July 14, 2026

The Culture Ripple: Transforming Invisible Beliefs into Excellent Culture

The Culture Ripple: Transforming Invisible Beliefs into Excellent Culture
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Discover how invisible beliefs shape behavior, performance, unity, and purpose at work and beyond. Drawing from The Culture Ripple, this conversation with Steve Gandara explores how to replace limiting beliefs with liberating ones, build service-over-self cultures, foster true accountability, and create environments where people feel seen, valued, inspired, and empowered to flourish.

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WEBVTT

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The topics and opinions express in the following show are

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solely those of the hosts and their guests and not

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

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answer to this question. People ache for meaning and purpose

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at work, to contribute their talents passionately and know their

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lives really matter. They crave being part of an organization

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that inspires them and helps them grow into realizing their

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highest potential. Business can be such a force for good

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

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guidance and inspiration to help usher in this world we

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

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Elise Cortes.

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Welcome back to the Working on Purpose program, which has

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been brought to you with passion and pride since February

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of twenty fifteen. Hey's tuning in this week. Great to

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have you. I'm your host, doctor Relas Cortes. Most leaders

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are sitting on untapped human energy, and I help them

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unlock it. I'm an organizational psychologist, logo therapist, workforce advisor

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and the founder of the Gusto Now movement. But the

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title I live by is much simpler. I traffic and

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energy now the service level motivation or another engagement initiative,

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But the deeper force what I call Gusto, the life

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force for the performance that drives commitment, perseverance, and genuine

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ownership of a shared mission in the clients we serve.

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You learn more about us in ho We can work

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together at Gusto dashnow dot com or my personal site

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Atliscortes dot com. Getting in today's program we have with

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us Steve Gandhara, who has spent five decades shaping high

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performance leaders, teams and organizations. As co founder and managing

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director of Excellent Cultures, He and his team have partnered

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with global brands including Toyota, Microsoft, Costs, Go, Caterpillar, and Subway,

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among many others, to build leaders in workplaces. Workplace culture

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is recognized for excellence, unprecedented unity in the industry, leading performance.

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He's the author of The Culture Ripple, Unleashing the Power

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of your Invisible Culture, which we'll be talking about today.

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He chose to to from McKinney, Texas, which is just

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a suburb north of Dallas. Steve, welcome to Working on Purpose.

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Thank you, Elise. That's what a wonderful word.

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Isn't it great? I love it, you know, And if

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I hadn't lived in Spain, in Brazil and I speak

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Spanish and Portuguese, I might never have discovered it. So

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bringing it to life in the US. But let's first

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and foremost, my friend, celebrate this beautiful thing that you

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brought it into the world. The Culture Ripple is amazing.

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It's jam packed full of all kinds of information. Certainly

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to me, it really felt like I was touching all

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of these fifty years of experience that you have. It

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just it's amazing and as I mentioned, be forgot in

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a week. It could be used as a weapon if

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you need it, because it's.

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Yes, it could be a weapon, you know, kind of

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like those Stanley cups. You know they're great for water,

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but they you know, they could injure.

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Somebody, absolutely right, they don't get too close, right, I'm friendly.

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I don't I'm making sudden moves. I got my Stanley cup. Yeah. Well,

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I appreciate very much the work that you do, Steve.

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You and I do some similar work, just from a

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different vantage point, and I really appreciate how you brought

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to life especially you know the subtitle of your book

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you talk about the invisible force of culture. So I

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want to start with this notion that you talk about.

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Of course, that culture drives behavior, which we both know

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in behavior drives outcomes. But what what MINU leaders don't

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understand is that culture they're only looking at what they

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can actually see, what's visible, and you really situate the

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criticality of the invisible if you could start to speak

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to that first.

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Yeah, well, culture is very much like quantum physics. I mean,

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anyone who's ever studied quantum physics knows that there are

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invisible forces behind everything in nature that are made up

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of these microscopic atoms and even broken down further that

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drive everything. And you know, culture is the most misunderstood word,

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certainly in corporate America. Everybody talks about it all the time,

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but nobody's ever looked up the definition, because why would

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you look up a definition for a word you already

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know you won't, But if you did look it up,

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if you google it, you're going to get two definitions

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for corporate culture, one from Harvard, one from Cambridge.

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You put them together. It's the beliefs that govern how

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people behave at work, which is corporate. But corporate doesn't

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just mean business.

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It can mean you're going to have corporate worship in

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the church, So it's any group of people. And so

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corporate culture is the beliefs that govern how people behave

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individually or collectively in groups, whether they're teams or organizations

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or families or you know, even neighborhoods.

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And because beliefs.

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Are invisible and they're they're also what other people don't realize,

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what so many people don't realize, is they're not just

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invisible to others, they're invisible to us. If you look

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at the research from the International Masterson Institute, they're going

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to tell you that the human brain can process eleven

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million bits of information a second, but only forty not

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forty million, but forty bits.

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Are we consciously aware of.

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So there's this ten million and some bits of information

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our brains are processing that are subconscious.

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They're below the surface.

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Doctor Lipton, Bruce Lipton at Stanford will tell you that

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ninety five percent of our lives are lived on this

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subconscious level, and yet most people don't even know they

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have a subconscious Yet it's the powerful force that drives everything.

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You have a manager who believes my boss is a jerk,

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they're going to behave totally differently.

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Than one who believes the opposite.

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You have a teenager who believes my parents don't want

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anything but to control my life. They're going to behave

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differently than the teenager who believe my parents.

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Want the best for me.

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But the problem is the manager who believes my boss

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is a jerk could have a wonderful boss, but two

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bosses ago they had a boss that was a jerk,

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and they're subconsciously viewing the world through that lens and

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don't know they're doing it.

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Or the teenager who believes my parents just wanted couple.

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In my life could have gotten that belief, you know,

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from a friend on social media and then accepted it.

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At least you're a psychologist, you know that people's ancient beliefs.

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You can either agree with them or not.

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But once they're agreed with, they're sanctioned, they're recorded, And

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now we've got a teenager who's living her life based

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upon a belief that may or may not be the truth.

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That's how culture works.

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So let's bring this into the day to day of

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what many people would experience. And so when we talk

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about how these how these beliefs start to drive a culture, well,

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I'll just give one example and then invite you to

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chime in with others. But for example, if there's a

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belief in the organization that if the boss gets mad,

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if you bring up a new idea or that that's

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going to counter theirs, great, right, how it shows up

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in behaviors. People don't speak up, they hold their tongue.

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They might say something after the meeting, or there's no

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new ideas, there's no innovation because everybody's so afraid of

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being beaten down or be given a verbal lashing that

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they're not willing to risk it. And so those are

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that's an example of just one simple Maybe they're not

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even aware that they that they feel that way or

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believe that way, but it's there and it drives the

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behaviors and the outcome.

