Sept. 2, 2025

Mastering Uncertainty: Unlocking the Superpower to Thrive in Chaos

Mastering Uncertainty: Unlocking the Superpower to Thrive in Chaos
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What if uncertainty could become your greatest ally rather than your greatest fear? By learning to harness the energy of chaos, you can turn disruption into a catalyst for growth and creativity. This episode challenges you to stay calm in the storm, persist through life’s toughest moments, and seize opportunities others overlook. Mastering uncertainty isn’t just survival—it’s the superpower that allows you to thrive and lead boldly in turbulent times. Guest: Rich Diviney

Working on Purpose is broadcast live Tuesdays at 6PM ET and Music on W4CY Radio (www.w4cy.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Working on Purpose is viewed on Talk 4 TV (www.talk4tv.com).

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The topics and opinions express in the following show are

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solely those of the hosts and their guests, and not

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What's working on Purpose? Anyway? Each week we ponder the

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answer to this question. People ache for meaning and purpose

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at work, to contribute their talents passionately and know their

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lives really matter. They crave being part of an organization

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that inspires them and helps them grow into realizing their

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highest potential. Business can be such a force for good

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in the world, elevating humanity. In our program, we provide

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guidance and inspiration to help usher in this world we

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all want working on Purpose. Now here's your host, doctor

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Elise Cortet.

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Welcome back to the Working and Purpose Program, which has

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been brought to you with passion and pride since February

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of twenty fifteen. Thanks for torning again this week. Great

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to have you. I'm your host, doctor Elise Cortes. If

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

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I'm a workforce advisor, organizational psychologist, management consultant, blog of therapist,

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speaker and author. My team and I at Gusta Now

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helped companies in life and fortify their operations by building

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a dynamic high performance culture, inspirational leadership, and nurturing managers

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activated by meaning and purpose. Did you know that inspired

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employees in purpose led companies outperform their satisfied peers by

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a factor of two point twenty five two one. In

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other words, inspiration is good for the bottom line. You

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can learn more about some how we can work together

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at Gusto dashnow dot com and my personal site Eliscortes

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dot com. Getting in today's program we had with us

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Rich Davini. He is a retired Navy seal commander in

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a career spanning more than twenty years. He completed more

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than thirteen overseas deployments, eleven of which were to Iraq

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and Afghanistan, and served as the Officer in charge of

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Selection Assessment and training for a specialized Seal Command. Since

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twenty seventeen, he has taught classes and delivered keynote speeches

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about leadership, optimal performance, and high performing teams to thousands

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of businesses, athletic military leaders, and to many well known organizations.

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He is also the author of the attributes twenty five

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Hidden Drivers of Optimal Performance, and the latest we're focused

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on today is called Masters of Uncertainty, the Navy Seal

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way to turn stress into success for you and your team.

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We'll be discussing in particular his Master Uncertainty method any

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of us can use to elevate our performance, as well

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as how it can be applied in teams. Rich Joint

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is today from Virginia Beach, Virginia. Rich a very party.

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Welcome to Working on Purpose.

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Well, thank you, Lis, it's great to be here. Thanks

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for having me.

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I'm delighted to know you, sir. I'm kind of a

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command here, but I really really admire and I'm inspired

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by who you are and how you've navigated your life.

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So let me just start with that.

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Well, thank you. I appreciate that.

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It's an honor to be here, and it's honored to

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be able to share some of the experiences and lessons

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I learned through that very kinetic career.

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That's a great word for it. I would say, yes, Well,

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I want to first start by saying, wow, have you

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written the timely book? I personally, you know, I've been

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around for a few decades. I don't remember more uncertain

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times than we are in today. So did you have

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some kind of premonition here or just this just works

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across all kinds of life? How does this happen?

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Yeah?

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I have to say, well, I agree with you where

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it seems like we're more rife with uncertainty than ever before.

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I will say that it didn't matter to me when

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the book came out. And if there's any certainty in life,

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it's that uncertainty will strike, and to be prepared for

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it and to be ready to move through it and

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in some cases thrive in it is, in fact, I think,

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the element of true confidence, and that's what I hope

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to endow upon people, is the ability to be really

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truly confident.

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I really appreciate the whole premise and promise of your

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book that really that's what you're saying, is you're saying

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what some of these things I like to be able

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to put your actual words in this. But what you

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said is Navy seals and other high achievers, anyone who

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is adept at any circumstances, are fundamentally similar to everyone else.

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Their edge is simply that they harness innate, yet often

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overlooked capabilities that we all possess. That is so encouraging,

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and I love the idea of that. It's just it's

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a matter of finding it and then somehow unleashing it

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and harnessing it.

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Well, you know, it's funny.

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I began thinking about this stuff even when I first

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graduated seal training. I mean, in Navy seal training, it's

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a very, very tough process. There's about an eighty five

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to ninety percent attrition rate, so only about ten to

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fifty percent of the guys who start make it through.

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And I remember making it through and that graduation feeling

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what I call kind of a healthy imposter syndrome because

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I look around and say, how am I still here

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with these guys around me? And kind of and I

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say healthy because it really pushed me. It didn't it

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didn't make me feel insecure. It just pushed me to

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really do better, be better, and do right. By my teammates.

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But ironically, what was interesting is as I got to

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know my teammates, I realized that they had the same

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imposter synerme going on. They were like, how am I

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still here too? So it began to dawn on me

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that these kind of innate things, or the things that

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we took as being innate, were not exclusive to Navy Seals.

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They were in fact human. And as I began to

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dig into the elements and the neuroscience specifically, I recognized that, hey,

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this is human stuff. It's not just Navy Seal stuff.

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Once you realize that, you know, you can you can

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talk about it, you can teach it, you can help others.

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Yeah, and what I want to also celebrate, which is

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what we're going to really spend time in the third segments,

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really focusing on how do we use this stuff in

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the team seams, world and in organizations. But one thing

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I did want to sell it what you just said

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there is the power of associating with other people that

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are also stretching themselves and going beyond what they think

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they can do is so so powerful. Choosing that kind

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of company.

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Yeah, I totally agree.

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Yeah, we we we really the the adage that we

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are who we surround ourselves with is very, very true,

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and I've found that and that goes for environments as well.

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I mean, you know, environments matter and they will shape people.

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And again, the analogy my good friend uses is if

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you take the best cucumber in the world and put

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it in a pickle jar, it will turn into a pickle, So.

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It might be bad.

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If the brine is bad, it'll be a bad pickle too.

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So so environment matters, and the people you surround yourself

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with matters.

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So I want to I want to give that directly

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to our listeners and viewers. So listeners and viewers, ladies

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and gentlemen, if you were in a place where you're

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not really shining, I would check your teammates. I would

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check who are you surrounded by. Is this the right

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place for you? Maybe you need a place where you

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can shine higher or better these Maybe these this isn't

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the right group for you. I just would tell you

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to listen very closely to what rich is saying about

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opting into and being mindful of who you associate with.

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So I want to just bake that in. It's so important. Yeah,

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all right, well, let's talk about your mastering uncertainty method.

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It's so it's so elegant, you know, six aspects to

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it and so straightforward, but so powerful. So if you

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can kind of give us the overview of how what

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they are and how they hang together.

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Yeah, So so it's really it's kind of it's kind

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of six main elements.

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Uh.

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And the first three have to do with the neurology,

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neuroscience and physiology of human beings. Uh. And the second

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in other words, it's ubiquitous to everybody. Everybody, everybody can

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do it. And the second three have to do with

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what we uniquely bring into uncertainty. And so the first

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three are you know, it's this concept of moving horizons,

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which I know we'll get into. How do we how

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do we actually apply and manage uncertainty in our environment?

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The second involves how do we keep going? So how

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do we keep doing it? And the third implies how

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do we maintain a level of of not only calm,

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but but focus and cognition during the process. One of

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the things I know we'll get into is and we

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when we start to feel uncertainty and anxiety and that fear,

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you know, themalogically some very interesting things happen, and a

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lot of times our frontal lobe, our decision making part

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of our brain, starts to take a back seat. And

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so the idea is keep that engaged so we can

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in fact manage ourselves. And then the second three are

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really about what we uniquely bring into uncertainty. One is

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our objective, so what are the goals or the outcomes

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that we hope to achieve that drives our performance. The

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second is attributes, which again I wrote my first book

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on is a huge topic. But what are those qualities

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about us that are unique and the order of the

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equalities are unique, and that that starts to speak to

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our performance. And then identities, identities, what are those ims

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that we bring into an environment, because those drive our behaviors,

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both consciously and unconsciously.

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So those are some things we learn uniquely about ourselves.

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It's such a powerful, powerful model that you credit. And

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of course you know that last bit, those last three.

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I've been an identity and meaning you work with searcher

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for years and so when you talk about identity driving behavior, like, yeah,

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it's I really I understand that down to my last

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tone out, Yeah, I do want to talk about each

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of these areas and a little bit more in depth.

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But I wanted to first let let our listeners and

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viewers hear a little bit about how the model hangs together.

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So let's talk first about moving horizons. I really thought

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that this notion of you've situated and introduced stress in

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a different way. You have told us that, you know,

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the stress response is designed to by nature to get

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us up and moving, and therefore it's an asset if

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we use it as such, and sweet stress gets a

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really really bad rap. So if you could say a

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little bit more about moving horizons.

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Yeah, so moving horizons has to do with how we

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in fact manage ourselves. So just just to rewind just

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a bit, when we talk about uncertainty, we're talking about

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actually a very specific type of uncertainty because we're really

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talking about the uncertainty that elicits fear. Fear is really

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the factor that holds us back in performance. That's what

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that's what it does.

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Now, I know you.

