The Culture Architect on Employee Engagement

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

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

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

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

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

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on Purpose. Now Here is your
host, Elise Cortes. Welcome back to

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the Working on Purpose Show. Thanks
for tuning in again this week. I'm

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your host, Elise Cortez, joining
you from Dallas, Texas, which is

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

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productively connect with their work and up
being organizations to do the same for their

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employees. So I bring on guests
from a particular perspective or experience that I

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think expands the conversation, and I
often draw on the meeting and work research

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I've been doing over the last fifteen
years, as well as from my own

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experience consulting work I do today in
Stadium, which is a global mesagement consulting

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firm. I will get to the
program in just a moment, but let

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me think. Let me. Thank
my media partner and sponsor, jobbing dot

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Com. Jobbing dot com is the
leading locally focused job board in the nation

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and they are dedicated to helping employers
find quality talent in their own backyard while

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getting job seekers control over their search
they can't find work close to home.

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Great partnership. Thank you jobing dot
Com. Last week, if you missed

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the show live, you can always
catch it be a recorded podcast. We

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were on the air with Gary Allen, who was a longtime journalist and radio

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personality. We talked about the current
events that affect our lives and the way

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we work. I was entertaining and
educational. All in one with us this

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week is doctor Darren Martin, the
culture architect, author and keynote speaker.

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We'll be talking about why engagement it's
so low today in companies, what some

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companies do that contribute to the problem, and what others are doing to get

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it right. Doctor Darren Martin joys
today from Dallas, Texas. Darren,

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Welcome to Working on Purpose. I'm
so excited about being here. Mellie,

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thank you. You are so welcome. If I can just tell my listeners,

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you never know who you're going to
meet at a networking event, and

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I picked him up, if you
will, a few weeks ago at a

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networking event. He was minding his
very own business when he got tapped on

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the shoulder. You were on my
radar for a while, so I'm so

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glad I got to meet it you
in person and invite you to the show.

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Thanks for joining us. Yeah,
absolutely, I'm excited. Well,

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well, I wanted to dive right
into this. I mean, I have

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to say, when you gave me
the figure that you did at the gathering,

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I was shocked when you said that
only twenty nine percent of the population

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is engaged at work. What's up
with that, Darren? What's going on?

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Okay? So, I know that
sounds like a low number, but

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at leas's the reality is. When
I speak to C level executives managers and

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I asked them what they think that
number is, they don't guess twenty nine

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percent. It's generally lower than that. I get twenty percent, fifteen percent,

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five percent. When I asked,
Hey, how many highly engaged employees

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do you think there are a typical
company. So, I mean, we

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have a real dilemma. We've known
this for a while in the workplace and

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it's it's pretty much epidemic proportions.
And by the way, this is not

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a this is not a new twenty
eighteen thing. This has been going on

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for a long time. Okay,
well let's let's let's get specific here.

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Are we talking about the United States
of America. We talked about Dallas,

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Texas, the state of Texas.
Are we talking about the world? What

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are we talking about? So this
is specific, This is specifically US based

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companies. It's based on a Gallop
poll that they've been running for a long

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time and that's where that number comes
from. Uh. But if you think

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about it, that means that basically
a third of the workforce is showing up

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truly engaged, and the other two
thirds of the workforce are what I call

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zambie employees. They're just kind of
you know, walking the hallways drawing paychecks.

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And you know, a lot of
people listening to this either work with

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those kind of people. Maybe they
feel like one of those kind of people.

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They go, hey, look,
I go to my job. It's

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a job I put my time in, but there's not really that energy and

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passion around either what's going on at
the company or you know what, they're

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a part of and there's there's multiple
reasons for that, but we either have

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to conclude that two thirds of the
workforce is just horrible, right, just

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sucked, or we're not really tapping
into something that that engages people and empowers

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people. And I think that that's
much more of the issue. Well,

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and of course, you know when
you and I first met and I told

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you the name of my radio show
that I wanted to be on it,

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and You're like, yeah, I'm
in, I'm totally in, And right,

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aren't we just looking at this together
in a similar way. I mean,

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I want to activate passion of purpose
and people and I want them to

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bring it all across their lives,
certainly to work. So that's one of

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the big reasons I was so touched
at having on the show and extracting from

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you. So yeah, and by
the way, at least talk about you

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you asked about globally. Let me
let me just say this. We just

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got back from overseas. I was
in a Kuala Lump were doing a speaking

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gig for a bunch of physicians the
world. Yeah, and then I was

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in Bangkok doing a speaking gigs about
things. And what I would tell you

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is though I don't have the numbers
on that the gallop pull is specific to

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the US. I don't think that
number is certainly any digger around the world.

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This is this is a worldwide kind
of issue. So so I just

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want to throw that in there.
Thank you for that. And I had

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forgotten that you you have traveled to
Leisia, et cetera. That's fantastic,

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as you know, I've been there
too and had a similar experience and it's

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a it's a great place to get
to work. And so thanks for bringing

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that up. That's great. Well, let's let's talk about maybe what's driving

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some of this stuff, Darren.
So in your experience, what is driving

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these low engagement rates? Where is
this coming from? I think there's really

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multiple levels. Part of it is
people are just flat out board. There's

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nothing really enticing about many many people's
jobs that they don't feel a close connection

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to the company, what the company
stands for, what they're trying to uh

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do and accomplish. And then we've
created so many layers when you move decision

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making so far away from what I
call the bowels right when you get people

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that are you know, uh,
it has to go through this big you

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know, complicated process, and many
people know that. Look, I don't

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really have any kind of you know, budgetary approval. I don't have decision

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making authority. And at some point, you know, when I when I,

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I know we're going to get into
this letter. But I talk about

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a company of owners. One thing
is I say, when you want,

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if you want people to act like
owners, you have to treat people like

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owners. And a lot of people
are just not being treated like owners.

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And it's not a shocker that that
we're not seeing, uh, that kind

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of behavior. You know, hen
Henry Ford is on record as saying,

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why would I ask for air of
hands? Do I get a brain?

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And you think about what kind of
worker? Then Ford was looking at,

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you know, wanting at some point, I can, you know, justify

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that he was trying to to do
something fundamentally different just in terms of mass

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production. But unfortunately that mentality kind
of seeped into the workplace over a course

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of years and we just kind of
adopted this, look, just do as

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you're told, don't don't you know, I don't. I'm not paying you

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to think I'm paying you to do
your job, whatever that job may be.

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And I think we've just you know, robbed the spirit right out of

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what what work is really meant to
be. Uh And unfortunately for a lot

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of people, instead of invigorating,
you know, exciting place where they get

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to bring their best and their learning
and they're growing, it just has become

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a really big soul suck for so
many people. And that's why we celebrate,

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you know, thank God it's Friday. That's why Monday is, you

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know, the dreary stay on the
planet. And I don't think it has

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to be that way, I would
agree, And just really quick, I

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want to present what you said here
because I think you and I talked about

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this, Darren. But I spent
the last fifteen years investigating how people find

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meaning in their work, how does
it register for them, and what does

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it mean to their sense of self
and identity. And I came up with

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the fifteen modes of engagement and they're
all the way from living my purpose and

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transcendent connection down to existential crisis.
A tremendous spectrum of experience that people can

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experience at work, and it's there's
an awful lot there. So when you

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think about what makes the human being, there's so much to tap and you're

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right. I'm with you. We
can find a way to activate, so

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it shows up as an invigorating,
challenging, interesting, stimulating fun event versus

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one that they have to get through
in order to eat. I'm on that

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train. Yeah, and you know
as well as I do that people walk

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out of those jobs with very low
engagement. They go back out the life,

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and many of them are ily engaged
when it comes to abbys or pastimes

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or you know, they they're out
on the golf course every weekend trying to

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improve their game, or they're climbing
Mount Everest or building race cars, or

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you know, starting bowlingly. I
mean, you know, I was talking

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to a company a while back and
they said, well, they're union employees.

