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 Cortes. Hey

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Eric, Welcome back to Working on
Purpose. I'm your host, doctor release

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Cartes. Join you live from Dallas, Texas, which is home base for

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me. By way of introduction,
If you don't know me, I'm a

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management consultants in meaning and Purpose.
I am an inspirational speaker, I'm an

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author, and I'm an organizational LOCO
therapist. You can learn more about me

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at a Lascortes dot com, orgustodashnow
dot com. If you've been tuning in

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those program for a while, then
you know this. This is a thought

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leadership series that's designed to enliven and
inspire listeners with insights from distinguished business leaders,

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subject matter experts and authors, and
by listening in, you're part of

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the movement to create inspirational leaders that
create a place where we want, where

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we can thrive, and organizations at
better the world. Glad you're here now

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I wanted this week's program. My
guest today is Howard Shore. He's the

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founder and CEO of Activate Group and
the author of several books, including his

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most recent, which we'll be talking
about today, is called The Leader launch

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Pad, Five Steps to Fuel your
Business and Lift your Profits. He joined

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you today from the Miami, Florida
area. Howard, Welcome to Working on

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Purpose. I'm so excited to be
here. Thank you for having me.

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You're welcome. And as you know, I read my guestbooks cover to cover

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because you're part of my ongoing university
education. Thank you for that, Howard.

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And as I told you, I
got some real pearls from your book.

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Thank you. And there's the ones
that I picked out are the ones

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that I think are really pertinent to
what our leader or our listeners and viewers

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want to hear. So I'm going
to be I'm going to take you through,

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as you know, a whole list
of questions here. But before we

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do that. I think it's important
for our listeners and viewers to know a

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little bit more about you. And
I've learned that you've got quite an interesting

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story in that growing up early in
life you had ADHD, sleep out,

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MEA and dyslexia, and that you
credit your mother for your foreseeing your potential

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and helping steward your life. Let's
hear a little bit about what was that

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like growing up and how did you
overcome that. Well, if you go

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really really early, like elementary school, with all the issues I had ADHD,

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sleep out, neil, all of
that stuff, they wanted to put

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me in a special education and my
mom knew that I didn't belong in that

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program. She knew from interacting with
me that I had the chops to go

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through the regular program. I just
had some issues that they were not used

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to dealing with back in the Stone
Age. So my mom, you know,

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she went, she advocated on my
behalf. And to give an example

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of how she did that, there
was like a little entrance exam you had

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to take, and I didn't do
very well on it because of my DYSLEXI

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

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son to go and do this verbally. Just tell him the questions and he'll

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

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I'll let you go to special education. I'm sure enough. I did great,

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and that was a pivot point.
But throughout my life there were all

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

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

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unlocking my potential. And it took
her to help me see what I was

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capable of so that I would power
through. That's beautiful, Howur. So

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two things to that. First,
thanks Mom and all the moms out there

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

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And two, 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 story that

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Howard just gave us as gold for
that so beautiful Howard, thanks for starting

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

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like many other entrepreneurs, you didn't
go straight to college. After high school.

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No, no, no, Instead
what you did as you skipped off

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

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

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

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look at it. On paper,
what a great success eighteen years old,

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bought a business, sold them when
I was twenty one, and get a

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five times return on my investment.
So I'm paper looks great. But I

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got to tell you, folks,
I want to do over well again again.

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I definitely want to do over.
If I were to go back then,

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knowing kind of what I know now, I would realize, first of

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all I had other than knowing the
product and service and what needed to happen

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for customers, I knew nothing about
business. I knew nothing about unlocking and

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tapping into the full potential of your
employees. I didn't know anything about cash

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and financial statements. And god knows
how I got from one side to the

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other. And even as a leader, I mean, I just could have

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been ten times better than I was, and I just didn't know any better.

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I wish back then I had a
coach. Yeah, Yeah, it's

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amazing. And that's one thing I
definitely want to talk about because you are

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today now. I don't know how
many times you've done this sober, but

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you're a serial entrepreneur today. You
are a well recognized businessman and a coach.

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And you told me in our conversation
that you understood cash and that's really

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interesting, right. I think you
have a CPA as well. But you

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also love this phrase that you have
in the book. It says, revenue

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is vanity, profit is sanity,
and cash is king. So this guy

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actually goes back to the first business. So one of the problems I ran

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into in my first business is I
was growing one hundred percent every quarter and

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I never had anything to pay myself. I never had any money. And

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then I remember going to my account
and saying, I don't understand this problem.

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I've got a great gross margin,
I'm growing and I never have any

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money. And he's like, well, Howard, have you ever looked at

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your balance sheet? He said,
no, I keep looking at my income

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statement. He'd like, your balance
sheet is horrible. He says, you

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

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you are growing at one hundred percent. He says, how often do you

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play your employees? I said,
well, you know that I pay him

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twice a month, so great,
so you're paying them, you know,

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twice a month. And then how
often do your clients pay you per month?

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So well, I don't know how
often. And I found out that

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my average client would pay me every
three to four months. I had a

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business model problem, and I was
going to go bankrupt if that business model

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continued. So after I sold that
business, I realized the one thing if

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I learned anything I really wanted to
understand, it's just the whole financial modeling

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of business. And that was the
only reason I studied accounting. Actually I

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was bored out of my mind,
but that's a whole nother story. But

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I really then learned that you know
people that they only look at one chapter

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of the story, and there's all
these other chapters and you've got to put

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them together to get your whole story. And then I realized that a lot

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of leaders, and I see this
all the time, are they don't understand

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the inputs and the outputs in the
right way. They just know revenues and

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expenses, but they don't understand bad
leadership destroys your P and L. They

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don't understand that when you don't have
a good strategy, you don't grow.

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They don't understand that most of the
things they're working on on a daily basis

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will barely move the needle. They
actually choose the wrong priorities. And by

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understanding cause and effect, we do
a much better job of looking at much

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better priorities that will make much bigger
dance and where you want to head to,

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beautiful Howard. And let's go back
to what you said before I asked

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you that question, which was the
importance of having a coach or a mentor.

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So you went and talked with your
account who helped you understand this.

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And I know you've used your own
coaches over the years as well as I

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have two that I work with right
now. And I do think I just

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gave a keynote speech a couple of
weekends ago talking about the importance of mentors

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and coaches right in my view,
I just I know that I would not

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be living my purpose if I didn't
have the coach that I did. I

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would not be doing the work that
I'm doing if I didn't have the coaches.

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So your perspective on coaches. So, first of all, I love

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mentors, coaches, peer groups.
To give you an idea of how much

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I love that and how much I
depend on it, I participate in two

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mastermind groups. One is an all
coaches mastermind group, another one is an

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all CEO master My group, and
then I have a whole third group that

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I'm part of that I'm just trying
to learn from other CEOs all the time.