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You and I talked briefly before we started about my

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buddy Andrew Huberman, who wrote the Ford Andrew was well,

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he still is a neuroscientist, is a great podcast. He

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was studying fear in his lab at Stanford, and we

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were doing a lot of this work together and one

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of the things we hypothesized was that fear is in

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fact a combination of two distinct factors, and those factors

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are uncertainty plus anxiety. So in other words, if you

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don't if you only have one but not the other,

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you don't necessarily have fear. You can be anxious but

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not uncertain. That's like maybe you have to give a

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presentation next week at work. You know the presentation, you

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know the people. There's no real uncertainty there, but there's

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some anxiety. So there's fear just anxiety. You can be

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uncertain without being anxious. Well, that's every kid on Christmas Eve,

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and we know there's no fear there, right, So it's

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when you combine the two that you get fear. And

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this is the type of uncertainty we're looking at, is

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that uncertainty plus anxiety. So moving horizons is part of

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the process. The procedure for buying down fear. The way

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you buy down fear is you buy down one or

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both of those factors. You buy it down uncertainty and

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or anxiety. Moving horizons helps you by uncertainty by allowing

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you to focus on an element in your control in

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the moment. And so one of the things we have

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to understand about our brains is our brain just trying

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to figure out an environment and create certainty around an

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environment at all times, and it's doing so kind of

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a long three major factors. Those factors are duration, how

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long this is going to last, pathway, my route in

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out or through, and then outcome, what's the end state.

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If we are an absence of one or more of those,

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we start to feel uncertainty in their fore anxiety and fear.

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A real great example would be illness.

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You and I.

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We all know strep throats. Okay, it's an illness we

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all know. Most people don't die from strep throat. There's

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an antibiotic that can cure a strep throat. If we

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get striped throat, we are an absence of only one

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of the three. Because we know the pathway, antibiotic, we

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know the outcome we're going to get better. What we

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don't know is the duration. We don't know exactly how

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long it's going to take. Anxiety uncertainty level is mild.

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Now let's talk about the flu, which is also a

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known illness. Most people don't die from the flu, but

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there's no known cure for the flu. A lot of

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people have the ideas, but there's no codified cure for

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the flu. So if we have the flu, we are

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in absence of now two pathway and duration. We know

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the outcome will get better, we just don't know how long,

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don't know how we're going to do it. Now, let's

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imagine a disease shows up on the planet and we've

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never seen it before, there's no known cure or a vaccine.

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Some people are dying, some people are not dying, and

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we don't know how long it's going to spread across

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the globe. Well, twenty twenty is probably sounding familiar right now.

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That's how we all felt. We were absence of all

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three all moving horizons does is it allows you to

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ground yourself in something you can control. You ask yourself,

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what do I know? What can I control? And in essence,

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by picking a horizon, you create your own DPO, duration,

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pathway outcome. A real quick example is navy seal training,

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where you run around all the time with these big

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heavy boats in your head. And I remember we were

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doing this, it was like three in the morning. We've

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been running with these boats forever. We're on the beach.

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We were all miserable, and we were next to a

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sandburm as we're running, and I remember saying to myself,

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I said, you know what, I'm just going to focus

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on getting to the end of the sandburm. And what

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I did in that moment was, inadvertently, unbeknownst to me,

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picked a horizon and created a DPO duration from now

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until end of sandburm, pathway from here to end of sandburm,

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an outcome end of sandburm. And then created and manipulate

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my own reward system dopamine system which we can get

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into and to keep going section that allowed us to

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allow me to create a reward. And then when I

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hit that goal, I just did it again. I picked

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another horizon. So all moving horizons is is asking yourself

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constantly what do I know? What can I control? Picking

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something to focus on, moving to it, coming back out,

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picking the next thing to focus on, moving to that,

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coming back out. And you can do this over and

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over again until one of three things happens. Either you

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make it through the challenge and stress, Two you achieved

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the goal, you accomplished the goal, or three you generate

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enough certainty in your environment that you no longer.

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Need to do it.

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But it works, and it's how Actually, every single human

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being has a story of having done this. We just

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probably didn't know what we were doing, but do this

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all the time, and we can do it in any

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time in uncertainty challenges.

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Two things in response to that. First, I love what

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this whole process even. It's just that, you know, the

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process of teaching, bringing this stuff to an awareness of

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consciousness is what allows us to be able to activate

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and do something with it. Now we're aware that we

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can actually do this, that we have been doing it,

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so that strengthens our capacity. Love that, And second, I

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just got to celebrate. I knew before I even met you,

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having read your book, heard about your past and you

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know what you've done with your life, that you were

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going to be able to You were going to be crisp,

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You're going to be direct, You're going to speak fast,

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and here it is. It's great, which is why I

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crafted more questions than I normally do.

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From right, yes, yeah, okay, so now we have to

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really geek out on this really fun phrase that you

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put in and you put in the book that I

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just could not resist.

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And it's the concept of actualizing neurology. Let's talk about that.

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Yeah, Well, actually actualizing neurology means we're going to use

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our brains in a very proactive, positive way. And one

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of the first ways we do that is to understand that,

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like we said, when fear starts to enter our system,

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our autonomic arousal goes up, our amig dealer gets tickled,

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and our frontal lobe, the decision making part of our brain,

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begins to recede the limbic part of our brain begins

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to take over. Now, in the extreme cases, this is

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autonomic overload or a Magdala hijack, where our frontal lobe

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has taken a full back seat, our limbic brain is

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now forward, we are acting without thinking. Now, this comes

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in very handy when we're jumping out of a way

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of a moving train or running from the bear, but

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it doesn't come in handy about ninety nine percent of

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other things that happen where we actually want to have

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some agency in our decision making process. So actualizing neurology

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means we're going to do things that bring that frontal

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lobe back online and allow us to in fact use

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decision making part of our brain. We can do this

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through and we can talk about buying down anxiety. There's

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some ways we can do that through visual tools or

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breath work. One of the best ways to do this

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is just asking the right types of questions. What we

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have to understand is our brains are question answering machines

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because again, like we said, our brains want certainty in

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our environment. So we're constantly interrogating our environment our environment

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through questions, a lot of times unconsciously. But what we

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don't realize is are when we take conscious control of

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this thing. If we place a question into our frontal

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lobe deliberately, our brain has no choice but to begin

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to come up with answers. Now, the problem is a

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lot of times we do this without thinking, but we

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do it.

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The wrong way.

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We say things like why am I so bad at this?

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Or why does this always happen to me? Or why

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are these people had to get me okay? Or why

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am I pissed off? Okay? If you ask yourself why

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you're pissed off, you will get some spectacular answers as

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to why you're pissed off okay? Because your brain want

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answer the question. What every high performing person, high performing

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team does and everybody I've met is we take conscious

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control of the questions we ask ourselves, and we ask

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better ones. We say things like, who's out there can

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help me? What am I good at in the moving

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horizons case?

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What do I know?

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What kind of control? And you get better answers. This

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is a literal way to focus our thoughts, focus our

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brain positively because where our frame, where our focus goes,

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where our focus is is where we go mose mentally

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and physically. By the way, physically this works because I

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did a bunch of driving schools when I was a cel.

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We have to learn how to drive a bunch of

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different vehicles, so we go to racing schools, and I

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love everything about driving, so I volunteer for everyone. Every

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time you go to a racing school, the first thing

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they teach you is you get in the car and

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they say, I'm going to teach you how to get

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out of a spin if your car gets out of control.

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First rule when you get into a spin is do

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not look at the wall, because if you look at

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the wall, you're going to crash in the wall. The

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car might point to at the wall, but you have

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to look to where you want to go, and your

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body will start to follow. The mind does the same thing.

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So actualizing your neurology and asking better questions is simply

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a way to focus your brain on the better result

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and get better answers.

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Such a sexy phrase, and it just sounds so incredible,

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important and enlivening and elevating. Let's do more about this

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actualizing neurology, but let's grow our first break, I'm your host,

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doctor Relie Cortez. We've got on the air with rich

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d Vinnie. He's the founder of the Attributes. We've been

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talking a bit about where these ideas of his came from,

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how he's uson in his own life going through his model.

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After the break, we're going to continue the conversation about

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his model and really get into how we can utilize

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our body's own natural performance generator. We'll be right back.

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Doctor Elise Cortez is a management consultant specializing in meaning

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

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visioneer for a greater purpose among stakeholders and develop purpose

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inspired leadership and meaning infused cultures that elevate fulfillment, performance

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and commitment within the workforce. To learn more or to

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invite Elise to speak to your organization, please visit her

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00:19:03.079 --> 00:19:06.319
at elisecortes dot com. Let's talk about how to get

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your employees working on purpose. This is working on Purpose

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00:19:15.240 --> 00:19:18.519
with doctor Elise Cortes. To reach our program today or

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to open a conversation with Elise, send an email to

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Alise A lisee at eliscortes dot com. Now back to

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working on Purpose.

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Thanks for stating with us, and welcome back to working

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on Purpose. I'm your host, doctor Elease Cortes, as I

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am dedicated to help them create a world or organizations

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thrive because they're people thrive and they're led by inspirational

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leaders that help them find and contribute their greatness, and

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we do business that betters the world. I keep researching

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and writing my own books. So one of my latest

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came out. It's called The Great Revitalization. How activating meaning

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and purpose can radically and liven your business. And I

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wrote that for leaders to help them understand today's very

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discerning workforce. What do they want? Want to be able

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to give their best to you and want to stick around?

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And then I offer twenty two best practices to equip

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your organization to provide that for them. You can find

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my books on Amazon or my personal site at least

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quartest dot com if you are just now joining us.