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You can't you know, you can't. They're just not going to be

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engaged their union. And I said, look, the union has nothing to

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do with it, because those very
same people, once they walk through that

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gate, become highly engaged in life. It's just that there's this big disconnect

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between what's going on on the nine
to five job and what feels like life

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is really about in the outside world. Mm hmmm, I really get that.

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Well, I want to in this
show. I do as much as

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I can learn to help give people
access to you know, real role phenomenas,

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what's what's happening in the world of
work, And so I want to

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if you can, and of course
if you'll, of course keep the companies

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you might talk about it anonymous,
so we can protect them. But any

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companies that you know of that have
just really failed at creating a culture of

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engagement, that just don't do engagement, well, what are they doing?

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I think there's actually more of those
than not, and that's why we have

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the statistics being what they are.
Clearly there are some outlier companies where it's

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not twenty hundred percent engagement, it's
ninety percent, it's one hundred percent,

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it's full of engagement. Those are
definitely the exception, not the rule.

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And I think we've kind of lulled
ourselves into a sense of complacency. And

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it gets into the finger pointing,
you know, management leadership owners say,

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hey, it's employees. You just
can't find good people. Now, the

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punching bager, the millennials, you
know, it's all the millennials. We

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just can't get them millennials to you
know, to line up and work like

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we want them to well, A
couple of problems with that. One is

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the statistics. I said, It's
been around a long time, long before

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millennials, and we've just had this
malaise at at work. And there are

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multiple reasons for that. But you
know, I was out at a company

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one time, for example, and
I was I was doing some interviews as

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I do, and I get out
and talk to a big cross section of

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people, and it was just you
know, low engagement, but in large

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part because they just had this very
negative management style. It's what I call

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management by screaming and yelling obscenities at
people. And I'm not that's not an

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exaggeration, by the way. And
so for example, one of the one

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of the you know, the the
potential high performers, was talking about a

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person in a key leadership position and
he said, Darren, the reality is

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there isn't a person out here that
would do ause my language this way.

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He said that there isn't a person
out here that would do a damn thing

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for that guy. And I thought, wow, you know, this company

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setting themselves up for failure just by
having really poisonous leadership. So, you

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know, I wrote about you know, companies that I've experienced to come across

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that are what I call beached whale
companies. They're just stuck on sand dunes.

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And the reason they have to low
engagement is because they're so bureaucratic.

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They've got you know, it just
is it takes a huge effort just to

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get the smallest of things accomplished,
and that just becomes a beatdown from people

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at some point when you've got that
much friction at work and inability to kind

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of be successful. You know,
Ed Demming said, nobody goes to work

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to do a bad job, and
I think that's really the case. I

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think we have motivated, inspired people. That's in general the human condition,

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but you have to tap into that. So I mean, there are actually

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more examples of companies with just very
lethargic cultures than those really sliving cultures.

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Although I do think we're starting to
we're starting to turn the corner on some

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of that. The reason I wanted
to talk about this at this juncture,

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Darren, and I'm sure you figured
this out, is I do want to

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I want to first call it the
problem right that the staggering number that only

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a third of the population goes to
work in an engaged inspired fashion. And

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two, I wanted to talk about
some of the things that the behaviors and

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the culture and the environment that companies
create that contribute to that, because I

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want to want people to understand,
you know, what is the problem and

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you know, as I call it, the anti role model what not to

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be kind of thing, why do
you think companies continue on like that?

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Why if they're if they don't like
the results they're getting, and they don't

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really like the way they see people
interacting and contributing, why do you think

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they just continue to do the same
thing. I mean, that's that's kind

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of a question for the human condition
in general, right, you know,

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the environment sandy is doing the same
thing over and over again and especially get

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different results. I really find a
lack of confidence and the ability to change

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things. I think, Uh,
you know, we've we've just bought into

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so many preconceived notions about what work
looks like and what it looks like for

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an employee to be a good employee, and what you know, a manager's

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role is. And companies that have
managed to cast off a lot of that

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stuff and not do the the rules
and regulations approach you know so much,

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but have really realized, hey,
we're working with people. You know,

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we're not working with systems and processes. It's it's the people that are behind

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all of that. And there's just
there's there's I think we went through a

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time in history, and in fact, people will tell you this, Well,

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nobody had to tell me. You
know, I went to work and

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I just put in my hours,
and yes, I hated it, but

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I worked hard. And that's what
you did. And you know, the

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old model of work forty years and
hope to make partner get the gold watch

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or you know, at least I'm
getting my bills paid. Those days are

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just over. They're fundamentally over.
And quite frankly that I don't think that

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system worked very well. It certainly
didn't create high engagement, but I think

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there was that sort of just suck
it up and do it drive that we

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had, you know, within a
within a certain era, and so it

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was functional at some level. People
were just grateful to have a job.

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And I think they look around now
and you know, some of the folks

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from that time period a little missed
about well, wait a minute, why

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does works have to be fulfilling or
why do you have to enjoy it,

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you know, so there is there
is that mindset and it and then they

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were also you know, we weren't
living in a digital age. What even

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twenty twenty five years ago, the
wheels moved much more slowly and it was

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easier to mask mask thing. We're
now living in an age where speed is

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everything. Is it? Klauswobb that
said in the old days it was a

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big fish, that's a small fish, but now it's the fast fish that

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eat the slow fish. And all
of a sudden that kind of just you

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know, good old college try,
let's tredge along, and you know we're

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still selling product, so we must
be doing something right. That's starting to

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coome a part of the seams.
Great Darren, I want to comment on

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that, but let's go ahead and
take our first break. I'm your host

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at Last Cortes. We've been on
the air with doctor Darren Martin, the

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culture architect, author and keynote speaker. He joined today from Dallas, Texas.

