.159 --> 00:46:53.960
than a minute. What's that one
all about? So lumina emotion measures the

606
00:46:54.119 --> 00:47:01.119
emotional qualities one uses, so it
actually integrates into spark if you want it

607
00:47:01.199 --> 00:47:07.880
to, and creates a forty forty
quality model. But lumina emotion looks at

608
00:47:07.920 --> 00:47:13.360
the emotions and the triggers to those
emotions that then drive our outward behavior.

609
00:47:13.480 --> 00:47:16.559
So if you want to look at
it as luminous emotion is looking inward and

610
00:47:16.920 --> 00:47:22.119
luminus spark is what is showing on
the outside to others. So we use

611
00:47:22.199 --> 00:47:27.119
lumina and emotion to help people understand
how to better manage their emotions, how

612
00:47:27.159 --> 00:47:30.760
to be agile with them, as
well as then how to help others manage

613
00:47:30.800 --> 00:47:34.800
their emotions and be agile with them. I can't wait to get certified in

614
00:47:34.840 --> 00:47:37.079
that one, Rebecca, I can't
wait, and I quest coming up next.

615
00:47:37.920 --> 00:47:40.039
All right, well, we're close
to the edge here and I like

616
00:47:40.119 --> 00:47:43.559
to be able to give my guests
the last word, if you will,

617
00:47:43.599 --> 00:47:46.199
Rebecca, So you know this show
is about helping people across the globe more

618
00:47:46.199 --> 00:47:51.039
meaningfully and productive to connect with their
work and hoping leaders really create an environment

619
00:47:51.039 --> 00:47:54.159
where people can really shine through purpose
and meaning. What would you like to

620
00:47:54.239 --> 00:47:59.840
leave our listeners with, You know, I would say that whatever talent development

621
00:48:00.400 --> 00:48:06.199
programs or approach you use, whether
they're internally developed or whether they're external programs,

622
00:48:06.480 --> 00:48:09.239
whether it's just you looking at yourself
for your own self development, and

623
00:48:09.320 --> 00:48:13.000
listen, I've done that. I
do that always in a lease. I

624
00:48:13.039 --> 00:48:15.840
know you do it too. It's
something we could never stop doing. Just

625
00:48:15.880 --> 00:48:21.719
be sure that you don't use things
that can create a bias, because those

626
00:48:21.840 --> 00:48:27.599
biases can affect your organizational culture.
It can limit your people's ability to achieve

627
00:48:27.719 --> 00:48:32.480
success or even your own ability to
achieve success. And be firm about this

628
00:48:32.599 --> 00:48:36.800
and stand up to it. So
if there is a question on whether your

629
00:48:36.840 --> 00:48:42.159
organization is using something that stereotypes or
that you know your culture has created a

630
00:48:42.199 --> 00:48:46.559
bias around, be firm, be
the voice that's heard on this subject.

631
00:48:47.039 --> 00:48:51.000
You know, if you keep doing
what you've always done, you'll continue to

632
00:48:51.000 --> 00:48:53.280
get what you've gotten. So be
bold enough to say we don't need to

633
00:48:53.360 --> 00:48:59.559
keep using the same old things.
We don't need to continue to create a

634
00:48:59.639 --> 00:49:02.519
problem with disengagement. So be bold
enough to say we need to do it

635
00:49:02.559 --> 00:49:07.679
a different way. There's new things
out there. Technology is always developing.

636
00:49:07.960 --> 00:49:10.320
We look for the newest things that
everything we do, but we tend and

637
00:49:10.400 --> 00:49:15.920
assessment tools to look at the older
things and the things that continue to underpin

638
00:49:16.320 --> 00:49:22.239
our world in a disengaged society or
disengaged at work at least, so you

639
00:49:22.280 --> 00:49:28.320
know, look towards these new approaches
and that's where you're going to make the

640
00:49:28.320 --> 00:49:32.000
biggest difference and help people to be
happy, engaged. And that's just what

641
00:49:32.039 --> 00:49:36.880
I'd leave you with. I just
challenge you to do that. Rebecca.

642
00:49:37.039 --> 00:49:39.199
Thank you a great way to finish
some real thought leadership in there. So

643
00:49:39.239 --> 00:49:43.079
I really appreciate you being on the
show and getting to work with you with

644
00:49:43.159 --> 00:49:46.239
Lumina products and looking forward to more
together. Thank you for being on the

645
00:49:46.280 --> 00:49:50.320
show. Rebecca. Thank you,
Elise, I really appreciate it. If

646
00:49:50.320 --> 00:49:52.639
you want to learn more about Rebecca
Bals and the work that she and or

647
00:49:52.679 --> 00:49:54.920
team are doing at Lumina Learning.
Check them out on their website. It's

648
00:49:55.079 --> 00:50:01.800
Lumina Learning dot com. So lum
i a learning Lumnlearning dot com and join

649
00:50:01.880 --> 00:50:06.039
us next week when we talk with
Farhana Kazi, who is an award winning

650
00:50:06.079 --> 00:50:09.719
speaker and scholar on conflicts in the
Muslim world. Her research covers political Islam,

651
00:50:09.760 --> 00:50:14.440
the origins of violent extremism, and
women in war. We'll be talking

652
00:50:14.480 --> 00:50:19.880
about how we both use these views
to be able to consider what's happening in

653
00:50:19.920 --> 00:50:22.800
the world, and she will actually
tell us more about her work as a

654
00:50:22.840 --> 00:50:25.639
researcher and as a terrorism expert.
So see you then, Remember that work

655
00:50:25.719 --> 00:50:30.039
is one third of our lives.
Let's work on purpose. We hope you've

656
00:50:30.159 --> 00:50:36.000
enjoyed this week's program. Be sure
to tune in to Working on Purpose featuring

657
00:50:36.039 --> 00:50:40.559
your host Alis Cortes, each week
on the Voice America Empowerment Channel. This

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00:50:40.639 --> 00:51:02.440
week, find your life's purpose at
work