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My guest is RICHD. Vinnie. He's the author of Masters

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of Uncertainty, The Navy cl Way to Turn Stress into

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Success for you and your team. So one of the

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things that delights me many of you, I should say

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00:20:25.720 --> 00:20:27.960
a core throat what delights me about your book and

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what you've done here is you've really taught us. You're

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teaching us how to really get clear about how our

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brain does work and then really intervening in that in

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a way that we can sort of command it and

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really get it working for us instead of against us.

440
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And I just really want to celebrate that and all

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the way down to this fun idea of how we

442
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can manipulate dopamine in our favor. Let's talk a little

443
00:20:50.559 --> 00:20:54.279
bit about how that relates to your body's performance generator.

444
00:20:54.680 --> 00:20:58.000
Yeah, well, dopamine is a it's an oft talked about

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neurotransmitter and actually formally always known as a reward chemical,

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but in fact we now know it's a motivation chemical.

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They've done experiments with with dopamine in mice and they've

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realized that if you know, with no dopamine, a mouse

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won't even get up to get food if they if

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they're hungry. So dopain is actually what gets us up

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and moving in the morning. So we all have different

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dopamine levels, and we all have different things that initiate

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dopamine our system. One of the reasons why this is

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important is because we and we execute the moving horizons process.

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What we're doing is we're actually deliberately manipulating our dopamine system.

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And the reason is because we're picking a goal that

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actually is just outside our reach of comfort but not

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too far, and it motivates us. We're giving us a

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burst to get us there.

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Now.

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The reason why this process moving horizon process is very

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subjective to the individual and to the intensity of environment

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is because the dopamine register is going to work in

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very individualistic So in other words, the more intense the environment,

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the shorter that horizon often has to be. In seal training,

466
00:22:05.920 --> 00:22:07.920
and they also they make you sit in the surf

467
00:22:08.000 --> 00:22:10.559
zone and freeze for what seems like hours. The water

468
00:22:10.599 --> 00:22:13.440
out there in southern California is really cold. Anybody who's

469
00:22:13.480 --> 00:22:15.599
listening who knows southern California water will agree with me.

470
00:22:15.640 --> 00:22:18.039
It's not tropical at all. Most people, in fact, quit

471
00:22:18.039 --> 00:22:19.759
seal training because of the cold, not because of the

472
00:22:19.759 --> 00:22:22.039
physical stuff. But anyway, they keep you in those surf

473
00:22:22.119 --> 00:22:24.200
zone for hours, it seems. And I remember being in

474
00:22:24.200 --> 00:22:26.480
the surf zone a couple of times freezing, and my

475
00:22:26.640 --> 00:22:30.480
horizon was count five waves. It was that small. Sometimes

476
00:22:30.559 --> 00:22:32.519
my horizon was, you know, make it to the next meal.

477
00:22:32.640 --> 00:22:34.599
Sometimes it was make it to the end of the sandburn.

478
00:22:35.119 --> 00:22:37.960
But what I was doing is I'm picking a horizon

479
00:22:38.079 --> 00:22:42.000
that allows me to have the proper amount of dopamine

480
00:22:42.480 --> 00:22:44.359
to get to that goal, and then you also get

481
00:22:44.400 --> 00:22:46.960
a dopamine reward for hitting that goal. So it's kind

482
00:22:46.960 --> 00:22:50.400
of a double whammy there in a positive way. The

483
00:22:50.400 --> 00:22:53.559
good news is we can modulate these distances. If you

484
00:22:53.640 --> 00:22:57.200
pick a horizon that's too far, too big, you will

485
00:22:57.279 --> 00:22:59.440
run out of dopamine before you get there. All right,

486
00:22:59.519 --> 00:23:02.160
anytime we quit anything, it's because we've run out of doping.

487
00:23:02.160 --> 00:23:05.200
That's why we quit. If we pick a horizon that's

488
00:23:05.240 --> 00:23:07.640
too short, then we're not going to register a dopamine

489
00:23:07.640 --> 00:23:08.920
reward at all, it's not going to feel it's not

490
00:23:08.920 --> 00:23:10.680
gonna feel anything. It's gonna be well, that was too short.

491
00:23:10.920 --> 00:23:12.680
But the good news is we can manipulate that. We

492
00:23:12.680 --> 00:23:14.480
can adjust along the way. So you can pick a

493
00:23:14.480 --> 00:23:16.920
horizon and as you're going you feel like, oh wait,

494
00:23:16.920 --> 00:23:19.240
that's too long, you can pull that horizon back in.

495
00:23:19.359 --> 00:23:21.160
You can even short it.

496
00:23:21.440 --> 00:23:23.119
If you pick one that's too short, you'll feel that

497
00:23:23.200 --> 00:23:25.559
right away. You'll just pick some longer. But just know

498
00:23:25.640 --> 00:23:31.440
that for every individuals it's subjective and it's really about

499
00:23:31.519 --> 00:23:34.640
taking those small chunks. This is the neurological equivalent of

500
00:23:34.680 --> 00:23:37.640
eating the elephant one bed at a time, and so

501
00:23:37.759 --> 00:23:40.200
we have to experiment with this, in practice with this,

502
00:23:40.279 --> 00:23:41.920
we can do it. The great news is we don't

503
00:23:41.920 --> 00:23:43.599
have to be in an uncertain environment to do it.

504
00:23:43.799 --> 00:23:45.160
A lot of us we go to the gym, do

505
00:23:45.200 --> 00:23:46.039
this in the gym every day.

506
00:23:46.079 --> 00:23:46.440
Anyway.

507
00:23:46.640 --> 00:23:48.200
We don't go in the gym and focus on the

508
00:23:48.319 --> 00:23:50.920
entire workout. We focus on the muscle we're looking at,

509
00:23:50.960 --> 00:23:53.640
maybe the first set. Sometimes we'll do it in the

510
00:23:53.640 --> 00:23:55.680
middle of a set. We'll say, you know, well, we'll

511
00:23:55.720 --> 00:23:57.960
say I want to do twelve, We'll do six and

512
00:23:57.960 --> 00:24:02.319
we'll say, and you know what, six more sticks again,

513
00:24:02.480 --> 00:24:05.640
So all you're doing is you're you're manipulating these horizons

514
00:24:05.640 --> 00:24:08.799
and you're you're managing your dopamine. So so understanding this

515
00:24:08.920 --> 00:24:12.799
level of neurochemistry is really important in accomplishing these goals.

516
00:24:14.279 --> 00:24:18.240
So well explained and therefore accessible. Uh So, now I

517
00:24:18.279 --> 00:24:20.039
want to move on to another element, and that's this

518
00:24:20.160 --> 00:24:23.680
idea of staying cool. And it's just the language I know,

519
00:24:23.759 --> 00:24:26.920
it's it's you're taking this from what do you call

520
00:24:27.039 --> 00:24:31.720
what's the field that you're drawing from, uh oh, neurobiology, neurology,

521
00:24:32.000 --> 00:24:35.119
So staying cool. But you're giving us tools to modulate

522
00:24:35.119 --> 00:24:38.680
our autotomic arousal. And then and I certainly know because

523
00:24:38.720 --> 00:24:40.240
I if I'm going to have anything I can, I

524
00:24:40.279 --> 00:24:42.279
can freak myself out and be you know, my heart

525
00:24:42.319 --> 00:24:45.240
rate goes through my through my roop, through my head

526
00:24:45.240 --> 00:24:48.400
and I'm I'm rendered useless. So I definitely want to

527
00:24:48.400 --> 00:24:50.920
have you talk with us about how we can modulate

528
00:24:51.000 --> 00:24:51.960
this arousal.

529
00:24:52.319 --> 00:24:52.480
Well.

530
00:24:52.519 --> 00:24:54.160
So one of the things we so this is this

531
00:24:54.200 --> 00:24:55.559
is the second part of the equations. So we've been

532
00:24:55.640 --> 00:24:58.680
certainty plus anxiety equalsphere we've talked about buying down uncertainty.

533
00:24:58.720 --> 00:25:00.559
The next question is how do we buy down anxiety?

534
00:25:00.839 --> 00:25:03.000
All right, First of all, we have to reframe anxiety

535
00:25:03.039 --> 00:25:07.279
to what it actually is. Okay, anxiety is in fact fiction, right,

536
00:25:07.400 --> 00:25:10.640
It's always ahead of us. It's always about what hasn't happened,

537
00:25:10.640 --> 00:25:13.279
but we're worried will happen. Whereas the past is history,

538
00:25:13.279 --> 00:25:15.680
the future is fiction, anxiety is fiction. Now, the results

539
00:25:15.720 --> 00:25:18.960
of anxiety, the stress that is induced by anxiety, is

540
00:25:19.039 --> 00:25:21.599
quite present in our system. But one of the things

541
00:25:21.640 --> 00:25:24.000
you'll never see Navy seals do is worry about stuff

542
00:25:24.039 --> 00:25:26.799
they can't control in the moment. Okay, Now, that doesn't

543
00:25:26.799 --> 00:25:29.640
preclude proper planning. We're always doing proper planning, but we're

544
00:25:29.640 --> 00:25:33.720
not overplanning. We're not a suffering process through analysis planning

545
00:25:33.720 --> 00:25:35.640
a couple things, and we're saying, hey, when we get there,

546
00:25:35.680 --> 00:25:37.079
we get there and we'll hit it along the way,

547
00:25:37.119 --> 00:25:39.200
but we don't worry about stuff we can't control in

548
00:25:39.200 --> 00:25:42.559
the moment. So that's number one. Reframe anxiety to what

549
00:25:42.640 --> 00:25:43.920
it actually is, and that's fiction.

550
00:25:45.000 --> 00:25:45.200
Now.