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We've been talking about how low the
engagement radio is in the United States

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and even across the world, and
what contributes to that. After the break,

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we're to talk more about what companies
are doing to improve it. Stay

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00:16:48.200 --> 00:16:52.799
with us, We'll be right back. Become our friend on Facebook, host

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00:16:52.840 --> 00:16:56.559
your thoughts about our shows and network
on our timeline. Visit Facebook dot com,

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forward slash Voice America. Alise Cortes
is a speaker and engagement and development

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00:17:03.399 --> 00:17:08.119
catalyst. She designs and delivers professional
development, leadership and engagement workshops and can

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bring her expertise to your organization.
She will help ignite meaningful development within your

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00:17:14.039 --> 00:17:18.200
workforce that will increase employee engagement,
performance and retention. To learn more or

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

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Elisecortes dot com. She would welcome
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is Working on Purpose with Elise Cortes. To reach our program today, please

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call in to one triple eight three
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an email to Elise A. L
i Se at Elisecortes dot com. Now

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00:19:40.759 --> 00:19:47.880
back to Working on Purpose. Thanks
for staying with us and welcome back to

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Working on Purpose if you're just joining
us. My guest is doctor Darren Martin,

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00:19:51.359 --> 00:19:55.160
the culture architect, author and keynote
speaker. We've been talking before the

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break about how low the engagement level
is for American workers, even beyond a

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across the world, and some of
the things that companies do to contribute to

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that. Here next, we want
to talk about some of the things that

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they're doing to get it right.
But before we get into that, Darren,

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I want to just comment a little
bit on what you said before we

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went on break about, you know, maybe why organizations continue to do the

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behaviors that they do and get the
results that they do. And I agree

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with what you had to say and
want to add that I think part of

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it too is that they don't know
what they don't know. And we're such

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operating people, right where so we
always go on autopilot in our lives and

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we continue to do things over and
over again in the same way, and

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we do oftentimes hope for a different
result or agent result. And so I

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think there's this note of resignation that
could happen within organizations where they they start

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to expect that well that's just how
it works. Employees don't work hard,

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they don't want to be here,
rather than expecting that they want to come

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with passion and purpose and contribute their
best. So just wanted to add that

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to the conversation. And then once
we as the people that we are doing

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the work that we do to help
activate this and they start to get a

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glimpse of oh it could be like
that. That could be fun. Right.

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Isn't it fun to work with organizations
where we can actually see those results

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happen. Isn't it amazing? It's
a it's a night and day difference,

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right, And I do agree,
we've got we've got in some cases people

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out there that that don't even uh, you know, I talked to the

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CEO one time that hated the word
cultures, like, I don't know what

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that is. It's just a bunch
of and it kind of reflected in the

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culture quite frankly. But but yeah, when you work in a place where

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everything is just clicking, and you
know, there's there's real legitimate kind of

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uh teamwork and people are you know, feeling empowered, it's a joy rather

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than a drain. And what you
know, a lot of you know,

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leaders don't realize is company cultures happen
either by default or design. And the

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reason we have so many just not
so great cultures out there is because a

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lot of them have let it happen
by default. It's not their expertise,

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they haven't paid attention to it,
and consequently they just get the luck of

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the draw of whatever they've kind of
cobbled together. But there are big exceptions

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to that, and you know a
number of companies that are doing it great

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and have a completely different experience at
work. I agree, And it's just

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as you say, it's a delight
to get to see them in action and

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be part of it in some way. Yeah, I want to get to

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the place of, you know,
some of the things that companies are doing

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well, and before we do that, I want to presence us again.

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Today we talked a bit about some
of the historical past of how workers came

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to work and expected to maybe hang
out for forty years and then retire and

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then go about their real life afterwards. You and I talked when we spoke

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about the fact that the world of
work is changing, and we all understand

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that. I mean how people relate
and engage of course, to it is

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changing. I think it would be
useful if maybe you could maybe compare in

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contrast the previous maybe one or two
decades, with what we're joined today or

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living today. Can you kind of
presence that for us? Darren? Yeah,

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absolutely so. You know, many
of the jobs that were available were

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much more rote mundane. They were
necessary. Somebody had to do them,

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and it was a It created a
workforce of kind of either entry level or

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non necessarily. You didn't have to
have a college degree, et cetera to

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do some of those jobs. We
see a major shift that's going on.

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I mean we're living We talked about
this at least, but we're living in

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I think the biggest shift in the
history of ever. It's what we call

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a liminal moment. I mean,
everything is changing and a lot of those

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very repetitive, kind of mundane type
jobs, they're just flat out going away.

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Those are being outsourced. And so
it's not just it's not just that

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the cultures are changing, or that
what people are expecting from work is changing.

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It's that the actual work is changing. When you go from an agraarian

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society where I'm a farmer to working
in a factory, the skill set between

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those two is so fundamentally different that, you know, it just requires a

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whole new set of tools. And
we're going from a corporate kind of functioning

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pencil pushing moving things around, you
know, kind of that corporate machine,

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to a much more dynamic work environment, and that's going to require new skills

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and also create new opportunities as well. So I think the workplace of the

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next ten years goes through a major, major shift and is going to increasingly

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look fundamentally different from what we've had
in the last forty fifty sixty years.

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Well, I agree, And anybody
who's listened to my show a couple of

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times have probably heard me talk about
my fascination with how robotics and artificial intelligence

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are impacting the workforce, the work
experience, and how we do our work.

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What's your take on how technology is
interacting with and changing the way we

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work. Okay, and I'm so
passionate about this, But if people work

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in the job that is what I
call decision tree based. If this then

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that every time it's an A,
then the right answer is is D.

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You know, there's a path that
is followed consistently. I think ultimately those

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jobs are going away they're going to
change because AI can do that, machine

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learning can do that. They are
all sorts of you know things. We

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just saw the first burger flipping.
You know, machines come online and you

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think about it, Well, that's
a decision tree, you know, you

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put there's a process, there's a
formula. You put the burger on,

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you leave it for three minutes,
you flip it, you do another three

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minutes, you take it off.
I mean, that's not a you know

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that, that's that's best done when
it's done exactly as the formula calls for.

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And even things like flying and the
landing a plane, et cetera,

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et cetera. Those are all jobs
by the numbers as complicated that some of

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them may be. And so I
think the beauty that can sound really scary.

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You know, you've heard all the
projections that within the next twenty years,

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forty five percent of the jobs that
we currently have are just not going

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to be here. The reality is
that's happened down through history as well.

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We went through a shift where you
know, a huge part of the population

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we're farmers, and then all of
a sudden, it seemed almost overnight that

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that just changed. Well, we've
found something else. You know, people

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don't look back and bemoan the fact
that, oh, why can't we all

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be be farmers? Although ironically it's
funny people are kind of going back to

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that, right we have the local
grown and that whole you know, shift

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00:27:00.680 --> 00:27:04.160
back to to the way we think
about food. But so that's you know,

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I think what gets people noticed into
the future is going to be much

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more on the right brain side,
the creativity, the ability to come up

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with ideas and to dream and the
vision. And you know, I read

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a book years ago I have to
think it was ahead of his time by

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00:27:25.880 --> 00:27:30.839
Daniel Pink called a Whole New Mind. Why why my brainers are going to

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inherit the earth? Right? And
I love I love Pink's take on that.

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And and that's kind of the ship
we're seeing. You know, if

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if those those traditional jobs that stand
here drill this whole here, you know

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what what I quote earlier forward was
looking for, uh, machines are doing

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that. So that's that's kind of
the shift now in terms of companies getting

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it right, though at least I've
seen companies everywhere from big high dollar people

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think it's all about just the level
of education and how much you're paying people.

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00:28:07.079 --> 00:28:14.799
But I've seen everything from super high
paying jobs in the high level industries

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00:28:15.000 --> 00:28:19.039
to fast food you know, I
would throw out Chick fil a in and

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00:28:19.039 --> 00:28:23.519
out Burgers a couple of examples.
You've got some entry level, you know,

385
00:28:23.599 --> 00:28:30.359
thirteen twelve, fourteen, fifteen dollars
hour jobs with some highly engaged employees.