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Yeah, you said it very well. In most cases they're

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not even aware. Like I was dealing with a client

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that's a family business today and there's you know, a

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dad and two sons, and of course the dad is

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the chairman of the founder, and I'm talking to you know,

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the president the CEO of the company, who you know,

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openly admit that you know, doesn't want to provide all

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of the accurate, candid feedback about one of the sons,

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you know, in the in you know, the same environment

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with the dad, even though the dad has said many

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many times again and again and again, you know, please don't.

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Treat so and so like they're my son. You know,

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they need to be treated.

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But again, it's these hidden beliefs that drive behavior and

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in most cases, unfortunately, don't have a whole lot to

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do with the truth. They just have to do with

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people's mindsets and past experiences. And until you know what

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they are and the outcomes that they're producing, it's like

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trying to get your arms around yellow.

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Or as ment. My eighty seven year old mentresses putting

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socks on an octopus. Yeah, that great, that's doctor Man's

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secreton sure to love you. Speaking of what you just mentioned,

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of these different examples with kids and such, I think

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it's really important that we call out, Steve, that your

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book is really written, as you said in the beginning.

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You hinted at the beginning, for any group that has

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a set of that has a culture to it, and

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that includes a family. And let's just celebrate that. You know,

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here you are a married man of many, many years,

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and you have eleven children, and so I think you

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maybe have been around the block couple times when it

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comes to raising children, learn a thing or two. So

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I just want to celebrate that your book is something

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for really everyone, whether you run a company, you're in

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a company, you care about leadership, you care about culture.

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It's for everyone.

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Thank you. Yes it is. It is. And again we

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designed it and the team.

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That helped me put it together, gather all the information

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from all of these decades of experiences, you know, with

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that in mind, because culture, it's just look at it

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like the quantum physics of human beings.

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You know, it's the invisible force that drives everything.

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And the good news is is the science and the

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experience is available and you can manage it. You can

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design it. You can control it, you can be intentional

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about it. But most people don't even get close to

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that because they don't understand what it really is. They

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just talk about it, and it's got a million different definitions,

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like anything else, until you get a clear, insightful definition.

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It's like trying to put, as you said, socks on

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an octipus.

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That's such a great visual. Yeah, just so great. Okay,

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So the next thing I want, I want to queue

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up for us to talk about it. And I really

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think this is so powerful and I do it with

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my clients too. But the notion of limiting beliefs versus

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liberating beliefs. Yes, so first if you could distinguish those,

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because it's so so powerful to think about the idea

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of liberating beliefs and how but let's also talk about

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how limiting beliefs really do limit us.

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Yeah.

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So, one of my colleagues, doctor Terry S. Smith, is

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eighty three years old. He's a licensed practicing therapist, you know,

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also as a minister. But you know, got his doctorate

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fifty three years ago at Boston University, and in the

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context of doing his doctoral work, he discovered an instrument

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that was created by a psychologist in the forties that

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if he used it the way it's designed sends people

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into depression, and he figured out a way to flip

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it where it does just the opposite. And so he served,

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you know, in his practice as a therapist, and he'll

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tell you that he doesn't like you to call him

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a therapist. He calls himself a coach because he says

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therapy doesn't work. But you know, fifty three years of

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serving people all over the world, from women who are

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sex traffick in India to CEOs, PTSD survivors in the

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United States, eunuchs and Israel, you name it, people all

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over the world. He's served tens of thousands of them.

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And what he's discovered is that every human being, when

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they're a child between birth and twelve years old, goes

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through some kind of emotional trauma. Sometimes you know, the

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child was abused, Sometimes it had a great life, but

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they were bullied in the second grade. But at the

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moment of that emotional trauma, the child, because children they're

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the best recorders but the worst interpreters. They remember everything

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and record it, but they don't know where they can

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interpret what it is, develops a limiting belief. He calls

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it a core line, a limiting belief. I'm not good enough,

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I'm not smart enough, I'm the wrong sex, I'm the

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wrong nobody loves me. You know, tens of thousands of people,

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there's about twenty six core lies if you can imagine that,

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you know, out of tens of thousands of people, that

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you develop as a child, and everybody has one that

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becomes a driving force for the rest of your life.

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So now you have a CEO in their fifties who

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developed a core lie that I'm not good enough when

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they were six, and it's been driving.

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Their life, you know, for all these years.

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So a fifty year old CEO at stress at work

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being managed by an emotionally damaged twel year old and

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people don't know what now. The good news is is

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that these these beliefs, even though they're subconscious, there is

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a process to help people discover them.

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And once you discover it, then there's another.

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Process to help you, you know, change it, turn it

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around from I'm a gift, you know, from a I'm

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not good enough to I'm a gift of a measurable value.

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And when people can get a hold of that and

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identify it. You know, it doesn't just change their performance

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at work, it changes their whole life.

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Yeah, that's such a That was a really powerful CRISP examples.

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Do you thank you? Tho And I think you know

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you and I do very similar work and helping people

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to do this, to arrive at this. And I think

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one of my favorite things, which I've said often on

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the show, is when you get the call from the

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certificate others saying I don't know what you're doing there

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in the company with the leadership and the culture, but boy,

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I like this person who's coming home a lot better

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these days.

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Exactly exactly. It affects everything, you know. It's like culture

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is like the water coming into a harbor. When the

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tide comes in, every boat goes up. But also when

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it goes down, every boat goes down. I mean, believe

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it or not, We've solved almost twenty seven different business

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problems for organizations from family business to startups to fortune

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five operating divisions, twenty probably twenty six ish different business

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problems with the same strategy.

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It's the same strategy. You change the culture, it changes everything.

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I mean, I'm talking about problems from low sales to

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engagement to diversity. I mean, you name it twenty SIXI

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ish different business problemblems for the same strategy. You change

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the culture, then everything changes. It's like I said, it's

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like quantum physics. You change the molecular structure and everything

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on the outside gets the benefit of it.

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One hundred percent of line, because that's the same stuff

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that we do. I really appreciate the way you articulated

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that though twenty seven problems, one solution, let's do it.

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Yeah, And you can't tell people that because you love

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lose credibility really.

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Fast, really fast?

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Right? Right?

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What are you you're selling? Doctor? Good snake oil? You

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know it cures everything? Well? Right, you know, you know,

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culture really does. I'm talking about even even funding. I

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mean a lot of startups.

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You know, the research will tell you that the reason

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that that such a small number make it, they say it's,

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you know, the major reasons lack of funding.

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Know, if you have the right culture, you find the funding.

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I understand.

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People do.