551
00:25:45.240 --> 00:25:47.880
The next piece is the stress induced from that is

552
00:25:47.960 --> 00:25:51.240
quite real and quite present, and that autonomic arousal will

553
00:25:51.279 --> 00:25:54.640
in fact tip us sometimes again in the extreme cases,

554
00:25:54.640 --> 00:25:57.960
into autonomic overload, where we are just panicked. We don't

555
00:25:57.960 --> 00:26:00.799
want that, and so we can in fact reverse this

556
00:26:00.880 --> 00:26:04.079
physiological process. When we get stressed and we feel that

557
00:26:04.119 --> 00:26:07.400
on amic prousal go up, certain things happen physiologically with

558
00:26:07.440 --> 00:26:10.440
our vision and with our respiratory system. Vision, for example,

559
00:26:10.519 --> 00:26:12.559
starts to tunnel we've heard of tunnel vision. We start

560
00:26:12.599 --> 00:26:14.640
to focus in on the thread. This is by design,

561
00:26:14.680 --> 00:26:17.119
so we focus on the threat. One of the ways

562
00:26:17.160 --> 00:26:19.720
we can reverse or begin to reverse that process is

563
00:26:19.759 --> 00:26:22.920
a tool called panoramic vision, which is basically open gaze.

564
00:26:23.079 --> 00:26:24.920
It's a very simple tool. All of us know it.

565
00:26:25.079 --> 00:26:27.960
If I had, if anybody listening has the opportunity, don't

566
00:26:27.960 --> 00:26:29.279
do this if you're driving, but if you have the

567
00:26:29.279 --> 00:26:31.359
opportunity to look out in front of you, and if

568
00:26:31.400 --> 00:26:33.000
you're looking out in front of you and you're picking

569
00:26:33.000 --> 00:26:35.480
a point, stop staring at that point and just kind

570
00:26:35.480 --> 00:26:37.680
of soften your gaze so if you could kind of

571
00:26:37.720 --> 00:26:38.640
notice your peripheries.

572
00:26:38.640 --> 00:26:39.640
This is called open gaze.

573
00:26:39.720 --> 00:26:42.480
Used in martial arts in other aspects, this has been

574
00:26:42.519 --> 00:26:47.000
known to actually decrease our autonomic carausal because we're reversing

575
00:26:47.079 --> 00:26:48.720
the process. Okay, I used to do this when I

576
00:26:48.720 --> 00:26:51.440
first started public speaking. As you can imagine the Navy Seal,

577
00:26:51.519 --> 00:26:53.160
you don't do a lot of public speaking, so it's

578
00:26:53.160 --> 00:26:55.160
not something I really loved. I'd get on that, I'd

579
00:26:55.160 --> 00:26:56.720
be a little nervous about it. I get on stage,

580
00:26:56.759 --> 00:26:59.559
I immediately on stage, I just go into panoramic soft gaze.

581
00:26:59.599 --> 00:27:01.880
I wouldn't focus on anything in the coming bound. So

582
00:27:01.960 --> 00:27:03.519
that's one of the ways. And I can talk about

583
00:27:03.519 --> 00:27:06.559
a couple of different visual tools that you can execute.

584
00:27:06.880 --> 00:27:09.559
Respiratory wise. We know our breathing quickens, it gets rapid,

585
00:27:09.599 --> 00:27:12.759
more shallow. One of the things we can do. Respiratory tools,

586
00:27:12.759 --> 00:27:14.680
by the way, are the most powerful. They are more

587
00:27:14.680 --> 00:27:17.160
powerful than visual tools. A lot of breath work out there.

588
00:27:17.200 --> 00:27:19.599
I talk about a bunch of different breathing techniques. One

589
00:27:19.680 --> 00:27:25.000
of the biggest, most I guess efficacious technique is called

590
00:27:25.039 --> 00:27:29.400
the is called the physiological SiGe. Okay, physiological size. Really

591
00:27:29.480 --> 00:27:32.240
just when one takes a deep breath in all the

592
00:27:32.240 --> 00:27:36.240
way in, tops it off, and then a nice slow exhale.

593
00:27:37.400 --> 00:27:40.519
You can do that five, six, seven times and you

594
00:27:40.559 --> 00:27:42.400
will literally feel yourself calm down.

595
00:27:42.440 --> 00:27:42.799
Okay.

596
00:27:43.039 --> 00:27:46.119
Now, the cool thing about these breathing techniques if you're

597
00:27:46.160 --> 00:27:51.119
really panicked, is you can actually combine picking horizons or

598
00:27:51.160 --> 00:27:54.039
moving horizons with breathing, because your first horizon can be

599
00:27:54.079 --> 00:27:57.000
I'm going to take five breaths, right. But like you've mentioned,

600
00:27:57.160 --> 00:27:59.640
is that as soon as you're thinking that, as soon

601
00:27:59.640 --> 00:28:02.960
as you're making that decision, you're automatically engaging your frontal

602
00:28:03.000 --> 00:28:06.559
lobe and you're actually in a decision making position, whereas

603
00:28:06.599 --> 00:28:08.759
if you're not, then your olympic position that you're acting

604
00:28:08.759 --> 00:28:10.559
without thinking. So all of this can be combined in

605
00:28:10.599 --> 00:28:13.039
a very unique way and cool way to in fact

606
00:28:13.079 --> 00:28:16.519
engage that frontal lobe and begin moving more definitely and

607
00:28:16.559 --> 00:28:18.480
confidently through any type of situation.

608
00:28:20.559 --> 00:28:22.559
I like that. Do you make that sound so accessible

609
00:28:22.559 --> 00:28:24.559
and easy? So I'm going to I'm going to work

610
00:28:24.559 --> 00:28:27.400
on that, rich, Thank you very much. Okay, we have

611
00:28:27.440 --> 00:28:30.519
to talk a little bit about your attributes. As attributes,

612
00:28:30.519 --> 00:28:31.720
I don't know why I have a hard time saying

613
00:28:31.720 --> 00:28:34.440
that word. I was so I was like, I need

614
00:28:34.440 --> 00:28:35.960
to read this book. So I was delighted that you

615
00:28:36.000 --> 00:28:39.039
included some information in this book about them. So can

616
00:28:39.079 --> 00:28:40.559
you introduce us to them?

617
00:28:40.839 --> 00:28:41.279
Absolutely?

618
00:28:41.319 --> 00:28:47.160
Attributes are the qualities that allow us to do what

619
00:28:47.200 --> 00:28:47.559
we do.

620
00:28:47.599 --> 00:28:48.279
They're the quality.

621
00:28:48.440 --> 00:28:50.880
They're not they're not They're different from skills. Skills are

622
00:28:50.880 --> 00:28:54.359
are kind of you're able to do the thing. Attributes

623
00:28:54.440 --> 00:28:56.559
is do you do you have what it takes to

624
00:28:56.640 --> 00:28:59.880
do the thing. Skills are very visible, they're very measurable.

625
00:29:00.240 --> 00:29:03.200
Attributes are not. They're kind of innate, they're there, they're

626
00:29:03.240 --> 00:29:11.279
they're kind of intangible. But attributes are things like patience, situation, awareness, adaptability, uh, humility.

627
00:29:11.319 --> 00:29:14.240
These are all attributes. And these attributes actually speak to

628
00:29:14.960 --> 00:29:15.759
how and why.

629
00:29:15.559 --> 00:29:16.480
We're perform the way we do.

630
00:29:16.480 --> 00:29:19.000
If we were kind of think about an iceberg, a

631
00:29:19.039 --> 00:29:21.079
picture of an iceberg, and and and you can see

632
00:29:21.079 --> 00:29:22.799
the entire iceberg, right, So it's one of these pictures

633
00:29:22.799 --> 00:29:24.240
where you can see the stuff above the surface, you

634
00:29:24.240 --> 00:29:25.640
can see below the surface. And we all know that

635
00:29:25.759 --> 00:29:28.680
most of the icebergs sits below the surface. That stuff

636
00:29:28.720 --> 00:29:31.279
above the surface is the performance is our performance, our behavior,

637
00:29:31.279 --> 00:29:34.720
that's what everybody else sees. But being informed, that is

638
00:29:34.759 --> 00:29:37.079
being informed by stuff beneath the service. Now, the very

639
00:29:37.119 --> 00:29:40.160
first part that the you know before you get to

640
00:29:40.160 --> 00:29:43.400
the surface is your personality. Okay, personality. Though personality is

641
00:29:43.400 --> 00:29:44.880
made up of a bunch of things. It's made up

642
00:29:44.920 --> 00:29:49.559
of values, beliefs, ideology, environment, a bunch of things go.

643
00:29:49.559 --> 00:29:50.519
Into a personality.

644
00:29:50.960 --> 00:29:54.240
But beneath even personality, at the very bottom of that iceberg,

645
00:29:54.359 --> 00:29:55.440
are our attributes.

646
00:29:55.519 --> 00:29:56.240
And I know this.

647
00:29:56.319 --> 00:29:58.880
We all know this because experientially we've we've experienced it.

648
00:29:59.200 --> 00:30:01.519
When the you know what, the fan personality goes out

649
00:30:01.519 --> 00:30:04.079
the window, we are running at our most raw, and

650
00:30:04.160 --> 00:30:06.839
so our attributes define how we run out our most raw. Now,

651
00:30:07.119 --> 00:30:10.200
real quick, I talk about forty one attributes. All of

652
00:30:10.279 --> 00:30:13.119
us have all forty one of the attributes. The unique

653
00:30:13.200 --> 00:30:16.599
part of us is how much of each attribute we

654
00:30:16.640 --> 00:30:19.519
have and other what order the attributes going. So we

655
00:30:19.640 --> 00:30:22.680
take adaptability for example, I'm about a level six, which

656
00:30:22.720 --> 00:30:24.480
are like scale is seven to one, right, so I'm

657
00:30:24.519 --> 00:30:27.000
about six on the appability, which means when the environment

658
00:30:27.119 --> 00:30:29.880
changes around the outside of my control, it's fairly easy

659
00:30:29.880 --> 00:30:31.799
for me to go to flow. So when also might

660
00:30:31.799 --> 00:30:34.119
be a level three, when the same thing happens to them,

661
00:30:34.119 --> 00:30:36.079
it's difficult for them to go with the flow, they

662
00:30:36.079 --> 00:30:38.160
can still do it. They're still adaptable, because all human

663
00:30:38.200 --> 00:30:40.319
beings are. There's just more friction there. So if we're

664
00:30:40.359 --> 00:30:42.119
going to line up these attributes on a wall like

665
00:30:42.119 --> 00:30:45.599
dimmer switches, all of us would have different dimmer switch settings.