386
00:28:30.039 --> 00:28:34.920
It's much more about people being attached
and a part of something and feeling

387
00:28:36.039 --> 00:28:41.960
like they matter and that they are
connected with something that has a much bigger

388
00:28:42.160 --> 00:28:45.759
vision, even if it's just creating
a certain experience in a you know,

389
00:28:45.839 --> 00:28:52.920
kind of a fast food world.
So it's more about the dynamic at work

390
00:28:52.000 --> 00:28:59.279
than it is necessarily about what's the
product's the what's the industry I can I

391
00:28:59.279 --> 00:29:02.839
agree. I want to add to
what you said also on the artificial intelligence

392
00:29:02.839 --> 00:29:06.319
and robotics piece, so again because
like you, I'm quite passionate about that,

393
00:29:06.400 --> 00:29:10.519
and when I layer that over to
what I've been doing as a meaning

394
00:29:10.559 --> 00:29:14.079
and work researcher, what I know, Darren is that for the most part,

395
00:29:14.160 --> 00:29:18.279
the more highly level skills that a
person can bring, if you think

396
00:29:18.359 --> 00:29:22.599
like Maslow's hierarchy of meaning, you
think at the physical security level then you

397
00:29:22.640 --> 00:29:25.960
move on to the social sort of
level and then the cognitive challenge and the

398
00:29:26.039 --> 00:29:32.039
values, et cetera. The higher
that people get in that spectrum, if

399
00:29:32.039 --> 00:29:34.279
that's where most of their work ends, the more generally more fulfilling it is

400
00:29:34.319 --> 00:29:37.279
for them. That's what I found
through the work that I do. So

401
00:29:37.440 --> 00:29:41.559
if we can go ahead and replace
jobs that don't require those lower level connections

402
00:29:41.599 --> 00:29:45.039
and we get them into the higher
level connections, then yes, they will

403
00:29:45.039 --> 00:29:48.720
require training and learning for them and
new tooling, et cetera. And they

404
00:29:48.720 --> 00:29:52.359
get the trade off of being more
fulfilled and giving more of their whole humanity

405
00:29:52.440 --> 00:29:56.640
to their work. And that's the
kind of work that I want to be

406
00:29:56.680 --> 00:29:59.440
involved in there, and that's part
that's the movement that I'm working to be

407
00:29:59.480 --> 00:30:03.400
involved in because I think there's there's
some real need in organizations to do that

408
00:30:03.440 --> 00:30:08.160
and do it well. Yeah,
And you know, just and godally,

409
00:30:08.279 --> 00:30:12.559
if you look at I've seen a
bunch of numbers recently that's fifty over fifty

410
00:30:12.599 --> 00:30:18.799
percent of the billion dollar plus companies
in the US were started by immigrants.

411
00:30:18.920 --> 00:30:26.759
For example. We also know that
people with dyslexia are have a higher percentage

412
00:30:26.799 --> 00:30:33.319
rate of becoming millionaires than non deflectured
people. And part of that is because

413
00:30:33.599 --> 00:30:37.079
you know, they they struggle in
school and they've had to find they've had

414
00:30:37.119 --> 00:30:40.880
to be creative. They've had to
find other ways because you know, they

415
00:30:41.519 --> 00:30:45.799
may not jacket out of the ballpark
on the SAT or you know, you

416
00:30:45.839 --> 00:30:48.680
know, standardized testing and some of
those things, and so they had to

417
00:30:48.759 --> 00:30:52.599
kind of roll up their sleeves and
get out there and grapple and figure it

418
00:30:52.640 --> 00:30:56.279
out. And so you know,
we see even from that standpoint, just

419
00:30:56.319 --> 00:31:00.880
in the skill set that this isn't. Unfortunately, I don't really believe academia

420
00:31:00.079 --> 00:31:04.359
is preparing people. I hope I
don't get a whole bunch of hate mail

421
00:31:04.440 --> 00:31:10.839
to this. And yes, I
have a baby in college, you know,

422
00:31:11.279 --> 00:31:15.599
going that route. But I just
don't think academa is really preparing people

423
00:31:15.599 --> 00:31:19.039
for the kind of what we're talking
about. I think it could, but

424
00:31:19.680 --> 00:31:26.559
just the degree alone, the h
you know, I have, this resume

425
00:31:27.000 --> 00:31:33.039
isn't what's going to cut it into
the future. It's about can you can

426
00:31:33.119 --> 00:31:38.359
you adjust and can you think and
can you really you know, dry things

427
00:31:38.400 --> 00:31:44.319
forward in a whole different way.
Again, I agree, I do think

428
00:31:44.400 --> 00:31:48.960
that we can, we do need
to ratchet up or change our education system

429
00:31:49.000 --> 00:31:52.279
to prepare people to work in a
world of fast flux change for sure,

430
00:31:52.319 --> 00:31:56.440
and contribute on a different level.
Completely agree with that. And to that

431
00:31:56.599 --> 00:31:59.319
end, Darren, can you see
a little bit more. You've already talked

432
00:31:59.319 --> 00:32:06.000
about the right brain and creativity being
essential competencies that people start to develop in

433
00:32:06.039 --> 00:32:08.400
this new world that we live in. But how do you think individuals can

434
00:32:08.440 --> 00:32:14.920
make themselves indispensable to an organization?
Oh? I love that, because you

435
00:32:14.960 --> 00:32:19.440
know, I think that's what acting
like an owner is all about. The

436
00:32:19.480 --> 00:32:22.400
first half of the book or Company
of Owners, is really about creating a

437
00:32:22.480 --> 00:32:27.000
culture. The second half is how
do I make myself? And I don't

438
00:32:27.039 --> 00:32:29.319
say it specifically in the book in
these words, but how do I make

439
00:32:29.359 --> 00:32:37.680
myself indispensable to an organization? The
old system, you got rewarded for standing

440
00:32:37.720 --> 00:32:45.519
in line, you got rewarded for
following the system. That's not what's getting

441
00:32:45.559 --> 00:32:52.359
rewarded moving forward. And it's also
not if companies want to attract and retain

442
00:32:52.519 --> 00:32:57.599
the top talent, they the top
talent are not people who want to do

443
00:32:57.640 --> 00:33:01.319
that in the first place. Livy
to shine, They want to be able

444
00:33:01.359 --> 00:33:09.880
to get out there and you are
much much better off, you know,

445
00:33:10.000 --> 00:33:15.880
being in a position where you are
separating yourself in the pack. You are

446
00:33:16.000 --> 00:33:22.880
looking different, you're acting different.
I think with the low with engagement as

447
00:33:22.920 --> 00:33:28.079
low it is as it is,
when you get somebody who really just is

448
00:33:28.079 --> 00:33:30.599
is on fire to help make the
company better and do some things and they're

449
00:33:30.640 --> 00:33:36.839
doing that in a in an intelligent
way, that those are the people that

450
00:33:36.920 --> 00:33:40.160
are indispensable. Now, historically we've
had some scenarios where, you know,

451
00:33:40.200 --> 00:33:44.920
it's what the Australians called the tall
poppy syndrome where you don't want to stand

452
00:33:44.960 --> 00:33:49.519
out because you're just going to get
your head chopped off, right, But

453
00:33:49.640 --> 00:33:53.920
that's I think those days are increasingly
over other than in some of our you

454
00:33:53.960 --> 00:34:00.279
know, stodgier institutions don't make waves, but the employees are really going to

455
00:34:00.279 --> 00:34:02.359
ascribe in the future, not even
employees, I don't I think we need

456
00:34:02.400 --> 00:34:07.920
to change our entire nomenclature. I
don't like the language boss employee. I

457
00:34:07.960 --> 00:34:15.559
think people are you know, business
partners. People are employed, not because