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And so I've had mentors in my
life. I've had coaches, and

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to be honest with you, my
wife would tell you, thanks to my

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entering this field and thanks to my
hiring those coaches, I am a different

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person. I'm a much better version
of myself because of my interactions with those

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other peers as well as those coaches. I here here, how are me

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too? And I have I'm never
going to be done right. I'm still

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climbing that rope, that letter and
getting where I want to go. And

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I can't do it by myself.
I can't deal with the package that I

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am today, So I look for
those people to help pull me up and

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teach me and frankly keep me accountable
to my dreams. So I'm with you,

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on the importance of coaches. All
right, let's shift to leadership one

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of the other things. And of
course I take copious notes, as you

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know, because I sent them on
to you. But one of the things

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that I appreciate about your book is
I like your stance that a person's character

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is the foundation for their leadership.
And you talk about five traits that you

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characterize as comprising great leadership, and
I want to talk about each of them

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briefly for our listeners, And i'd
like how you also you've suggested that these

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five traits are exhibited by people that
we would recognize, like Nelson Mandala,

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Margaret Thatcher, Abraham Lincoln, and
Warren Buffett. So I want to talk

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about how your perspective on each one. And then so the first one you

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talk about is integrity. To tell
us about integrity. So for me,

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I've learned the secret to success in
anything, being a parent, being a

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business owner, in anything is trust. So when trust goes down, then

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everything slows down. When trust goes
down, cost goes up. And so

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I realize that from an integrity standpoint
as a leader, and the great leaders

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do this. They think about before
they communicate, before the act, before

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they decide, how is this going
to affect reputation of the company of you

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as a leader, how is it
going to affect your employees? And if

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the answer is, well, I
just want to make a buck, then

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the reality is is you're going to
probably breach trust. So I realized that

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the center of the universe is the
higher the trust the factor we can go.

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The higher the trust, the more
we can do together, the lower

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we're in trouble. And that's where
the integrity button came from. Got it

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gorgeous, love it alone? And
humility, man, this is a huge

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one. So you know, ego
gets a lot of people to where they

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are, but then it gets in
them a way to get them to where

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they could be. And so one
of the things that I learned, and

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this is why we're in the peer
groups and all the other stuff, is,

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man, we have to be curious. And the more people you have

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around you, the more you have
an ability to access more brains. And

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our job as leaders is to find
out what's in everybody else's head. And

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by cold creating we can get so
much done. But if we don't have

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humility, that will never happen.
Agreed, And even just the way you

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talk and present yourself, Howard I
feel has a humble, humble way about

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you and successible. Right, it
gives us access to you. So I

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appreciate that. Yeah, I like
you're welcome, and I love that smile

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you just gave me. Thank you, thank you every day, good good.

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It's so easy, right when we
tell people what's on our heart.

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It's so easy to make someone's stay
right the creed, which gets us to

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number three. You talk about the
importance of expressing care. You know,

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I've just seen I've been around too
many leaders that all they care about is

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themselves. And many of them get
wealthy, many of them accomplish a lot

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of things, but there's a lot
of dead bodies along the way, you

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know. And I'm going to actually
take this out of the book. My

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wife is a fantastic leader. And
one of the things that I learned from

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her she demonstrated. So it's one
thing to say you cared to another thing

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to demonstrate it. And one of
the things that I watched when she demonstrated

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how much she cared about everybody else. Man, All oars were in the

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water, the co creation was great, everybody was in it for each other.

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But it starts with you as a
leader, demonstrating you care about others

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more than yourself. Agreed. I
don't think anybody wants to get through this

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life hoping that nobody recognized that they
were there and present and they actually made

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a difference. I don't think anybody
wants to fly to the radar like that.

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Oh okay. Number four is consistency
like that too. So you know,

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I got to ask you, at
least have you ever worked for somebody

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and you've wondered, like tomorrow,
which one am I going to get?

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Which Michael am I going to get
tomorrow? And then they give you priorities

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and you're like, I'm going to
wait because a week later it's going to

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be something different and I won't to
even be halfway through it, and they're

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going to throw that out the window. That's what I mean by consistency.

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We need to know that the vision
is going to stay the stand regardless of

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what the storms are outside, you
know, outside the boat. We need

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to know that the priorities are the
priorities, and we need to know that

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we can count on that leader not
to be all over the place, and

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when we do, we can be
the best versions of ourselves. M.

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Yeah, And what I wrote down
in my notes for you on that point

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was, you're being reliable and predictable. I can count It's like saying I

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can count on Howard for these kinds
of behaviors. I can count on him

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for this kind of feedback. Right. That's another way that I think about

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consistency, Yes, and hopefully those
good things, because if you're consistently awful,

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we're in trouble, right right,
right, Well, I've certainly met

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and worked with people who were consistently
unreliable, right, So there's we definitely

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we're not distinguishing that camp. We're
distinguishing the positive features. But yes,

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and then finally, influence is your
number five. So this was a big

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change in my life as I've grown
up and gotten much older, was kind

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of realizing what really gave me joy
and what really made great things happen.

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So when we're impacting others every day
in different ways, either as the leader,

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as the supervisor, or our customers, When we're impacting others in a

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positive way, that really fills up
our hearts and our energy to a whole

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

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everyone around you when you actually live
at a higher purpose. Of course,

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you know I align with that,
Yes, I know, absolutely, Okay,

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I just wanted to grab this really
quick just because I really like the

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way that you talked about So we
were talking about leadership, and I want

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to go into employer brand, and
so I like the way that you distilled

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employ your brand as the relationship between
leaders and employees, and that it tells

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prospective employees what they can expect should
they decide to go to work for the

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organization that's so crisp and accessible Howard. So there's two elements to this.

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I think supportant We have to realize
as employers that giving good benefits and pay,

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you know, that's table stakes,
right, And the employees we really

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want, the people we really want
in the boat with us on our team.

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You know, they're usually in high
demand, even at the lowest levels.

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They're the better workers. They're the
ones that do two to three times

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more work than everybody else. And
so when they're coming to our company or

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they're in their company, they need
to know what's in it for them.

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And I know that when we get
this right, our existing employees wind up

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bringing in two two thirds of the
new employees because they're telling everybody, this

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is what you get here. You
never stop learning. We play to win,

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but we have fun. They have
to know what's really in it for

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them, and then you become a
magnet. I've seen too many companies where

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they would be embarrassed if we kind
of laid out what their brand is right

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now. It's the reason you're evolving
for It's the reason when you put up

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ads people don't apply. It's because
you have a bad reputation. And that's

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what I mean by employer brand,
by the way you get have great products

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

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All right, I already tell them's
scrab our. First break. I'm

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doctor Lee Scortez, your host.
We are there with Howard Shore. He's

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the founder and CEO of Activate Group
and the author of the book The Leader,

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launch Pad and also Your Business is
a Leaky Bucket. Joined today from

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

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key elements that I got from his
book. After the break, we'll co

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creating the conversation. Stay with us. Doctor Elise Cortes is a management consultant

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

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

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

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

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

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00:17:38.720 --> 00:17:44.279
is Working on Purpose with doctor Release
Cortes. To reach our program today or

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open a conversation with Elise, send
an email to Aleise Alise at elisecortes dot

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com. Now back to working on
Purpose. Thanks for seeing with us,

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and welcome back to working on Purpose. I'm very excited to share with you

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that my first fulling book is actually
out on Amazon now. It's called Purpose

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Ignited, How Inspiring Leaders Unleash passionate
and all a Cause, and I wrote

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it to transform readers into inspirational leaders
who will radically alter the workplace as we

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know it and how business is done
for the better. So I hope there's

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something there for you and hopefully your
team if you're just joining us. My

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

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author of The Leader, launch Pad
and Your Business as a Leaky Bucket.

