Teaching Business Owners to Play to be Different, Not to Win

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What's working on purpose anyway? Each
week we ponder the answer to this question.

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People ache for meaning and purpose at
work, to contribute their talents passionately

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and know their lives really matter.
They crave being part of an organization that

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inspires them and helps them grow into
realizing their highest potential. Business can be

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such a force for good in the
world, elevating humanity. In our program,

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we provide guidance and inspiration to help
usher in this world we all want

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Working on Purpose. Now here is
your host, Doctor Elise Cortez. Hey

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there, welcome back to Working on
Purpose. I'm your host, doctor Elise

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Cortes. John. You live from
Dallas, Texas, which is home base

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for me. By wave of introduction. If you don't know me, I'm

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a management consultant especializing in meaning and
purpose. I am an inspirational speaker,

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I'm an author, and I'm an
organizational loco therapist. You can learn more

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about me at least Cortez dot com
or Gusto dashnow dot com. If you've

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been tuning in this program for a
while, then you know this. This

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is a thought leadership series that's designed
to enliven and inspire listeners. With insights

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from distinguished business business leaders, subject
matter experts, and authors. And by

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listening in, you're part of the
movement to create inspirational leaders that create a

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place where we want, where we
can thrive, and organizations at better the

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world. Glad you're here now.
I wanted to this week's program. My

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guest today is Howard Sure. He's
the founder and CEO of Activate Group and

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the author of several books, including
his most recent, which we'll be talking

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about today, is called The Leader
launch Pad Five Steps to Fuel your Business

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and Lift your profits. You join
you today from the Miami, Florida area.

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Howard, Welcome to Working on Purpose. I'm so excited to be here.

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Thank you for having me. You're
welcome. And as you know,

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I read my guest books cover to
cover because you're part of my ongoing university

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education. Thank you for that,
Howard. And as I told you,

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I got some real pearls from your
book. Thank you. And there's the

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ones that I picked out are the
ones that I think are really pertinent to

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what our leader or our listeners and
viewers want to hear. So I'm going

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to be I'm going to take you
through, as you know, a whole

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list of questions here, But before
we do that, I think it's important

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for our listeners and viewers who know
a little bit more about you. And

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I've learned that you've got quite an
interesting story in that growing up early in

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life you had ADHD sleep out me
and dyslexia, and that you credit your

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mother for your for seeing your potential
and helping steward your life. Let's hear

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a little bit about what was that
like growing up and how did you overcome

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that. Well, if you go
really really early, like elementary school,

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with all the issues I had ADHD
sleep out all of that stuff, they

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wanted to put me in a special
education and my mom knew that I didn't

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belong in that program. She knew
from interacting with me that I had the

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chops to go through the regular program. I just had some issues that they

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were not used to dealing with back
in the Stone Age. So my mom,

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you know, she went, she
advocated on my behalf. And to

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give an example of how she did
that, there was like a little entrance

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exam you had to take, and
I didn't do very well on it because

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of my dyslexy and all that.
My mom said listen, if you just

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allow my son to go and do
this verbally, just tell him the questions

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and I'll give you the answers.
If he doesn't pass, then I'll give

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in and I'll let you go to
special education. And sure enough I did

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great, And that was a pivot
point. But throughout my life there were

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all kinds of moments like that where
people did not see what I was capable

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of. They did not know how
to interact with me, so they were

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not unlocking my potential. And it
took her to help me see what I

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was capable of so that I would
power through. That's beautiful, Howards.

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So two things to that. First, thanks mom, all the moms out

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there on the planet for that beautiful
sort of work that you do in our

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lives. And to anyone listening who's
a leader, there's some real and that

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right. If you can see the
potential of your people and help them realize

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their greatness, that's part of being
an inspirational leader. And that's that story

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that Howard just gave us as gold
for that. So beautiful Howard, thanks

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for starting with that. And then
next, I also think it's pretty fantastic

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that, like many other entrepreneurs.
You didn't go straight to college after high

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school. No, no, no, Instead, what you did as you

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skipped off and you bought a company
and then sold it a few years later.

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So tell us a little bit about
that experience and what you learned from

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it and what you gained from it. Well, there's the paper, the

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way people look at it. On
paper, what a great success. Eighteen

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years old, bought a business,
solding when I was twenty one to get

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a five times return on my investment. So on paper, looks great.

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But I gotta tell you, folks, I want to do over again.

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You want to hold again? I
definitely want to do over. If I

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were to go back then, knowing
kind of what I know now, I

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would realize, first of all I
had, other than knowing the product and

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service and what needed to happen for
customer, I knew nothing about business.

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I knew nothing about unlocking and tapping
into the full potential of your employees.

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I didn't know anything about cash and
financial statements. And god knows how I

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got from one side to the other. And even as a leader, I

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mean, I just you know,
could have been ten times better than I

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was, and I just didn't know
any better. I wish back then I

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had a coach. Yeah. Yeah, it's amazing. And that's one thing

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I definitely want to talk about it
because you are today now. I don't

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even know how many times you've done
this sober, but you're a serial entrepreneur

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today. You are a well recognized
businessman and a coach. And you told

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me in our conversation that you understood
cash and that's really interesting, right.

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I think you have a CPA as
well. But you also love this this

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phrase that you have in the book. It says revenue was vanity, property

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sanity, and cash is king.
So this guy actually goes back to the

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first business. So one of the
problems I ran into my first business is

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I was growing one hundred percent every
quarter and I never had anything to pay

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myself. I never had any money. And then I remember going to my

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accountant saying, I don't understand this
problem. I've got a great gross margin,

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I'm growing and I never have any
money. And he's like, well,

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Howard, have you ever looked at
your balance sheet? I said,

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no, I keep looking at my
income statement. Your balance sheet is horrible.

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He says, you have one financial
model problem that you don't realize,

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he says, So you're you are
growing at one hundred percent. He says,

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how often do you play your employees? I said, well, you

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know that I pay him twice a
month, so great, so you're paying

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them, you know, twice a
month. And then how often do your

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clients pay per month? So well, I don't know how often. And

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I found out that my average client
would pay me every three to four months.

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I had a business model problem,
and I was going to go bankrupt

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if that business model continued. So
after I sold that business, I realized

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the one thing if I learned anything
I really wanted to understand, it's just

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the whole financial modeling of business.
And that was the only reason I studied

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accounting. Actually I was bored out
of my mind, but that's a whole

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nother story. But I really then
learned that you know, people that they

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only look at one chapter of the
story, and there's all these other chapters

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and you got to put them together
to get your whole story. And then

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I realized that a lot of leaders, and I see this all the time,

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are they don't understand the inputs and
the outputs in the right way.

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They just know revenues and expenses.
But they don't understand bad leadership destroys your

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P and L. They don't understand
that when you don't have a good strategy,

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you don't grow. They don't understand
that most of the things they're working

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on in a daily basis will barely
move the needle. They actually choose the

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wrong priorities. And by understanding cause
and effect, we do a much better

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job of looking at much better priorities
that will make much bigger dance and where

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you want to hit two beautiful Howard, And let's go back into what you

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said before I asked you that question, which was the importance of having a

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coach or a mentor. So you
went and talk with your account who helped

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you understand this. And I know
you've used your own coaches over the years

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as well as have. I have
two that I work with right now,

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and I do think I just gave
a keynote speech a couple of weekends ago

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talking about the importance of mentors and
coaches. Right in my view, I

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I know that I would not be
living my purpose if I didn't have the

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coach that I did, I would
not be doing the work that I'm doing

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if I didn't have the coaches.
So your perspective on coaches. So,

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first of all, I love mentors, coaches, peer groups. To give

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you an idea of how much I
love that and how much I depend on

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it, I participated in two mastermind
groups. One is an all coaches mastermind

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group, another one is an all
ceo Mastermind group, and then I have

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a whole third group that I'm part
of that I'm just trying to learn from

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other CEOs all the time. And
so I've had mentors in my life.