666
00:30:45.799 --> 00:30:48.319
That starts to speak to our own unique performance. I

667
00:30:48.359 --> 00:30:51.119
always kind of related to automobiles. Every human being, we're

668
00:30:51.119 --> 00:30:55.359
all like automobiles. We all have the same components and parts. Okay, however,

669
00:30:55.440 --> 00:30:57.440
some of us are jeeps, some of us are SUVs,

670
00:30:57.440 --> 00:30:59.640
and some of us are Ferraris, And there's no judgment

671
00:30:59.640 --> 00:31:01.559
there because the jeep can do things the Ferrari can't do,

672
00:31:01.640 --> 00:31:03.119
and the Ferrari can do things the jeep can't do.

673
00:31:03.400 --> 00:31:05.240
But at behooves kind of lift our hood to figure

674
00:31:05.240 --> 00:31:07.440
out what kind of engine we're running with, because the

675
00:31:07.519 --> 00:31:09.839
friction in our lives might be because we've been a

676
00:31:09.880 --> 00:31:12.240
Cheep channel, run our Ferrari track or vice versa. So

677
00:31:12.839 --> 00:31:16.279
attributes begin to describe for us individually how and why

678
00:31:16.319 --> 00:31:18.359
we show up the way we do, and gives us

679
00:31:18.400 --> 00:31:21.480
a real clear picture about who we are and how

680
00:31:21.480 --> 00:31:23.200
we're going to perform at our most raw, which is

681
00:31:23.240 --> 00:31:25.240
really what happens in uncertainty, challenges stress.

682
00:31:26.960 --> 00:31:29.880
Oh that is so alluring, all right, So what I

683
00:31:29.880 --> 00:31:31.599
want to let me let's grab our last break. I

684
00:31:31.640 --> 00:31:34.440
do want to cover off on identities and objectives, the

685
00:31:34.480 --> 00:31:37.799
rest of the two elements of your model, but let's

686
00:31:37.839 --> 00:31:41.079
do that after the break. I'm your host, doctorI Scortes

687
00:31:41.400 --> 00:31:43.240
on the air with Rich Davinni. He's the founder of

688
00:31:43.279 --> 00:31:47.640
the Attributes. We've been talking through his beautiful uncertainties model,

689
00:31:47.839 --> 00:31:50.240
which is accessible to you. You can wrap your arms

690
00:31:50.240 --> 00:31:52.359
around it and use it. After the Marik will continue

691
00:31:52.440 --> 00:31:54.160
to get cover off on the other two elements, and

692
00:31:54.200 --> 00:31:55.640
then we're going to talk about how we can use

693
00:31:55.640 --> 00:31:58.200
this stuff to build class ACKed, high performance teams.

694
00:31:58.279 --> 00:31:59.039
We'll be right back.

695
00:32:14.400 --> 00:32:17.960
Doctor Elise Cortes is a management consultant specializing in meaning

696
00:32:18.000 --> 00:32:21.839
and purpose. An inspirational speaker and author, she helps companies

697
00:32:21.920 --> 00:32:25.720
visioneer for greater purpose among stakeholders and develop purpose inspired

698
00:32:25.799 --> 00:32:29.759
leadership and meaning infused cultures that elevate fulfillment, performance, and

699
00:32:29.839 --> 00:32:33.079
commitment within the workforce. To learn more or to invite

700
00:32:33.079 --> 00:32:36.079
Elise to speak to your organization, please visit her at

701
00:32:36.079 --> 00:32:39.319
Elisecortes dot com. Let's talk about how to get your

702
00:32:39.359 --> 00:32:48.160
employees working on purpose. This is working on purpose with

703
00:32:48.279 --> 00:32:51.440
doctor Elise Cortes to reach our program today, or to

704
00:32:51.519 --> 00:32:54.559
open a conversation with Elise send an email to Elise

705
00:32:54.880 --> 00:33:00.200
A Lisee at Elisecortes dot com. Now back to working

706
00:33:00.279 --> 00:33:00.960
on Purpose.

707
00:33:06.079 --> 00:33:07.759
Thanks for saying with us, and welcome back to Working

708
00:33:07.839 --> 00:33:10.599
on Purpose. I'm your host, Doctor Release Cortes. As you

709
00:33:10.640 --> 00:33:13.400
know by now, this program is dedicated to empowering inspiring

710
00:33:13.440 --> 00:33:15.680
you along your journey to realize more of your potential.

711
00:33:16.000 --> 00:33:17.400
If you want to learn more about how we can

712
00:33:17.440 --> 00:33:21.319
work together and what's involved with the Gusto Now Academy

713
00:33:21.319 --> 00:33:24.720
for leaders and individuals on various journeys alike, make your

714
00:33:24.720 --> 00:33:27.160
way to Gusto dash now dot com and then go

715
00:33:27.240 --> 00:33:29.319
to the training tap and you can find the academy

716
00:33:29.319 --> 00:33:31.880
there if you are just now joining us. My guest

717
00:33:31.960 --> 00:33:34.920
is rich to Vinny. He's the author of Masters of Uncertainty.

718
00:33:35.119 --> 00:33:36.880
The name me seal a way to turn stress and

719
00:33:37.000 --> 00:33:39.640
success for you and your team. So we are going

720
00:33:39.680 --> 00:33:41.680
to cover off in the last two elements of your

721
00:33:41.759 --> 00:33:45.319
Mastering Uncertainty model. You've already touched a little bit on

722
00:33:45.359 --> 00:33:48.480
identities when you did the brief, but I really love

723
00:33:48.519 --> 00:33:49.880
if you could say a little bit more about that,

724
00:33:49.920 --> 00:33:52.440
and I really want you to say more about why

725
00:33:52.480 --> 00:33:55.000
the im statements work so well.

726
00:33:55.519 --> 00:33:57.880
Yeah, I think I am the two words I am

727
00:33:57.960 --> 00:34:00.000
or I think the most powerful words in the human language,

728
00:34:00.039 --> 00:34:02.839
because anything we put after that is what we what

729
00:34:02.920 --> 00:34:05.559
we identify as, and it shapes our behavior. And what

730
00:34:05.599 --> 00:34:07.680
we have to recognize is that we are, in fact

731
00:34:07.680 --> 00:34:10.840
the collection of i ams that we collect over a lifetime.

732
00:34:10.880 --> 00:34:12.559
And then it can be everything from you know, benign

733
00:34:12.599 --> 00:34:14.960
to pretty pretty big and serious. I mean, I went

734
00:34:15.000 --> 00:34:17.800
to this high school, I played this sport. I'm a husband,

735
00:34:17.840 --> 00:34:20.079
I'm a father, I'm a Navy seal, I'm a Metallica fan.

736
00:34:20.119 --> 00:34:23.000
I mean, whatever those are, they are what they are.

737
00:34:23.039 --> 00:34:25.599
But every single one of our i ams comes with

738
00:34:25.639 --> 00:34:29.119
some rules and conditions and behaviors that describe what it

739
00:34:29.199 --> 00:34:31.039
means to be that identity. And what we have to

740
00:34:31.079 --> 00:34:34.360
recognize is in uncertainty channels of stress we are going

741
00:34:34.400 --> 00:34:39.760
to behave toward towards whichever identity we're prioritizing in that moment. Okay,

742
00:34:39.800 --> 00:34:42.599
So when I was in combat and Iraq and Afghanistan,

743
00:34:42.639 --> 00:34:45.679
of course my Navy seal identity was prioritized, Okay, but

744
00:34:45.719 --> 00:34:47.639
sometimes the target would change and we have to take

745
00:34:47.679 --> 00:34:50.599
care of civilians or women and children, and my husband

746
00:34:50.639 --> 00:34:51.679
father identity.

747
00:34:51.360 --> 00:34:53.320
Would would prioritize.

748
00:34:54.400 --> 00:34:57.400
We can find ourselves behaving in ways that we actually

749
00:34:57.440 --> 00:35:00.719
don't recognize or realize because we're bringing for an identity

750
00:35:00.760 --> 00:35:03.719
that we have but don't recognize what it's doing. So

751
00:35:03.760 --> 00:35:07.960
we've seen the negative consequences in these We've all seen

752
00:35:07.960 --> 00:35:10.840
the story where the sports fan, the the ultra uber

753
00:35:10.880 --> 00:35:13.920
sports fan beats the crap out of another sports fan, okay,

754
00:35:13.639 --> 00:35:15.760
and they're in they're in the in front of the

755
00:35:15.800 --> 00:35:17.599
judge and they're like, you know, the judges like, what

756
00:35:17.599 --> 00:35:19.360
were you thinking? And the guys like, I don't know

757
00:35:19.360 --> 00:35:21.360
what I was thinking, you know, because the guy was

758
00:35:21.480 --> 00:35:25.440
in fact behaving towards an identity without recognizing it. Now,

759
00:35:25.440 --> 00:35:30.199
if that person had invoked and had the wherewithal to

760
00:35:30.280 --> 00:35:34.800
invoke some other identities maybe professional businessman or or family man,

761
00:35:36.119 --> 00:35:38.960
that behavior would have would have subsided. But all this

762
00:35:39.039 --> 00:35:41.559
to say is our identities are driving us at all times,

763
00:35:41.639 --> 00:35:44.639
especially during uncertainy, challenge stress. We can again, with our

764
00:35:44.639 --> 00:35:49.599
frontal lobe engaged, we can pick and choose which identities

765
00:35:49.760 --> 00:35:52.000
should be prioritized in the moment and what's the.