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Yeah, people do percent Yeah, And it's so excited to

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get to do this with with organizations. Okay, but let's

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talk about we've got you know, made a Houston. There's

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a problem here. We've got an issue here. So you

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talk about in your book and I talk about it too,

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is that we have so many disengaged employees. It's something

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like seventy percent or more. They're stressed, they're quietly quitting there,

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or worse, they're just hanging on and you know, holding

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a warm spot while they for something else. Yeah, but

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why do you say in your book, but let's talk

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about it here, why do you believe this is less

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a management problem and more of a culture problem?

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Well, because.

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You know, well, just look at the example that that

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we've talked about. If you've got if you've got someone

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that that believes that their boss is a jerk, and

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they don't know that they believe it, but they're reliving

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the pain of an abusive boss two bosses a go.

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Then as long as they're embracing that belief subconsciously, then

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they see the world through that lens and it controls

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how they relate to their current boss, to their in

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every situation, how they communicate, how they act, how they respond,

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and until you can get to the root of that

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and a good the good news again, there's there's there's

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signed instruments and assessment tools that don't necessarily identify there's

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tools that identify let's just say, there's there's skills that

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you can help identify the belief, but there are scientific

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tools instruments that you can use to identify the fruit

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of that belief. You know, that measure the culture that

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measure you know, So, for example, when you have an

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approval culture. An approval culture is a Washington, DC culture

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where people get more emotional gratification out of being liked

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and approved of than they do telling the truth or

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getting the job done. So everybody's always sugarcoating everything and

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being nice, but deep down inside their angrier.

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They're frustrated, you know, and they don't even know why

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they're frustrated.

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But until you can see that behavioral norm, you don't

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know what questions to ask to get to the place

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of Okay, why are you feeling like you want me

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to like you as opposed to you want you know,

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you want to tell me the truth?

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You know, why are you here? Until you know the

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right question to ask?

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My favorite Einstein quote is if someone gave me for

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you know, fifty nine minutes are sixty minutes to solve

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a problem, I'd spend the first fifty nine minutes trying

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to figure out what the right question to ask is. So, yeah,

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the good news is you can find this, you can

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discover it, you can change it. But most don't just

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because they have these lies they're believing, like if we

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have a successful business, we have a great culture.

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We'll know you don't.

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Less than ten percent of successful business we have God

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mom and apple pie values.

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We have a wonderful business. Well, we're a Christian company,

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you know we have great values. You know.

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No, you don't show me your data because until you

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know what's going on below the surface and the behavioral

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trends in the norms that it's driving and whether that's

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limiting or liberating, you can be doing great, but you

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can do three times better if you knew what was

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going on and knew how to manage it.

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Wonderful way to take us into our first break, Steve,

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Let's let our listeners and viewers consider just what we've

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been talking about here. There was a lot of meat there.

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I'm your host, doctor Release Cortez. We were on the

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air with Steve Gundhara, who is a co founder and

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managing director of Excellent Cultures, which helps build leaders and

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workplace cultures recognize for excellence, unprecedented unity, and industry leading performance.

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We've been talking a bit about some of the anchors

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of cultural aspects from his book. After the break, we

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are going to dig in more deeply into this notion

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that financial success does not equal excellent culture. We'll be

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right back.

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Doctor Elise Cortes is a management consultant specializing in meaning

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and purpose. An inspirational speaker and author. She helps companies

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visioneer for a greater purpose among stakeholders and develop purpose

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

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and commitment within the workforce. To learn more or to

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invite a lease to speak to your organization, please visit

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her at eliscortes dot com. Let's talk about how to

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get your employees working on purpose. This is working on

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Purpose with doctor Elise Cortes. To reach our program today

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00:19:12.680 --> 00:19:15.400
or to open a conversation with Elise, send an email

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00:19:15.480 --> 00:19:21.039
to a lease alisee at elisecortes dot com. Now back

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00:19:21.079 --> 00:19:22.400
to working on purpose.

388
00:19:27.559 --> 00:19:29.319
Thanks for staying with us, and welcome back to working

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

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I am dedicated to help and create a world where

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

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inspirational leaders that help them find and contribute their greatness.

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And we do business at Better the World. I keep

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researching and writing my own books. So one of my

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latest came out is called The Great Revitalization. How activating

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meaning and purpose can radically enliven your business. And I

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wrote it to help leaders understand today's diverse and discerning workforce.

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What do they want and need from you to give

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their best and stick around? And then I provide you

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twenty two best practices to equip you to do this

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your leadership and your culture. You can find my books

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00:20:02.279 --> 00:20:04.720
on Amazon or my personal site at least quartest dot

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00:20:04.720 --> 00:20:07.519
com if you are just now joining us. My guest

404
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is Steve Gandara. He's the author of The Culture Ripple,

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Unleashing the Power of your Invisible Culture. So I do

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want to dive into this a bit for the use

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you started to talk about this before the break here,

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but I think this is really worth digging into a

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bit here because I think a lot of organizations and

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I know you've seen a too, or she wouldn't have

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read about.

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In your book.

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Think, oh, you know our numbers are great, We're growing

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year over year. We must have a great culture. So

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how can leaders start to detect cultural weakness even when

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the numbers look good.

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Well, the only way to really know is to get

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data on the culture in fact, and you'll put it

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up later. We have a tool that we've developed called

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the Business Culture MRI or Organizational Culture MRI that in

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ten minutes a leader can go online and answer ten

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questions about their culture.

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There are ten key core beliefs from EMBOR.

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Culture is the beliefs that govern how people behave Like

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what do your people believe about accountability? Is that well,

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just let me raise my hand, hold me accountable? I

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want to contribute to the team, or everybody hide under

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the desk because the boss is going to yell at

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you or something in between. What do they believe about

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their ability to do their jobs? What do they believe

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about leadership? What do they believe about their capacity to

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learn and grow? So ten key core beliefs in ten minutes,

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they can answer these ten questions twice once about this

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is the culture that I want. I desire this and secondly,

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this is the culture that I see my people acting like.

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And the algorithm will benchmark, you know, will benchmark and

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give you data your vision against our database of the

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best cultures in North America and really the world, as

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well as your own, your own current culture. But again,

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until you can see data, you know, until you can

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see real numbers. Imagine how difficult it would be to

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go on a diet without getting on a scale. Until

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you can see data. It's so easy because this is hidden,

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this is quantum physics. It's below the surface. You can't

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see the atoms unless you have unless you have an

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electron microscope.

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And again, what the data will tell you. It won't

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tell you what.

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The beliefs actually are that are driving it, but it

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will tell you what the behaviors are, the norms.

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That you see, because nobody can see a belief.

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You don't look inside someone's mind, but you can certainly

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see how they act. And once you see the behavioral norms,

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then you know what questions to start asking individually and collectively.