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I've had coaches, and to be
honest with you, my wife would tell

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you, thanks to my entering this
field and thanks to my hiring those coaches,

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I am a different person. I'm
a much better version of myself because

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of my interactions with those other peers
as well as those coaches. I here

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here, how are me too?
And I have I'm never going to be

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done right. I'm still I'm still
climbing that wrote that ladder and getting where

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I want to go. So and
I can't do it by myself. I

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can't deal with the package that I
am today. So I look for those

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people to help pull me up and
teach me and frankly keep me accountable to

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my dreams. So I'm with you
on the importance of coaches. All right,

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let's shift to leadership one of the
other things. And of course I

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take copious notes, as you know, because I sent them on to you.

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But one of the things that I
appreciated about your book is I like

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your stance that a person's character is
the foundation for their leadership. And you

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talk about five traits that you characterize
as comprising great leadership, and I want

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to talk about each of them briefly
for our listeners, And i'd like how

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you also you've suggested that these five
traits are exhibited by people that we would

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recognize like Nelson, Mandela, Margaret
Thatcher, Abraham Lincoln, and Warren Buffett.

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So I want to talk about how
your perspective on each one. And

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then so the first one you listen
you talk about is integrity. To tell

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us about integrity. So for me, I've learned the secret to success in

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anything, being a parent, being
a business owner, in anything is trust.

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So when trust goes down, then
everything slows down. When trust goes

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down, cost goes up. And
so I realize that from an integrity standpoint,

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as a leader, and the great
leaders do this. They think about

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before they communicate, before the act, before they decide how is this going

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to affect reputation of the company of
you as a leader, how's it going

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to affect your employees? And if
the answer is well, I just want

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to make a buck, then the
reality is you're going to probably breach trust.

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So I realized that the center of
the universe is the higher the trust

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the factor we can go. The
higher the trust, the more we can

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do together, the lower we're in
trouble. And that's where the integrity buck

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came from. Got it, gorgeous? Love it, I'm allow humility,

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Man, this is a this is
a huge one. So uh, you

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know, ego gets a lot of
people to where they are, but then

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it gets in them their way to
get them to where they could be.

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And so one of the things that
I learned, and this is why we're

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in the peer groups and all the
other stuff, is, man, we

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have to be curious. And the
more people you have around you, the

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more you have an ability to access
more brains. And our job as leaders

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is to find out what's in everybody
else's head. And by co creating,

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we can get so much done.
But if we don't have humility, that

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will never happen. Agreed. And
even just the way you talk and present

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yourself, Howard, I feel has
a has a humble, humble way about

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you, and it's accessible, right, It gives us access to you.

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So I appreciate that. Yeah,
I like your welcoming and I love that

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smile. And you just gave me
thank you, thank you every day.

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Good. It's good. It's so
easy, right when we tell people what's

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on our heart. It's so easy
to make someone stay right. Agreed,

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which gets us to number three.
You talk about the importance of expressing care.

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You know, I've just seen I've
been around too many leaders that all

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they care about is themselves. And
they many of them get wealthy, many

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of them accomplish a lot of things, but there's a lot of dead bodies

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along the way. And you know, and I'm going to actually take this

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out of the book. My wife
is a fantastic leader. And one of

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the things that I learned from her
she demonstrated. So it's one thing to

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say you care, it's another thing
to demonstrate it. And one of the

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things that I watched when she demonstrated
how much. She cared about everybody else

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man, all oars were in the
water. The co creation was great.

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Everybody was in it for each other. But it starts with you as a

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leader, demonstrating you care about others
more than yourself. I agreed. I

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don't think anybody wants to get through
this life hoping that nobody recognized that they

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were there in present and they actually
made a difference. I don't think anybody

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wants to fly to the raider like
that. Oh okay, number four,

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it's assistency like that too. So
you know, I gotta ask you,

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at least have you ever worked for
somebody and you've wondered, like tomorrow,

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which one am I going to get? Which Michael am I going to get

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tomorrow? And then they give you
priorities and you're like, I'm going to

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wait because a week later it's going
to be something different and I won't even

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be halfway through it and they're going
to throw that out the window. That's

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what I mean by consistency. We
need to know that the vision is going

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to stay the stand up regardless of
what the storms are outside, you know,

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outside the boat. We need to
know that the priorities are the priorities,

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and we need to know that we
can count on that leader not to

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be all over the place, and
when we do, we can be the

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best versions of ourselves. Yeah,
and what I wrote down in my notes

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for you on that point was you'll
being reliable and predictable like I can count

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It's like saying I can count on
Howard for these kinds of behaviors, I

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can count on him for this kind
of feedback. Right, That's another way

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that I think about consistency, Yes, and hopefully those good things, because

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if you're instantly awful, we're in
trouble, right right, Right, Well,

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I've certainly met and work with people
who were consistently unreliable. Right,

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So there's we definitely we're not distinguishing
that camp. We're distinguishing the positive features.

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But yes, and then finally,
influence is your number five. So

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this was a big change in my
life as I've grown up and gotten much

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older, was kind of realizing what
really gave me joy and what really made

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great things happen. So when we're
impacting others every day in different ways,

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either as the leader, as their
supervisor, or our customers, when we're

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impacting others in a positive way that
really fills up our hearts and our energy

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to a whole other level, and
you'll get so much more out of life

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and out of everyone around you when
you actually live at a higher purpose.

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Of course, you know I aligned
with that, Yes, I know absolutely,

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es Okay, I just wanted to
grab this really quick just because I

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really like the way that you talked
about. So we were talking about leadership,

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and I want to go into employer
brand, and so I like the

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way that you distilled employ your brand
as the relationship between leaders and employees,

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and that it tells perspective employees what
they can expect should they decided to go

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to work for the organization that's so
crisp and accessible Howard. So there's two

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elements to this. I think supportant
We have to realize as employers that giving

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good benefits and pay, you know, that's table stakes, right, And

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the employees we really want, the
people we really want in the boat with

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us on our team. You know, they're usually in high demand, even

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at the lowest levels. They're the
better workers. They're the ones that do

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two to three times more work than
everybody else. And so when they're coming

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to our company or they're in their
company. They need to know what's in

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it for them. And I know
that when we get this right, our

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existing employees wind up bringing in two
two thirds of the new employees because they're

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telling everybody, this is what you
get here. You never stop learning.

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We played a win, but we
have fun. They have to know what's

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really in it for them, and
then you become a magnet. I've seen

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too many companies where they would be
embarrassed if we kind of laid out what

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their brand is right now. It's
the reason you're evolving for It's the reason

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when you put up ads, people
don't apply. It's because you have a

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bad reputation. And that's what I
mean by employer brand, the way great

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products and and have a bad employer
brand. Absolutely, I've seen a few

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of those. All right, So
already telling let's grab our first break.

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I'm doctor Lee's Cortez, your host. We are in there with Howard Shore.