766
00:35:51.920 --> 00:35:53.679
Most useful and what's not the most useful.

767
00:35:53.719 --> 00:35:57.679
So so really the act of understanding these identities, these

768
00:35:57.719 --> 00:35:59.920
i ams and getting a list going of what however

769
00:36:00.039 --> 00:36:03.079
many i ams you have, it starts to really illuminate

770
00:36:03.320 --> 00:36:05.719
how and why you perform and behave the way you do.

771
00:36:07.599 --> 00:36:09.519
I think that what you just share there about this

772
00:36:09.639 --> 00:36:13.800
the the maniacal sports fan is really really compelling. That's

773
00:36:13.840 --> 00:36:16.679
that's so well explained and situated. Makes so much more

774
00:36:16.719 --> 00:36:20.480
sense to me. Now, okay, so the last element of

775
00:36:20.519 --> 00:36:23.960
the model, it speaks to objectives, and I really like, again,

776
00:36:24.000 --> 00:36:26.559
your language is so crisp you talk about really that's

777
00:36:26.840 --> 00:36:29.280
your objectives? Are your purpose made tangible?

778
00:36:29.559 --> 00:36:29.800
Yeah?

779
00:36:29.880 --> 00:36:32.360
Yeah, it's it's probably the it's probably the quickest, most

780
00:36:32.400 --> 00:36:35.519
simple one, that is, we can't, we can't. You know,

781
00:36:35.760 --> 00:36:40.519
Masters of uncertainty don't kind of align themselves to vague purposes.

782
00:36:40.639 --> 00:36:44.639
They anchor themselves to concrete objectives. When I was a

783
00:36:44.639 --> 00:36:47.760
young young man, you know, in my teens in high school,

784
00:36:47.840 --> 00:36:50.199
I wanted to be a I want to serve my country.

785
00:36:50.239 --> 00:36:52.320
I wanted to be a warrior. I wanted to do good.

786
00:36:52.360 --> 00:36:55.239
I wanted to be special, you know, and and and

787
00:36:55.320 --> 00:36:58.559
be part of something special and unique. That was a purpose. Right,

788
00:36:58.719 --> 00:37:01.280
it became anchored when I side to become a Navy seal.

789
00:37:01.920 --> 00:37:04.679
And an anchored purpose, an anchored objective is something you

790
00:37:04.679 --> 00:37:08.159
can begin to dpo and shift horizons inside of and

791
00:37:08.400 --> 00:37:10.639
start moving towards. So all this to say is we

792
00:37:11.119 --> 00:37:13.559
want to make sure we're anchoring ourselves to objectives because

793
00:37:13.559 --> 00:37:17.719
these objectives are also driving us in uncertainty, challenges, stress.

794
00:37:18.719 --> 00:37:20.599
Fantastic, and that brings us to where I want to

795
00:37:20.599 --> 00:37:22.559
get to with how we can use this stuff to

796
00:37:22.599 --> 00:37:26.599
really develop productive, high performance teams. And I want to

797
00:37:26.599 --> 00:37:28.719
first start by saying that one of the things you

798
00:37:28.760 --> 00:37:31.199
say in the book is you say a key reason

799
00:37:31.239 --> 00:37:34.000
that many teams remain stuck in mediocrity is they're fail

800
00:37:34.119 --> 00:37:37.840
to account for uncertainty. So if we can just start

801
00:37:37.840 --> 00:37:40.599
by situating, you know how we can step into the

802
00:37:40.599 --> 00:37:44.119
world of building great teams using your framework, your model.

803
00:37:44.320 --> 00:37:47.639
Yeah, well, the reason is because we have teams, and

804
00:37:47.679 --> 00:37:50.440
we have high performing teams. A team is simply defined

805
00:37:50.480 --> 00:37:52.719
as any group of two or more people working together

806
00:37:52.719 --> 00:37:54.599
towards a common goal or objective.

807
00:37:54.599 --> 00:37:55.199
That's a team.

808
00:37:55.639 --> 00:37:57.480
A high performing team is any group of two or

809
00:37:57.559 --> 00:38:00.440
more people working towards a common goal or objective that

810
00:38:00.480 --> 00:38:02.960
perform not only when things are going great, but also

811
00:38:02.960 --> 00:38:04.880
when things are not going great. This is the biggest,

812
00:38:05.000 --> 00:38:09.039
most distinguishing factor to a regular team team. And so

813
00:38:09.199 --> 00:38:12.079
the way we perform when things aren't going great is

814
00:38:12.119 --> 00:38:14.719
we have to task organize ourselves in a very specific way,

815
00:38:14.719 --> 00:38:17.320
and we have to knowse things about each other and

816
00:38:17.360 --> 00:38:19.599
build trust with each other so that we can effect

817
00:38:19.840 --> 00:38:23.280
navigate these times and begin to perform. So the very

818
00:38:23.320 --> 00:38:26.239
first and probably the most important model is this idea

819
00:38:26.320 --> 00:38:31.360
of dynamic subordination. What dynamic subordination is, it's a way

820
00:38:31.760 --> 00:38:33.840
if you were think of it as a visual thing.

821
00:38:33.840 --> 00:38:35.599
It's not the pyramid, it's not the flat Line's not

822
00:38:35.639 --> 00:38:37.880
even the upside down pyramid. It's kind of a blob.

823
00:38:38.079 --> 00:38:42.039
And what dynamics subordination implies as a team understands that

824
00:38:42.199 --> 00:38:44.880
challenges and issues can come from any angle, at any moment,

825
00:38:45.239 --> 00:38:47.599
and when one does, the person who's closest to the

826
00:38:47.599 --> 00:38:50.480
most capable immediately steps up and takes lead, and everybody

827
00:38:50.519 --> 00:38:53.199
follows and supports, and the environment shifts and someone else

828
00:38:53.199 --> 00:38:55.000
steps up, and you know, I was an officer of

829
00:38:55.039 --> 00:38:57.280
the Seal Teams. I went on hundreds of combat missions.

830
00:38:57.280 --> 00:38:59.480
I was in charge of every single one. It did

831
00:38:59.480 --> 00:39:01.599
not mean was always being supported. In fact, most of

832
00:39:01.599 --> 00:39:03.320
the time was the opposite. I was supporting other people,

833
00:39:03.320 --> 00:39:05.800
whether it was my sniper's, my preachers, my assauliers. Sometimes

834
00:39:05.800 --> 00:39:07.639
the environment shift and they'd be in support of me.

835
00:39:08.199 --> 00:39:11.559
But all this tells us is something extremely important, and

836
00:39:11.760 --> 00:39:15.800
is that our position on our job on a team

837
00:39:15.960 --> 00:39:18.559
has nothing to do with our rank and hierarchy. It

838
00:39:18.559 --> 00:39:20.159
has everything to do with what we are there to

839
00:39:20.239 --> 00:39:23.079
contribute to a team. And if we are leaders or

840
00:39:23.119 --> 00:39:26.440
want to be leaders of a team, it's our responsibility

841
00:39:26.480 --> 00:39:29.400
to create that dynamic, the subordinating environment. One of the

842
00:39:29.400 --> 00:39:31.039
ways we do that is we have to understand each

843
00:39:31.039 --> 00:39:35.440
other's attributesse these attributes mesh together very well. The high

844
00:39:35.440 --> 00:39:38.400
patience person and a low patience person mesh very well

845
00:39:38.400 --> 00:39:39.639
on a team. My wife and I are like this.

846
00:39:39.679 --> 00:39:42.199
We've been married twenty four years. She's low patients. I'm

847
00:39:42.199 --> 00:39:46.039
a high patience. Now, when in an environment where patience

848
00:39:46.079 --> 00:39:49.119
is required, I step up. An environment where impatients required,

849
00:39:49.199 --> 00:39:52.360
she steps up. Her impatience has prevented me from sometimes

850
00:39:52.440 --> 00:39:55.599
taking too long or procrastinating. My patience has sometimes prevented

851
00:39:55.639 --> 00:39:57.840
her from making too quick of a decision or moving

852
00:39:57.880 --> 00:40:00.960
too rapidly. So these attributes line up. Then we also

853
00:40:01.000 --> 00:40:03.519
have to start building trust. We have to build trust

854
00:40:03.639 --> 00:40:05.920
amongst each other, and we have to do that through

855
00:40:05.920 --> 00:40:08.079
the way we behave with each other. So now we

856
00:40:08.079 --> 00:40:09.880
can get into trust. But I'll stop there because I

857
00:40:09.920 --> 00:40:11.639
know I've been ranting a little bit.

858
00:40:11.519 --> 00:40:14.320
So I know it's fantastic. I think that this idea

859
00:40:14.360 --> 00:40:19.440
of dynamics subordination in teams energy is an incredible concept

860
00:40:19.480 --> 00:40:21.599
and it's somebody who also has ought to elevate leaders.