455
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So again, until you have data, you know, it's just

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a nice, warm and fuzzy guess that may or may

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not be true.

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And I also appreciate I know you know, you and

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I doing some of the similar work. But when we

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get to go into organizations and we get to you know,

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do the listening tour and then a hold up the

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mirror what we heard. Like I was working with one

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organization where I heard consistently in my interviews with the team, well,

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if we do X, we're going to get in trouble.

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So it had the parent child language in there. And

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when I when I came back and did the first

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workshop with the leadership team and I said this people

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people nodded, and then they said I didn't know. I

469
00:23:06.240 --> 00:23:08.839
said that, Oh, all of you said it. It was

470
00:23:09.160 --> 00:23:11.720
so in the water, in the air, it was. And

471
00:23:11.759 --> 00:23:14.519
it drives of course, you know that hunker down sort

472
00:23:14.519 --> 00:23:17.240
of behavior. But until you get until you have somebody

473
00:23:17.240 --> 00:23:18.920
to be able to help you see this stuff and

474
00:23:18.960 --> 00:23:20.839
hear this stuff and mirror it back to you, you

475
00:23:20.880 --> 00:23:22.799
can't see it as you've been saying.

476
00:23:23.519 --> 00:23:26.680
Yeah and again similar to that. Again, I've seen that

477
00:23:26.759 --> 00:23:29.400
in lots of places. And even if.

478
00:23:29.279 --> 00:23:31.559
People will tell the third party.

479
00:23:31.319 --> 00:23:33.960
Consultant, you know that, you know, I really don't want

480
00:23:33.960 --> 00:23:35.640
to say anything because I'm afraid this and.

481
00:23:35.599 --> 00:23:38.079
That and the other. They don't know why they're afraid.

482
00:23:38.160 --> 00:23:41.519
It's subconscious and you know they don't know why and

483
00:23:41.839 --> 00:23:44.240
until they can identify and change it. And then in

484
00:23:44.279 --> 00:23:46.839
many of those cases, you talk to the boss. You know,

485
00:23:46.880 --> 00:23:49.160
we had one where this was like a global fast

486
00:23:49.160 --> 00:23:53.319
food change, got the time over sixty five thousand global locations,

487
00:23:53.720 --> 00:23:58.079
and you know, the belief was, well, you know, the

488
00:23:58.079 --> 00:24:00.279
CEO won't let us, I mean, won't let so what

489
00:24:00.359 --> 00:24:00.680
let us?

490
00:24:00.839 --> 00:24:01.440
And they're stuck?

491
00:24:01.960 --> 00:24:03.759
I mean, and usually I mean, then you talk to

492
00:24:03.799 --> 00:24:06.400
the CEO. Well, I ask for ideas all the time.

493
00:24:06.720 --> 00:24:08.400
You know, I tell them to tell me the truth.

494
00:24:08.440 --> 00:24:09.960
I tell them that, you know, to not treat me

495
00:24:10.079 --> 00:24:11.599
like I'm a family mamyer. I tell them, I tell them,

496
00:24:11.599 --> 00:24:13.599
I tell them that it's not about what you say

497
00:24:13.680 --> 00:24:15.960
or what you tell them. It's about what people truly believe.

498
00:24:16.480 --> 00:24:19.039
And they act based upon what they truly believe. And

499
00:24:19.079 --> 00:24:22.200
if it's a subconscious belief and you don't know it's there,

500
00:24:22.440 --> 00:24:26.160
then you know, literally it goes undetected and in many

501
00:24:26.200 --> 00:24:29.599
cases even increases the frustration rather than decreases.

502
00:24:32.079 --> 00:24:34.279
Okay, so let's go on to this next idea here.

503
00:24:34.519 --> 00:24:38.680
I love this, the adaptive constructive cultures that outperform here.

504
00:24:38.759 --> 00:24:41.039
So you talk about in your book the research that

505
00:24:41.079 --> 00:24:44.599
shows the dramatic difference performance difference between adaptive and non

506
00:24:44.640 --> 00:24:49.440
adaptive cultures. So let's distinguish those two. So what do

507
00:24:49.559 --> 00:24:53.920
adaptive and constructive cultures actually do differently day to day?

508
00:24:54.079 --> 00:24:57.599
Well, that was based upon research done by two Harvard

509
00:24:57.640 --> 00:25:00.880
scientists at the Harvard Business School day these early nineties,

510
00:25:00.880 --> 00:25:04.400
where they gathered data from two hundred and seven different

511
00:25:04.400 --> 00:25:06.519
Wall Street companies. I mean, they got every bit of

512
00:25:06.599 --> 00:25:10.680
data from these public companies and the question was the

513
00:25:10.799 --> 00:25:14.240
question that they were asking was does the culture of

514
00:25:14.279 --> 00:25:16.480
the company affect the financial performance?

515
00:25:16.839 --> 00:25:18.279
But in the process as.

516
00:25:18.160 --> 00:25:21.079
They were doing this eleven years worth of research, they

517
00:25:21.119 --> 00:25:26.480
discovered that in their research there were two different types

518
00:25:26.480 --> 00:25:29.240
of cultures. They called them adaptive and non adapt The

519
00:25:29.240 --> 00:25:32.559
books called Corporate Culture and Performance is still on Amazon

520
00:25:32.680 --> 00:25:37.759
doctors John Cotter and James Heskett, but you don't have

521
00:25:37.799 --> 00:25:40.240
to read the book unless you just really love data.

522
00:25:40.799 --> 00:25:43.880
But what they discovered was there's two distinctive type of companies.

523
00:25:43.920 --> 00:25:46.920
They called them proactive and reactive. But what they didn't

524
00:25:46.920 --> 00:25:53.880
know that was that to research psychologists behavioral scientists. The

525
00:25:53.960 --> 00:25:56.720
guys at Harvard were business scientists at the University of

526
00:25:56.720 --> 00:26:00.400
Michigan doctor Rob Cook and Clayton Lafferty had just covered

527
00:26:00.480 --> 00:26:03.680
like twenty years earlier that they were. They called the

528
00:26:03.680 --> 00:26:07.000
two different types of cultures. They didn't call them adaptive

529
00:26:07.000 --> 00:26:10.200
and non adaptive like Harvard did. They called them constructive

530
00:26:10.279 --> 00:26:16.200
and defensive. And the constructive cultures were proactive, so adaptive,

531
00:26:16.680 --> 00:26:19.799
and the defensive cultures were either inactive or reactive, which

532
00:26:19.839 --> 00:26:23.599
were passive defensive which is inactive, or aggressive defensive, which

533
00:26:23.640 --> 00:26:26.880
is reactive. And I mean everybody's heard about passive defensive

534
00:26:26.880 --> 00:26:30.079
and aggressive defensive. But in essence, you know, these are

535
00:26:30.759 --> 00:26:35.160
our cultures that have labels based upon the dominant mindsets

536
00:26:35.200 --> 00:26:35.720
of the people.