458
00:34:15.559 --> 00:34:22.039
they have to be specifically at that
company. You know, there's there's there

459
00:34:22.079 --> 00:34:24.519
are options. They're not segmented into
something you have to get work at this

460
00:34:24.639 --> 00:34:29.360
place, and so I think we've
got to think on a much more entrepreneur

461
00:34:29.480 --> 00:34:34.840
partner level about what work even looks
like, so that we even think about

462
00:34:34.840 --> 00:34:37.960
a change in the language in the
way that we talk about there. I

463
00:34:38.000 --> 00:34:43.119
completely agree. And hence, where
does the word architect come in for what

464
00:34:43.119 --> 00:34:45.360
you do? Certainly architecting a whole
new language and a whole new way of

465
00:34:45.400 --> 00:34:50.159
working. I completely agree with that. I want to talk more about that,

466
00:34:50.239 --> 00:34:52.000
but let's go ahead and catch our
last break here, Darren and I

467
00:34:52.039 --> 00:34:54.719
want to get more. After break, we'll talk about some of the companies

468
00:34:54.719 --> 00:34:58.119
that are really doing some of the
stuff well and get present to that.

469
00:34:58.800 --> 00:35:00.199
I'm at least at least we're as
your host with It on the Year with

470
00:35:00.280 --> 00:35:04.559
doctor Darren Martin, who is the
culture Architect, author and keynote speaker.

471
00:35:04.800 --> 00:35:07.800
He joined us today from Dallas,
Texas. We'll be right back to stay

472
00:35:07.800 --> 00:35:12.679
with us. Become our friend on
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473
00:35:12.679 --> 00:35:16.760
and network on our timeline, Visit
Facebook dot com, Forward slash Voice America.

474
00:35:16.960 --> 00:35:22.679
Alis Cortes is a speaker and engagement
and development catalyst. She designs and

475
00:35:22.760 --> 00:35:28.280
delivers professional development, leadership and engagement
workshops and can bring her expertise to your

476
00:35:28.360 --> 00:35:32.719
organization. She will help ignite meaningful
development within your workforce that will increase employee

477
00:35:32.760 --> 00:35:37.239
engagement, performance and retention. To
learn more or to invite Elise to speak

478
00:35:37.239 --> 00:35:43.599
to your organization, please visit her
at www. Dot Elisecortes dot com.

479
00:35:43.719 --> 00:35:50.639
She would welcome the opportunity to help
get your employees working on purpose the future

480
00:35:50.639 --> 00:35:54.840
of onezvs. Here you exclusive content
from your favorite talk radio hosts and new

481
00:35:54.880 --> 00:36:00.079
programs that you can't see anywhere else. Visit Voice America dot tv today by

482
00:36:07.320 --> 00:36:14.920
looking long the stars like the speak
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483
00:36:14.960 --> 00:36:20.079
and connected on our Lively Award winning
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484
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485
00:36:24.639 --> 00:36:29.880
at four pm Pacific on the Voice
America Empowerment Channel. Tune into the Power

486
00:36:29.920 --> 00:36:35.000
Party for positive, uplifting, life
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487
00:36:35.000 --> 00:36:50.159
com to graceman all you land,
it's time to live the life of inner

488
00:36:50.199 --> 00:36:55.119
peace that you deserve. Tune in
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489
00:36:55.159 --> 00:37:00.320
tremont Oda. You can discover the
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490
00:37:00.440 --> 00:37:04.519
time, show off your personal gifts
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491
00:37:04.559 --> 00:37:08.519
will combine health and spirituality to bring
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492
00:37:08.760 --> 00:37:14.239
You'll enjoy this journey every Wednesday at
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493
00:37:14.280 --> 00:37:17.880
Eastern Time on the Voice America Empowerment
Channel. It's sure to be a nourishing

494
00:37:19.000 --> 00:37:23.800
experience. We'll find out what's happening
on the Voice America Talk radio Network by

495
00:37:23.880 --> 00:37:29.639
keeping up with us on Twitter.
You can find us at Voice America GRN.

496
00:37:37.039 --> 00:37:40.960
This is Working on Purpose with Elise
Cortes. To reach our program today,

497
00:37:42.039 --> 00:37:45.119
please call in to one triple eight
three four six nine one four one.

498
00:37:45.519 --> 00:37:50.280
Again, that's one triple eight three
four six nine one four one.

499
00:37:50.719 --> 00:37:58.280
You may also send an email to
Elise alisee at Elisecortes dot com. Now

500
00:37:58.519 --> 00:38:04.320
back to Working on per Thanks for
staying with us, and welcome back to

501
00:38:04.360 --> 00:38:07.320
Working on Purpose. If you're just
tuning in, my guest is doctor Darren

502
00:38:07.320 --> 00:38:09.679
Martin, the culture architect, author
and keynote speaker. I'm your host,

503
00:38:09.679 --> 00:38:14.199
Elise Cortez. So for this last
bit of time together, Darren, I

504
00:38:14.239 --> 00:38:17.440
wanted to now bring it back into
a good, strong, uplifting close and

505
00:38:19.039 --> 00:38:22.679
talk about companies that are really have
really cracked the code on creating a culture

506
00:38:22.719 --> 00:38:28.480
of vibrancy of engagement. How do
they do it? Tell us maybe give

507
00:38:28.559 --> 00:38:30.760
us some ideas of what are they
doing, what does it feel like,

508
00:38:30.840 --> 00:38:36.199
what's what's what are the behaviors that
they're doing. So I think for I

509
00:38:36.199 --> 00:38:42.760
think for starters, they have created
a strong affiliation with the people that they're

510
00:38:42.760 --> 00:38:45.400
working with. If you look down
through history, I mean, if we

511
00:38:45.519 --> 00:38:51.480
go way back, organizations that have
really thrived and stood the test of time.

512
00:38:52.960 --> 00:38:55.400
And I'll just throw some out there. I'm not a Mason, but

513
00:38:55.519 --> 00:39:02.039
Mason's. You know, if you
what are Mason's the Marines, secret societies,

514
00:39:02.119 --> 00:39:06.239
fraternities, sororities. What do they
all have in common? Well,

515
00:39:06.440 --> 00:39:10.480
you kind of earn your way in, and when you're in, then it

516
00:39:10.679 --> 00:39:15.800
means something. You're a part of
something. And I think companies where people

517
00:39:15.880 --> 00:39:20.760
wear the company name as a badge
of honors is they're excited about what's going

518
00:39:20.800 --> 00:39:25.199
on. And it doesn't have to
be that necessarily there's groundbreaking work, but

519
00:39:25.280 --> 00:39:31.480
it's just they feel like they're they're
really connected to the identity of the company

520
00:39:31.480 --> 00:39:36.480
and what that company is accomplishing.
So they may be doing something very rote

521
00:39:36.519 --> 00:39:39.960
and mundane just in terms of the
product they're producing, but the culture that

522
00:39:40.000 --> 00:39:45.440
they have there is really rewarding.
So I heard about a software company after

523
00:39:45.519 --> 00:39:52.639
New York and the owner basically was
asking folks, say, what do you

524
00:39:52.719 --> 00:39:55.199
need? What can I do that
can make your life even better? And

525
00:39:55.199 --> 00:39:58.800
by the way, that's one of
the big things. It's amazing how let's

526
00:39:58.880 --> 00:40:02.559
just listening, asking and finding out
what people need and then responding to it.