861
00:40:21.639 --> 00:40:27.360
I think it's just it's just really really exciting, powerful

862
00:40:27.400 --> 00:40:30.599
and I see how it really changes the whole outcome

863
00:40:30.639 --> 00:40:32.480
in terms of results, and I like how you talk

864
00:40:32.519 --> 00:40:36.280
about it. This very fluid transition keeps the team agile,

865
00:40:36.519 --> 00:40:40.199
always putting its best foot forward, that collective expertise comes together,

866
00:40:40.320 --> 00:40:44.920
and who's the leader has orchestrated the environment for this

867
00:40:45.000 --> 00:40:47.400
to happen, and I want to celebrate that that as

868
00:40:47.440 --> 00:40:49.800
a possibility. In today's world, I see so much still

869
00:40:49.880 --> 00:40:53.000
command and control stuff going on, a lot of bureaucracy

870
00:40:53.039 --> 00:40:55.679
stuff that's holding organizations back and the people that are

871
00:40:55.679 --> 00:40:58.159
in them that are starving to give their best. So

872
00:40:58.239 --> 00:41:00.599
I think that this concept for me just really one

873
00:41:00.679 --> 00:41:03.440
of the most powerful things that you have in your

874
00:41:03.440 --> 00:41:06.440
book in relation to the world of business and teams

875
00:41:06.480 --> 00:41:07.480
inside organizations.

876
00:41:07.840 --> 00:41:10.280
Yeah, and and it's funny it came from this idea.

877
00:41:10.480 --> 00:41:12.920
Obviously the military was the background. But but in the

878
00:41:13.079 --> 00:41:15.719
in the early days of military maneuvers, it was it

879
00:41:15.760 --> 00:41:17.519
was very I say you do. You had you had

880
00:41:17.559 --> 00:41:20.239
lines that stood across from each other in big, big

881
00:41:20.280 --> 00:41:23.800
open fields, marching forward and shooting each other. And then

882
00:41:23.880 --> 00:41:27.360
as the well, certainly the Revolutionary War, the the early

883
00:41:27.840 --> 00:41:31.360
patriots began to to uh hide and run around and

884
00:41:31.679 --> 00:41:35.400
began what what eventually would become asymmetric warfare where there

885
00:41:35.440 --> 00:41:39.239
was no or no lines, and and and the the

886
00:41:39.239 --> 00:41:42.440
the the battlefield is blurred in terms of who and

887
00:41:42.480 --> 00:41:45.960
where the enemy and the other people were. In those environments,

888
00:41:46.519 --> 00:41:50.760
a leader cannot expect to maintain a pyramid style of

889
00:41:50.800 --> 00:41:53.559
I say you do, because you don't have visibility on

890
00:41:53.639 --> 00:41:58.840
where in fact the primary problem is. And so dynamics

891
00:41:58.840 --> 00:42:02.239
of ordination allows for an organization to.

892
00:42:01.920 --> 00:42:04.000
Put forth its best foot.

893
00:42:03.920 --> 00:42:06.400
As close to the problem as possible and where the

894
00:42:06.480 --> 00:42:09.119
where the nodes are actually there and and then and

895
00:42:09.159 --> 00:42:12.000
then report back. But but in uncertainty, what's happening is

896
00:42:12.039 --> 00:42:16.320
that that that node, that's that's that's forward, that's serving

897
00:42:16.360 --> 00:42:19.440
the that's that's being supported. That's that node is setting

898
00:42:19.440 --> 00:42:21.920
the first horizon, and then everybody moves to that as

899
00:42:21.960 --> 00:42:24.000
soon as as soon as that's that's done, then some

900
00:42:24.039 --> 00:42:26.840
new data may present itself and another node may step forward.

901
00:42:26.880 --> 00:42:30.360
But this is how we as teams can manipulate and

902
00:42:30.400 --> 00:42:34.559
manage uncertainty in in a team environment. And we're just

903
00:42:34.639 --> 00:42:37.599
making sure everybody is actualized to put their best foot forward.

904
00:42:38.559 --> 00:42:41.239
I mean, it's so simple. I mean we don't if

905
00:42:41.320 --> 00:42:44.559
we if we ask a human being to do everything

906
00:42:44.639 --> 00:42:48.079
with your nose and leave every part of our body out,

907
00:42:48.079 --> 00:42:50.559
we we it wouldn't work. I mean, we have every

908
00:42:50.599 --> 00:42:54.440
part of our bodies is fulfilling a role in our hands,

909
00:42:54.480 --> 00:42:59.000
are are are our feet or whatever, our nose, our eyes,

910
00:42:59.039 --> 00:43:01.320
you know. But but we have to make sure that

911
00:43:01.400 --> 00:43:04.880
we are putting forth the best node and allowing that

912
00:43:04.920 --> 00:43:12.079
node to kind of prosper and be supported, and then

913
00:43:12.199 --> 00:43:14.519
of course being willing to shift back and be in

914
00:43:14.559 --> 00:43:16.599
support when the environment changes.

915
00:43:18.079 --> 00:43:21.639
This just came to me Obviously we're talking about many

916
00:43:21.679 --> 00:43:25.280
minimal levels beyond this, but there's a strong undercurrent and

917
00:43:25.360 --> 00:43:30.639
element that this dynamics subordination is very much just it's

918
00:43:30.679 --> 00:43:36.159
like improv which does really still it also embodies the

919
00:43:36.239 --> 00:43:38.760
four key areas that you have to focus on to

920
00:43:38.760 --> 00:43:40.639
actually get the things started, which is in your book,

921
00:43:40.679 --> 00:43:42.800
and you already mentioned that you have to build trust,

922
00:43:43.280 --> 00:43:47.320
to establish communication, be vulnerable, and then create low risk

923
00:43:47.360 --> 00:43:50.360
opportunities for practice. So I would love for you to

924
00:43:50.360 --> 00:43:52.039
speak a little bit high level to those because so

925
00:43:52.079 --> 00:43:53.440
there's two of the things I want to get out

926
00:43:53.480 --> 00:43:55.800
of you before we get off air. But for us

927
00:43:55.800 --> 00:44:00.679
to put dynamic subordination into movement, you need those more pieces.

928
00:44:00.960 --> 00:44:03.920
Yeah, well, I'll go through a real briefly. And trust

929
00:44:03.960 --> 00:44:05.880
is such a huge topic. We could spend an hour

930
00:44:05.880 --> 00:44:08.039
on trust alone. But obviously the one thing I want

931
00:44:08.079 --> 00:44:10.639
people to understand about trust is trust is about behaviors.

932
00:44:11.440 --> 00:44:13.360
In other words, we have to behave in us and

933
00:44:13.360 --> 00:44:16.679
it's reciprocal. Okay, we behave in a certain way to

934
00:44:16.760 --> 00:44:19.360
allow someone to trust us. You can't make anybody trust you.

935
00:44:19.400 --> 00:44:20.679
All you can do is behave in a way that

936
00:44:20.719 --> 00:44:23.920
allows them to form a belief a decision to trust you.

937
00:44:23.960 --> 00:44:26.000
So it's all about us going first. This nonsense about

938
00:44:26.000 --> 00:44:27.920
people coming in so I'll trust them when they prove

939
00:44:27.960 --> 00:44:29.800
it to me. No, no, no, we have to go first,

940
00:44:29.800 --> 00:44:31.880
and every high performing team we go first with our

941
00:44:31.880 --> 00:44:34.440
trust behaviors. That allows for people to trust us and

942
00:44:34.480 --> 00:44:38.480
it's reciprocated. So that's trust. Communication. I mean communication has

943
00:44:38.519 --> 00:44:41.360
to be abundant and purposeful. And by the end, those

944
00:44:41.400 --> 00:44:44.719
two words are very very specific, abundant and purposeful because

945
00:44:45.039 --> 00:44:47.599
because for me, as a ground force commander, in other words,

946
00:44:47.639 --> 00:44:51.360
I'm charge of the entire mission to spew every single

947
00:44:51.440 --> 00:44:53.719
bit of information I'm getting to the operator who's kicking

948
00:44:53.719 --> 00:44:56.400
the door right now is not purposeful. I need to

949
00:44:56.400 --> 00:44:58.960
make sure that he has every piece of information he

950
00:44:59.039 --> 00:45:01.800
needs in the moment and overwhelm him. So it's not

951
00:45:01.880 --> 00:45:06.559
about giving everybody everything. It's about being purposeful with everything

952
00:45:06.599 --> 00:45:09.639
that someone needs to need and needs to understand and

953
00:45:09.679 --> 00:45:11.760
being abundant with it. And that's how you know the

954
00:45:11.800 --> 00:45:15.400
information is never silent. Vulnerability is about wearing everything on

955
00:45:15.440 --> 00:45:17.920
our sleeves. My strengths in my weekness is our all

956
00:45:18.039 --> 00:45:20.400
my sleeps, so my teammates can know exactly when I'm

957
00:45:20.400 --> 00:45:21.920
going to be stepping up to support them, and they

958
00:45:21.920 --> 00:45:23.400
know exactly when they're going to be steping up.

959
00:45:23.320 --> 00:45:25.159
To support me. It's absolutely critical.

960
00:45:25.360 --> 00:45:27.760
And by the way, it also builds trust and then

961
00:45:27.800 --> 00:45:31.440
low risk opportunities for practice just means as teams. First

962
00:45:31.440 --> 00:45:34.920
of all, we all have levels of uncertainty every day

963
00:45:34.960 --> 00:45:36.840
in our lives. With our teams. We can use those

964
00:45:36.880 --> 00:45:42.079
what I call minor little tragedies to practice this stuff

965
00:45:42.519 --> 00:45:45.039
as teams. So when the big stuff hits, we're actually

966
00:45:45.360 --> 00:45:50.599
reversed in it. But if we focus on and start

967
00:45:50.679 --> 00:45:52.880
to highlight some of these lower, lower risk things that

968
00:45:52.880 --> 00:45:55.199
happen every day on a daily or weekly basis, we

969
00:45:55.280 --> 00:45:58.679
can then think about how we're behaving as a team

970
00:45:58.840 --> 00:46:01.239
and begin to actually you get better and better at it.