537
00:26:35.839 --> 00:26:38.200
And of course, you know the Harvard study that.

538
00:26:38.119 --> 00:26:40.960
The numbers that they followed and the impact you know,

539
00:26:41.119 --> 00:26:43.319
on the you know, they looked at at at revenue,

540
00:26:43.359 --> 00:26:46.720
at sales, at shareholder value, at growth, the number of

541
00:26:46.759 --> 00:26:50.440
people that they hired, in profitability. The numbers between the

542
00:26:50.519 --> 00:26:52.799
adaptive and the non adaptive or the you know, the

543
00:26:52.880 --> 00:26:56.200
constructive and defensive were just amazing. You know, I think

544
00:26:56.240 --> 00:26:58.880
that I think the profitability was like seven hundred and

545
00:26:58.920 --> 00:27:02.400
fifty six to one adaptive versus non adaptive. I mean,

546
00:27:02.440 --> 00:27:05.799
everything was different and I mean hugely different. And again,

547
00:27:05.920 --> 00:27:07.960
you know, many of the companies that were in that study,

548
00:27:08.119 --> 00:27:11.359
most of them are still in business today and they've

549
00:27:11.359 --> 00:27:14.200
identified which and if you know who they are, you know,

550
00:27:14.279 --> 00:27:17.559
you can tell the difference by the reputation and the

551
00:27:17.599 --> 00:27:21.240
you know, for example, in retail, the adaptive cultures were

552
00:27:21.279 --> 00:27:24.400
Costco and Walmart, you know. The non adaptive were kmartin Pennick,

553
00:27:24.799 --> 00:27:27.759
you know, you know, in the study late eighties, early nineties,

554
00:27:28.559 --> 00:27:35.680
the adaptive technology company was a Juli Packard HP. The

555
00:27:35.759 --> 00:27:38.599
non adaptive was Xerox. Xerox still in business, but nobody

556
00:27:38.680 --> 00:27:40.880
knows what they're doing these days. The oil and oil

557
00:27:40.920 --> 00:27:43.319
and gas non adaptive was Texico, you know.

558
00:27:43.400 --> 00:27:48.720
The adaptive you know was you know, Shell, and you know,

559
00:27:48.759 --> 00:27:49.720
you can see the difference.

560
00:27:49.720 --> 00:27:53.200
The airline, the non adaptive was a Delta Airlines that

561
00:27:53.359 --> 00:27:56.680
was formerly Western Airlines, merged with Northwest to come out

562
00:27:56.720 --> 00:28:01.319
of bankruptcy, the adaptive with Southwest Airlines. So in you know,

563
00:28:01.400 --> 00:28:04.680
culture drives everything, and if you're in the business of

564
00:28:04.680 --> 00:28:08.799
being a business, then it's affecting your bottom line, your sales,

565
00:28:08.839 --> 00:28:13.200
your revenues, your costs, your turnover, you know, everything or

566
00:28:13.400 --> 00:28:16.079
are and it's affecting your family, because if you have

567
00:28:16.079 --> 00:28:19.119
a teenager who heard on social media that all my

568
00:28:19.160 --> 00:28:20.920
parents want to do is control my life, and they

569
00:28:20.920 --> 00:28:23.880
believe it, then then you've got a passive, defensive or

570
00:28:23.920 --> 00:28:27.960
aggressive defensive teenager. And until you get to the belief

571
00:28:28.200 --> 00:28:30.119
and they decide that they want to change it and

572
00:28:30.160 --> 00:28:32.400
know how to change it, nothing's going to change.

573
00:28:34.720 --> 00:28:36.799
Those examples of the companies that you said. I also

574
00:28:36.839 --> 00:28:39.880
captured those research notes too. That is so so powerful

575
00:28:39.880 --> 00:28:44.559
and distinguishing when you're arresting when you really look at that. Okay,

576
00:28:44.640 --> 00:28:48.319
let's go next to this idea of you make a

577
00:28:48.440 --> 00:28:51.920
very very provocative point when you talk about diversity. So

578
00:28:51.960 --> 00:28:55.319
you talk about you say that diversity flourishes best when unity,

579
00:28:55.400 --> 00:28:59.279
shared purpose, and mutual respect are already in place. So

580
00:28:59.440 --> 00:29:02.599
this idea unity is very central. And you also talk

581
00:29:02.680 --> 00:29:05.400
about how the best intention people that were trying to

582
00:29:05.440 --> 00:29:07.839
go for diversity and inclusion go off the track because

583
00:29:07.839 --> 00:29:12.119
they don't achieve this unity, that usual shared purpose and respect. Yeah,

584
00:29:12.359 --> 00:29:15.119
so exactly what does it look like in practice? What

585
00:29:15.160 --> 00:29:16.960
does unity look like in practice?

586
00:29:17.039 --> 00:29:20.319
Well, you know, unity basically looks like there there are

587
00:29:20.319 --> 00:29:25.519
four constructive styles that represent a high performance culture. You know,

588
00:29:26.359 --> 00:29:28.960
you know there's people there. They're people setting and achieving goals.

589
00:29:28.960 --> 00:29:32.720
It's called achievement and feeling free. And keep in mind,

590
00:29:32.720 --> 00:29:35.119
people have to free, feel free to set and achieve

591
00:29:35.200 --> 00:29:37.319
the goals that they want, not that the boss is

592
00:29:37.359 --> 00:29:41.720
telling them to. It's continuous improvement called you know, the

593
00:29:41.799 --> 00:29:46.519
psychologists call it self actualization. There's humanistic and courage, and

594
00:29:46.559 --> 00:29:49.799
which is respect for people. You know, it's like, okay,

595
00:29:49.880 --> 00:29:51.759
work on a team where people have my back, they

596
00:29:51.799 --> 00:29:54.559
respect me, they care about me, you know. And then

597
00:29:54.640 --> 00:29:58.759
there's there's unity what the scientists called affiliative. So unity

598
00:29:58.839 --> 00:30:02.039
is teamwork, everybody pulling together. So if you look at

599
00:30:02.119 --> 00:30:05.240
and yet there are you know, aggressive and passive defensive

600
00:30:05.279 --> 00:30:08.519
styles that work against that. For example, one of them

601
00:30:08.559 --> 00:30:11.720
is competition. So you can have an NFL team in

602
00:30:11.759 --> 00:30:14.160
the in the postseason who's playing in the super Bowl,

603
00:30:14.680 --> 00:30:17.440
who are competing like crazy, but they're competing against those

604
00:30:17.440 --> 00:30:20.480
guys over there. Conversely, if you have an NFL team

605
00:30:20.480 --> 00:30:23.400
in the preseason, who is everybody stabbing each other in

606
00:30:23.400 --> 00:30:25.519
the back to get the coach's attention to make the team,

607
00:30:26.519 --> 00:30:29.599
then you know the competition is focused in the wrong

608
00:30:29.599 --> 00:30:32.319
direction and it works against you instead of for you.