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He joined us today from Miami,
Florida. I'm your host, doctor A

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Lease Cortes. 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 manage point. When

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I talk about claiming, 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 very now you

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

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

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

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learn new ideas, read books that
kind of stuff, you're growing and

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

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up, your brain do shuts off. Well. And by the way that

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that learning journey to be curious and
such, that's actually one of the ways

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

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when we learn something, it's also
it's how we experience meaning. So of

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course, as a log of therapist, I'm all over that, all right.

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So for this segment, I wanted
to talk more about leadership and also

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starting to create and run a purpose
anchor business. And so first I want

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to talk about how you you you
made a distinction in your book and you

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that you took a move away from
labeling talent A, B and C.

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And I completely agree with that,
and instead you've moved to simply performing versus

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not performing, and so talk a
little bit about that that distinction and why

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that's important. So I've been involved
in everything from startup to twenty billion dollars

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in revenue, and I've watched how
all of these structures work and how everything

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happens. And they have these really
fancy performance reviews and we name people AaB's

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

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

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to see how everybody's doing, we
will just label them as performing or not

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

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

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

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

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

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know, okay performance appraisals, but
it's not being highlighted for everybody what performance

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

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leak 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

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

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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

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write at a cost a company at
least two point five times the salary of

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

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tormentor is frontlines, that'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 time 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 that person is they're either

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going to multiply the people underneath them
or you're going to get half out of

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everybody underneath them. And what I've
seen, and we've actually measured this in

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certain companies where when the tormentor we
can call them, or just the non

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performer or the manager that's not living
core values, what will happen is they

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

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other person. I've seen in companies
where the manager is so bad that you

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can't hire into their departments. So
the rest of the company is great,

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but in their department you can't get
anybody in there because the reputation is so

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bad in that department. And of
course employees talk, so it just slows

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everything down. And you can't just
look at the individual. You have to

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look at all the people they infect
including your customers and your vendors. So

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from a leadership manage point, the
reason I wanted to talk about this is

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that it's so important to remove,
address and or remove that poison from your

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business. And I've seen way too
often that gets let to go on and

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

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or the skills to address that.
Can I give you a great story in

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that one, because I want to
make sure this sticks with everybody. Yeah.

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You back, there was a company. I was the chief operating officer

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of this company, and I had
the sales force that I had to work

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

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

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daily meeting in the morning to set
up for the sales day, would show

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up late, come in and disrupt
the meeting. And you know, I

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

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was watching his behaviors and his actions, but everybody else around him just couldn't

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get what they needed to. And
I remember going to the owners of this

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company and I'm like, Julio needs
to go, and They're like, no

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way. He has our largest client, he represents fifteen percent of our company,

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

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

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

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

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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 of

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

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listen, I want to say thank
you. What do you want? Why

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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

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

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you have, we're so much happier
that we made this choice. Coming from

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your 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 is 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. Yeah, 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 didn't lower our orders, but we stopped buying more because we

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

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

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building. And so then it was
like, why didn't you say anything?

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Well, we thought he was related
to you or something, because the way

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in which you guys let him get
away with anything, we just thought he

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was family. So we thought it
was fruitless. Yeah, that's a great

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story, and this is 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
you talk about companies can be structured.

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And of course I was riveted on
this because you say your business isn't about

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making profit and I love this.
You said, the more critical your overall

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purpose, the better it can serve
your overall community at large, the more

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

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So there's a couple of things here
I want everybody to listen to. There

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is more supply than there is demand
in every industry. There's a few segments

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like right now we can't find enough
gloves and PPP that will go away.

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So there's little pockets once in a
while where where supply is not enough for

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demand. But most cases we have
too many people trying to offer the same

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things to the same customer. And
so what the problem is is we get

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all caught up in our products and
services, but we solve problems. And

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the more you can start thinking about
and putting yourself in the shoes of your

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potential customer, you will be able
to create so much more value and achieve

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the purpose they need to achieve.
And when you do that, all of

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a sudden, you start finding growth
becomes so much easier. Rather than having

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to put self people out there dialing
and getting rejected constantly, the customers are

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coming through the door because you're solving
something that everyone else was missing. I

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really think that's so important. And
this is so such a simple message.

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But it's just about a subtle lens. Right. So we as business owners

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or leaders were thinking about, oh
my gosh, you know, we've got

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to make this thing hum and we've
got to watch the bottom line. We've

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got to make sure people are all
right. But when we focus on other

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people, those being our customers or
other stakeholders and such, and we think

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about how do we serve them right, how do we solve their problems,

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how do we make their dreams come
true? You're right, that's exactly what

409
00:27:52.440 --> 00:27:56.559
happens. And so it's that other
focus that's so important. Let me share

410
00:27:56.559 --> 00:28:00.200
a story there because I think this
will give more learn to everybody else in

411
00:28:00.319 --> 00:28:04.279
the audience. Think about what whether
you like Uber or not, think about

412
00:28:04.319 --> 00:28:07.480
what Uber did. I don't know
about the rest of the people listening to

413
00:28:07.480 --> 00:28:11.440
this. But I remember standing in
the snow trying to have a cab.

414
00:28:11.920 --> 00:28:15.799
This was a nightmare in a strange
city. It was hard to get get

415
00:28:15.839 --> 00:28:18.359
a ride, and the experience was
horrible. I was scared to death half

416
00:28:18.400 --> 00:28:23.319
the time. Most of the cars
were just really dirty, and it was

417
00:28:23.359 --> 00:28:26.079
a horrible experience. So they looked
out in the market and they said,

418
00:28:26.319 --> 00:28:30.880
this is a horrible experience. Yeah, we're going to change that experience.