527
00:40:04.239 --> 00:40:07.760
That's ninety percent of the battle right
there. Wow. But you ask

528
00:40:07.840 --> 00:40:10.800
them that, and you know the
response was, hey, could you put

529
00:40:10.840 --> 00:40:14.920
some cots in? And he said, well, you know, what do

530
00:40:14.960 --> 00:40:15.800
you what do you need cots for? And they said, well, you

531
00:40:15.840 --> 00:40:20.480
know, sometimes get on the train. We're working on a project, and

532
00:40:21.239 --> 00:40:22.760
to take the forty minute trainer at
home, get up in the morning,

533
00:40:22.840 --> 00:40:27.320
come back. I'd just rather stay
late and keep working on it and be

534
00:40:27.320 --> 00:40:30.280
able to get some sleep and then
get back at it, you know in

535
00:40:30.320 --> 00:40:34.679
the morning. I mean, now, who who doesn't dream of that kind

536
00:40:34.719 --> 00:40:42.079
of employee? Right? That's that's
what happens when you tap into the human

537
00:40:42.199 --> 00:40:46.400
spirit and people feel like they are
able to make a difference and that they're

538
00:40:46.440 --> 00:40:53.440
really invested in something. Those are
the companies that are leading the charge.

539
00:40:53.960 --> 00:40:59.239
You know, think about in any
relationship, if you've got people that are

540
00:40:59.559 --> 00:41:00.960
dating, in a marriage, relationship, if you partner, where to say

541
00:41:00.960 --> 00:41:05.079
to you, Hey, I've really
been thinking about us, said I want

542
00:41:05.079 --> 00:41:07.079
to I want to make this as
good as we can be. What are

543
00:41:07.199 --> 00:41:12.760
three things I could do that would
improve our relationship even more or make your

544
00:41:12.840 --> 00:41:16.840
life easier? I mean, who
would want to hear that that question just

545
00:41:16.920 --> 00:41:22.480
in a relationship? So why is
that any different at work? You know?

546
00:41:23.039 --> 00:41:27.840
So I think those are some of
the key things that they've created.

547
00:41:27.840 --> 00:41:30.559
A strong identification of what it means
to be a part of this. There's

548
00:41:30.599 --> 00:41:35.480
a little bit of that rights of
passage of being a part of what we're

549
00:41:35.480 --> 00:41:42.360
doing here. You know. Zappos
used to put people through training and then

550
00:41:42.400 --> 00:41:46.480
they would offer them money to not
take the job because their deal was,

551
00:41:46.519 --> 00:41:50.280
we only want people that really really
want to be a part of this,

552
00:41:50.519 --> 00:41:53.920
you know. Uh, And it
created that sense of hey, it's a

553
00:41:54.000 --> 00:42:00.239
privilege to work here because we're we're
we're all passionate about being a part of

554
00:42:00.280 --> 00:42:06.440
something. So it's really what you
talk about, which is passion. It's

555
00:42:06.519 --> 00:42:13.119
about connecting people and then giving them
meaningful responsibilities, authority, you know,

556
00:42:13.239 --> 00:42:17.320
removing friction, all of that kind
of stuff that really goes and it makes

557
00:42:17.360 --> 00:42:22.800
that great culture. I really like
what you said about tapping into the human

558
00:42:22.880 --> 00:42:25.960
spirit, Darren, and what I
was just responding to and getting present to

559
00:42:27.000 --> 00:42:30.119
when you said that was some of
the work that we do with in our

560
00:42:30.159 --> 00:42:35.280
firm is is very much about developing
inspirational leaders, and part of that is

561
00:42:35.320 --> 00:42:37.800
just simply, you know, allowing
yourself to be inspired first, and that

562
00:42:37.880 --> 00:42:43.360
means looking around and noticing how amazing
thew world is and then letting yourself respond

563
00:42:43.400 --> 00:42:46.679
to that moment, be in that
moment and allow yourself to it to be

564
00:42:46.800 --> 00:42:51.199
moved and touch inspired in a way
that you can share that with someone else.

565
00:42:51.679 --> 00:42:54.679
And doing so very often is what
we would say very enrolling. People

566
00:42:54.679 --> 00:42:58.719
want to be around somebody like that, somebody who's on fire and turned on

567
00:42:58.760 --> 00:43:01.760
about life, you know, So
when you think about tapping into that human

568
00:43:01.840 --> 00:43:06.199
spirit, I mean it means also
at the same time, for those leaders

569
00:43:06.239 --> 00:43:08.039
that are in an organization to do
that, they must first be tapped into

570
00:43:08.039 --> 00:43:13.440
that themselves, right, well,
absolutely, they have to be tapped into

571
00:43:13.480 --> 00:43:16.000
it, and that's where the magic
really happens. And by the way,

572
00:43:16.079 --> 00:43:22.360
great leaders don't produce followers, they
produce to other leaders. And when people

573
00:43:22.880 --> 00:43:27.960
are coming into a situation where they
go, not only am I inspired by

574
00:43:27.960 --> 00:43:34.559
this person, but I'm inspired to
emulate and to learn from this person,

575
00:43:34.639 --> 00:43:39.440
then it's a complete deal changer.
You know, I had I've got a

576
00:43:39.440 --> 00:43:44.480
buddy of mine that I need to
in adduce you to its ippointment. He

577
00:43:44.480 --> 00:43:46.920
said he had two kinds of teachers
growing up, those who taught him what

578
00:43:47.079 --> 00:43:52.360
to think and those who taught him
how to think. And when somebody's investing

579
00:43:52.400 --> 00:43:54.320
in you and teaching you really not
just oh, this is what you need

580
00:43:54.360 --> 00:43:57.199
to go think, this is what
you need to go do, but really

581
00:43:57.239 --> 00:44:01.079
teaching you how to think and helping
you grow as a person. Man,

582
00:44:01.159 --> 00:44:07.679
that's intoxicating, and people will gravitate
to that when they feel like you're a

583
00:44:07.719 --> 00:44:13.519
part of leadership and people who are
not only leading the way, but are

584
00:44:13.519 --> 00:44:16.920
also showing a path and helping them
grow and develop to be even better than

585
00:44:16.920 --> 00:44:22.679
they ever thought they could be.
You know, I'll just quickly say this.

