Aug. 28, 2024

Outsmarting Burnout: Building Resilience for a Purpose-Driven Life

Outsmarting Burnout: Building Resilience for a Purpose-Driven Life

By cultivating resilience—a blend of behaviors that fuel our ability to persist and thrive through adversity—we can protect ourselves and our teams from burnout's stealthy grip. In this episode, we explore how resilience, both individually and within...

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By cultivating resilience—a blend of behaviors that fuel our ability to persist and thrive through adversity—we can protect ourselves and our teams from burnout's stealthy grip. In this episode, we explore how resilience, both individually and within organizations, is the key to sustaining purpose-driven work. Learn how to create a robust plan that fosters resilience, guards against burnout, and ensures lasting health and high performance for yourself and your team.

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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WEBVTT

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The topics and opinions express in the following show are

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solely those of the hosts and their guests, and not

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

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be directed to those show hosts. Thank you for choosing

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W FOURCY Radio.

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

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answer to this question. People ache for meaning and purpose

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at work, to contribute their talents passionately and know their

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lives really matter. They crave being part of an organization

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that inspires them and helps them grow into realizing their

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highest potential. Business can be such a force for good

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

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guidance and inspiration to help usher in this world we

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

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Release Cortez.

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Welcome back to the Working in a Purpose Program. Thanks

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for turning again this week. Great to have you. This

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show has been brought to you with passionate and price

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

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If you don't know, mean we've not met yet before.

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

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My team and I at gusto Now help companies to enliveen,

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and fortify their operations by building a culture and leadership

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activated by meaning and purpose our missions to help our

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clients create a destination workplace where people flock to join,

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are in truth of being motivated to perform at their best,

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congrown to the floor of potential, and are committed to

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

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to higher profits for you. You can learn more abo us

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and now we can work together at gastodashnow dot com

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or my personal website at Lascortes dot com. With us

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today is doctor Mahi Ellen Pelitier, who is a leadership psychologist,

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keynote speaker, executive coach, author and work workplace mental health expert.

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She helps professionals, leaders and teams around the world thrive

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in the face of challenges and change by translate in

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psychology research into practical and actionable strategies. She's the author

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of The Resilience Plan, a strategic approach to optimizing your

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work performance and mental health. She jo's her name from Canada,

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doctor Pier. Welcome to Working on Purpose.

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Ah Elise, thank you for having me. It's a pleasure

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to be here.

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It's wonderful to have you. I quite enjoyed your book

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and I've got several pearls that. Of course I didn't

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know that I needed to know. As I know that

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you're probably giggling at when I say that. I thought, I,

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you know, was on top of all this stuff is

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resilience stuff, but no much to learn.

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Always for all of us. It is a journey, right

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it is. And that's why I'm talking about making it

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a strategic plan, because just like any strategic plan, it

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evolves over time, right right.

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And so let's let's get into I always like to

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kind of understand, you know, I'm a meaning and purposecal

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there's a reason for that.

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I want to.

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Understand where your fascination with resilience came from. Why pursue

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this field?

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Yes, it's it came because individuals and organizations often wanted

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to start from a proactive perspective look at mental health, yes,

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and be reactive as appropriate. And there was an interest

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in but how can we get ahead of this, how

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can we increase our baseline?

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Where do we have agency?

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What do we know from research can actually make a

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difference in the see of all the recommendations we hear,

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and how do we implement any of these things in

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our lives. So it was from these kinds of questions

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and also just knowing the significant impact from research and

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best practice that these actions can have if we implement them.

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Mm hmmm.

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You know.

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One of the things I always appreciate about getting to

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do this program we call you mh from here after

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we call you myketing is I appreciate very much that

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I've been doing the show not and a half years,

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and I, as you know, I read my guest's books

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cover to cover and preparation for the show and to

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keep myself learning and growing and reaching and broadening my horizon.

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So I learned a lot. And I appreciate how you

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really boiled down this notion you say you can think

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about your overall resilience as a ratio of your supply

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versus your demands. That really helps bring it into perspective.

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Can you kind of layer that a little bit deeper

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for us?

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Yes, it is this particular component. I have to say,

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it is one of the components of the book that

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has resonated the fastest with the most people.

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And with the book.

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I have created worksheets that are in the book, but

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they're also free resources available. We'll have the link in

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the show notes if you want. But one of those is, yeah,

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how to explore your actual sources of supply and demand

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and what happens. Mostly, I got to this because so

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many people are accomplishing so much daily every day, and

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we get to point I say we because it also

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has included me. Over time, we get to a point

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where if we're asked, oh, what are the demands you're facing,

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we think about the top two or three things at

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work that are challenging. And if people are asking us

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what kinds of things bring you energy? You think about

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the things you do sometimes and which wish you do.

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You did more than this, but that's what you respond.

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What I'm saying is all of this is biased. We

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need a more realistic perspective. List all your demands, the

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positive and negative ones, the work and the personal ones list,

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then all your sources of supply, not the sources of

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supply you wish you had, Like I would love to

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go for a walk in the evening five days a week,

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but when's the last time you did this? Oh not

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in the past two months because it's been so busy. Well,

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then it does not go on the list. We tend

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to underestimate the demands we're facing and overestimate our sources

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of supply, and from this it puts.

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Us in a very biased position where.

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We think we don't need to do anything to nourish

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our resilience, right, you know.

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And it also just got present too. That's interesting here

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when you start using this idea of the energy, what

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replenishes your energy. Part of the reason that eye traffic

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in meaning and purpose, doctor Mahiaen, is that it is

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one of the simplest ways that I've learned to be

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able to help people learn to turn themselves on from

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the inside out. So if we look at meaning from

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the local therapeutic founday point, it breaks down to three sources,

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which are really what we pour ourselves into, which I

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call passion that's important to us that aligns with our values.

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Will talk about values the experiences that we take, our

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encounters that are meaningful and valuable to us, and then

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of course our mindset. And so just teaching people how

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to tap into you know, go just for a second

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and bring them a sunset if that's your jam, like

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it is for me. That's an experience, and that simple

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little act of plugging into nature in this way and

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being present it is a tremendous source of energy. And

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I think you would call that part of your supply.

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So we have an interesting sort of intersection in the

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work that we do, which I think is pretty fascinating.

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Yes, And I mean we're both listening to research also, right,

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so there is it's coming from a common source. And

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absolutely and this particular angle that you're bringing, this angle

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of meaning what we connect with, Yes, in what I

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brought in the book, it's making sure as you're planning

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your strategic resilience plan that you've reviewed your values. The

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same way that if we were to create a business

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strategy about a new product or service launch, we would

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want this to connect with the values of the organization. Okay,

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same thing here we're going to create that strategic resilience plan,

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we need to start from your values. And what's also

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connecting with what you were talking about just a moment ago,

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is the fact that in our personal strategic resilience plan,

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there will be strategic pillars, so directions where we want

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to invest further.

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For example, I might decide that, yeah, I've.

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Put most of my energy in work and I'd love

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to have a bit more enjoyment in my life. So

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maybe there will be a pillar about what makes me happy,

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and in that pillar there may be actions like sunsets.

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Makes me happy.

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So what this means is, Okay, I need to keep

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an eye on when is the sun's setting. I kind

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of inside with the blinds closed and not realizing I

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need to plan for this moment, even if it takes

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two minutes. I need to prioritize it. And as I

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do this, I will enjoy it. And now I'm starting

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to build that sense that yes, I can take some

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of these actions that nourish my fulfillment, my happiness, and

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now I'm in motion.

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I did want to if you would, doctor Marie and

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talk a little bit about your this resiliency plan, this

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idea of actually developing a plan, what a concept. Ladies

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and gentlemen listening to this program, or watching this program,

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what a concept that you would actually strategize and make

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a plan for your resiliency. But that's exactly what doctor

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Marhi Eleen is putting forth. And and just if you

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would just put together some of those things. You did

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mention the pillars, but we also talked about values, but

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you also talked about context. So if you could just

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sort of sketch a little bit about kind of what

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what are the componenty aspects of this plan that people

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would want to consider.