419
00:28:30.920 --> 00:28:34.079
And that's what they did. Yeah, you know, and I can I

420
00:28:34.119 --> 00:28:37.720
appreciate actually the same thing. I
love Uber, and I love the shared

421
00:28:37.759 --> 00:28:42.079
service notion in and of itself.
And I remember very just taken to your

422
00:28:42.079 --> 00:28:47.000
point. I traveled to Malaysia in
twenty eighteen, I think it was to

423
00:28:47.039 --> 00:28:49.079
speak at a conference, and it
was so great to walk out of the

424
00:28:49.119 --> 00:28:52.079
airport and there was my Uber right
there waiting for me. Right, I'm

425
00:28:52.119 --> 00:28:56.920
in a completely strange land. It's
amazing. It's magic. Right, So,

426
00:28:56.440 --> 00:29:00.519
yeah, you know, being able
to solve a problem that's somebody has,

427
00:29:00.599 --> 00:29:03.279
or a challenge that they have,
Right, that's where the rubber meets

428
00:29:03.319 --> 00:29:08.000
the road, no pun intended.
Awesome. So I want to before we

429
00:29:08.039 --> 00:29:11.759
go into the next break. Here, let me just let's surface these and

430
00:29:11.759 --> 00:29:15.720
I want to talk more about them
after the break. But you handle a

431
00:29:15.799 --> 00:29:19.079
list in your book, four categories
of purposeful movement for a business, and

432
00:29:19.119 --> 00:29:22.119
you advise that we must accomplish at
least one of them at a minimum.

433
00:29:22.119 --> 00:29:26.079
So maybe before the break in a
couple of minutes here, if you would

434
00:29:26.119 --> 00:29:29.680
just you would talk and distinguish each
of the four and after the break we'll

435
00:29:29.720 --> 00:29:33.759
talk more about them. So we
have first disrupting your industry. So Uber

436
00:29:33.920 --> 00:29:37.920
was a great example there they looked
at an industry. Airbnb was another one.

437
00:29:37.119 --> 00:29:41.440
After very short time, Airbnb was
actually renting more rooms than Hilton.

438
00:29:41.880 --> 00:29:45.599
And the reason that happened was they
looked at the problem. They said,

439
00:29:45.640 --> 00:29:49.160
listen, we don't need to own
a lot of assets. There's a lot

440
00:29:49.240 --> 00:29:55.279
of excess assets out there that we
can tap into. And actually the hotels

441
00:29:55.559 --> 00:29:59.799
are not meeting what most people need. And I travel a lot with family,

442
00:30:00.200 --> 00:30:03.319
and so we normally bring our moms
and our brothers and all of that,

443
00:30:03.440 --> 00:30:07.839
and that's way too many hotel rooms. So getting a house, a

444
00:30:07.960 --> 00:30:11.279
large house, was much more cost
effective and much better for a family vacation

445
00:30:11.400 --> 00:30:17.880
than a hotel when you look at
uncommon service. Actually, my favorite example

446
00:30:17.960 --> 00:30:22.359
is Amazon. The Amazon effect has
been amazing in terms of service we now

447
00:30:22.480 --> 00:30:26.000
expect. And by the way,
recently, you guys know, it's slowed

448
00:30:26.039 --> 00:30:30.599
down for Uber a little bit because
of COVID, and we were furious.

449
00:30:30.599 --> 00:30:34.559
We're expected to be able to get
anything anywhere by tomorrow. Right, that's

450
00:30:34.640 --> 00:30:37.880
right. How's that for service?
I mean they changed it. And by

451
00:30:37.920 --> 00:30:41.200
the way, I could be anywhere
and just a few clicks away, I

452
00:30:41.240 --> 00:30:44.519
can find what I needed in the
seconds, and I don't have to leave

453
00:30:44.559 --> 00:30:48.400
my house, I don't have to
leave my backyard. That is service.

454
00:30:48.480 --> 00:30:55.400
At yes, then you have changing
the world, you know. To me,

455
00:30:55.839 --> 00:31:00.359
those are more like your nonprofits.
And so I love City here involved

456
00:31:00.400 --> 00:31:03.000
on their board and they believe every
child has a right to an excellent education.

457
00:31:03.119 --> 00:31:08.559
So they go into the inner cities
and they marry up mentors to help

458
00:31:08.599 --> 00:31:14.519
these kids that are usually three to
six grade levels behind in the classroom,

459
00:31:14.799 --> 00:31:17.920
move up, catch up and actually
get to college. And to me,

460
00:31:18.119 --> 00:31:22.240
when you're changing lives like that,
you're impacting lives like that, we're changing

461
00:31:22.279 --> 00:31:27.279
the world. And then the last
one is kind of excellence and you know,

462
00:31:27.319 --> 00:31:30.039
there's a lot of companies you can
put in here. I'm going to

463
00:31:30.119 --> 00:31:33.640
say Google. You know, in
this particular case, when your name becomes

464
00:31:33.640 --> 00:31:37.880
a verb, you're the best in
the world at what you do. And

465
00:31:37.920 --> 00:31:42.279
no one has been better at building
algorithms than they have. And because of

466
00:31:42.319 --> 00:31:47.279
that, they've done handsomely. And
what i want everybody in the audience to

467
00:31:47.359 --> 00:31:52.200
understand is you've got to look through
these lenses when you're thinking about how you

468
00:31:52.240 --> 00:31:56.119
want to make a difference with your
organization and look through and sometimes it's a

469
00:31:56.160 --> 00:32:01.640
combination of maybe two of those using
not more than two. But if you

470
00:32:01.799 --> 00:32:07.279
can't say you fall into one of
those four categories, you probably have missed

471
00:32:07.319 --> 00:32:12.519
the whole picture of purpose, beautifully, said Howard. And we'll talk more

472
00:32:12.559 --> 00:32:15.960
about that after the break. I'm
your host, doctor Leise Cortes. We're

473
00:32:15.960 --> 00:32:21.240
in the year with Howard Shore talking
about his book The Leader launch Pad,

474
00:32:21.319 --> 00:32:23.359
Five Steps to fuel your business and
lift your profits. We'll be right back

475
00:32:23.400 --> 00:32:29.119
after the break, sting with us. Doctor Elise Cortes is a management consultant

476
00:32:29.400 --> 00:32:35.400
specializing in meaning and purpose and inspirational
speaker and author. She helps companies visioneer

477
00:32:35.480 --> 00:32:42.240
for greater purpose among stakeholders and develop
purpose inspired leadership and meaning infused cultures that

478
00:32:42.359 --> 00:32:47.240
elevate fulfillment, performance, and commitment
within the workforce. To learn more or

479
00:32:47.279 --> 00:32:52.000
to invite Elise to speak to your
organization, please visit her at elisecortes dot

480
00:32:52.039 --> 00:33:04.200
com. Let's talk about how to
get your employees working on purpose. This

481
00:33:04.359 --> 00:33:07.960
is working on Purpose with doctor Elise
Cortes. To reach our program today or

482
00:33:08.000 --> 00:33:15.119
open a conversation with Elise, send
an email to Alise Alise at elisecortes dot

483
00:33:15.160 --> 00:33:25.680
com. Now back to working on
Purpose. Thanks for staying chus, and

484
00:33:25.720 --> 00:33:29.920
welcome back to working on Purpose.
I have another announcement for you. If

485
00:33:29.920 --> 00:33:31.839
you didn't know this, We've launched
the Gusto Now platform. It's an e

486
00:33:31.960 --> 00:33:37.559
learning platform designed to deliver professional and
leadership development courses. We do that in

487
00:33:37.559 --> 00:33:39.960
English, Tenis and Portuguese because I
speak all those languages and I love them.