609
00:30:32.759 --> 00:30:36.319
So it's it's a matter of identifying, you know, those

610
00:30:36.400 --> 00:30:39.720
those those keys that are actually you.

611
00:30:39.680 --> 00:30:42.000
Know, driving everything, and until you know what they are.

612
00:30:42.079 --> 00:30:45.519
Now back to the diversity question, you know, and we

613
00:30:45.720 --> 00:30:48.640
just you know, we've had case studies of clients who

614
00:30:49.000 --> 00:30:52.200
who won awards for diversity and they didn't have a DEI.

615
00:30:52.359 --> 00:30:54.000
They didn't have a diversity strategy.

616
00:30:54.519 --> 00:30:56.440
They had a culture culture strategy.

617
00:30:56.720 --> 00:30:59.400
And when they built a high performance culture, they want

618
00:30:59.440 --> 00:31:01.519
a word for diversity. And they didn't even know they

619
00:31:01.519 --> 00:31:03.960
were diverse. They know they were diverse. They were in

620
00:31:04.000 --> 00:31:06.960
the room with everybody talking about diversity. And then, of course,

621
00:31:07.039 --> 00:31:09.279
I mean, anybody that's been around for a few years

622
00:31:09.359 --> 00:31:11.839
know that knows that the I is a thing of

623
00:31:11.880 --> 00:31:14.279
the past. You know, you know, there's what you know,

624
00:31:14.400 --> 00:31:18.720
just huge lists of major organizations, companies, including the US

625
00:31:18.799 --> 00:31:21.960
government that canceled THEI and throw it out and don't

626
00:31:21.960 --> 00:31:25.559
do it anymore. And again, DEI is a strategy, you know,

627
00:31:25.720 --> 00:31:33.240
it's a strategy. Yet you know, culture is a component

628
00:31:33.519 --> 00:31:37.680
that drives outcomes. And what's really amazing, and you look

629
00:31:37.720 --> 00:31:39.880
at all of the statistics, all of the studies that

630
00:31:39.920 --> 00:31:42.400
have been done by what uh, you know, all the

631
00:31:42.440 --> 00:31:45.799
big consulting companies, you know, even credit Sweee in Europe.

632
00:31:46.119 --> 00:31:49.440
You know, diverse teams far outperform those that are not.

633
00:31:49.440 --> 00:31:53.279
Diverse, far outperformed, far outperformed.

634
00:31:53.039 --> 00:31:55.319
In every case, every case, there was never a study

635
00:31:55.319 --> 00:31:58.119
that was done that the diverse team doesn't outperform the

636
00:31:58.160 --> 00:32:00.440
team that's not diverse. Now, the best way to look

637
00:32:00.480 --> 00:32:02.079
at it, I see is if you can put it,

638
00:32:02.160 --> 00:32:03.160
you know, break.

639
00:32:02.920 --> 00:32:04.119
It down to sports.

640
00:32:04.720 --> 00:32:07.920
One of my good friends is is doctor del Harris

641
00:32:08.960 --> 00:32:12.400
Dell is a you know, inducted into the Basketball Hall

642
00:32:12.440 --> 00:32:15.920
of Fame. He coached five NBA teams as an assistant

643
00:32:15.960 --> 00:32:18.839
coach or head coach in his career of the Chinese

644
00:32:18.920 --> 00:32:21.519
national team, the Puerto Rican team. You know, this guy

645
00:32:21.599 --> 00:32:25.319
knows basketball, he knows team. And I asked him, I said, well,

646
00:32:25.319 --> 00:32:27.079
what do you what do you think about de I?

647
00:32:27.920 --> 00:32:30.359
And he's looked at me like I was crazy. I said, well,

648
00:32:30.400 --> 00:32:33.839
what's the matter? He says, teem, the only color that

649
00:32:33.880 --> 00:32:36.440
matters on a basketball team is the color of your jersey.

650
00:32:36.799 --> 00:32:38.440
And he says, and nobody wants.

651
00:32:38.200 --> 00:32:40.559
To be included. People don't want to be included. They

652
00:32:40.599 --> 00:32:43.440
want to be celebrated. If I was including my teammates,

653
00:32:43.440 --> 00:32:45.319
they wouldn't want to have anything to do with me.

654
00:32:46.200 --> 00:32:47.799
They wouldn't want to have anything to do with me.

655
00:32:48.119 --> 00:32:50.839
So that if you look at you know, the the court.

656
00:32:51.279 --> 00:32:54.519
You know of basketball teams, the NBA, the w n

657
00:32:54.559 --> 00:32:56.839
b A, I mean, they're the most diverse workforce you

658
00:32:56.880 --> 00:32:59.480
can find. I mean they got they got every every

659
00:32:59.480 --> 00:33:02.559
type of versity you can imagine. But I don't know

660
00:33:02.720 --> 00:33:06.599
of one basketball team who has a strategy for diversity.

661
00:33:06.920 --> 00:33:09.440
They have a strategy for unity, you know, because they

662
00:33:09.440 --> 00:33:12.519
know that unity wins basketball games. And guess what, when

663
00:33:12.559 --> 00:33:16.519
the goal is winning and unity is what wins, then

664
00:33:16.559 --> 00:33:19.319
you go find you know, who is whoever is the

665
00:33:19.319 --> 00:33:22.359
best three point shooter, whoever's the tallest, can make the

666
00:33:22.400 --> 00:33:25.359
most rebounds, you know, whoever can do the job. And

667
00:33:25.480 --> 00:33:28.319
guess what, we live in a diverse universe. We live

668
00:33:28.359 --> 00:33:33.160
in a diverse world, and diversity always wins. But again,

669
00:33:33.279 --> 00:33:36.640
it's about the strategy that you use. If it's something

670
00:33:36.680 --> 00:33:40.640
that's force fed and mandated, it never works. If it's

671
00:33:40.640 --> 00:33:45.119
something that is rooted in uh, you know, principles and

672
00:33:45.160 --> 00:33:48.079
beliefs and mindsets that people love and they flourish in

673
00:33:48.200 --> 00:33:51.039
it always works, always.