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He's the founder and CEO of Activate
Group and the author of the book

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The Leader, launch Pad and also
Your Business is a Leaky bookt joined today

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from Miami, Florida. We've been
talking a bit about leadership and some of

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the key elements that I got from
his book. After the break, will

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of the conversation stay with us.
Doctor Release Cortez is a management consultant specializing

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

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

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

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invite a lease to speak to your
organization, please visit her at Elise Cortez

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

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This is working on Purpose with doctor
Release Cortez. To reach our program today

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or open a conversation with Elise,
send an email to Elise Alis at Elise

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Cortez dot com. Now back to
working on Purpose. Thanks for setting with

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us, and welcome back to working
on Purpose. I'm very excited to share

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with you that my first full link
book is actually out on Amazon now.

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It's called Purpose Ignited. How Inspiring
Leaders unleas, Passionate, Alimate Cause,

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and I wrote it to transform readers
into inspirational leaders who will radically alter the

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workplace as we know it and how
business has done for the better. So

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I hope there's something there for you
and hopefully your team if you're just joining

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us. My guest is Howard Shure. He's the founder and CEO of Activate

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Group and the author of the Leader
launch Pad and your business is a leaky

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bucket. You joinest today from Miami, Florida. I'm your host, doctor

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las Cortez. All right, so
Howard, before we go into this,

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somebody who was asking here in the
chat room, when do we stop climbing?

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And I just want to quickly grab
that from my vantage. I want

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to talk about climbing. What I
mean is growing. And so the answer

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to the question is never. Until
you're dropped into the ground, you never

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stopped growing your perspective, Howard,
Oh, well, you're already now.

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You hit the nail on the head. We definitely should never stop growing.

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But this gets back to you and
curiosity. So if you're curious, every

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time you go out and try to
find something new, learn what other people

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think, learn new ideas, read
books that kind of stuff. You're growing

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and we have a responsibility to keep
doing that. Otherwise you just you can

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you crumble up your braind shuts off
well and by the way that that learning

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journey to be curious and such.
That's actually one of the ways that we

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find meaning in our life as those
experiences and those encounters. So when we

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learn something, it's also it's how
we experience meanings. So of course there's

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a logo therapist. I'm all over
that, all right. So for this

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segment, I wanted to talk more
about leadership and also starting to create and

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run a purpose anchored business. And
so first I want to talk about how

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you you you made a distinction in
your book and you that you took a

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move away from labeling talent A,
B and C. And I completely agree

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with that, and instead you've moved
to simply performing versus not performing, and

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so talk a little bit about that
that distinction and why that's important. So

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I've been involved in everything from start
up to twenty billion dollars in revenue,

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and I've watched how all of these
structures work and how everything happens. And

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they have these really fancy performance reviews
and we name people A, b's and

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c's and they go through all of
this mess and then we miss the whole

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picture. So typically, whenever we've
gone into a situation and we try to

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see how everybody's doing. We will
just label them as performing or not based

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on the factor that are they meeting
the key performance indicators we expected because we

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hire them, and do they live
all over core values? And what I

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learned by doing this consistently in over
a thousand companies is that usually about fifty

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percent of the people at any given
point in time, because there wasn't the

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right focus on it, we're not
performing. And meanwhile they're getting you know,

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okay performance proposals, but it's not
being highlighted for everybody what performance is

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and how many people are actually doing
that. And this is a big leak

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in company buckets. So, as
we talked about earlier in understanding cash,

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we have found that in every business
you're losing at least a million dollars and

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a likely a lot more because we're
not clear on performance versus non performance.

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So Chris, I love that,
Howard love that. Now this is not

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quite related, but I think this
is so important to talk about because I've

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seen that I've been brought into companies
to try to address this, but I

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really really resonated and have seen so
much poisoning inside organizations when an employee or

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leader is allowed to torment co workers
emotionally. As you say and you write

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that, it costs a company at
least two point five times the salary or

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the tormentor, which is fascinating.
Say more about this. So if the

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tormentor is frontlines, it's two and
a half times. If the higher up

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you go on the organization, this
multiplies, so it can be as much

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as twenty eight times salary at the
CEO level, and then you kind of

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fill it in in between. So
at the manager level, I would say

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the bottom is five times. And
the reason is you know that person is

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they're either going to multiply the people
underneath them or you're going to get half

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out of everybody underneath them. And
what I've seen, and we've actually measured

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this in certain companies where when the
torment or we can call them, or

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just the nonperformer or the manager that's
not living core values, what will happen

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is they infect everybody else, so
everybody else slows down because they're now dealing

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with this other person. I've seen
in companies where the manager is so bad

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that you can't hire into their department, so the rest of the company is

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great, But in their department.
You can't get anybody in there because the

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reputation is so bad in that department, and of course employees talk, so

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it just slows everything down. And
you can't just look at the individual.

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You have to look at all the
people they infect including your customers and your

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vendors. So from a leadership bantage
point, the reason I wanted to talk

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about this is that it's so important
to remove address and or remove that poison

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from your business. And I've seen
way too often that gets let to go

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on and on and on because the
bigger leader doesn't either have the courage or

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the competency or the skills to address
that. I can I give you a

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great story in that one, because
I want to make sure this sticks with

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everybody. Yeah, but there was
a company. I was the chief operating

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officer of this company, and I
had the salesforce on that that had to

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work with every day. And we
had this huge team of salespeople, and

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we had this one guy his name
was Julio, and Julio every day for

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our daily meeting in the morning to
set up for the sales day, which

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show up late, come in and
disrupt the meeting, and you know,

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I came to the conclusion that this
person not only was he not performing because

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I was watching his behaviors and his
actions, but everybody else around him just

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couldn't get what they needed to.
And I remember going to the owners of

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this company and I'm like, Julio
needs to go, and They're like,

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no way. He has our largest
client, he represents fifteen percent of our

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company, and he was one of
the original employees. And finally I had

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to push them against the wall.
I said, listen, it's going to

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be him or me. I can't
perform with this guy on my team.

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And I was certain that if I
got rid of him, everybody else's performance

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would go up and we wouldn't even
skip a beat because he wasn't worth it.

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So we eventually let him go,
and within two weeks I had several

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of the employees come around him come
into my office and they just said,

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listen, I want to see thank
you. What do you want and what

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do you want to say thank you? We heard all about this company and

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your core values and how you ran
and then we came in here and we

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were afraid you guys weren't going to
live those values, and now that you

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have we're so much happier that we
made this choice. Come in from your

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competitors. Not only did everybody who
sat around this guy's cubicle, did their

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performance go up? I put a
rookie in his seat, and and the

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performance of his largest client went up. And as a testament, because I

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want to get to the tentacles of
this, about a month in the CEO

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gets a phone call from the CEO
of our largest client unsolicited, and normally

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that's not a good thing, and
so the CEO was like, oh my

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god, Howard made a horrible decision. Well, it turned out I made

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a great decision. He said.
He just called up to say it was

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about time, yea, And our
CEO was like, what do you mean

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it's about time? He says.
We couldn't stand that guy. So you

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know, we did lower orders,
but we stopped buying more because we just

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couldn't stand him. And then,
by the way, did you notice he

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hasn't been in our building for two
years? We banned him from our building.

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And so then was like, why
didn't you say anything? Well,

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we thought he was related to you
or something. Because the way in which

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you guys let him get away with
anything, we just thought he was family,

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so we thought it was fruitless.
Yeah, that's a great story,

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and this is it, this is
it just can't go on. So I

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really wanted to make sure we treat
that that was awesome, Howard and an

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unfortunate story that too many of us
know all too well. Okay, now

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I want to go on to how
how you talk about companies can be can

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be structured. And of course I
was riveted on this because you say your

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business isn't about making profit, and
I love this. You said, the

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more critical your overall purpose, the
better at conserve your overall community at large,

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the more money you will ultimately make
by striving to fulfill it. Yummy,

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say more. So there's a couple
of things here I want everybody to

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listen to. There is more supply
than there is demand in every industry.