488
00:33:40.000 --> 00:33:44.720
So fun for us. Now,
if you're just joining us, my

489
00:33:44.759 --> 00:33:47.279
guest is Howard Shore, founder and
CEO of Activate Group and the author of

490
00:33:47.359 --> 00:33:51.640
the leader Launch pat and your business
as a Leaky bucket. You join it

491
00:33:51.680 --> 00:33:54.160
today from Miami, Florida, Florida. I'm your host doctor Elise Cortes.

492
00:33:54.720 --> 00:33:59.000
So I wanted just to take a
little bit more on those areas that we

493
00:33:59.079 --> 00:34:01.519
talked about before the BA Coward about
these are the four categories that you talk

494
00:34:01.559 --> 00:34:06.319
about of purposeful movement for a business
and again for our listeners and those that

495
00:34:06.359 --> 00:34:10.239
are just coming in. Those categories
are disrupting your industry, uncommon services,

496
00:34:10.400 --> 00:34:15.159
changing the world, and excellence.
And so one of the other things that

497
00:34:15.199 --> 00:34:17.679
you say in your book that I
think is important for our listeners to really

498
00:34:17.880 --> 00:34:23.840
hear and see and experience this message
through that lens is you talk about that

499
00:34:24.159 --> 00:34:29.800
look look at purpose through these four
lenses and determine which of these four ignites

500
00:34:29.840 --> 00:34:34.440
your passion. Then ask what purpose
can my company serve within that category.

501
00:34:35.559 --> 00:34:38.960
And so what I appreciate about that
is that obviously I am a person that's

502
00:34:39.000 --> 00:34:43.320
been I've been trafficking in purpose and
meaning for the last I don't know,

503
00:34:43.440 --> 00:34:47.800
five or six years now, but
people have people find purpose to be abstract.

504
00:34:47.920 --> 00:34:51.519
So I like the way that you
get to make it accessible for us

505
00:34:51.599 --> 00:34:55.000
say a little bit more about how
listeners and viewers can use those categories in

506
00:34:55.079 --> 00:34:59.639
their business. So, first of
all, I want to put some color

507
00:34:59.639 --> 00:35:05.039
around for everybody. So everybody here
that's listening to this, if you really

508
00:35:05.079 --> 00:35:08.280
want to become a great leader,
go work with a nonprofit and take a

509
00:35:08.360 --> 00:35:13.639
leadership role in a nonprofit. So
one of the things I learned, and

510
00:35:13.719 --> 00:35:16.039
one of the things I did was
is I ran I was a cub master

511
00:35:16.159 --> 00:35:21.559
for the largest cup Scout pack here
in Florida. And by the way,

512
00:35:21.599 --> 00:35:24.599
I don't like the camp. I
don't how to light of fire, but

513
00:35:24.639 --> 00:35:29.079
I was able to lead a large
unit. But what I had to learn

514
00:35:29.159 --> 00:35:31.639
there is how do you get a
bunch of people that already have full time

515
00:35:31.760 --> 00:35:35.920
jobs, that have other things to
do, that are only there because of

516
00:35:35.960 --> 00:35:39.519
their children. How do you mobilize
them and get them to do a lot

517
00:35:39.599 --> 00:35:45.199
more than they would normally just sign
up for. And you have to get

518
00:35:45.239 --> 00:35:50.920
to the heart. If you don't
get to the heart and hit they get

519
00:35:50.920 --> 00:35:53.480
their belly fired up, then you're
not going to get much help and you're

520
00:35:53.480 --> 00:35:55.880
going to wind up carrying all the
weight. Well, it's the same thing

521
00:35:57.000 --> 00:36:00.400
leading a company, And so I
started asking the question, I said,

522
00:36:00.519 --> 00:36:04.440
how do nonprofits get people to work
for free? And then we've got all

523
00:36:04.440 --> 00:36:07.000
these employees that we pay really well
and we can hardly get them to work.

524
00:36:07.679 --> 00:36:12.920
And I realized the problem was purpose. When we're doing something exciting,

525
00:36:12.960 --> 00:36:16.920
we'll knock down walls, we'll work
extra, we'll work for free because what

526
00:36:16.960 --> 00:36:21.039
we're trying to do is so big. And one of the things I also

527
00:36:21.159 --> 00:36:23.519
found working with leaders. I can't
tell you how many people have like big

528
00:36:23.559 --> 00:36:28.679
companies and are miserable. And it's
because all they're doing is they're earning money

529
00:36:29.039 --> 00:36:31.599
and it's transactions and they're like,
I don't feel fulfilled. I don't know

530
00:36:31.639 --> 00:36:36.519
what it's because they're not doing anything
and that gets them really pumped up.

531
00:36:36.559 --> 00:36:38.880
And so when you're looking through those
lenses and when you're trying to think about

532
00:36:38.880 --> 00:36:44.719
what you're doing, those lenses I
gave you are less important than the concept

533
00:36:44.840 --> 00:36:50.239
of you want to get up more
every morning and do something that really has

534
00:36:50.239 --> 00:36:53.320
an impact on others in a way, in one of those lenses, doing

535
00:36:53.440 --> 00:36:59.719
something you love doing and that your
employees would love to be on that journey

536
00:36:59.760 --> 00:37:02.679
with you. Nobody wants to go
to work. Everybody wants to have an

537
00:37:02.679 --> 00:37:07.639
impact, absolutely right. Yeah,
there's just two mini stories. I mean,

538
00:37:07.960 --> 00:37:08.719
one of the big reasons that I
do the work that I do,

539
00:37:08.760 --> 00:37:12.559
howard, is that according to the
OLP organization, eighty five percent of the

540
00:37:12.599 --> 00:37:15.519
global workforce it doesn't want to go
to work on Monday morning or whenever the

541
00:37:15.519 --> 00:37:19.000
ship starts. And that, for
me is a travesty because work, to

542
00:37:19.079 --> 00:37:22.360
me, is such a precious part
of our lives and a way to give

543
00:37:22.400 --> 00:37:24.559
of ourselves, be of service and
give something of ourselves to the world,

544
00:37:24.599 --> 00:37:29.639
and so making that meaningful is what
I'm up to. Completely agree with you,

545
00:37:30.440 --> 00:37:34.199
all right, So let's get a
few more tools in for our listeners

546
00:37:34.199 --> 00:37:37.639
here before we go. We are
close to we're already wrapping up toward the

547
00:37:37.719 --> 00:37:42.960
end here. But I really appreciated
that you distinguish very very crisply between strategy