674
00:33:50.680 --> 00:33:54.640
Works, beautifully situated. Steve, Let's let our listeners marinate on

675
00:33:54.680 --> 00:33:56.720
that as well while we take our last break. I'm

676
00:33:56.759 --> 00:33:59.160
your host, doctor Elis Cortez, who go in the air

677
00:33:59.160 --> 00:34:01.720
with Steve Gondhara, who's the co founder and managing director

678
00:34:01.759 --> 00:34:05.079
of Excellent Cultures, which helps build leaders and workplace cultures

679
00:34:05.079 --> 00:34:09.159
recognize for excellence on president unity and industry leading performance.

680
00:34:09.599 --> 00:34:11.880
We will continue our conversation after the break and talk

681
00:34:11.920 --> 00:34:15.000
about owning our own part of culture. We'll be right back.

682
00:34:30.280 --> 00:34:33.840
Doctor Elise Cortes is a management consultant specializing in meaning

683
00:34:33.880 --> 00:34:37.679
and purpose. An inspirational speaker and author, she helps companies

684
00:34:37.800 --> 00:34:41.079
visioneer for a greater purpose among stakeholders and develop purpose

685
00:34:41.119 --> 00:34:45.480
inspired leadership and meaning infused cultures that elevate fulfillment, performance,

686
00:34:45.519 --> 00:34:48.559
and commitment within the workforce. To learn more or to

687
00:34:48.639 --> 00:34:51.519
invite a lease to speak to your organization, please visit

688
00:34:51.559 --> 00:34:54.760
her at Elisecortes dot com. Let's talk about how to

689
00:34:54.800 --> 00:35:03.320
get your employees working on purpose. This is working on

690
00:35:03.400 --> 00:35:06.960
purpose with doctor Elise Cortes. To reach our program today

691
00:35:07.079 --> 00:35:09.800
or to open a conversation with Elise, send an email

692
00:35:09.880 --> 00:35:15.440
to alise A Lisee at Eliscortes dot com. Now back

693
00:35:15.480 --> 00:35:16.840
to working on Purpose.

694
00:35:21.920 --> 00:35:23.360
Thank you for staying with us, and welcome back to

695
00:35:23.400 --> 00:35:26.360
Working on Purpose. I'm your host, Doctor Release Cortes. As

696
00:35:26.400 --> 00:35:28.559
you know by now, this program is dedicated to empowering

697
00:35:28.559 --> 00:35:30.840
and inspiring you along your journey to realize more of

698
00:35:30.840 --> 00:35:34.039
your potential. I mentioned in my last book, The Great Vitalization,

699
00:35:34.119 --> 00:35:36.840
contains those twenty two best practices to equip you to

700
00:35:37.159 --> 00:35:40.519
create a culture for today's discerning workforce. I created a

701
00:35:40.559 --> 00:35:42.880
simple three page assessment for you so you can learn

702
00:35:42.920 --> 00:35:46.280
just how you're doing with that. It's at gustodeshnow dot com.

703
00:35:46.280 --> 00:35:49.159
It's on the homepage if you are just now joining us.

704
00:35:49.199 --> 00:35:51.280
My guest is Steve Gandhara. He's the author of The

705
00:35:51.320 --> 00:35:55.760
Culture Ripple, Unleashing the power of your Invisible Culture. So

706
00:35:56.320 --> 00:35:58.440
in our last segment here, I want to start with

707
00:35:58.480 --> 00:36:01.280
this idea here of importance of owning you're part of

708
00:36:01.280 --> 00:36:04.320
the culture. So you talk about how culture transformation, transformation

709
00:36:04.440 --> 00:36:09.480
begins personally before it becomes organizational. So how can leaders

710
00:36:09.480 --> 00:36:13.199
start to own their part of culture and its need

711
00:36:13.239 --> 00:36:14.159
to be transformed?

712
00:36:14.280 --> 00:36:16.559
Yeah, yeah, great question. At least so.

713
00:36:16.840 --> 00:36:21.760
One of the leaders that uh was one of our

714
00:36:24.079 --> 00:36:26.840
pilot readers, you know, of the culture Ripple, who read

715
00:36:26.880 --> 00:36:29.639
it and studied it like you did, told us that

716
00:36:29.719 --> 00:36:33.719
he thought we should change the subtitle to be from

717
00:36:33.800 --> 00:36:38.440
invisible to intentional to invincible, you know, and we may

718
00:36:38.480 --> 00:36:39.880
do it, I mean, the publisher may do it.

719
00:36:39.840 --> 00:36:42.679
It will come out, you know, and probably in the

720
00:36:42.679 --> 00:36:43.559
fall in September.

721
00:36:43.599 --> 00:36:45.280
Now you can only you can get a proof copy

722
00:36:45.280 --> 00:36:46.559
if you want, and you can see the link to

723
00:36:46.559 --> 00:36:50.239
get it. But so, you know, we talked about how

724
00:36:50.280 --> 00:36:52.719
culture is invisible. You know, it's like quantum physics. You

725
00:36:52.760 --> 00:36:54.920
can't see it. You know, you've got to have the

726
00:36:54.960 --> 00:36:57.480
scientific tools and the data to measure it. But the

727
00:36:57.519 --> 00:37:05.760
second piece of the puzzle is intentional. Excellent cultures are intentional.

728
00:37:05.840 --> 00:37:09.760
Nobody ever got one by accident because the default nature

729
00:37:09.800 --> 00:37:12.760
of human beings. We call it the culture monster, the

730
00:37:12.840 --> 00:37:16.159
dark side of human beings. You know, by nature we're selfish.

731
00:37:16.440 --> 00:37:18.360
You know, everybody's interested in what's in it. For me,

732
00:37:18.400 --> 00:37:20.199
it's all about me, you know. We have a little

733
00:37:20.239 --> 00:37:23.159
mythological character. We call them the culture monster. And if

734
00:37:23.199 --> 00:37:24.599
you could read his thoughts, it's me and me and me,

735
00:37:24.679 --> 00:37:26.679
what's in it for me? It's all about me, you know,

736
00:37:26.840 --> 00:37:29.320
or anybody that ever raised a child knows that you

737
00:37:29.360 --> 00:37:31.960
don't have to train them to how to hoard.

738
00:37:31.760 --> 00:37:34.559
Their toys because or to how to fight with their

739
00:37:34.599 --> 00:37:36.840
siblings over who's going to get the toy. You know.

740
00:37:36.880 --> 00:37:39.760
It's just the fault nature of the dark side of

741
00:37:39.800 --> 00:37:42.679
human nature. But it doesn't mean that we have to

742
00:37:42.679 --> 00:37:46.239
stay that way. But in order to change it, we've got,

743
00:37:46.360 --> 00:37:49.679
you know, got to get intentional about the culture that

744
00:37:49.760 --> 00:37:53.880
we want. And it's a culture of service over self

745
00:37:54.559 --> 00:37:58.079
and a culture that embraces those four behavioral styles.