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Yes, and I did this and this idea of being

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strategic about our resilience just because so many times I

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had people in my audiences or in my individual work

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say I know the things that would be great if

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I could implement them. I just can't get to implementing

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these things. And what it really looked like to me

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was that, yes, there needs to be a strategic approach

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to this, the same way that in business we would

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create a strategic plan just launch a new product.

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Because we had this idea. And as we're doing.

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A strategic plan in a business, we are looking, like

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we said, at our values and all, and we're looking

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at context. In a business context, we would be doing

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a swat analysis we would be looking at what forces

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are impacting this potential goal. That are internal sources of

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strengths and weaknesses and external the opportunities and threats. And

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so I just extracted that tool as well and said, okay,

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wait on an individual perspective, it's not going to work

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if all we do is know my values and know

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that I want to exercise more and try to tell

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myself to make it happen. I need to be realistic.

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We all need to be realistic about our context right now.

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What forces are impacting my ability to increase resilience? From

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an internal perspective, so my natural strengths, what's naturally challenging

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for me, for example, having a tendency to say yes

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to everything as an example, and externally, what's going on

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for example, strength could be there is time there I

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live in an area where I could go out for

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a walk. Let's say I don't have to take a car,

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I can actually just walk. But a challenge maybe that

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the demands both from my personal life and my work

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life as such that it never happens.

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It's only once.

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You've seen this that you can create a plan. So,

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of course, for someone in this kind of situation, we're

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not going to say, well, from now on, you will

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go to the gym five times a week half an hour.

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It's not possible. It's not going to happen.

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Maybe over time, but immediately the context is not there.

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And all this will at this attempt will do is

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serve as another disappointment, another way that I'm not doing this.

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So if instead we have this kind of context, a

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possible pillar, let's say there is a health piller, physical

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health piller, a possible next action may be more like, well,

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I can actually download an app that I can do

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five minutes on once a week. M Now, you see,

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we're not going to change much from a physical health

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perspective with an app that I'm using five minutes once

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a week. But this is better than doing nothing. And

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what I'm starting to do now is build that sense

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of self efficacy. I can influence this. And now I'm

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feeling actually that sense. It feels positive, it feels like

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I might be able to do this over time. It

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feels like I might be able to influence other things

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over time. And now we're on a completely different path already.

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Mm hmm.

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Yeah, I really appreciate what you're saying. You know, one

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of the things that we tend to do is Okay, yes,

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I know I need to build this resilience plan. Let's

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just go gangbusters, and now we set ourselves up for

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complete and other failure. Now we feel bad about ourselves,

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and now we're just back in the slump. And so

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I really appreciate the idea of just taking these small

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little steps. And you even say in your book too,

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that everybody has sixty seconds. We can do a lot

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in sixty seconds, right, And so, of course, as somebody

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who stands up in terms of empowerment and and encouragement,

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I always want to be able to encourage people. If

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you're not doing something right, now just start the process.

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Yes, exactly, we need to start somewhere. And sometimes I've

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had clients say that sometimes it's a shift of how

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you think about it, because we know that, yes, from

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a physical health perspective, you would want to do say,

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half an hour of cardio, for example, And sometimes the

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thinking is, well, if I can't do half an hour,

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I will do nothing.

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I'll wait until I have half an hour.

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But now some of them, more than one actually came

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to me and said, what has shifted everything for them

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is they're not doing their five minute cardio for their

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physical health, They're doing it for their mental health, right,

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and that then completely makes sense. That is the reason,

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and it works and they are building from it, and

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then that's very good. Now we still know from research

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that yes, ideally, just as a side note, we do

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want a half hour. That's where we're going to get

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more of the benefits of the chemicals in the brain

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that are similar to antidepressants and all that.

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And to get there we need to start with five.

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Oh, I can appreciate this, Dr Mahie Helen. I broke

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my foot three months ago, so I'm on. I've been

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on scooter wrin crutches, and I'm very proud to say

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that today is the fourth day that I've been walking

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around the planet without crutches.

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Oh wonderful.

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So I have this whole new perspective on bilt feet

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and mobility and movement, and so just getting back to

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the gym has been amazing. I'm one of those kind

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of people that is really quite dangerous. After I've had

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a couple cups of coffee and all workout in the morning,

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you know I'm gonna blow your hair back, so look

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out it.

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Yes, well, that's a great combination. Sounds like it's it's

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working for you, it.

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Does for me. And you know the other thing that

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I definitely wanted to talk more about, and well, I

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think we'll go ahead and do this. We'll set it

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up now, but after the break is just the idea

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that not only is this idea of creating a strategic

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resilience plan excellent and important and critical for individuals, it's

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also really good business. So let's go ahead and we'll

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cover that after the rank. We'll take our first one.

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I'm your host, doctor Elise Cortees. We've got on the

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air with doctor Mahi Hemen Pettier, who is a leadership psychologist,

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keynote speaker, executive coach, author and workplace mental health expert.

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We've been talking a bit about where her interest with

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resilience came from, why it's critical today in our overworked times,

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over scheduled times. After the break, we're going to get

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into really how this is showing up as how businesses

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can implement a plan like this, and why it is

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good business. Stay with us, we'll be right back.

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Doctor Elise Cortes is a management consultant specializing in meaning

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and purpose an inspirational speaker and author. She helps companies

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visioneer for greater purpose among stakeholders and develop purpose inspired

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

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commitment within the workforce. To learn more or to invite

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a lease to speak to your organization, please visit her

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at elisecortes dot com. Let's talk about how to get

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your employees working on purpose. This is working on Purpose

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with doctor Elise Cortes. To reach our program today or

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to open a conversation with Elise, send an email to

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Elise A. L Se at elisecortes dot com. Now back

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to 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 at Least Cortes as

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I to decicated to help them create a world where

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people realize their potential at work and are led by

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inspirational leaders that help them find and contribute their greatness,

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and we do business at better in the world. I

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continue to research and write my own books, so my

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last one came out in March of twenty three. It's

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called The Great Revitalization. How activating meaning and purpose can

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radically in liven your business and I've wrote to help

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leaders understand the needs and wants of today's really discerning workforce.

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And then I offer twenty two best projects to help

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you build a culture to create that for them. You

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can learn more about it at a leascoretest dot com

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or on Amazon where they're listed if you're just joining us.

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My guest is doctor Mahie Elen Peltier, author of The

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Resilience Plan, a strategic approach to optimizing your work performance

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and mental health. So I love this idea most you know,

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as an organizational psychologist as well. Anything that in our

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realm where we get to talk about it's good for business,

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you know, kind of changes the conversation. So let's talk

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a little bit about how a resilience plan is good

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for business. And then I really want to get in

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to the topic of burnout, which is so prevalent today.

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Yes, burnout is.

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An occupational phenomenon as defined by the World Health Organization.

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Three main characteristics were exhausted, were cynical, and it's impacting

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our performance. And it is not a diagnosis itself, right,

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but it does lead can lead to diagnosis on the

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mental health side, anxiety and depression for example, and also

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on the physical health side, like high blood pressure and others.

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So and we are seeing an increase in a number

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of areas. Sometimes people will report they're feeling burnt out. Really,

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what they mean is that they are very exhausted. Even

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if they're not they don't have the three criteria yet

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it still very much needs attention and we are seeing

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very high rates of people reporting this. Now, the burnout

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piece is does not reside just with the individual or

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just with the organization. It is in the relationship. What

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that means is we would not want to say, well,

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someone's burnt out, it is a weakness that they have

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as a person, or someone has burned out. It's one

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hundred percent in the organization. It may or may not be,

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but very often it's in the relationship. And what this

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means is the workplace is a system. There is us

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as individuals, there is the team we're in, there is

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the overall organization, and there are often actions that can

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be taken at all these levels if we're going to

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improve this situation have better mental health and resilience.