548
00:37:42.960 --> 00:37:45.519
and planning in your book, and
you write, and I quote, strategic

549
00:37:45.599 --> 00:37:50.679
thinking is the time you set aside
to discuss factors outside your company, consider

550
00:37:50.760 --> 00:37:54.239
what opportunities and threats they create for
your company, and deliberate about the various

551
00:37:54.280 --> 00:38:00.039
options to address them in to best
position your company versus the competition. And

552
00:38:00.400 --> 00:38:05.239
when done correctly, the planning process
brings your strategy to life. I love

553
00:38:05.320 --> 00:38:10.719
that. So you know, the
nextnus of this is I see so many

554
00:38:10.760 --> 00:38:15.559
companies get really really good at execution, but they're running in circles, or

555
00:38:15.559 --> 00:38:20.400
they're getting really good at right turns, and all they do is do it

556
00:38:20.519 --> 00:38:24.400
faster right, but they're not really
getting anywhere. And you can see this

557
00:38:24.480 --> 00:38:28.760
because their companies barely grow, if
they grow at all, as they go

558
00:38:28.880 --> 00:38:31.480
forward, and they never ever have
the impact that they thought they have.

559
00:38:31.639 --> 00:38:36.119
And the problem is is they're thinking
too short term. Arning did, and

560
00:38:36.199 --> 00:38:39.840
so when you do and you're planning
and you don't have the long game in

561
00:38:40.000 --> 00:38:45.360
mind, then you never quite move
your company forward. You never quite move

562
00:38:45.440 --> 00:38:47.599
your life forward if you're trying to
move your career forward. So if you

563
00:38:47.719 --> 00:38:52.360
know at the end you want,
like, for example, my audacious goal

564
00:38:52.440 --> 00:38:57.719
right now is I want to impact
five hundred thousand lives. Right So I

565
00:38:58.000 --> 00:39:00.039
drew a line on this and I
said, starting from this point forward,

566
00:39:00.079 --> 00:39:05.079
I want to impact five hundred thousand
lives. As soon as I realized I

567
00:39:05.119 --> 00:39:07.840
wanted to impact that many people,
I had to change what I did.

568
00:39:07.079 --> 00:39:10.079
I had to speak more, I
had to write the next book. I

569
00:39:10.119 --> 00:39:14.440
had to hire an army of coaches
so we can go out and serve enough

570
00:39:14.519 --> 00:39:17.159
customers that we can impact that many
lives, I could no longer do it

571
00:39:17.199 --> 00:39:21.519
myself. But man, I'm like, God, if I can change five

572
00:39:21.559 --> 00:39:24.320
hundred thousand dollars lives, how many
more people would be happier? It would

573
00:39:24.360 --> 00:39:29.320
extend to their families and their neighbors. And I'm like, this would be

574
00:39:29.400 --> 00:39:32.880
freaking awesome. But my plans in
the past never would have gotten me there

575
00:39:34.079 --> 00:39:38.079
because I had no idea of my
destination. M yeah, really quick.

576
00:39:38.079 --> 00:39:42.119
I want to grab onto what you've
said there about the impact, because for

577
00:39:42.199 --> 00:39:44.280
some people they might be saying,
well, why do you want to pick

578
00:39:44.280 --> 00:39:46.239
a difference of five hundred thousand lives? Well, and you said it,

579
00:39:46.280 --> 00:39:50.440
but I want to bring it bigger
to life. For people to understand is

580
00:39:50.440 --> 00:39:53.119
that those lives. Every time you
impact those five hundred thousand lives, you're

581
00:39:53.199 --> 00:39:55.679
right, They're going to touch somebody
else's life. They're going to come home

582
00:39:55.719 --> 00:40:00.039
and be better human beings inside their
homes, their loved ones, to their

583
00:40:00.039 --> 00:40:02.599
significant other, to their dog,
to the cat. They're going to be

584
00:40:02.599 --> 00:40:07.639
more likely to volunteer in the community
because they're more fulfilled and realizing their own

585
00:40:07.719 --> 00:40:12.239
dreams. And so that ripple effect
is huge, and that is a big

586
00:40:12.280 --> 00:40:15.440
thing that I cover in my book
as well, because that's what we're looking

587
00:40:15.480 --> 00:40:17.199
for, is if we can make
a difference in those lives. They just

588
00:40:17.639 --> 00:40:23.159
the effect just keeps cascading onward.
And how beautiful is that? It's awesome?

589
00:40:23.199 --> 00:40:27.760
And I tell you the feeling when
you have somebody that you never met

590
00:40:27.800 --> 00:40:30.840
before comes up to you. It
says, thank you for what you did.

591
00:40:30.840 --> 00:40:34.920
With our leaders, we love our
job so much more. They're actually

592
00:40:34.920 --> 00:40:37.760
making us read the books you made
them read, and that's changed their lives.

593
00:40:37.800 --> 00:40:42.159
You're just like, WHOA, I
didn't even expect that extension, right,

594
00:40:42.280 --> 00:40:44.920
It's so beautiful right to know that
we matter? In fact? You

595
00:40:45.000 --> 00:40:46.599
know this, Howard, Right,
What's the number one thing that most people

596
00:40:46.599 --> 00:40:51.239
crave in their work is to feel
valued and appreciate it. Right, So

597
00:40:51.639 --> 00:40:55.400
it's beautiful. Okay, So that
hasn't changed for one hundred years, I

598
00:40:55.440 --> 00:40:59.400
know, right, And it's so
simple, but we often miss it,

599
00:40:59.519 --> 00:41:01.960
right often this that so the big
reason why I keep doing this work and

600
00:41:02.000 --> 00:41:05.880
doing the show and what I'm doing
too, is just to keep reminding because

601
00:41:05.880 --> 00:41:10.880
we all need that, all right. So this was a positively riveting inspiration

602
00:41:12.000 --> 00:41:14.320
to me in your book and listeners
and viewers. It will be for you

603
00:41:14.360 --> 00:41:17.239
too, Howard says in his book, You know, you have a strong

604
00:41:17.320 --> 00:41:21.920
understanding of the customer. When you
have the lowest cost of customer acquisition in

605
00:41:21.960 --> 00:41:25.440
your industry, your growth rates are
astronomical, and your salespeople become order takers,

606
00:41:25.440 --> 00:41:30.840
and you and you and your biggest
and your biggt challenge is scaling fast

607
00:41:30.920 --> 00:41:35.519
enough. Oh yeah, that sounds
really good to me. Yeah. So

608
00:41:36.000 --> 00:41:38.199
there's a couple of things that I
after watching, you know, hundreds of

609
00:41:38.239 --> 00:41:44.480
companies and working with different organizations,
I saw a big difference. Some companies.

610
00:41:44.519 --> 00:41:46.559
It seemed like, man, the
business just walked in the door.