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There's a few segments like right now
we can't find enough gloves and PPP that

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will go away. So there's little
pockets once in a while where where supply

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is not enough for demand. But
most cases we have too many people trying

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to offer the same things to the
same customer. And so what the problem

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is is we get all cut up
in our products and services, but we

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solve problems. And the more you
can start thinking about and putting yourself in

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the shoes of your potential customer,
you will be able to create so much

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more value and achieve the purpose they
need to achieve. And when you do

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that, all of a sudden,
you start finding growth becomes so much easier.

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Rather than having to put salve people
out there dialing and getting rejected constantly,

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the customers are coming through the door
because you're solving something that everyone else

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was missing. I really think that's
so important. And this is such a

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00:27:30.279 --> 00:27:33.240
simple message, but it's it's just
about a subtle lens. Right. So

404
00:27:33.279 --> 00:27:37.119
we as business owners or leaders were
thinking about, oh my gosh, you

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know, we've got to make this
thing home, and we've got to watch

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the bottom line. We've got to
make sure people are all right. But

407
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when we focus on other people,
those being our customers or other stakeholders and

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00:27:45.200 --> 00:27:48.279
such, and we think about how
do we serve them right, how do

409
00:27:48.319 --> 00:27:52.359
we solve their problems, how do
we make their dreams come true? You're

410
00:27:52.440 --> 00:27:55.759
right, that's exactly what happens.
And so it's that other focus that's so

411
00:27:55.839 --> 00:27:59.440
important. Let me share a story
there because I think this will give more

412
00:28:00.319 --> 00:28:03.480
to everybody else in the audience.
Think about what whether you like Uber or

413
00:28:03.519 --> 00:28:07.720
not, think about what Uber did. I don't know about the rest of

414
00:28:07.720 --> 00:28:10.799
the people listening to this, but
I remember standing in the snow trying to

415
00:28:10.839 --> 00:28:14.440
have a cab. This was a
nightmare in a strange city. It was

416
00:28:14.480 --> 00:28:18.200
hard to get get a ride,
and the experience was horrible. I was

417
00:28:18.279 --> 00:28:22.279
scared to death half the time.
Most of the cars were just really dirty,

418
00:28:22.720 --> 00:28:26.519
and it was a horrible experience.
So they looked out in the market

419
00:28:26.519 --> 00:28:30.440
and they said, this is a
horrible experience. Yeah, we're going to

420
00:28:30.640 --> 00:28:33.519
change that experience. And that's what
they did. Yeah, you know,

421
00:28:33.599 --> 00:28:37.880
and I can I appreciate actually the
same thing. I love Uber, and

422
00:28:37.039 --> 00:28:41.359
I love the shared service notion in
and of itself, and I remember very

423
00:28:41.400 --> 00:28:45.519
disticculd to your point. I traveled
to Malaysia in twenty eighteen. I think

424
00:28:45.559 --> 00:28:48.680
it was to speak at a conference, and it was so great to walk

425
00:28:48.720 --> 00:28:52.400
out of the airport and there was
my Uber right there waiting for me.

426
00:28:52.759 --> 00:28:56.039
Right, I'm in a completely strange
land. It's it's it's amazing, it's

427
00:28:56.119 --> 00:28:59.160
magic. Right, So, yeah, you know, being able to solve

428
00:28:59.160 --> 00:29:02.240
a problem that's somebody has or a
challenge that they have. Right, that's

429
00:29:02.319 --> 00:29:07.400
where the rubber meets the road,
No pun intended. So I want to

430
00:29:07.599 --> 00:29:11.640
before we go into the next break
here, let me just let's surface these

431
00:29:11.640 --> 00:29:15.559
and I want to talk more about
them after the break. But you handle

432
00:29:15.640 --> 00:29:19.039
the list in your book four categories
of purposeful movement for a business, and

433
00:29:19.079 --> 00:29:22.039
you advise that we must accomplish at
least one of them at a minimum.

434
00:29:22.079 --> 00:29:26.359
So maybe before the break and a
couple of minutes here if you would just

435
00:29:26.480 --> 00:29:29.839
you would talk and distinguish each of
the four and after the break we'll talk

436
00:29:29.880 --> 00:29:33.920
more about them. So we have
first disrupting your industry. So Uber was

437
00:29:33.920 --> 00:29:37.759
a great example there they looked at
an industry. Airbnb was another one.

438
00:29:37.079 --> 00:29:41.400
After a very short time, Airbnb
was actually renting more rooms than Hilton.

439
00:29:41.839 --> 00:29:45.519
And the reason that happened was they
looked at the problem. They said,

440
00:29:45.599 --> 00:29:49.200
listen, we don't need to own
a lot of assets. There's a lot

441
00:29:49.240 --> 00:29:55.200
of excess assets out there that we
can tap into. And actually the hotels

442
00:29:55.519 --> 00:29:59.759
are not meeting what most people need. And I travel a lot with family,

443
00:30:00.160 --> 00:30:03.279
and so we normally bring our moms
and our brothers and all of that,

444
00:30:03.400 --> 00:30:07.799
and that's way too many hotel rooms. So getting a house, a

445
00:30:07.960 --> 00:30:11.319
large house, was much more cost
effective and much better for a family vacation

446
00:30:11.359 --> 00:30:18.519
than a hotel when you look at
uncommon service. Actually my favorite examples Amazon.

447
00:30:18.440 --> 00:30:23.039
The Amazon effect has been amazing in
terms of service we now expect.

448
00:30:23.079 --> 00:30:26.680
And by the way, recently,
you guys know it's slowed down for Uber

449
00:30:26.720 --> 00:30:30.279
a little bit because of COVID,
and we were furious. We're expected to

450
00:30:30.319 --> 00:30:36.880
be able to get anything anywhere by
tomorrow. Right, that's right. How's

451
00:30:36.960 --> 00:30:38.160
that for service? I mean they
changed it. And by the way,

452
00:30:38.279 --> 00:30:41.839
I could be anywhere and just a
few clicks away, I can find why

453
00:30:41.839 --> 00:30:45.519
I needed seconds, and I don't
have to leave my house. I don't

454
00:30:45.519 --> 00:30:52.759
have to leave my backyard. That
is service. Yes, then you have

455
00:30:52.920 --> 00:30:56.720
changing the world, you know.
To me, those are more like your

456
00:30:56.759 --> 00:31:00.839
nonprofits. And so I love City
Year. I've been involved on their board,

457
00:31:00.839 --> 00:31:03.200
and they believe every child has a
right to an excellent education. So

458
00:31:03.240 --> 00:31:10.200
they go into the inner cities and
they marry up mentors to help these kids

459
00:31:10.240 --> 00:31:15.200
that are usually three to six grade
levels behind in the classroom, move up,

460
00:31:15.319 --> 00:31:18.839
catch up and actually get to college. And to me, when you're

461
00:31:18.920 --> 00:31:22.680
changing lives like that, you're impacting
lives like that, we're changing the world.