586
00:44:22.920 --> 00:44:25.079
Some of my listeners have been on
a show or two have heard this

587
00:44:25.119 --> 00:44:28.880
really quick. But when I was
nineteen years old, I had a job

588
00:44:28.920 --> 00:44:32.199
as an administrative assistant, and I
loved my boss, Darin, And about

589
00:44:32.280 --> 00:44:36.639
eighteen months into my job, he
on the way out to lunch said,

590
00:44:37.079 --> 00:44:39.159
just matter of factly and cheerfully over
his shoulder, you have to get out

591
00:44:39.159 --> 00:44:40.719
of here. You have to go
see the world. You have to get

592
00:44:40.760 --> 00:44:45.400
an education to do something with yourself. But before you go, hire your

593
00:44:45.440 --> 00:44:50.280
replacement. And do you know,
Daron, it never occurred to me that

594
00:44:50.360 --> 00:44:52.519
I could go to college. It
never occurred to me that I could go

595
00:44:52.719 --> 00:44:58.719
someplace beyond Portland, Oregon, where
I lived. A man completely opened my

596
00:44:58.800 --> 00:45:02.280
eyes and frankly saved my life.
I tell them every year because we're still

597
00:45:02.320 --> 00:45:07.800
friends thirty five years later. So
it's amazing what can happen when when somebody

598
00:45:07.840 --> 00:45:12.760
opens possibility to you and sees you
and gives you an opportunity and lets you

599
00:45:12.760 --> 00:45:15.840
see for yourself something that you couldn't
see on your own. I completely agree

600
00:45:15.880 --> 00:45:19.960
with that. That is beautiful.
That gives me chill bumps. And we

601
00:45:20.000 --> 00:45:24.840
all know the stories of the you
know, struggling school with a fifteen percent

602
00:45:25.199 --> 00:45:30.559
you know, graduation rate, inner
city, you know, poverty, and

603
00:45:30.639 --> 00:45:35.360
that one teacher comes in and all
of a sudden, bells and whistles go

604
00:45:35.480 --> 00:45:38.880
off, lights come on, and
those kids have this you know in about

605
00:45:38.920 --> 00:45:46.039
face, and now it's up to
eighty five ninety percent graduation rate. And

606
00:45:46.440 --> 00:45:50.679
think about what it is to be
on the receiving side of that, and

607
00:45:50.679 --> 00:45:53.159
then think about what it is to
be on the giving side of that.

608
00:45:53.159 --> 00:45:58.000
That's what the successful workplace in the
future looks like, where we really start

609
00:45:58.039 --> 00:46:04.639
to tap into that spirit and see
some real beauty emerge. I am right

610
00:46:04.639 --> 00:46:06.880
there with you on that. And
to that end, I wanted you to

611
00:46:06.880 --> 00:46:08.199
say a little bit about the book
that you're at the company of owners.

612
00:46:08.199 --> 00:46:14.320
I know that's a key part of
how you work and with companies, et

613
00:46:14.360 --> 00:46:16.159
cetera. So would you say a
little bit about what is it you're trying

614
00:46:16.679 --> 00:46:22.960
to make sure that we understand from
that book. So I call myself an

615
00:46:22.000 --> 00:46:27.199
evolutionary. I'm out to evolutionalize the
way we think about work. I hate

616
00:46:27.199 --> 00:46:30.119
that people drag themselves into work on
a Monday morning and are excited for it

617
00:46:30.199 --> 00:46:35.679
to end on a Friday. The
book was actually born out of a conversation

618
00:46:35.760 --> 00:46:39.400
with the CEO of a twenty billion
dollar oil gas company. I said,

619
00:46:39.400 --> 00:46:43.679
hey, you need to fire all
your employees. And that's going to sound

620
00:46:43.719 --> 00:46:45.920
harsh. She said, what are
you talking about, Martin. I said,

621
00:46:45.960 --> 00:46:49.199
you don't want employees, you want
people who act like owners. And

622
00:46:49.280 --> 00:46:52.320
you could see that ding ding ding
going off in his head. And that

623
00:46:52.599 --> 00:46:57.239
emerged into conversations about, okay,
well, if we want people to actrack

624
00:46:57.320 --> 00:46:59.880
owners, we got to treat them
Mike owners. And that means a lot

625
00:46:59.880 --> 00:47:02.119
of the stuff that we're doing here, a lot of these you know,

626
00:47:02.239 --> 00:47:08.119
systems or management structures have to change, have to go away. And I

627
00:47:08.519 --> 00:47:15.199
really want the Company of Owners to
be a clarion call to to corporate not

628
00:47:15.280 --> 00:47:20.840
just corporate America, but all over
the world. It's having an impact for

629
00:47:21.000 --> 00:47:23.800
people to sit up and go,
wait a minute. You know, we

630
00:47:23.800 --> 00:47:31.679
we are not employed by some outside
structure. I own myself, I own

631
00:47:31.719 --> 00:47:37.760
my responsibilities, and when I take
ownership of not only my job but my

632
00:47:37.920 --> 00:47:40.840
life, then all of a sudden
I started getting very very different results.

633
00:47:42.199 --> 00:47:45.559
So companies that are passionate about that, I want to see that happen and

634
00:47:45.599 --> 00:47:50.719
that are brave enough to do that. And then employees that are willing to

635
00:47:50.760 --> 00:47:53.159
stand out and say I want I
do want to make myself a dispenseabul to

636
00:47:53.199 --> 00:47:59.159
any company. That's that's really what
a company of owners was meant to spark.

637
00:48:00.320 --> 00:48:04.440
I of course endorse all of that. And one of the things that

638
00:48:04.480 --> 00:48:06.519
I would I was thinking about has
just said that. It's two things.

639
00:48:06.599 --> 00:48:08.559
Is one is I don't know too
many people who don't get up in the

640
00:48:08.599 --> 00:48:12.639
morning and say, you know,
I really just hope that nobody notices me.

641
00:48:12.719 --> 00:48:15.599
I don't want to matter at all, and my whole existence on the

642
00:48:15.599 --> 00:48:17.840
planet. I hope nobody notices that
I ever showed up, right. I

643
00:48:17.920 --> 00:48:22.239
just don't think there's too many people
that wake up hoping for that. Rather,

644
00:48:22.320 --> 00:48:24.280
I think almost everybody wants to know
that they made a difference, that

645
00:48:24.400 --> 00:48:29.519
they matter, and so when they
get to do that and somebody notices it

646
00:48:29.559 --> 00:48:34.679
and then they acknowledge it or recognize
it, it's pretty powerful, right.

647
00:48:34.719 --> 00:48:37.920
And then the other thing that I
was thinking about is when you talk about

648
00:48:37.920 --> 00:48:40.320
being part of something instead of being
an employee, but being an owner,

649
00:48:40.360 --> 00:48:44.320
you're part of something. One of
the things I got for my research is

650
00:48:44.360 --> 00:48:46.639
that when people feel like they're part
of something bigger than themselves, that's an

651
00:48:46.639 --> 00:48:52.519
incredibly powerful thing, right, so
it informs and increases their sense of self.

652
00:48:52.079 --> 00:48:55.599
Again, another powerful way to be
able to elicit the best in people

653
00:48:55.639 --> 00:48:59.639
if you make them bigger by having
them walk through those two doors in the

654
00:48:59.679 --> 00:49:05.800
morning and not yeah. Absolutely,
And then when you get a collection of

655
00:49:05.840 --> 00:49:09.039
people, you know, think about
when a local sports team wins the championship.