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That was incredibly clear and lucid I was so beautiful. Well,

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let's talk a little bit about why this is good business.

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I mean when I don't have an hour few if

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you do either. But it would be interesting to think about,

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to say, the demands on the business in terms of

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what does it look like, how does it translate when

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resilience is absent? What does that? What do we see

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when resilience is absent?

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Yes, when I mean in general, for teams to perform well,

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they're going to need to be have clarity on goals

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and they're going to need to have psychological safety. And

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as we are building these two things, we will have

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more resilience the ability of the team to go through

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adversity as a team and come out even stronger. And

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a resilient team is not just a group of resilient people.

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It is the resiliency of the team itself as a

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group when it is not there. And that's going to

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be true for the organization as well, but specifically in

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a team context, which where most of us are operating in.

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A team that's not resilient will not work together. It's

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not going to be successful in achieving its goals, or

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as successful as it could be. Individuals within the team

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will work will protect themselves individually more than working together

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as a group. People will not communicate, especially newer members

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of this team will not talk, and so therefore we

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will not get great ideas, we will not identify problems

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before it become bigger, and so overall we're becoming more

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at risk. We will be less healthy, we will be

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less prepared for the next challenge that that we can take,

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and that creates all kinds of problems.

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And so interesting, as you were talking that, one of

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the things that I'm doing with organizations is helping to

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develop helping people to access and nurture their capacity to

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experience really higher the higher emotions male so we might

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call them the higher attitude will be values. He would

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have said, things like unity and things like that. And

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I'm really focused on helping people to experience more awe

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and wonder and passion, compassion, et cetera, you know, in

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their everyday in their aready lives, in order for them

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one to elevate that capacity for that that resilience, but

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also two to be able to more deeply explis meaning

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and purpose in their work too. It invariably helps them

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become more creative as they look for more ways to

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serve and create new product services for their customers. Because

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they have compassion for them. And then three to your

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last point, it helps them develop those higher pro social

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behaviors where they're wanting to help each other. So there's

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some just really interesting folks, And you're getting me excited about,

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you know, just seeing some of the crossover here on.

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It's just such a vitalizing way to live.

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Yes, very very much so. And we're seeing in the

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literature and in the practice, and you and I have

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seen it as well, really that creativity and resilience and

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psychological safety they go hand in hand.

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Yes, you know, you're going.

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To need creativity to get to even better levels of

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psychological safety, and you're going to need psychological safety in

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order to increase your creativity as well. And especially as

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we have even more presence from AI in the work

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we do and the needs to go through these societal

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changes in our work, we will want to approach these

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changes with a lot of communication, a lot of psychological safety,

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creativity as well, and so investing no matter which door

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we're using, we need all these pieces to go through

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this very large change that has started to appear for many,

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is not there for some and is very present for others.

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So we need to pay attention to the human side

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there for sure.

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That's kind of my thing, is it's all about doubling

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down on humanity and the age of technology. You know,

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obviously I'm a psychologists. I can't help it, you know, right,

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But that's what that's my lens. But part of that,

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you know, lens, of course, is I'm just so dazzled

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by just you know, the strength of our of our minds,

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of our thoughts. And you talk about cognitive behavior management

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in your in your work here, and one of the

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things that your mind is is we always have control

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over our thoughts, and we have to watch ourselves talk

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and watch for possible biases to make better decisions and choices.

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So can you talk a little bit about how we

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can need what is cognitive behavior management, how we can

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start to incorporate it into our resiliency plan.

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Yes.

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So, one of the theories in psychology that has been

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researched for decades is cognitive behavior theory, and it has

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led to the development of cognitive behavior therapy. Many may

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have heard of CBT okay, And at a high level,

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what this model reminds us is that as humans, we

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have thoughts, feelings, and behaviors and the ways we think

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will have a strong impact on how we feel and

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how we behave which most of the time works fine,

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no problem. But sometimes our thinking gets biased. We will

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tend to go tend to think in all or nothing

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type of ways. We will tend to minimize a problem

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or catastrophize another. There are many ways in which we're thinking,

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and that's normal. I happen to have it. I'm sure

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you do sometimes as well. But the key thing is

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that it's not because we have this thought that this

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is the reality.

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It's a thought we have.

467
00:25:08.440 --> 00:25:11.359
What we can do is question that thought or possibly

468
00:25:11.400 --> 00:25:16.599
consider thinking other thoughts so as it relates to our

469
00:25:16.680 --> 00:25:20.759
resilience to the very big demands we may be facing,

470
00:25:20.799 --> 00:25:23.519
the big changes that may be there now or may

471
00:25:23.559 --> 00:25:27.079
appear in the near future one example. And we could

472
00:25:27.119 --> 00:25:31.319
talk about this. There's many ramification to this overall piece there,

473
00:25:31.599 --> 00:25:36.359
but a short recommendation may be as simple as making

474
00:25:36.440 --> 00:25:41.440
sure we ask questions. For example, if we catch ourselves

475
00:25:41.519 --> 00:25:45.240
thinking in very rigid ways, asking ourselves what else could

476
00:25:45.279 --> 00:25:49.119
be going on? Or am I one hundred percent certain

477
00:25:49.519 --> 00:25:53.839
of this situation? Or you can even go into managing

478
00:25:53.920 --> 00:25:57.359
your thinking in planting some ways of thinking that might

479
00:25:57.400 --> 00:26:01.119
be more helpful, for example, deciding to day that for

480
00:26:01.240 --> 00:26:04.359
the next couple of months, when a large challenge shows up,

481
00:26:04.400 --> 00:26:07.319
you're gonna think and possibly say out loud, because then

482
00:26:07.359 --> 00:26:10.559
it may help others. Okay, we have no idea how

483
00:26:10.599 --> 00:26:13.039
to solve this right now, and we will find a

484
00:26:13.039 --> 00:26:17.240
solution could be as simple as this. And what we're

485
00:26:17.279 --> 00:26:19.359
doing there is we're just setting up the brain to

486
00:26:19.400 --> 00:26:20.480
go in that direction.

487
00:26:22.839 --> 00:26:25.759
It's so powerful. You know, it's funny. As you said that,

488
00:26:25.839 --> 00:26:28.720
I was just remembering. I'm taking singing classes. I have

489
00:26:28.759 --> 00:26:31.000
a vocal coach that I'm working with right now, and

490
00:26:31.240 --> 00:26:33.480
he's he's in Nashville and of course in Dallas who

491
00:26:33.519 --> 00:26:36.160
do this via zoom And he gives me the prompts

492
00:26:36.200 --> 00:26:38.640
and then, you know, I sing something and of course

493
00:26:38.680 --> 00:26:40.480
it's not right, and so then he gives me a

494
00:26:40.480 --> 00:26:42.880
correction and then he goes, you got this. He does

495
00:26:42.880 --> 00:26:46.039
this very this strong head nod, and it's just it

496
00:26:46.079 --> 00:26:48.960
communicates like, yeah, okay, he said I got it, So okay,

497
00:26:49.000 --> 00:26:51.640
I guess I got it. I'm doing it. But it's amazing,

498
00:26:52.240 --> 00:26:55.599
you know when you accept that, you know, in other words,

499
00:26:55.640 --> 00:26:58.880
I really want to emphasize and celebrate just how powerful

500
00:26:58.880 --> 00:27:02.880
the mind really is and your opportunity to really direct

501
00:27:02.880 --> 00:27:04.559
it in a way that's going to serve you and

502
00:27:04.599 --> 00:27:05.960
work for you, not against you.