462
00:31:25.079 --> 00:31:27.240
And then the last one is kind
of excellence. And you know,

463
00:31:27.279 --> 00:31:30.279
there's a lot of companies you can
put in here. I'm going to say

464
00:31:30.319 --> 00:31:33.680
Google. You know, in this
particular case, when your name becomes a

465
00:31:33.759 --> 00:31:37.480
verb, you're you're the best in
the world at what you do. And

466
00:31:37.880 --> 00:31:42.240
no one has been better at building
algorithms than they have. And because of

467
00:31:42.279 --> 00:31:47.160
that, they've they've done handsomely.
And what I want everybody in the audience

468
00:31:47.200 --> 00:31:51.839
to understand is you've got to look
through these lenses when you're thinking about how

469
00:31:51.960 --> 00:31:56.960
you want to make a difference with
your organization and look through and sometimes it's

470
00:31:56.960 --> 00:32:01.119
a combination of maybe two of those, usually not more than two. But

471
00:32:01.279 --> 00:32:07.279
if you can't say you fall into
one of those four categories, you probably

472
00:32:07.640 --> 00:32:12.200
have missed the whole picture of purpose, beautifully, said Howard. And we'll

473
00:32:12.200 --> 00:32:15.440
talk more about that after the break. I'm your host, doctor Leise Cortez.

474
00:32:15.680 --> 00:32:20.680
We're on the air with Howard Shore
talking about his book that The Leader

475
00:32:20.759 --> 00:32:22.920
launch Pad, Five Steps to fuel
your business and lift your profits. We'll

476
00:32:22.920 --> 00:32:27.680
be right back after the break,
I sting with us. Doctor Release Cortez

477
00:32:27.799 --> 00:32:32.359
is a management consultant specializing in meaning
and purpose and inspirational speaker and author.

478
00:32:32.720 --> 00:32:39.240
She helps companies visioneer for greater purpose
among stakeholders and develop purpose inspired leadership and

479
00:32:39.480 --> 00:32:45.480
meaning infused cultures that elevate fulfillment,
performance, and commitment within the workforce.

480
00:32:46.119 --> 00:32:51.079
To learn more or to invite a
lease to speak to your organization, please

481
00:32:51.200 --> 00:32:53.799
visit her at a Lease Cortez dot
com. Let's talk about how to get

482
00:32:53.880 --> 00:33:06.799
your employees working on purpose. This
is working on Purpose with doctor Elise Cortez.

483
00:33:07.359 --> 00:33:10.279
To reach our program today or open
a conversation with Elise, send an

484
00:33:10.279 --> 00:33:17.720
email to Elise ali Se at Elise
Cortez dot com. Now back to working

485
00:33:17.759 --> 00:33:28.160
on purpose. Thanks for staying well
us and welcome back to working on purpose.

486
00:33:28.359 --> 00:33:30.759
I have another announcement for you.
If you didn't know this, We've

487
00:33:30.880 --> 00:33:35.880
launched Augusto Now platform. It's an
e learning platform designed to deliver professional and

488
00:33:35.960 --> 00:33:38.440
leadership development courses. We do that
in English, FeNiS and Portuguese because I

489
00:33:38.480 --> 00:33:43.599
speak all those languages and I love
them so fun for us. Now,

490
00:33:43.680 --> 00:33:45.680
if you're just joining us, my
guest is Howard Shore, founder and CEO

491
00:33:45.720 --> 00:33:50.240
of Activate Group and the author of
The Leader launch Pad, and your business

492
00:33:50.279 --> 00:33:52.480
is a Leaky Bucket. You join
it today from Miami, Florida, Florida.

493
00:33:52.599 --> 00:33:55.720
I'm your host, doctor Elise Cortez. So I wanted just to take

494
00:33:55.759 --> 00:34:00.880
a little bit more on those areas
that we talked about before the Coward about

495
00:34:00.920 --> 00:34:04.680
these are the four categories that you
talk about of purposeful movement for a business

496
00:34:04.720 --> 00:34:07.559
and again for our listeners, and
those that are just coming in those categories

497
00:34:07.599 --> 00:34:13.559
are disrupting your industry, uncommon services, changing the world in excellence. And

498
00:34:13.639 --> 00:34:15.440
so one of the other things that
you say in your book that I think

499
00:34:15.559 --> 00:34:22.440
is important for our listeners to really
hear and see and experience this message through

500
00:34:22.480 --> 00:34:27.320
that lens is you talk about that
look look look at purpose through these four

501
00:34:27.480 --> 00:34:30.800
lenses and determine which of these four
ignites your passion. Then ask what purpose

502
00:34:30.840 --> 00:34:37.360
can my company serve within that category? And so what I appreciate about that

503
00:34:37.480 --> 00:34:40.920
is that obviously I am a person
that's been I've been trafficking in purpose and

504
00:34:40.960 --> 00:34:45.480
meaning for the last I don't know, five or six years now, and

505
00:34:45.519 --> 00:34:49.159
but people have people find purpose to
be you know, abstract. So I

506
00:34:49.199 --> 00:34:51.719
like the way that you get it, make it accessible for us. Say

507
00:34:51.719 --> 00:34:55.159
a little bit more about how listeners
and viewers can use those categories in their

508
00:34:55.199 --> 00:34:59.920
business. So first of all,
I want to put some color around the

509
00:35:00.159 --> 00:35:05.199
for everybody. So everybody here that's
listening to this, if you really want

510
00:35:05.199 --> 00:35:08.840
to become a great leader, go
work with a nonprofit and take a leadership

511
00:35:08.920 --> 00:35:13.880
role in a nonprofit. So one
of the things I learned, and one

512
00:35:13.880 --> 00:35:16.239
of the things I did was is
I ran. I was a cubmaster for

513
00:35:17.360 --> 00:35:21.679
the largest cup Scout pack here in
Florida. And by the way, I

514
00:35:21.719 --> 00:35:24.719
don't like the camp I don't know
how to light of fire, but I

515
00:35:24.760 --> 00:35:29.320
was able to lead a large unit. But what I had to learn there

516
00:35:29.400 --> 00:35:32.039
is how do you get a bunch
of people that already have full time jobs,

517
00:35:32.199 --> 00:35:36.079
that have other things to do,
that are only there because of their

518
00:35:36.159 --> 00:35:39.199
children. How do you mobilize them
and again and get them to do a

519
00:35:39.239 --> 00:35:44.920
lot more than they would normally just
sign up for. And you have to

520
00:35:44.960 --> 00:35:47.400
get to the hearts. If you
don't get to the heart and hit their

521
00:35:47.480 --> 00:35:53.159
they get their belly fired up,
then you're not going to get much help.

522
00:35:53.199 --> 00:35:55.280
And you're going to wind up carrying
all the weight. Well, it's

523
00:35:55.320 --> 00:35:59.639
the same thing leading a company,
and so I started asking the question.

524
00:35:59.840 --> 00:36:02.719
I said, how do nonprofits get
people to work for free? And then

525
00:36:02.800 --> 00:36:07.199
we've got all these employees that we
pee really well, and we can hardly

526
00:36:07.199 --> 00:36:10.519
get them to work. And I
realized the problem was purpose. When we're

527
00:36:10.599 --> 00:36:15.400
doing something exciting, we'll knock down
walls, we'll work extra, we'll work

528
00:36:15.480 --> 00:36:20.159
for free because what we're trying to
do is so big. And one of

529
00:36:20.159 --> 00:36:22.519
the things I also found working with
leaders, I can't tell you how many

530
00:36:22.559 --> 00:36:27.599
people have like big companies and are
miserable, and it's because all they're doing

531
00:36:27.639 --> 00:36:30.760
is that they're earning money and it's
transactions and they're like, I don't feel

532
00:36:30.800 --> 00:36:35.480
fulfilled. I don't know what it's
because they're not doing anything that gets them

533
00:36:35.519 --> 00:36:38.119
really pumped up. And so when
you're looking through those lenses and when you're

534
00:36:38.119 --> 00:36:43.039
trying to think about what you're doing, those lenses I gave you are less

535
00:36:43.079 --> 00:36:47.840
important than the concept of you want
to get up every morning and do something

536
00:36:49.320 --> 00:36:52.159
that really has an impact on others
in a way. In one of those

537
00:36:52.239 --> 00:36:59.000
lenses, doing something you love doing
and that your employees would love to be

538
00:36:59.079 --> 00:37:02.320
on that journey with you. Nobody
wants to go to work. Everybody wants

539
00:37:02.320 --> 00:37:07.360
to have an impact, absolutely right, Yeah, there's just two maybe stories.