611
00:41:47.199 --> 00:41:52.000
And then there were the other companies. They actually had a good product or

612
00:41:52.039 --> 00:41:57.559
service, but their their sales team, their marketing team worked ten times harder.

613
00:41:58.239 --> 00:42:01.400
And what I realized was the companies
that we were working with that had

614
00:42:01.400 --> 00:42:06.519
a good product were like, they
did not know how to articulate, and

615
00:42:06.559 --> 00:42:09.719
they did not how to position what
they had in a way that really mattered

616
00:42:09.719 --> 00:42:15.199
to a buyer. And so we
all make choices, whether it's choosing water

617
00:42:15.159 --> 00:42:19.840
or you know, buying a meal
or buying anything, and we're going to

618
00:42:19.880 --> 00:42:24.519
go through a process of which we're
going to choose, and too often,

619
00:42:24.960 --> 00:42:28.320
you know, when we know this
all those buyers, we go out and

620
00:42:28.320 --> 00:42:30.880
we look at the ten choices we
have and we're like, is there a

621
00:42:30.920 --> 00:42:34.239
difference between any one of these?
Know? Then I want the cheapest one,

622
00:42:34.320 --> 00:42:37.400
right because I can't see the difference. So the companies I saw that

623
00:42:37.440 --> 00:42:43.840
were exploding, they were really good
at segmenting a market down to a very

624
00:42:43.880 --> 00:42:47.760
specific buyer, understanding that buyer in
a way that everybody else did not,

625
00:42:49.360 --> 00:42:52.079
and then learned how to speak of
their language. Too often, we speak

626
00:42:52.159 --> 00:42:55.920
our language of our products and services. We love what we do, and

627
00:42:57.000 --> 00:43:00.000
we can't well to tell everybody how
we built the mouse app. They don't

628
00:43:00.039 --> 00:43:06.960
care. And so these other companies
do a much better job of positioning their

629
00:43:06.960 --> 00:43:12.280
products and then only giving them what
they need and then stripping out everything else,

630
00:43:12.599 --> 00:43:15.559
and then they appreciate that versus the
other companies who try to be everything

631
00:43:15.559 --> 00:43:19.800
to everybody, and they just can't
get any traction. I want to call

632
00:43:19.840 --> 00:43:21.639
it. Just a couple things that
I heard in her that I think are

633
00:43:21.679 --> 00:43:27.880
really critical. One is that you
said that these companies understand their customer.

634
00:43:28.519 --> 00:43:30.920
In other words, that means you
really have to do the work to understand

635
00:43:30.920 --> 00:43:34.840
what these people need or these organizations
want from you. And then too,

636
00:43:34.880 --> 00:43:37.480
you said, then you need to
use the language that they can understand it.

637
00:43:37.519 --> 00:43:40.440
I mean, so often what I've
seen is to your point is people

638
00:43:40.480 --> 00:43:45.880
talk about their products and services and
this incredibly lofty language, but people don't

639
00:43:45.880 --> 00:43:49.599
know what they're talking about it,
and they're not talking the customer's language.

640
00:43:49.599 --> 00:43:53.880
So I think what you said is
it's extremely accessible for our listeners and viewers,

641
00:43:53.880 --> 00:43:58.480
Thank you, Howard. And every
viewer can accomplish this, but they

642
00:43:58.519 --> 00:44:01.320
have to spend more time getting out
of their offices and getting in the market

643
00:44:01.320 --> 00:44:07.360
and talking to potential customers and stop
staying all their time inside their building tinkering

644
00:44:07.360 --> 00:44:14.079
with products and services without any of
that input. Totally agreed. So at

645
00:44:14.079 --> 00:44:17.960
this juncture, I want to make
sure that we address the big elopant in

646
00:44:19.000 --> 00:44:21.840
the room that we still have in
our company, and that's of course COVID.

647
00:44:22.679 --> 00:44:24.800
And so I'm interested. You know
here, we've been at this for

648
00:44:24.800 --> 00:44:29.840
several months, and you are a
renowned business leader and coach Hower, and

649
00:44:29.880 --> 00:44:34.239
so I'm interested in some of the
lessons business owners and leaders can learn and

650
00:44:34.280 --> 00:44:38.239
apply from COVID from your vantage point. So first of all, we have

651
00:44:38.320 --> 00:44:43.079
to realize that we are all in
the same storm, but different boats.

652
00:44:43.559 --> 00:44:46.880
So COVID made very different things depending
on who I'm talking to. We have

653
00:44:47.199 --> 00:44:53.960
companies that are exploding right we have
companies that have just consistently moved forward and

654
00:44:54.079 --> 00:44:58.039
COVID hasn't affected them. And then
we can go on the other side of

655
00:44:58.079 --> 00:45:01.679
the spectrum and somebody's been crushed.
One thing I do want to share with

656
00:45:01.719 --> 00:45:07.280
everybody is because we don't hear this
enough. I am astounded and excited about

657
00:45:07.320 --> 00:45:13.320
how many organizations are doing fantastic right
now. They're having great years, and

658
00:45:13.360 --> 00:45:19.000
you don't hear that. All we
hear is the negativity. And yes there's

659
00:45:19.079 --> 00:45:22.760
sectors that are hitting. So so
I think depending on what boat you're in,

660
00:45:22.800 --> 00:45:28.719
are are you are you resuming?
Are are are you regressing? You

661
00:45:28.760 --> 00:45:30.840
know? Are you rebuilding? You
know? Depending on what category, and

662
00:45:30.880 --> 00:45:34.760
I think my answer is going to
be different. So one of the things

663
00:45:34.840 --> 00:45:38.440
I'm seeing is we definitely are clear
now some people work better from home than

664
00:45:38.480 --> 00:45:43.920
others, don't. We are also
seeing that some people do work really well

665
00:45:43.960 --> 00:45:47.960
from home and we don't need all
that office space we are also seeing that

666
00:45:49.039 --> 00:45:52.559
if you're going to have people that
work remotely, you need to have the

667
00:45:52.639 --> 00:45:55.599
right process, structure and infrastructure,
and you have to have a you have

668
00:45:55.719 --> 00:46:00.599
to set it up so that you're
setting them up for success as well yourself.

669
00:46:00.840 --> 00:46:04.920
And so what we're seeing is is
some companies are doing that really well

670
00:46:05.239 --> 00:46:07.599
and other companies, you know,
they didn't mess with it too much because

671
00:46:07.599 --> 00:46:09.639
they're like, this is going to
pass, and now it's been a lot

672
00:46:09.760 --> 00:46:15.480
longer than what you wanted. But
I believe there's several cases success, if

673
00:46:15.800 --> 00:46:20.199
you know COVID or not. Number
One, we have to communicate vision very

674
00:46:20.320 --> 00:46:22.880
very well. We have to communicate
what we expect very very well. And

675
00:46:22.920 --> 00:46:25.840
I think what a lot of companies
found out during COVID is they sucked at

676
00:46:25.880 --> 00:46:30.880
that. And that same Gallup survey
that you read has a lot of data

677
00:46:30.920 --> 00:46:37.159
in there that I think that data
point is only twelve percent of employees believe

678
00:46:37.239 --> 00:46:43.159
that they're the managers they work for
communicate well, So communicate, communicate,

679
00:46:43.400 --> 00:46:46.760
communicate. The other thing is,
you know, we need to have some

680
00:46:47.000 --> 00:46:52.920
way of measuring that each one of
us. Every day we have one to

681
00:46:52.760 --> 00:46:55.719
keep performance indicators and know whether we
had a good day or good week.