503
00:27:06.680 --> 00:27:09.960
Agreed, And in the beautiful example you gave just now,

504
00:27:10.240 --> 00:27:13.720
part of what happens is when he says you've got this,

505
00:27:14.039 --> 00:27:15.920
he's basically planting the thought in your head.

506
00:27:16.279 --> 00:27:18.000
I know, it's so beautiful. I told you that's what

507
00:27:18.000 --> 00:27:19.440
That was the connection that I got when you said,

508
00:27:19.440 --> 00:27:21.960
I'm like, all right, that's exactly what he's doing and

509
00:27:22.240 --> 00:27:23.960
it was beautiful.

510
00:27:24.440 --> 00:27:26.880
But here's another piece to this that connects with our

511
00:27:26.960 --> 00:27:28.920
conversation is that it.

512
00:27:28.960 --> 00:27:30.599
Works because you trust.

513
00:27:30.319 --> 00:27:34.240
Him, and if it's not, even if he said that,

514
00:27:34.279 --> 00:27:37.039
you'd be like, you know, no, it's not gonna work.

515
00:27:37.480 --> 00:27:37.599
Right.

516
00:27:38.039 --> 00:27:41.359
But the same thing applies in our workplaces. If we're

517
00:27:41.400 --> 00:27:45.200
going to be a colleague that others trust, if we're

518
00:27:45.240 --> 00:27:48.039
going to be a leaders that is trusted by our

519
00:27:48.160 --> 00:27:51.720
peers and people in our teams, then part of what

520
00:27:51.960 --> 00:27:55.720
we need to invest in to increase our overall resilience

521
00:27:55.839 --> 00:28:00.000
as a team and as an organization is increasing that trust.

522
00:28:00.759 --> 00:28:02.640
So how do we do this well?

523
00:28:02.680 --> 00:28:05.519
In part the good old ways, just like we do

524
00:28:05.640 --> 00:28:10.559
with friends and partners, say what you do and do

525
00:28:10.599 --> 00:28:13.519
what you say, so you increase that connection over time

526
00:28:13.559 --> 00:28:17.039
between the two. But there are fascinating pieces of research.

527
00:28:17.119 --> 00:28:19.400
One of them recently, I was looking at is where

528
00:28:20.039 --> 00:28:23.440
and they were asking they were comparing behaviors from leaders.

529
00:28:23.799 --> 00:28:26.319
So would you get more trust out of.

530
00:28:27.519 --> 00:28:31.720
Asking team members to share feedback about your leadership style

531
00:28:32.359 --> 00:28:37.279
or by telling your team members the constructive feedback you're

532
00:28:37.319 --> 00:28:41.680
working on these things? And people will say, well, maybe both, right,

533
00:28:41.720 --> 00:28:44.920
they both sound good in that particular piece of research,

534
00:28:44.960 --> 00:28:47.559
and that's from Adam Grant and one of his collaborators.

535
00:28:48.799 --> 00:28:53.240
What the observed was that actually, just be sharing constructive

536
00:28:53.240 --> 00:28:55.960
feedback you're working on was the most powerful way. It

537
00:28:56.000 --> 00:29:01.319
does connect with the conversations we're hearing a lot about uh,

538
00:29:01.400 --> 00:29:06.440
sharing vulnerability and showing humanity and all these pieces. But

539
00:29:06.559 --> 00:29:09.920
part of the reason they suspected the first option did

540
00:29:10.000 --> 00:29:12.960
not work so well is that sometimes leaders tend to

541
00:29:13.000 --> 00:29:15.839
be defensive. So yes, you're asking for freedback, but you're

542
00:29:17.119 --> 00:29:19.599
wanted or not a bit more defensive, and therefore it

543
00:29:19.599 --> 00:29:24.039
doesn't help. So looking for ways to build that trust

544
00:29:24.160 --> 00:29:27.440
even further will help. The team now and will help

545
00:29:27.519 --> 00:29:31.519
the team in moments where they're feeling vulnerable themselves. Then

546
00:29:31.599 --> 00:29:35.119
when you say you've got this, it will connect even more.

547
00:29:36.400 --> 00:29:41.559
Not so powerful, so powerful. Actually, next week my guest

548
00:29:41.680 --> 00:29:43.640
is Jeff Wetsler, and we're going to be talking about

549
00:29:44.519 --> 00:29:47.599
He's got a whole book that really situates how leaders

550
00:29:47.640 --> 00:29:51.160
can anybody can really learn how ask and to really

551
00:29:51.240 --> 00:29:54.000
ask people what they're really thinking. I know his book,

552
00:29:54.519 --> 00:29:58.119
so you ask, right, and it's it's fabulous. I've read

553
00:29:58.160 --> 00:30:00.920
it already. And but there's you know, power to that

554
00:30:01.200 --> 00:30:03.720
as leaders to be able to learn how to really

555
00:30:04.240 --> 00:30:06.880
get more of that feedback by making it safe, as

556
00:30:06.880 --> 00:30:09.680
you say, and making them want to help and not

557
00:30:09.680 --> 00:30:11.960
feel like there's going to be a ramification for sharing.

558
00:30:12.480 --> 00:30:16.240
You know, constructive feedback is just just think of the

559
00:30:16.279 --> 00:30:18.440
world that opens in terms of what you learn about

560
00:30:18.440 --> 00:30:19.640
yourself and how you can improve.

561
00:30:20.279 --> 00:30:23.759
That's right, and that's absolutely true. And I know you've

562
00:30:23.799 --> 00:30:26.799
said this earlier. I agree that as we have even

563
00:30:26.920 --> 00:30:31.480
more AI collaborations in our work, yes, the human side

564
00:30:31.559 --> 00:30:35.160
takes even more of an importance. And the reality is

565
00:30:35.200 --> 00:30:40.200
that if we're going to do AI in the most innovative.

566
00:30:39.839 --> 00:30:41.920
Ethical way as well.

567
00:30:42.200 --> 00:30:45.319
Yes, we will want to have these conversations and the

568
00:30:45.359 --> 00:30:48.640
ways in which we'll catch the ethical angles that the

569
00:30:48.680 --> 00:30:53.880
blind spots is when people share their thoughts. So positioning

570
00:30:54.359 --> 00:30:59.240
the humans here so that we will hear their fantastic

571
00:30:59.319 --> 00:31:01.799
thoughts in person active is possibly one of the most

572
00:31:02.119 --> 00:31:03.920
important things we can do as leaders.

573
00:31:04.319 --> 00:31:05.279
It's very exciting.

574
00:31:05.319 --> 00:31:06.880
I just love it all.

575
00:31:06.960 --> 00:31:09.119
Right, let's grab our last break. I'm your host, doctor

576
00:31:09.119 --> 00:31:11.480
release Cortez. We are on the year with doctor Mahitt

577
00:31:11.599 --> 00:31:16.839
Jying Belthier, who is a leadership psychologist, keynotes speaker, executive coach, author,

578
00:31:16.880 --> 00:31:19.759
and workplace mental health expert. We've been talking a bit

579
00:31:19.799 --> 00:31:22.440
about some of the components of resiliency plan why it's

580
00:31:22.519 --> 00:31:24.799
good business. After the break, we're going to really spend

581
00:31:24.839 --> 00:31:27.920
that time focused really on helping how to build team

582
00:31:27.960 --> 00:31:30.880
resilience and what are some of the actions that leaders

583
00:31:30.880 --> 00:31:33.039
can take to build it as well. Deal with us.

584
00:31:33.039 --> 00:31:49.839
We'll be right back, Doctor Release.

585
00:31:49.880 --> 00:31:53.359
Court haz is a management consultant specializing in meaning and purpose.