540
00:37:07.360 --> 00:37:08.440
I mean that one of the big
reasons that I do the work that

541
00:37:08.480 --> 00:37:10.920
I do, how it is that, according to the ALP organization, eighty

542
00:37:10.920 --> 00:37:14.880
five percent of global workforce it doesn't
want to go to work on Monday morning

543
00:37:14.960 --> 00:37:17.519
or whenever the ship starts. And
that, for me is a travesty because

544
00:37:17.519 --> 00:37:22.000
work, to me is such a
precious part of our lives and a way

545
00:37:22.039 --> 00:37:24.199
to give of ourselves, be of
service and give something of ourselves to the

546
00:37:24.239 --> 00:37:29.360
world, and so making that meaningful
is what I'm up to. Completely agree

547
00:37:29.400 --> 00:37:32.559
with you, all right, So
let's get a few more tools in for

548
00:37:32.599 --> 00:37:37.360
our listeners here before we go.
We are close to we're already wrapping up

549
00:37:37.360 --> 00:37:42.400
towards the end here. But I
really appreciated that you distinguish very crisply between

550
00:37:42.440 --> 00:37:45.480
strategy and planning in your book,
and you write and a quote, strategic

551
00:37:45.559 --> 00:37:50.679
thinking is the time you set aside
to discuss factors outside your company, consider

552
00:37:50.760 --> 00:37:54.239
what opportunities and threats they create for
your company, and deliberate about the various

553
00:37:54.239 --> 00:37:59.960
options to address them in the two
best position your company versus the competition.

554
00:38:00.360 --> 00:38:05.199
When done correctly, the planning process
brings your strategy to life. I love

555
00:38:05.280 --> 00:38:10.679
that. So you know the nexus
of this is, I see so many

556
00:38:10.719 --> 00:38:15.519
companies get really really good at execution, but they're running in circles, or

557
00:38:15.559 --> 00:38:20.320
they're getting really good at right turns, and all they do is do it

558
00:38:20.480 --> 00:38:24.400
faster right, but they're not really
getting anywhere. And you can see this

559
00:38:24.440 --> 00:38:28.760
because their companies barely grow, if
they grow at all, as they go

560
00:38:28.840 --> 00:38:31.480
forward, and they never ever have
the impact that they thought they have.

561
00:38:31.559 --> 00:38:36.519
And the problem is that they're thinking
too short term anted. And so when

562
00:38:36.519 --> 00:38:40.280
you do and you're planning and you
don't have the long game in mind,

563
00:38:40.800 --> 00:38:45.880
then you never quite move your company
forward. You never quite move your life

564
00:38:45.920 --> 00:38:47.960
forward if you're trying to move your
career forward. So if you know at

565
00:38:49.000 --> 00:38:52.679
the end you want, like,
for example, my audacious goal right now

566
00:38:52.719 --> 00:38:58.119
is I want to impact five hundred
thousand lives. Right, So I drew

567
00:38:58.159 --> 00:39:00.119
a line of this and I said, starting from this point forward, I

568
00:39:00.119 --> 00:39:05.280
want to impact five hundred thousand lives. As soon as I realized I wanted

569
00:39:05.280 --> 00:39:07.159
to impact that many people. I
had to change what I did. I

570
00:39:07.199 --> 00:39:10.239
had to speak more, I had
to write the next book. I had

571
00:39:10.239 --> 00:39:15.079
to hire an army of coaches so
we can go out and serve enough customers

572
00:39:15.280 --> 00:39:17.679
that we can impact that many lives. I could no longer do it myself.

573
00:39:19.079 --> 00:39:21.840
But man, I'm like, God, if I can change five hundred

574
00:39:21.880 --> 00:39:24.679
thousand dollars lives, how many more
people would be happier? It would extend

575
00:39:24.719 --> 00:39:29.719
to their families and their neighbors.
And I'm like, this would be freaking

576
00:39:29.800 --> 00:39:34.360
awesome. But my plans in the
past never would have gotten me there because

577
00:39:34.360 --> 00:39:38.280
I had no idea of my destination. Yeah, really quick, I want

578
00:39:38.320 --> 00:39:40.960
to I want to grab onto what
you've said there about the impact, because

579
00:39:42.039 --> 00:39:44.039
for some people they might be saying, well, why do you want to

580
00:39:44.079 --> 00:39:46.199
pick a difference five hundred thousand lives? Well, and you said it,

581
00:39:46.239 --> 00:39:49.599
but I want to bring it,
bring it bigger to life. For people

582
00:39:49.599 --> 00:39:52.360
to understand is that those lives.
Every time you impact those five hundred thousand

583
00:39:52.360 --> 00:39:55.119
lives, You're right, They're going
to touch somebody else's life. They're going

584
00:39:55.159 --> 00:40:00.719
to come home and be better human
beings inside their homes, their loved ones,

585
00:40:00.760 --> 00:40:02.239
to their senic another, to their
dog, to the cat. They're

586
00:40:02.239 --> 00:40:07.679
going to be more likely to volunteer
in the community because they're more fulfilled and

587
00:40:07.880 --> 00:40:10.719
realizing their own dreams. And so
that ripple effect is huge, and that

588
00:40:10.800 --> 00:40:14.840
is a big thing that I cover
in my book as well, because that's

589
00:40:14.840 --> 00:40:16.559
what we're looking for, is if
we can make a difference in those lives

590
00:40:16.760 --> 00:40:22.719
they the effect just keeps cascading onward. And how beautiful is that? It's

591
00:40:22.760 --> 00:40:27.440
awesome? And I'll tell you the
feeling when you have somebody that you never

592
00:40:27.480 --> 00:40:30.800
met before it comes up to you
says thank you for what you did.

593
00:40:30.840 --> 00:40:35.199
With our leaders, we love our
jobs so much more. They're actually making

594
00:40:35.320 --> 00:40:37.719
us read the books you made them
read, and that's changed their lives.