656
00:49:09.119 --> 00:49:14.920
There is this arm you know,
gathering, we are the world,

657
00:49:15.119 --> 00:49:16.480
you know, look at we did
it. You know, kind of think

658
00:49:16.840 --> 00:49:22.519
there's that collective celebration because it is
bigger and people are a part of something

659
00:49:22.519 --> 00:49:27.400
that they feel really connected to.
That's what work ought to look like on

660
00:49:27.440 --> 00:49:31.400
a daily basis. It ought to
be about celebrating the winds. That ought

661
00:49:31.400 --> 00:49:36.280
to be knowing what the wins even
look like, and it ought to be

662
00:49:36.400 --> 00:49:42.199
about that that bigger than ourselves elevation
of self. I think put that really

663
00:49:42.239 --> 00:49:47.400
really well. That takes place when
people are really connected at something much much

664
00:49:47.480 --> 00:49:54.000
larger. I just got present again
and reminded there's a woman right here in

665
00:49:54.079 --> 00:49:57.800
Dallas that I'm working with. She
and her husband own a company, and

666
00:49:58.159 --> 00:50:01.079
she is an example of the person
that most of us who want to work

667
00:50:01.119 --> 00:50:04.880
for. She is working with me, and she's she said, Alice,

668
00:50:04.880 --> 00:50:07.639
I want to do something for my
employees. I want to make sure that

669
00:50:07.719 --> 00:50:12.039
they know how grateful I am that
they're here, that they're contruding at their

670
00:50:12.079 --> 00:50:15.800
time, their energy, and their
talent to our organization. And she kind

671
00:50:15.800 --> 00:50:16.800
of got welled up, she got
moved, she got touched by that,

672
00:50:17.360 --> 00:50:21.000
and she said, what we do
together is I want you to help me

673
00:50:21.079 --> 00:50:23.599
find a way to create something for
them so we can develop them and recognize

674
00:50:23.599 --> 00:50:29.679
them so they always know that.
Isn't that amazing? Yeah, that's great.

675
00:50:30.440 --> 00:50:32.679
I got to meet her. She's
sounds awesome. She is awesome.

676
00:50:32.679 --> 00:50:35.760
I won't say what her name is
because she might be embarrassed, and I

677
00:50:36.480 --> 00:50:37.639
need her permission to talk about who
she is. I wouldn't do that.

678
00:50:37.679 --> 00:50:43.440
But she is remarkable and it's inspiring
to get to work with owners who have

679
00:50:43.519 --> 00:50:47.199
that kind of conviction and care about
their employees like that. And and that's

680
00:50:47.199 --> 00:50:50.440
the other thing I wanted to say
for our listeners is that you know,

681
00:50:50.480 --> 00:50:53.039
for some of you listening right now, work really sucks. It just does

682
00:50:53.639 --> 00:50:58.079
and it doesn't have to. And
there are there are people out there to

683
00:50:58.199 --> 00:51:01.000
work for and with who want to
recognize you and want to see you and

684
00:51:01.039 --> 00:51:04.719
want to help bring out your best. And as you know, if you've

685
00:51:04.719 --> 00:51:07.760
been listening for a while, my
intention on the show is to empower and

686
00:51:07.800 --> 00:51:12.280
inspire people to do and be their
best. So would you let to chime

687
00:51:12.320 --> 00:51:15.360
into anything on that? For our
listeners were getting close to an enter But

688
00:51:15.400 --> 00:51:17.800
do you want to chime into that? Darren? Yeah, you get to

689
00:51:17.840 --> 00:51:22.000
decide. You get to decide.
And I know some people in some really

690
00:51:22.039 --> 00:51:25.400
miserable jobs with some really miserable but
managers, and I feel like they don't

691
00:51:25.519 --> 00:51:30.519
they can't go anywhere else. You
still get to decide who you bring to

692
00:51:30.559 --> 00:51:36.079
work every day. And why not
just go all out and say I'm going

693
00:51:36.159 --> 00:51:39.320
to love the heck out of my
job in spite of everything that's going on,

694
00:51:39.320 --> 00:51:45.280
because I'm not going to be a
victim of that. That's a good

695
00:51:45.320 --> 00:51:50.320
place to start. You might be
really amazed by the results. Yes,

696
00:51:50.400 --> 00:51:52.800
I agree. I've in my research. I interviewed a chef who was absolutely

697
00:51:52.880 --> 00:51:55.920
miserable when I first interviewed him and
actually cried it a couple of times during

698
00:51:55.920 --> 00:51:59.960
the course of our conversation about his
work experience, and six months later,

699
00:52:00.119 --> 00:52:02.559
after our conversation and some of the
work he did, we circle back and

700
00:52:02.599 --> 00:52:05.840
he said, I'm a good news, a lease. I'm no longer an

701
00:52:05.840 --> 00:52:08.559
existential crisis. So I'm now in
conflicted fit in terms of emode of engagement.

702
00:52:08.840 --> 00:52:12.800
I've gotten so much better and nothing
has changed. I've got the same

703
00:52:12.800 --> 00:52:15.880
boss. It's the same with work
experience. The only thing that's changed is

704
00:52:15.920 --> 00:52:21.840
my attitude that I bring about the
work completely love brilliant, right, it

705
00:52:21.920 --> 00:52:24.920
is brilliant. So we've got just
about a minute and a half left on

706
00:52:24.960 --> 00:52:28.079
the show here, Darren, I
like to be able to give my guests

707
00:52:28.079 --> 00:52:30.400
the last word. So what would
you like to leave our listeners with?

708
00:52:30.519 --> 00:52:34.400
We have people who listen across the
globe and are in varying degrees of happiness

709
00:52:34.440 --> 00:52:37.039
and unhappiness in their work. What
would you like to leave them with?

710
00:52:38.039 --> 00:52:40.679
You're not as stuck as you're,
not as stuck as you think you are.

711
00:52:40.800 --> 00:52:46.719
You are you get to be the
architect of your own life, and

712
00:52:46.760 --> 00:52:52.159
that starts with attitude. And as
I said, who you're bringing into the

713
00:52:52.159 --> 00:52:57.480
workplace, who you're bringing in relationships, how you're showing up. The more

714
00:52:57.519 --> 00:53:00.840
you'll focus on trying to you know, instead of trying to change all those

715
00:53:00.880 --> 00:53:06.000
circumstances. The environments just change you. You're going to find some real power

716
00:53:06.039 --> 00:53:09.679
behind that. You are the light
of the world. You've got amazing this

717
00:53:10.039 --> 00:53:16.119
just percolating under the surface. Go
live it. I would agree you're more

718
00:53:16.119 --> 00:53:20.800
powerful than you think. Listeners,
Doctor Darren Martin, thank you so much

719
00:53:20.840 --> 00:53:22.159
for joining me on working on a
Purpose today. It was such a pleasure

720
00:53:22.199 --> 00:53:27.000
to have you work with you and
interact with you and experience your passion your

721
00:53:27.039 --> 00:53:30.320
purpose. Thanks for being with us. Thanks Alei. Do you want to

722
00:53:30.360 --> 00:53:34.039
learn more about doctor Darren Martin and
the work he and his team are doing

723
00:53:34.079 --> 00:53:37.840
to evolutionize culture within companies, or
look into as many books, or think

724
00:53:37.840 --> 00:53:40.639
about hiring as a speaker. Look
at his website. It's just Darrenmartin dot

725
00:53:40.639 --> 00:53:46.440
com. That's d A r e
N m A r ti n dot com.

726
00:53:47.119 --> 00:53:50.280
Join us next week when we're there, when we're on the air with

727
00:53:50.320 --> 00:53:53.239
Diane McLay, should be talking about
creating your ideal career in the second half

728
00:53:53.280 --> 00:53:57.320
of your life. See you then, remember that works at least wanted our

729
00:53:57.360 --> 00:54:05.000
life, so let's work on perfectly. We hope you've enjoyed this week's program.

730
00:54:05.159 --> 00:54:08.320
Be sure to tune into Working on
Purpose featuring your host Elise Cortes,

731
00:54:08.599 --> 00:54:14.280
every Wednesday at six pm Eastern Time
three pm Pacific time on the Voice America

732
00:54:14.360 --> 00:54:17.480
Empowerment Channel. This week, find
your life's purpose at work