586
00:31:53.480 --> 00:31:57.319
An inspirational speaker and author, she helps companies visioneer for

587
00:31:57.400 --> 00:32:01.200
greater purpose among stakeholders and develop purpose inspired leadership and

588
00:32:01.279 --> 00:32:05.400
meaning infused cultures that elevate fulfillment, performance and commitment within

589
00:32:05.440 --> 00:32:08.319
the workforce. To learn more or to invite Alease to

590
00:32:08.319 --> 00:32:12.559
speak to your organization, please visit her at elisecortes dot com.

591
00:32:12.640 --> 00:32:15.839
Let's talk about how to get your employees working on purpose.

592
00:32:21.440 --> 00:32:24.680
This is working on Purpose with doctor Elise Cortes. To

593
00:32:24.720 --> 00:32:27.839
reach our program today or to open a conversation with Elise,

594
00:32:28.000 --> 00:32:33.559
send an email to Elise alisee at elisecortes dot com.

595
00:32:33.599 --> 00:32:35.759
Now back to working on Purpose.

596
00:32:40.880 --> 00:32:42.599
Thanks for sting with us, and welcome back to working

597
00:32:42.640 --> 00:32:45.240
on Purpose. I am your host, doctor Elise Cortes. I

598
00:32:45.279 --> 00:32:47.240
mentioned in the last break that my last book came

599
00:32:47.279 --> 00:32:49.200
out in March or twenty twenty three. It's called a

600
00:32:49.200 --> 00:32:51.839
Great Revitalization. What I did for you is I built

601
00:32:51.880 --> 00:32:54.319
you a simple three page assessment that you can pull

602
00:32:54.359 --> 00:32:57.160
off my website to determine the extent to which your

603
00:32:57.319 --> 00:33:00.920
organization is operating for today's standard. You can find it

604
00:33:00.960 --> 00:33:04.240
at Gusto dashnow dot com. If you are just now

605
00:33:04.279 --> 00:33:07.559
joining us. My guest is doctor Marie Elaine Baytia, author

606
00:33:07.599 --> 00:33:10.640
of the Resilience Plan, a strategic approach to optimizing your

607
00:33:10.640 --> 00:33:13.799
work performance and mental health. So for this last section,

608
00:33:13.880 --> 00:33:16.839
I really wanted to focus specifically on the world work,

609
00:33:17.519 --> 00:33:20.880
since that's just both of our jams, and I really

610
00:33:20.880 --> 00:33:22.680
want to start with this idea that you have in

611
00:33:22.720 --> 00:33:25.960
your book, you know, you say building team resilience. Resilience

612
00:33:26.000 --> 00:33:29.200
is a constellation of behaviors that show us to persist

613
00:33:29.279 --> 00:33:32.759
and move forward through adversity and to grow. What I

614
00:33:32.759 --> 00:33:35.880
love about that is I love again I'm focused on,

615
00:33:35.920 --> 00:33:37.720
you know, what's the goodness on the other side of that,

616
00:33:38.200 --> 00:33:41.599
And certainly we all understand how adversity is everywhere and

617
00:33:41.640 --> 00:33:44.000
that it does allow us it affords us a tremendous

618
00:33:44.000 --> 00:33:47.039
opportunity to grow. So I like how you've positioned this

619
00:33:47.160 --> 00:33:50.799
notion of you know, growth and adversity with resilience. So

620
00:33:50.839 --> 00:33:52.759
can you speak a little bit about how we can

621
00:33:52.799 --> 00:33:55.480
really start building team resilience through this lens.

622
00:33:55.839 --> 00:33:59.559
Yes, there are a number of ways. I think the

623
00:33:59.680 --> 00:34:03.920
first piece is, even if all we do as leaders

624
00:34:04.119 --> 00:34:08.000
is add resilience on the agenda we have regular team

625
00:34:08.039 --> 00:34:11.639
conversations can be an agenda item, and it can be

626
00:34:11.719 --> 00:34:15.960
as simple as saying I was listening to doctor Elise's

627
00:34:16.000 --> 00:34:19.800
podcast and I want to make sure you here know

628
00:34:20.039 --> 00:34:22.400
all of us that we want to invest in our

629
00:34:22.480 --> 00:34:25.239
resilience as a team. I'll come back next time with

630
00:34:25.280 --> 00:34:27.760
more ideas, but I wanted to just put it on

631
00:34:27.800 --> 00:34:30.280
the agenda because this is part of what we all

632
00:34:30.320 --> 00:34:33.119
need to pay attention to even more as we continue

633
00:34:33.159 --> 00:34:35.440
to move forward. Could be as simple as this your

634
00:34:35.440 --> 00:34:39.360
own words, but it's on the agenda. Then it will

635
00:34:39.360 --> 00:34:44.039
be about investing in various ways in our particular resilience

636
00:34:44.079 --> 00:34:47.840
as a team here. So, for example, it could involve, okay,

637
00:34:48.119 --> 00:34:51.199
having a conversation about if we look at the next

638
00:34:51.400 --> 00:34:55.960
calendar year, where is the next moment where we know

639
00:34:56.400 --> 00:34:58.400
I mean there will be lots of demands that are

640
00:34:58.440 --> 00:35:01.960
not predictable, but some from many are. We know that

641
00:35:02.119 --> 00:35:04.159
the year end is one of them. We know that

642
00:35:04.280 --> 00:35:07.119
this season is one of them. We know that different

643
00:35:07.159 --> 00:35:10.760
points in time will be related to even higher demands.

644
00:35:11.719 --> 00:35:15.280
Can we shift from our usual oh.

645
00:35:15.159 --> 00:35:17.480
This is now the time, we'll just put the head down.

646
00:35:17.559 --> 00:35:19.360
No one has a life and we try to survive

647
00:35:19.400 --> 00:35:24.199
it to instead talking about it in advance and seeing

648
00:35:24.480 --> 00:35:27.800
what can we put in place before that phase, what

649
00:35:27.880 --> 00:35:30.679
can we put in place during that phase and after

650
00:35:31.559 --> 00:35:35.119
to help navigate all this even better for us as

651
00:35:35.119 --> 00:35:35.599
a team.

652
00:35:36.159 --> 00:35:37.480
That could be a conversation.

653
00:35:38.880 --> 00:35:42.760
Another example could be when we have gone through a

654
00:35:42.760 --> 00:35:48.199
demanding time. Most people now will do a post event

655
00:35:48.320 --> 00:35:50.519
conversation of you know, what can we learn from it?

656
00:35:50.719 --> 00:35:54.039
That's great, okay? Can we also in that.

657
00:35:54.039 --> 00:35:59.519
Post event confirmation conversation look for as many people to

658
00:35:59.719 --> 00:36:04.920
think as possible. Can we look for those within the

659
00:36:04.960 --> 00:36:09.400
team who were particularly fantastic in this phase, not just

660
00:36:09.480 --> 00:36:12.760
those that went above and beyond and worked so many hours,

661
00:36:13.000 --> 00:36:17.000
those that in all this managed to still go to

662
00:36:17.119 --> 00:36:21.119
their child's soccer game in the next state and we

663
00:36:21.320 --> 00:36:26.679
all supported this. And look for those that are around us,

664
00:36:26.800 --> 00:36:29.440
not in our team, that did only a small thing

665
00:36:29.880 --> 00:36:31.840
that you know, we thank them on the spot kind

666
00:36:31.880 --> 00:36:35.480
of thing, but let's go back and really thank them

667
00:36:35.920 --> 00:36:40.719
and raise it with their overall team, their leader, because

668
00:36:41.079 --> 00:36:45.960
this is an example of recognition, and we know recognition

669
00:36:46.280 --> 00:36:51.559
feeds psychological safety. And what we're doing is now we're

670
00:36:51.599 --> 00:36:55.000
building a culture where we pay attention to these things,

671
00:36:55.480 --> 00:36:57.639
we nourish it, and that will.

672
00:36:57.480 --> 00:36:59.880
Help us over time. So these are some examples of

673
00:37:00.320 --> 00:37:02.679
actions we want to consider beautiful.