595
00:40:37.760 --> 00:40:42.159
You're just like, WHOA, I
didn't even expect that extension, Right,

596
00:40:42.239 --> 00:40:45.079
it's so beautiful right to know that
we matter. In fact, you know

597
00:40:45.119 --> 00:40:46.840
this, Howard, Right, What's
the number one thing that most people crave

598
00:40:46.880 --> 00:40:51.800
in their work is to feel valued
and appreciate it. Right, So it's

599
00:40:51.800 --> 00:40:55.519
beautiful. Okay, so that hasn't
changed for a hundred years, I know,

600
00:40:55.679 --> 00:40:59.639
right, And it's so simple,
but we often miss it, right,

601
00:41:00.039 --> 00:41:01.840
Leaders often missed that. So big
reason why I keep doing this work

602
00:41:01.840 --> 00:41:05.559
and doing the show and what I'm
doing too, is just to keep reminding

603
00:41:05.599 --> 00:41:10.159
because we all need that, all
right. So this was a positively riveting

604
00:41:10.360 --> 00:41:14.039
inspiration to me in your book,
and listeners and viewers, it will be

605
00:41:14.079 --> 00:41:16.599
for you too, Howard says in
his book, you know, you have

606
00:41:16.760 --> 00:41:21.280
a strong understanding of the customer.
When you have the lowest cost of customer

607
00:41:21.320 --> 00:41:24.960
acquisition in your industry, your growth
rates are astronomical and your salespeople become order

608
00:41:25.000 --> 00:41:30.440
takers, and you and you and
your biggest and your biggest challenge is scaling

609
00:41:30.519 --> 00:41:35.360
fast enough. Oh yeah, that
sounds really good to me. Yeah.

610
00:41:35.480 --> 00:41:37.559
So, so there's a couple of
things that I after watching, you know,

611
00:41:37.679 --> 00:41:43.239
hundreds of companies and working with different
organizations, I saw a big difference.

612
00:41:43.719 --> 00:41:46.239
Some companies it seemed like, man, the business just walked in the

613
00:41:46.239 --> 00:41:51.480
door. And then there were the
other companies. They actually had a good

614
00:41:51.519 --> 00:41:57.039
product or service, but their sales
team, their marketing team or ten times

615
00:41:57.119 --> 00:42:01.119
harder. And what I realized was
the companies that we were working with that

616
00:42:01.199 --> 00:42:06.480
how to get product were like they
did not know how to articulate, and

617
00:42:06.519 --> 00:42:09.239
they did not know how to position
what they had in a way that really

618
00:42:09.320 --> 00:42:13.960
mattered to a buyer. And so, you know, we all make choices,

619
00:42:13.960 --> 00:42:17.920
whether it's choosing water or you know, buying a meal or buying anything,

620
00:42:19.239 --> 00:42:22.920
and we're going to go through a
process of which we're going to choose.

621
00:42:23.280 --> 00:42:27.840
And too often, you know,
when we know this all as buyers,

622
00:42:27.840 --> 00:42:30.000
we go out and we look at
the ten choices we have and we're

623
00:42:30.039 --> 00:42:32.199
like, is there a difference between
any one of these? Know that I

624
00:42:32.239 --> 00:42:36.320
want the cheapest one, right because
I can't see the difference. So the

625
00:42:36.400 --> 00:42:42.280
companies I saw that were exploding,
they were really good at segmenting a market

626
00:42:42.360 --> 00:42:46.719
down to a very specific buyer,
understanding that buyer in a way that everybody

627
00:42:46.760 --> 00:42:52.480
else did not, and then learned
how to speak their language. Too often,

628
00:42:52.519 --> 00:42:55.559
we speak our language of our products
and services. We love what we

629
00:42:55.639 --> 00:43:00.280
do, and we can't well to
tell everybody how we built the mouse app.

630
00:43:00.559 --> 00:43:05.360
They don't care. And so these
other companies do a much better job

631
00:43:05.760 --> 00:43:10.360
of positioning their products and then only
giving them what they need and then stripping

632
00:43:10.360 --> 00:43:15.840
out everything else, and then they
appreciate that versus the other companies who try

633
00:43:15.880 --> 00:43:19.280
to be everything to everybody, and
they just can't get any traction. I

634
00:43:19.320 --> 00:43:21.199
want to call it. A couple
of things that I heard in there that

635
00:43:21.239 --> 00:43:25.800
I think are really critical. One
is that you said that these companies understand

636
00:43:25.920 --> 00:43:30.039
their customer. In other words,
that means you really have to do the

637
00:43:30.079 --> 00:43:34.400
work to understand what these people need
or these organizations want from you. And

638
00:43:34.440 --> 00:43:37.400
then too, you said, then
you need to use the language that they

639
00:43:37.400 --> 00:43:39.239
can understand it. I mean,
so often what I've seen is to your

640
00:43:39.280 --> 00:43:45.159
point is people talk about their products
and services in this incredibly lofty language,

641
00:43:45.199 --> 00:43:47.639
but people don't know what they're talking
about it, and they're not talking the

642
00:43:47.679 --> 00:43:52.559
customers language. So I think what
you said is is it's extremely accessible for

643
00:43:52.800 --> 00:43:57.920
our listeners and viewers, Thank you, Howard. And every viewer can accomplish

644
00:43:58.000 --> 00:44:00.480
this, but they have to spend
more time getting out of their offices and

645
00:44:00.519 --> 00:44:06.280
getting in the market and talking to
potential customers and stop staying all their time

646
00:44:06.400 --> 00:44:10.639
inside their building tinkering with products and
services without any of that input. Totally

647
00:44:10.679 --> 00:44:16.760
agree. So at this juncture,
I want to make sure that we address

648
00:44:17.239 --> 00:44:20.760
the big yellophant in the room that
we still have in our company, and

649
00:44:20.800 --> 00:44:24.559
that's of course COVID, and so
I'm interested here. We've been at this

650
00:44:24.679 --> 00:44:29.679
for several months, and you are
a renowned business leader and coach, Howard,

651
00:44:29.760 --> 00:44:32.679
and so I'm interested in some of
the lessons business owners and leaders can

652
00:44:32.800 --> 00:44:37.840
learn and apply from COVID from your
advantage point. So, first of all,

653
00:44:37.760 --> 00:44:42.039
we have to realize that we are
all in the same storm, but

654
00:44:42.159 --> 00:44:46.199
different boats. So COVID meant very
different things depending on who I'm talking to.

655
00:44:46.559 --> 00:44:52.480
We have companies that are exploding right
we have companies that have just consistently

656
00:44:52.880 --> 00:44:57.440
moved forward and COVID hasn't affected them. And then we can go on the

657
00:44:57.440 --> 00:45:01.239
other side of spectrum and somebody's been
crushed. One thing I do want to

658
00:45:01.280 --> 00:45:07.239
share with everybody is because we don't
hear this enough. I am astounded and

659
00:45:07.320 --> 00:45:13.199
excited about how many organizations are doing
fantastic right now. They're having great years,

660
00:45:13.199 --> 00:45:16.920
and you don't hear that. All
we hear is the negativity. And

661
00:45:16.920 --> 00:45:21.519
and yes there's sectors that are hid. And so so I think, depending

662
00:45:21.559 --> 00:45:25.440
on what boat you're are in,
are you are you resuming, are are

663
00:45:25.519 --> 00:45:30.079
you regressing? You know? Are
you rebuilding? You know? Depending on

664
00:45:30.119 --> 00:45:32.679
what category? And I think my
answer is going to be different. So

665
00:45:34.119 --> 00:45:37.639
one of the things I'm seeing is
we definitely are clear now some people work

666
00:45:37.679 --> 00:45:42.760
better from home than others, don't. We are also seeing that some people

667
00:45:42.800 --> 00:45:45.880
do work really well from home and
we don't need all that office space,

668
00:45:45.119 --> 00:45:51.519
right. We're also seeing that if
you're going to have people to work remotely,

669
00:45:51.880 --> 00:45:54.400
you need to have the right process, structure and infrastructure, and you

670
00:45:54.400 --> 00:45:59.000
have to have you have to set
it up so that you're setting them up

671
00:45:59.039 --> 00:46:02.800
for success as well yourself. And
so what we're seeing is is some companies

672
00:46:02.840 --> 00:46:07.559
are doing that really well and other
companies, you know, they didn't mess