971
00:46:02.039 --> 00:46:04.119
Yeah, and then it sort of takes into account and

972
00:46:04.599 --> 00:46:06.760
puts into motion at a previous topic we had on

973
00:46:06.760 --> 00:46:09.719
this podcast, which is about now we've set momentum in place, right,

974
00:46:09.719 --> 00:46:13.960
so you've really started to activate momentum. Okay, so we're

975
00:46:14.000 --> 00:46:16.280
coming to a close here. I want to finish up

976
00:46:16.280 --> 00:46:18.000
here with this idea that one of the things that

977
00:46:18.039 --> 00:46:20.079
you've said is that in order for this to work

978
00:46:20.119 --> 00:46:22.039
in order for us to be able to situate this

979
00:46:22.119 --> 00:46:26.039
idea of dynamic subordination, we have to be able to

980
00:46:26.039 --> 00:46:28.360
live in that space of vulnerability such that we know

981
00:46:28.440 --> 00:46:31.719
the whole teams, that their strengths and their weaknesses, and

982
00:46:32.000 --> 00:46:35.199
that you, as the leader especially, have to really model

983
00:46:35.320 --> 00:46:38.320
vulnerability and go first. So if we could finish this

984
00:46:38.400 --> 00:46:40.719
part of the conversation with sharing a bit about just

985
00:46:41.000 --> 00:46:43.920
the power of vulnerability and why it's so important, well.

986
00:46:43.840 --> 00:46:44.840
Yes, and now we'll just start.

987
00:46:45.239 --> 00:46:47.880
First of all, let me just start by saying, leaders,

988
00:46:48.159 --> 00:46:50.920
there's a difference between being a charge and being a leader. Okay,

989
00:46:50.960 --> 00:46:53.480
one is a position, one is a behavior. Yeah, we

990
00:46:53.519 --> 00:46:55.440
don't get to self designate. We don't get to call

991
00:46:55.440 --> 00:46:58.440
ourselves leaders. That's like calling yourself good looking or funny. Okay,

992
00:46:58.480 --> 00:47:01.320
other people whether or not you are someone they want

993
00:47:01.360 --> 00:47:04.000
to follow based on the way you behave. I had

994
00:47:04.039 --> 00:47:06.320
sometimes some cases in the military if there'd be someone

995
00:47:06.320 --> 00:47:08.400
in a higher cryical position above me, and I'd look

996
00:47:08.400 --> 00:47:10.840
at that person, I say, I wouldn't allow that person anywhere. Meanwhile,

997
00:47:10.840 --> 00:47:12.639
there'd be someone over here to my right who had

998
00:47:12.639 --> 00:47:14.519
no higher copal position whatsoever. I'd be like, I would

999
00:47:14.960 --> 00:47:16.559
follow that person to helen back. And it's because of

1000
00:47:16.599 --> 00:47:18.920
the way we behave. So so if we want to

1001
00:47:18.960 --> 00:47:21.480
be leaders, we have to behave like leaders. And part

1002
00:47:21.519 --> 00:47:22.960
of the thing we have to do is we have

1003
00:47:23.000 --> 00:47:25.360
to first model the behavior we want to see more

1004
00:47:25.400 --> 00:47:27.840
of and then reward the behavior we want to see

1005
00:47:27.840 --> 00:47:30.400
more of. So we have to go first. That's being vulnerable.

1006
00:47:30.440 --> 00:47:32.800
We go first. If we want more empathy in our team,

1007
00:47:32.800 --> 00:47:34.800
we have to show empathy, and we have to reward

1008
00:47:34.840 --> 00:47:36.920
empathy if we want more whatever you name it.

1009
00:47:37.199 --> 00:47:38.760
And so all of this has to.

1010
00:47:38.679 --> 00:47:41.960
Do with modeling and rewarding and going and being vulnerable

1011
00:47:41.960 --> 00:47:44.119
that way, and that way we can set an example

1012
00:47:44.880 --> 00:47:47.840
of how to behave in a team. And that's the

1013
00:47:48.239 --> 00:47:50.599
if there's one message for any of us. And by

1014
00:47:50.639 --> 00:47:53.840
the way, in the dynamics of ordination environment, everybody has

1015
00:47:53.880 --> 00:47:55.920
a chance to be a leader, you know, depending on

1016
00:47:55.960 --> 00:47:58.719
the and and we as the as the people in charge,

1017
00:47:58.760 --> 00:48:00.000
as the leaders we want to be, have to say

1018
00:48:00.079 --> 00:48:01.960
set that stage. We have to make sure everybody is

1019
00:48:02.000 --> 00:48:05.480
empowered and feels ready to step up, because if we

1020
00:48:05.519 --> 00:48:07.480
don't do that, they're going to be looking back for decisions.

1021
00:48:07.559 --> 00:48:11.519
And that's yeah, an excellent point well, it goes by

1022
00:48:11.559 --> 00:48:13.599
so fast, Rishie, We've got a delight to talk with.

1023
00:48:13.639 --> 00:48:15.079
I want to give you the chance to close the

1024
00:48:15.079 --> 00:48:17.360
conversation with how you like, what would you like leave

1025
00:48:17.360 --> 00:48:19.159
our listeners and viewers with around the world.

1026
00:48:19.719 --> 00:48:21.320
All I will say is this. So the reason why

1027
00:48:21.320 --> 00:48:24.199
this stuff drives me is twofold. First, it will allow

1028
00:48:24.360 --> 00:48:27.679
people to deal with uncertainty when it happens inevitably and

1029
00:48:27.719 --> 00:48:30.199
we don't predict it that always happens. We're always going

1030
00:48:30.239 --> 00:48:32.679
to have uncertainly happens without warning. We want to be

1031
00:48:32.679 --> 00:48:35.199
able to step more confidently into it. But more important,

1032
00:48:35.280 --> 00:48:36.960
the more exciting thing for me is if you get

1033
00:48:36.960 --> 00:48:40.719
really good at this, you begin to deliberately step into uncertainty.

1034
00:48:41.000 --> 00:48:42.719
And that is where all of our growth, all of

1035
00:48:42.760 --> 00:48:44.880
our evolution, and all of our discovery lives. And so

1036
00:48:44.960 --> 00:48:48.840
we as human beings going to have a really wonderful, energetic,

1037
00:48:50.320 --> 00:48:53.840
rich life and we can explore our potential constantly if

1038
00:48:53.880 --> 00:48:56.840
we just understand how it can more effectively deliberately step

1039
00:48:56.840 --> 00:48:59.480
into uncertainty out of our comfort zone. That's where our

1040
00:48:59.519 --> 00:48:59.920
potential is.

1041
00:49:01.320 --> 00:49:03.920
Fantastic way to finish rich. I am so grateful to

1042
00:49:04.039 --> 00:49:06.280
know you that you've stepped into my path. I got

1043
00:49:06.280 --> 00:49:08.400
to read your book to be educated by it, by it,

1044
00:49:08.440 --> 00:49:10.280
to be inspired by it. I'm here sharing with my

1045
00:49:10.320 --> 00:49:13.559
listeners around the globe. Thank you for being on the program.

1046
00:49:13.840 --> 00:49:15.199
Thank you for having me. It's been a pleasure.

1047
00:49:16.119 --> 00:49:17.880
Listeners and viewers. You are going to want to learn

1048
00:49:17.880 --> 00:49:19.639
more about rich to Vinni, the work he does at

1049
00:49:19.679 --> 00:49:22.800
the Attributes and is speaking in his latest book. Visit

1050
00:49:23.039 --> 00:49:25.639
the Attributes dot com. Let me spell that for you.

1051
00:49:25.719 --> 00:49:28.639
So the t h E Attributes is a T t

1052
00:49:29.119 --> 00:49:32.679
R I b E t E s the attributes dot Com.

1053
00:49:33.280 --> 00:49:34.880
Last week, if you missed the live show, you can

1054
00:49:34.880 --> 00:49:36.960
always catch it be a recorded podcast. We were on

1055
00:49:37.000 --> 00:49:40.000
air with Melissa Swift, the author of work Here Now,

1056
00:49:40.199 --> 00:49:43.400
Think like a Human and build a powerhouse workplace. She

1057
00:49:43.480 --> 00:49:46.320
really helped us give us language and thus capacity to

1058
00:49:46.360 --> 00:49:48.880
better understand the aspects of where work is not working

1059
00:49:48.920 --> 00:49:51.599
for people and what organizations can do to address the

1060
00:49:51.639 --> 00:49:54.880
issue of today's times. Next week, we'll be on air

1061
00:49:54.920 --> 00:49:57.800
with Mitchell Leevy talking about the work he's doing to

1062
00:49:57.840 --> 00:50:01.199
help leaders formulate how they first execute their purpose and

1063
00:50:01.239 --> 00:50:05.039
then execute abundance. See you then, and together let's lean

1064
00:50:05.079 --> 00:50:07.599
in and learn together how to make workplaces that work

1065
00:50:07.639 --> 00:50:09.639
for everyone and find ways to do business in a

1066
00:50:09.639 --> 00:50:11.880
way that betters the world. That's work on Purpose.

1067
00:50:14.199 --> 00:50:17.800
We hope you've enjoyed this week's program. Be sure to

1068
00:50:17.840 --> 00:50:21.480
tune into Working on Purpose featuring your host, doctor Elise Cortes,

1069
00:50:21.599 --> 00:50:24.920
each week on W four CY. Together, we'll create a

1070
00:50:24.960 --> 00:50:29.599
world where business operates conscientiously. Leadership inspires and passion performance

1071
00:50:29.679 --> 00:50:32.440
and employees are fulfilled in work that provides the meaning

1072
00:50:32.480 --> 00:50:36.280
and purpose they crave. See you there, Let's work on Purpose.