674
00:37:03.239 --> 00:37:05.800
So a quick little side note here before we get

675
00:37:05.800 --> 00:37:08.639
really into some of the leader actions. I just realized

676
00:37:08.639 --> 00:37:10.639
I have to ask you this. I know you've been

677
00:37:10.719 --> 00:37:14.159
practicing in the space for over twenty years. Correct, that's true. Well,

678
00:37:14.199 --> 00:37:16.480
I'm wondering in your perspective. One of the things I

679
00:37:16.559 --> 00:37:18.760
was so blown back by was when the pandemic had

680
00:37:19.320 --> 00:37:21.679
suddenly we were talking about mental health, like we had

681
00:37:21.719 --> 00:37:25.440
never talked about mental health. And did you find that

682
00:37:25.480 --> 00:37:27.199
to be true? I mean, that's to me. It was

683
00:37:27.239 --> 00:37:29.079
like it just showed up everywhere where.

684
00:37:29.119 --> 00:37:32.840
I had never.

685
00:37:33.559 --> 00:37:35.239
Heard those conversations like that before.

686
00:37:36.639 --> 00:37:41.159
Yes, it's very true. It did become much more on

687
00:37:41.199 --> 00:37:44.440
the forefront. And I mean because the pandemic was so

688
00:37:44.559 --> 00:37:47.920
demanding on the mental health, on everyone's mental health for

689
00:37:48.000 --> 00:37:51.000
some people in a very significant way, for some moderate,

690
00:37:51.599 --> 00:37:54.599
for some people just a little bit. But it became

691
00:37:54.639 --> 00:37:58.719
on the radar for many more people with the pandemic,

692
00:37:58.840 --> 00:38:02.599
with the work from home, with the various strategy tragedies

693
00:38:02.639 --> 00:38:05.920
that were part of this overall situation. So yes, it

694
00:38:05.960 --> 00:38:08.760
became on the radar and much more so. That is

695
00:38:08.880 --> 00:38:16.000
one positive out of this. But now it.

696
00:38:14.880 --> 00:38:16.000
Has not solved.

697
00:38:16.119 --> 00:38:17.679
You could think, well, it was so much on the

698
00:38:17.760 --> 00:38:22.079
radar that burnout rates are decreasing or that psychological challenges

699
00:38:22.079 --> 00:38:25.400
are decreasing. No, they're not, because there are other demands

700
00:38:26.039 --> 00:38:30.119
coming in. But we are talking more about it, yes,

701
00:38:30.199 --> 00:38:32.960
I think, And that's in part where the book comes in,

702
00:38:33.000 --> 00:38:36.679
where I thought, okay, people were literally coming and telling me,

703
00:38:37.440 --> 00:38:39.519
we know all the things. It used to be that

704
00:38:39.559 --> 00:38:42.440
I would talk to audiences and would inform them of

705
00:38:42.480 --> 00:38:45.519
the kinds of things that would improve resilience. Now I

706
00:38:45.559 --> 00:38:47.119
don't need to do this. It would be a bad

707
00:38:47.159 --> 00:38:50.079
idea if I went in with my with that main

708
00:38:50.079 --> 00:38:53.280
piece of information. The challenge is not there anymore. It's

709
00:38:53.320 --> 00:38:54.880
an implementing.

710
00:38:57.159 --> 00:39:01.800
Okay. So I think what we'll do was maybe at

711
00:39:01.840 --> 00:39:03.840
the very end, we'll hit the implementing piece. Whatever. What

712
00:39:03.960 --> 00:39:07.000
we want to do next is you give some fantastic

713
00:39:07.239 --> 00:39:10.360
actions that leaders can take to start to really develop

714
00:39:10.519 --> 00:39:13.280
a culture that nurtures resilience. And I want to hit

715
00:39:13.280 --> 00:39:15.239
as many of them as we can here so our

716
00:39:15.239 --> 00:39:17.840
listeners and viewers can literally walk away with something actual

717
00:39:17.920 --> 00:39:21.280
they can put it in place tomorrow. So just starting

718
00:39:21.320 --> 00:39:25.480
simply with sharing with your colleagues, you're being able to

719
00:39:25.559 --> 00:39:28.960
make it safe and encourage sharing with your colleagues or

720
00:39:28.960 --> 00:39:31.559
your team, your emotions both positive and negative.

721
00:39:33.519 --> 00:39:34.920
A lot of leaders have.

722
00:39:37.039 --> 00:39:41.000
Grown in their career at a time where this was

723
00:39:41.079 --> 00:39:44.079
not very much part of how a leader was right.

724
00:39:44.360 --> 00:39:48.480
The leader was turned towards others and pushing forward and

725
00:39:48.519 --> 00:39:52.000
all this, and was encouraged to show an image of

726
00:39:52.159 --> 00:39:55.320
only strength. Okay, and now we are told, yes, we

727
00:39:55.320 --> 00:39:58.639
should need to show that vulnerability. Many people still don't

728
00:39:58.719 --> 00:40:01.480
like it. It does not curs fond with how they

729
00:40:01.519 --> 00:40:05.000
feel or how they want to be seen. So what's

730
00:40:05.079 --> 00:40:08.840
important with this here is none of us want to

731
00:40:08.880 --> 00:40:11.159
do anything that.

732
00:40:11.199 --> 00:40:17.679
Actually would be completely not related to us.

733
00:40:16.880 --> 00:40:20.079
In a truthful way. So what you want is to

734
00:40:20.280 --> 00:40:25.400
just share honestly what you're experiencing. So it may be

735
00:40:25.440 --> 00:40:28.480
that this weekend you made sure you went for your

736
00:40:28.639 --> 00:40:32.440
bike ride with your club or with someone or on

737
00:40:32.480 --> 00:40:35.159
your own, whatever, and you're showing up on Monday at

738
00:40:35.199 --> 00:40:37.800
work and people are saying, what did you on the weekend?

739
00:40:37.920 --> 00:40:39.719
You could just say I went for my bike ride.

740
00:40:40.719 --> 00:40:43.719
You could also say I went for my bike ride

741
00:40:44.000 --> 00:40:48.639
because I need it. Whenever I do this, it gives

742
00:40:48.679 --> 00:40:52.239
me the energy I need, It gives me a space

743
00:40:52.880 --> 00:40:56.079
to relax my brain from all the demands of last week,

744
00:40:56.199 --> 00:40:58.519
and allows me to be ready for the demands of

745
00:40:58.599 --> 00:41:02.119
this week. And if I didn't do this, I probably

746
00:41:02.159 --> 00:41:05.079
would reach here with a much lower level of energy.

747
00:41:05.760 --> 00:41:09.079
So that could be a way to express it.

748
00:41:09.760 --> 00:41:11.880
Yeah, and that feeds into one of the other pieces

749
00:41:11.920 --> 00:41:13.920
that you have in your book here. Another another action,

750
00:41:14.000 --> 00:41:17.159
which is to share your resilience strategies. And so, just

751
00:41:17.239 --> 00:41:19.719
like you said, sharing, this is how I'm going about,

752
00:41:19.880 --> 00:41:22.880
you know, taking blowing steam off, making sure that I'm

753
00:41:22.880 --> 00:41:25.559
taking care of myself. Oh, I could do that. I

754
00:41:25.599 --> 00:41:27.559
could do that. That's a great idea, right, I think

755
00:41:27.559 --> 00:41:31.199
that's fantastic. Another one that you have here that I

756
00:41:31.199 --> 00:41:36.159
think is pretty interesting is inviting conversations around the thirteen

757
00:41:36.320 --> 00:41:39.880
main factors associated with psychological health at work and how

758
00:41:39.920 --> 00:41:43.280
you can actually improve them as a team. I have

759
00:41:43.400 --> 00:41:44.920
that in other parts of my notes. But do you

760
00:41:44.960 --> 00:41:49.280
have maybe a few of those factors printed in your mind? Yes, Okay,

761
00:41:49.360 --> 00:41:49.800
go for it.