673
00:46:07.599 --> 00:46:08.840
with it too much because they're like, this is going to pass, and

674
00:46:08.840 --> 00:46:13.960
now it's been a lot longer than
what you wanted. But I believe there's

675
00:46:14.000 --> 00:46:16.880
several keys of success, if you
know COVID or not. Number one,

676
00:46:16.920 --> 00:46:22.360
we have to communicate vision very very
well. We have to communicate what we

677
00:46:22.400 --> 00:46:24.480
expect very very well. And I
think what a lot of companies found out

678
00:46:24.559 --> 00:46:29.199
during COVID is they sucked at that. And that same gallop sermy that you

679
00:46:29.280 --> 00:46:34.079
read has a lot of data in
there that I think the data point is

680
00:46:34.119 --> 00:46:39.519
only twelve percent of employees believe that
they're the managers they work for communicate well,

681
00:46:39.800 --> 00:46:45.280
So communicate, communicate, communicate.
The other thing is, you know,

682
00:46:45.480 --> 00:46:52.000
we need to have some way of
measuring that each one of us every

683
00:46:52.079 --> 00:46:54.719
day we have one to two key
performance indicators to know whether we had a

684
00:46:54.719 --> 00:46:58.880
good day or good week. And
when you don't have those types of things

685
00:46:59.000 --> 00:47:04.039
in place, then it's very hard
for those people to know they're giving you

686
00:47:04.079 --> 00:47:07.079
what you need. And it's very
hard, particularly when they're not in your

687
00:47:07.119 --> 00:47:12.440
office, to know that you're getting
what you need. All you know is

688
00:47:12.599 --> 00:47:15.199
I'm used to seeing somebody and I
can't see them. But even when people

689
00:47:15.239 --> 00:47:19.880
were able to see their employees,
they were not managing well, they were

690
00:47:19.920 --> 00:47:24.880
not leading well. And all this
did was exasperate that very nicely narrated Howard,

691
00:47:24.880 --> 00:47:27.639
I agree with everything you said there. I was going to add a

692
00:47:27.639 --> 00:47:30.239
couple of points, but you already
covered them, so fantastic. You do

693
00:47:30.320 --> 00:47:35.679
my work for me, it's great. So I guess I would add just

694
00:47:35.719 --> 00:47:37.960
one thing in there, and that
is that one thing that I have certainly

695
00:47:38.000 --> 00:47:43.480
seen is if nothing else, we
all back to our earlier conversation, have

696
00:47:44.199 --> 00:47:47.400
learned that we have to continue learning, growing and looking for new ways of

697
00:47:47.440 --> 00:47:51.199
doing business. So I would just
add that in there, that the constant

698
00:47:51.320 --> 00:47:53.960
curiosity you were talking about before,
and looking for new ways to be and

699
00:47:53.960 --> 00:47:58.800
to be of service and to solve
problems and challenges. That's it would be

700
00:47:58.800 --> 00:48:01.039
another thing that I would just put
out there. Well, And so there's

701
00:48:01.039 --> 00:48:05.679
a story behind that. I think
you made an awesome point and horrible that

702
00:48:05.719 --> 00:48:08.880
I didn't catch it, because look
at what's happening even in our industry.

703
00:48:08.960 --> 00:48:14.239
So we're used to speaking in person, We're used to delivering everything in person,

704
00:48:14.679 --> 00:48:17.039
and then all of a sudden,
we can do events and we can

705
00:48:17.079 --> 00:48:21.719
touch five thousand people instead of the
hundred that we had in the room,

706
00:48:21.800 --> 00:48:25.400
and we can make it more affordable, easier access. And so people in

707
00:48:25.480 --> 00:48:30.239
our industry have done a lot more
revenue this year than they ever have and

708
00:48:30.280 --> 00:48:34.159
it costs them a lot less and
a lot less effort, right right,

709
00:48:34.280 --> 00:48:37.920
something to learn, absolutely right,
completely agree. I found something that that's

710
00:48:37.920 --> 00:48:40.519
why we started gust one now exactly
right, all right, So we're here

711
00:48:40.599 --> 00:48:44.679
at the end of already, So
in say thirty seconds hour, what would

712
00:48:44.920 --> 00:48:47.000
like to be our listeners and viewers
with So I think this is a time

713
00:48:47.039 --> 00:48:52.079
that I want to make sure that
everybody remains ambitious. It's really easy and

714
00:48:52.199 --> 00:48:55.679
tough times, in troubling times to
lose your ambition. And you know,

715
00:48:55.840 --> 00:49:00.440
if you look back over time,
more than fifty percent of the fortune five

716
00:49:00.559 --> 00:49:05.840
hundred of the SMP five hundred that
we have today got created during times like

717
00:49:05.880 --> 00:49:08.199
this started up during times like this. This was their time. So I

718
00:49:08.239 --> 00:49:12.360
want to see to everybody right now. I want you to be thinking,

719
00:49:12.559 --> 00:49:15.800
this is my time and go out
and get it. Love that Howard,

720
00:49:15.840 --> 00:49:19.039
What a great way to finish.
Thank you so much for joining me.

721
00:49:19.079 --> 00:49:21.400
I'm so glad we found each other. Thank you for sharing your heart,

722
00:49:21.480 --> 00:49:24.519
your soul and all of your experience
beautiful. Thank you for having me.

723
00:49:24.559 --> 00:49:29.039
This was awesome. Absolutely, Listeners
and viewers. If you want to learn

724
00:49:29.039 --> 00:49:30.880
more about how We're sure, the
work he and his team do to liberate

725
00:49:30.920 --> 00:49:35.880
C suite teams from the barriers holding
them back personally and professionally, or his

726
00:49:36.000 --> 00:49:39.280
various books, go to his website. It's activate Groupinc. Dot com.

727
00:49:39.320 --> 00:49:45.280
One more time, Activate groupinc dot
com. Last week you finished the live

728
00:49:45.320 --> 00:49:47.400
show, you can always catch a
recorded podcast. We were on there with

729
00:49:47.480 --> 00:49:52.039
Joanne Hayman. She's a kindred spirit
who also helps men and women transform their

730
00:49:52.039 --> 00:49:54.119
lives and leadership to work from purpose. Next week, we'll be on the

731
00:49:54.119 --> 00:49:59.559
air with Ron Barger of Serbium Investors, a new venture built on conscious capitalism.

732
00:49:59.639 --> 00:50:02.719
That's investors who want good returns and
who desire to invest not only their

733
00:50:02.719 --> 00:50:07.559
wealth, but also their time and
talent to enable purpose and positive change that

734
00:50:07.679 --> 00:50:10.719
impacts the world in a purposeful and
lasting way. Promises to be a great

735
00:50:10.719 --> 00:50:14.480
conversation to see you there. Remember
that works at least a third of life,

736
00:50:14.480 --> 00:50:22.480
So let's work on purpose. We
hope you've enjoyed this week's program.

737
00:50:22.599 --> 00:50:27.760
Be sure to tune into Working on
Purpose, featuring your host, doctor Elise

738
00:50:27.840 --> 00:50:32.400
Cortez, each week on the Voice
America Empowerment Channel. Together, we'll create

739
00:50:32.440 --> 00:50:39.679
a world where business operates conscientiously,
leadership inspires impassioned performance, and employees are

740
00:50:39.719 --> 00:50:45.360
fulfilled in work that provides the meaning
and purpose they crave. See you there,

741
00:50:45.920 --> 00:50:46.360
Let's work on Purpose.