682
00:46:55.920 --> 00:47:01.280
And when you don't have those types
of things in place, then it's very

683
00:47:01.280 --> 00:47:05.760
hard for those people to know they're
giving you what you need. And it's

684
00:47:05.880 --> 00:47:09.400
very hard, particularly when they're not
in your office, to know that you're

685
00:47:09.440 --> 00:47:14.000
getting what you need. All you
know is I'm used to seeing somebody,

686
00:47:14.000 --> 00:47:16.159
and I can't see them. But
even when people were able to see their

687
00:47:16.199 --> 00:47:20.840
employees, they were not managing well, they were not leading well. And

688
00:47:20.920 --> 00:47:25.320
all this did was exasperate that very
nicely narrated, Howard. I agree with

689
00:47:25.320 --> 00:47:28.079
everything you said there. I was
going to add a couple of points,

690
00:47:28.079 --> 00:47:30.920
but you already covered them. So
fantastic. You do my work for me.

691
00:47:30.960 --> 00:47:36.400
It's great. So I guess I
would add just one thing in there,

692
00:47:36.400 --> 00:47:39.199
and that is that one thing that
I have certainly seen is if nothing

693
00:47:39.239 --> 00:47:45.280
else, we all back to our
earlier conversation have learned that we have to

694
00:47:45.320 --> 00:47:49.079
continue learning, growing and looking for
new ways of doing business. So I

695
00:47:49.119 --> 00:47:52.559
would just add that in there,
that the constant curiosity you were talking about

696
00:47:52.599 --> 00:47:54.920
before, and looking for new ways
to be and to be of service and

697
00:47:54.960 --> 00:47:59.599
to solve problems and challenges. That's
it would be another thing that I would

698
00:47:59.639 --> 00:48:01.840
just put out there, well,
and so there's a story behind that.

699
00:48:01.880 --> 00:48:06.559
I think you made an awesome point
and horrible that I didn't catch it,

700
00:48:06.920 --> 00:48:10.079
because look at what's happening even in
our industry. So we're used to speaking

701
00:48:10.159 --> 00:48:15.440
in person, we're used to delivering
everything in person, and then all of

702
00:48:15.480 --> 00:48:19.840
a sudden, we can do events
and we can touch five thousand people instead

703
00:48:19.840 --> 00:48:22.840
of the one hundred that we had
in the room, and we can make

704
00:48:22.880 --> 00:48:27.320
it more affordable, easier access.
And so I see people in our industry

705
00:48:27.800 --> 00:48:30.679
have done a lot more revenue this
year than they ever have and it cost

706
00:48:30.760 --> 00:48:36.239
them a lot less and a lot
less effort something to learn, absolutely right,

707
00:48:36.400 --> 00:48:38.039
completely agree. I found something that
that's why we started g Stone now

708
00:48:38.159 --> 00:48:42.719
exactly right, all right, So
we're here at the end already. So

709
00:48:42.880 --> 00:48:45.239
in say thirty seconds, how what
would like to be our listeners and viewers

710
00:48:45.239 --> 00:48:47.960
with? So I think this is
a time that I want to make sure

711
00:48:47.960 --> 00:48:53.639
that everybody remains ambitious. It's really
easy in tough times, in troubling times,

712
00:48:53.679 --> 00:48:57.880
to lose your ambition. And you
know, if you look back over

713
00:48:57.960 --> 00:49:01.719
time, more than fifty percent of
the fortune five hundred of the SMP five

714
00:49:01.800 --> 00:49:07.320
hundred that we have today got created
during times like this, started up during

715
00:49:07.360 --> 00:49:08.800
times like this. This was their
time. So I want to see to

716
00:49:08.840 --> 00:49:14.760
everybody right now. I want you
to be thinking this is my time and

717
00:49:14.840 --> 00:49:16.519
go out and get it. Love
that, Howard, What a great way

718
00:49:16.599 --> 00:49:19.719
to finish. Thank you so much
for joining me. I'm so glad we

719
00:49:19.719 --> 00:49:22.719
found each other. Thank you for
sharing your heart, your soul and all

720
00:49:22.760 --> 00:49:25.320
of your experience beautiful. Thank you
for having me. This was awesome.

721
00:49:25.519 --> 00:49:29.920
Absolutely, Listeners and viewers. If
you want to learn more about Howard Sure

722
00:49:29.960 --> 00:49:34.400
the Workeness team do to liberate C
suite teams from the barriers holding them back

723
00:49:34.480 --> 00:49:37.159
personally and professionally, or his various
books, go to his website. It's

724
00:49:37.239 --> 00:49:44.599
Activategroupinc. Dot com. One more
time Activategroupinc. Dot com. Last week

725
00:49:44.599 --> 00:49:46.519
you finised the live show. You
can always catch it be recorded podcast.

726
00:49:46.800 --> 00:49:50.599
We were on the year with Joanne
Hayman. She's a kindred spirit who also

727
00:49:50.599 --> 00:49:53.519
helps men and women transform their lives
and leadership to work from purpose. Next

728
00:49:53.559 --> 00:49:57.800
week we'll be on the air with
Ron Barger of Serbium Investors, a new

729
00:49:57.880 --> 00:50:01.679
venture built on conscious capitalism that's see
investors who want good returns and who desire

730
00:50:01.719 --> 00:50:05.880
to invest not only their wealth,
but also their time and talent to enable

731
00:50:05.920 --> 00:50:09.320
purpose and positive change that impacts the
world in a purposeful and lasting way.

732
00:50:09.840 --> 00:50:13.440
Promise it to be a great conversation. See you there. Remember that works

733
00:50:13.480 --> 00:50:21.960
at least after our life. So
let's work on purpose. We hope you've

734
00:50:22.039 --> 00:50:24.840
enjoyed this week's program. Be sure
to tune in too, Working on Purpose

735
00:50:25.159 --> 00:50:30.039
featuring your host, doctor Elise Cortes, each week on the Voice America Empowerment

736
00:50:30.119 --> 00:50:37.960
Channel. Together, we'll create a
world where business operates conscientiously, leadership inspires

737
00:50:37.000 --> 00:50:43.360
impassioned performance, and employees are fulfilled
in work that provides the meaning and purpose

738
00:50:43.440 --> 00:50:46.400
they crave. See you there,
Let's work on Purpose.