762
00:41:49.880 --> 00:41:54.400
Yes, yes. So one of them is recognition. We talked

763
00:41:54.400 --> 00:41:57.239
about this one earlier, so that can be a very

764
00:41:57.280 --> 00:42:01.000
easy that's one. That's the one that number one we

765
00:42:01.039 --> 00:42:04.519
know from research actually contributes to decreasing burnout raids.

766
00:42:04.599 --> 00:42:05.880
It's not the only variable.

767
00:42:05.920 --> 00:42:08.960
There are many others obviously, but that's one of them,

768
00:42:09.320 --> 00:42:12.199
and this one is beautiful because we don't need approval,

769
00:42:12.440 --> 00:42:14.960
budget or a lot of time. All I can say,

770
00:42:15.000 --> 00:42:19.079
for example, is spontaneously say at least I'm already enjoying

771
00:42:19.119 --> 00:42:22.480
this conversation because I know you're asking questions that you

772
00:42:22.559 --> 00:42:24.800
really care about, and you know people you work with

773
00:42:24.920 --> 00:42:27.639
care about and that just makes this conversation even more

774
00:42:27.840 --> 00:42:30.719
enjoyable for me. That was simple to me, like three

775
00:42:30.760 --> 00:42:35.440
seconds and mean it. That's easy. So recognition is one

776
00:42:35.440 --> 00:42:38.719
of them. Another one, and that's also one to keep

777
00:42:38.719 --> 00:42:43.440
in mind as AI comes in the workplace involvement. Sometimes

778
00:42:43.519 --> 00:42:47.039
as leaders, we've done this before, we have a solution

779
00:42:47.239 --> 00:42:50.199
for this problem that just was brought to us in

780
00:42:50.239 --> 00:42:54.760
the team conversation. Instead of providing the solution you think

781
00:42:54.800 --> 00:42:57.519
you have, how about asking the team what are your

782
00:42:57.559 --> 00:42:59.880
thoughts about this and what you're doing this?

783
00:43:00.480 --> 00:43:00.639
Well?

784
00:43:00.719 --> 00:43:03.119
Number one, if you've done this before, you know you

785
00:43:03.239 --> 00:43:05.519
might be surprised. They may have better ideas than whatever

786
00:43:05.559 --> 00:43:10.119
your thinking. Hello, right, that there's a reason you hire

787
00:43:10.119 --> 00:43:14.960
it everyone, so that but also what you're creating is involvement.

788
00:43:15.239 --> 00:43:20.079
People have a voice and you're sharing a clear message

789
00:43:20.480 --> 00:43:24.079
that the culture in this team is that we want

790
00:43:24.119 --> 00:43:27.440
to hear all those voices and some people will share

791
00:43:27.480 --> 00:43:29.760
it there, some people could send a note later. We're

792
00:43:29.840 --> 00:43:34.000
flexible on how we're even bringing our voices. But that's

793
00:43:34.039 --> 00:43:40.480
another example involvement. Another one is it's a big topic,

794
00:43:40.519 --> 00:43:43.320
but still I'll say it is paying attention to workload

795
00:43:44.159 --> 00:43:47.280
because it is an area where if anyone's going to

796
00:43:47.320 --> 00:43:50.519
say something's challenging at work, it often is their workload.

797
00:43:51.039 --> 00:43:53.519
So it may be a situation and even as leaders

798
00:43:53.960 --> 00:43:57.079
we know, but it we almost don't want to open

799
00:43:57.559 --> 00:43:59.239
that conversation.

800
00:43:59.000 --> 00:44:01.360
Can of warm. Here's the thing.

801
00:44:02.039 --> 00:44:05.039
We are not looking to change ninety nine percent of

802
00:44:05.039 --> 00:44:08.639
the workload. What we want to do is go find

803
00:44:08.960 --> 00:44:14.119
a small opportunity. Let's talk about this one process that

804
00:44:14.159 --> 00:44:16.679
we have as a team, and as a team, let's

805
00:44:17.000 --> 00:44:22.719
identify one part of this process that generates stress. For example,

806
00:44:23.639 --> 00:44:27.159
an important part that does not happen often, but when

807
00:44:27.199 --> 00:44:30.039
it does, no one remembers how to deal with this

808
00:44:30.079 --> 00:44:34.079
because we don't do it often and its high visibility

809
00:44:34.159 --> 00:44:38.400
or high consequence. Ah well, maybe we need a process

810
00:44:38.440 --> 00:44:41.480
to support this better. Maybe it is written notes. Maybe

811
00:44:41.480 --> 00:44:45.280
we always do this part to people together whatever the

812
00:44:45.320 --> 00:44:49.000
solution is going to be, and then people will notice

813
00:44:49.519 --> 00:44:54.360
how the workload stayed the same, but because we facilitated

814
00:44:54.440 --> 00:44:58.719
this irritant, then it feels very different and we work

815
00:44:58.800 --> 00:45:02.360
together on it. We were in so all these beautiful aspects.

816
00:45:02.719 --> 00:45:05.960
So these are some examples that that recognition, that involvement

817
00:45:06.000 --> 00:45:07.440
and pay attention to workload.

818
00:45:07.880 --> 00:45:08.320
Mm hmm.

819
00:45:08.880 --> 00:45:11.039
And along that line, one of the other actions that

820
00:45:11.119 --> 00:45:12.880
you recommend in the book is to work with your

821
00:45:12.880 --> 00:45:16.800
team to identify challenging events in advance, manage them during,

822
00:45:16.800 --> 00:45:19.159
and recover after. So, hey, we know this big thing

823
00:45:19.199 --> 00:45:22.079
is coming, this big mergers coming, this big project. Let's

824
00:45:22.199 --> 00:45:23.920
not we know we got to take care of each other.

825
00:45:24.519 --> 00:45:27.559
I think that in just raising the awareness and having

826
00:45:27.559 --> 00:45:30.519
a plan in place to do that just I can't

827
00:45:30.559 --> 00:45:33.199
imagine too many organizations do that today, except unless they're

828
00:45:33.239 --> 00:45:33.679
working with you.

829
00:45:33.760 --> 00:45:35.440
Of course, yes that's.

830
00:45:35.440 --> 00:45:39.280
Right, or they've taken my course at the university, but

831
00:45:39.840 --> 00:45:44.079
it's you know, or the thing is, we need to

832
00:45:44.159 --> 00:45:49.199
step back a little bit. We need to creating our plan,

833
00:45:49.760 --> 00:45:55.079
our next action, our next improvement does not take that

834
00:45:55.159 --> 00:45:58.679
much time, but we need to step back to identify

835
00:45:58.719 --> 00:46:01.880
it and then implement it, and we're not looking Keep

836
00:46:01.920 --> 00:46:06.400
in mind again, lives are full and overflowing already, so

837
00:46:06.440 --> 00:46:09.760
we're not going to look at implementing ten things. We're

838
00:46:10.039 --> 00:46:14.239
looking at one in a reasonable, absolutely doable way. I

839
00:46:14.280 --> 00:46:16.559
often say, if you think you could do it in

840
00:46:16.639 --> 00:46:20.480
the next two business days, and you're fairly confident, like

841
00:46:20.639 --> 00:46:23.360
eighty five percent sure you can do this or more, great,

842
00:46:23.880 --> 00:46:26.039
if you're thinking, well, it's fifty to fifty.

843
00:46:26.079 --> 00:46:26.800
Scale it down.

844
00:46:26.920 --> 00:46:30.519
What is the first step related to this? Maybe it

845
00:46:30.559 --> 00:46:34.719
isn't yet to fix the next demanding event. Maybe it's

846
00:46:34.920 --> 00:46:38.559
sitting down and identifying the next three for the next year,

847
00:46:38.960 --> 00:46:43.039
just that actually requires is the one thing that's doable

848
00:46:43.559 --> 00:46:44.599
and then you build from there.

849
00:46:45.320 --> 00:46:48.400
M hm, why don't we do this? Why don't we

850
00:46:48.440 --> 00:46:49.920
just talk a little bit, because we're getting close to

851
00:46:49.960 --> 00:46:51.639
the end here, if maybe you can just spend a

852
00:46:51.639 --> 00:46:54.440
minute or so just talking a little bit about implementation.

853
00:46:54.639 --> 00:46:57.199
You've mentioned that you kind of dangled that before and

854
00:46:57.239 --> 00:46:58.760
I had you stop for some Can you talk a

855
00:46:58.760 --> 00:47:00.760
little bit about what implements which looks like.

856
00:47:02.079 --> 00:47:06.239
It's about when building your back to your own strategic

857
00:47:06.280 --> 00:47:08.679
resilience plan, but it's true for your team resilience, who

858
00:47:08.679 --> 00:47:11.280
are organizational for that matter. I mean my book I

859
00:47:11.320 --> 00:47:15.719
focus a bit more on the individual part, but knowing

860
00:47:15.760 --> 00:47:19.480
that it is part of the system. But that implementation

861
00:47:20.719 --> 00:47:25.559
key here is to make sure that your pillars. Of course,

862
00:47:25.559 --> 00:47:27.920
by then your pillars are aligned with your values and

863
00:47:27.960 --> 00:47:32.159
your context. But the actions you're identifying under each pillar.

864
00:47:32.280 --> 00:47:34.079
Need to be very doable.

865
00:47:34.599 --> 00:47:37.400
They need to be so small soluble again that you

866
00:47:37.440 --> 00:47:40.039
can implement them in the next couple of days. So

867
00:47:40.360 --> 00:47:46.119
let's say someone realized their values involved work, influence, power,

868
00:47:46.559 --> 00:47:51.039
family relationships, and they realized that in their demands, they

869
00:47:51.079 --> 00:47:52.960
have lots of work demands, they work from home a

870
00:47:53.000 --> 00:47:56.639
lot of the time, and supply they wanted to put

871
00:47:56.679 --> 00:48:00.800
family time, but they couldn't because it's not happening very okay,

872
00:48:01.519 --> 00:48:04.519
So maybe one of their pillars will be family. Okay,

873
00:48:05.000 --> 00:48:07.360
now you see where this is going. We're not going

874
00:48:07.400 --> 00:48:10.760
to put an action here that is to spend four

875
00:48:10.840 --> 00:48:14.119
days a week full time with my family, right, it

876
00:48:14.239 --> 00:48:19.360
probably is not realistic. What it may mean, however, is Okay,

877
00:48:19.480 --> 00:48:22.760
if I'm working from home and I'm not in a

878
00:48:22.800 --> 00:48:25.920
meeting or a podcast and my door's open, that means

879
00:48:25.960 --> 00:48:29.199
people can come in and if someone comes in, I

880
00:48:29.280 --> 00:48:31.679
will create a rule for myself that I have to

881
00:48:31.719 --> 00:48:33.239
stand up and walk.

882
00:48:32.960 --> 00:48:35.159
Outside of my office to talk to them.

883
00:48:35.679 --> 00:48:38.840
Not hands on the keyboard, head turned, trying to finish

884
00:48:38.880 --> 00:48:43.360
something while we're semi paying attention. It's a small action,

885
00:48:43.800 --> 00:48:45.639
but now each time you'll do it, it will be

886
00:48:45.679 --> 00:48:46.880
aligned with your values.

887
00:48:47.239 --> 00:48:50.039
So a lot of it has to do with It.

888
00:48:49.960 --> 00:48:54.000
Becomes easy to implement because it was linked to your context,

889
00:48:54.320 --> 00:48:58.480
what is doable, your own values and your real situation.

890
00:48:58.760 --> 00:49:00.199
And now we're moving.

891
00:49:00.599 --> 00:49:03.719
Okay, what a beautiful way to close. We we just

892
00:49:04.079 --> 00:49:06.159
ran to the into the clock right there with that

893
00:49:06.199 --> 00:49:09.320
note that is you. You got him into action. I'm

894
00:49:09.320 --> 00:49:11.639
so happy to know you, to to learn from you,

895
00:49:11.719 --> 00:49:14.119
to celebrate you and share you with my listeners across

896
00:49:14.159 --> 00:49:17.119
the world. I'm working on purpose, doctor Marie Helene. Thank

897
00:49:17.159 --> 00:49:18.400
you for being working on purpose.

898
00:49:18.880 --> 00:49:20.480
Oh, doctor Eleise, thank you very much.

899
00:49:21.519 --> 00:49:23.199
Listeners and viewers, you're going to want to learn more

900
00:49:23.199 --> 00:49:26.159
about this remarkable woman, her work as a workplace mental

901
00:49:26.199 --> 00:49:28.599
health expert, or her in her book, The Resilience Plan,

902
00:49:28.760 --> 00:49:33.119
So check out her website. It's doctor Marie dash Helene

903
00:49:33.119 --> 00:49:34.960
dot com. Let me spell that for you. It's d

904
00:49:35.239 --> 00:49:38.920
R M A R I E dash H E L

905
00:49:39.039 --> 00:49:42.719
E n E dot com, doctor Marie Helene dot com.

906
00:49:43.119 --> 00:49:44.719
Last week, if you missed the live show we Can

907
00:49:44.880 --> 00:49:47.039
you can always catch it be recorded podcast. We were

908
00:49:47.079 --> 00:49:50.599
on air with Andrew C. M Cooper, a millennial attorney,

909
00:49:50.599 --> 00:49:54.119
talking about his book The Ethical Imperative, Leading with Conscience

910
00:49:54.159 --> 00:49:56.400
to shape the future of business. He gave us a

911
00:49:56.559 --> 00:49:59.599
rousing invitation to do business that serves its highest good amongs,

912
00:49:59.599 --> 00:50:03.800
stakehold and reaches into otherwise forgotten communities to build them up.

913
00:50:04.039 --> 00:50:07.199
Very inspiring. Next week will be on there Jeff Wesler

914
00:50:07.239 --> 00:50:10.480
talking about his book Ask Tap into the hidden wisdom

915
00:50:10.480 --> 00:50:14.159
of people around you for unexpected breakthroughs in leadership in life.

916
00:50:14.360 --> 00:50:16.280
He will teach us how to learn to make it

917
00:50:16.280 --> 00:50:18.599
comfortable for people to tell you what they really think

918
00:50:18.679 --> 00:50:21.599
and know without fear of your reaction or consequences, opening

919
00:50:21.679 --> 00:50:24.920
up a wealth of vital feedback you'd never otherwise obtain.

920
00:50:25.480 --> 00:50:27.440
See you there, and remember the work is at least

921
00:50:27.440 --> 00:50:28.840
a third of our lives and one of the best

922
00:50:28.880 --> 00:50:31.880
needs of adventures of reasoning, realizing our potential and making

923
00:50:31.920 --> 00:50:34.840
the impact we create. So let's work on purpose.

924
00:50:37.360 --> 00:50:40.000
We hope you've enjoyed this week's program. Be sure to

925
00:50:40.039 --> 00:50:43.679
tune into Working on Purpose, featuring your host, doctor Elise Cortes,

926
00:50:43.800 --> 00:50:47.039
each week on W four C. Why Together, We'll create

927
00:50:47.079 --> 00:50:51.760
a world where business operates conscientiously. Leadership inspires and passion performance,

928
00:50:51.880 --> 00:50:54.639
and employees are fulfilled in work that provides the meaning

929
00:50:54.679 --> 00:50:58.480
and purpose they crave. See you there, Let's Work on Purpose.