746
00:37:57.679 --> 00:38:00.000
That we talked about. And I mean, that's not about

747
00:38:00.039 --> 00:38:03.559
out the values that you have you know on you know,

748
00:38:03.800 --> 00:38:04.920
in the gold frame or on the.

749
00:38:04.920 --> 00:38:07.960
Website, because nobody ever lives those those are just nice

750
00:38:07.960 --> 00:38:08.559
web candy.

751
00:38:08.920 --> 00:38:10.840
You know. It's about the values that you hold in

752
00:38:10.880 --> 00:38:11.280
your heart.

753
00:38:11.920 --> 00:38:15.360
So in our strategy, and we learned this, we learned

754
00:38:15.360 --> 00:38:19.400
this by experience. Years ago, we were called to work

755
00:38:19.440 --> 00:38:23.920
with a General Motors plant in Sagonaw, Michigan. That General

756
00:38:23.920 --> 00:38:26.920
Motors were decentralizing their plants and they were selling off

757
00:38:26.960 --> 00:38:29.679
their plants to suppliers and then would buy the end

758
00:38:29.719 --> 00:38:32.159
product back from the supplier to put on their vehicles.

759
00:38:32.480 --> 00:38:36.239
And so they sold the steer gear plant in Saganaw, Michigan,

760
00:38:36.280 --> 00:38:40.760
to a company called Delphi. Delphi went bankrupt, they renegotiated

761
00:38:40.760 --> 00:38:43.760
the contract with United Auto Workers to lay off seventy

762
00:38:43.800 --> 00:38:47.719
five percent of the hourly workers, to hire them back

763
00:38:47.840 --> 00:38:49.920
or to hire new ones at a lower wage. So

764
00:38:50.000 --> 00:38:52.320
you can imagine, you know, the folks who got laid

765
00:38:52.320 --> 00:38:54.599
off just to get hired back to the same job

766
00:38:54.719 --> 00:38:55.719
at a lower wage.

767
00:38:55.920 --> 00:38:57.280
They were angry, they were upset.

768
00:38:57.440 --> 00:39:00.440
You know, they have shirts that said T shirts remember

769
00:39:00.440 --> 00:39:01.760
what they did to us in a certain I mean

770
00:39:01.760 --> 00:39:02.679
it was class warfare.

771
00:39:02.960 --> 00:39:04.280
I mean the VP of.

772
00:39:04.280 --> 00:39:08.039
Caterpillar, another United Auto Workers company we'd the of HR Categoria,

773
00:39:08.159 --> 00:39:09.519
actually had a bullet fired.

774
00:39:09.320 --> 00:39:11.800
Through every window at midnight. So this is class warfare.

775
00:39:12.079 --> 00:39:16.559
What was really interesting, though, when we asked the union leaders,

776
00:39:16.559 --> 00:39:19.719
the union bosses, and the managers of the same plant

777
00:39:20.239 --> 00:39:23.920
to go online anonymously and answer, you know, the one hundred

778
00:39:23.920 --> 00:39:29.760
and twenty questions that provide this scientific profile of culture.

779
00:39:29.840 --> 00:39:33.079
The question was, tell us what kind of culture you

780
00:39:33.119 --> 00:39:35.679
want to lead to a legacy as your children. You know,

781
00:39:35.840 --> 00:39:39.920
legacy eve as a legacy to your children because in Saganaw, Michigan,

782
00:39:40.440 --> 00:39:43.320
generations worked for the same plan you know of hourly

783
00:39:43.360 --> 00:39:46.920
workers and managers. Guess what, when we got the data back,

784
00:39:47.239 --> 00:39:50.280
they were almost identical. They're almost identical. When it came

785
00:39:50.320 --> 00:39:53.360
down to what really mattered. Everybody wanted the same thing.

786
00:39:53.719 --> 00:39:56.000
Everybody wanted to work in the culture that was all

787
00:39:56.039 --> 00:39:57.280
about being all that they could be.

788
00:39:57.440 --> 00:40:01.119
That you know, your co workers, your boss had your back.

789
00:40:01.599 --> 00:40:05.840
That it was about unity, you know over you know, selfishness.

790
00:40:06.199 --> 00:40:08.639
It was about freedom to set and achieve your goals

791
00:40:08.639 --> 00:40:11.960
and fulfill your your life potential. So again, when you

792
00:40:11.960 --> 00:40:14.760
get right down to it, so our secret sauce is

793
00:40:14.800 --> 00:40:17.280
anytime we start a culture project, there's a lot more

794
00:40:17.320 --> 00:40:20.679
to this, but it begins with again we talked about the.

795
00:40:20.599 --> 00:40:24.360
Difference between unity university. It begins upon with what people want.

796
00:40:25.599 --> 00:40:28.599
And you know, our first question is, you know, if

797
00:40:28.599 --> 00:40:30.599
you could create a culture that was so exciting that

798
00:40:30.639 --> 00:40:33.599
everybody woke up two hours early every morning and could

799
00:40:33.639 --> 00:40:36.000
hardly wait to get to work, what would that look like?

800
00:40:36.119 --> 00:40:38.039
Tell us what it looks like in your own words,

801
00:40:38.519 --> 00:40:40.800
and tell us what it looks like is scientific data,

802
00:40:41.199 --> 00:40:43.280
because if you don't have measurement, you never get their

803
00:40:43.320 --> 00:40:45.880
words are just nice and warm and fuzzy. And then

804
00:40:45.920 --> 00:40:49.559
the second question is okay, now, tell us about the

805
00:40:49.559 --> 00:40:53.559
culture that you have right now and what you think

806
00:40:53.599 --> 00:40:55.800
the obstacles are to us being where we want and

807
00:40:55.840 --> 00:40:58.119
what needs to change. And then from there, when you

808
00:40:58.159 --> 00:41:01.360
get numbers in data as well as people's words, where

809
00:41:01.639 --> 00:41:03.639
it's owned, you know it's an owner.

810
00:41:03.679 --> 00:41:04.079
It's owned.

811
00:41:04.280 --> 00:41:06.800
The number one reason that corporate change iniaestis fail or

812
00:41:06.800 --> 00:41:09.719
any changing is it fails is lack of ownership. You know,

813
00:41:09.760 --> 00:41:11.559
it's the boss telling people what they want to do,

814
00:41:11.599 --> 00:41:14.599
and they spend millions of dollars with marketing and advertising

815
00:41:14.639 --> 00:41:17.679
agencies to try to sell everybody on something that they

816
00:41:17.719 --> 00:41:19.400
really don't want to do. So what people do is

817
00:41:19.440 --> 00:41:21.559
they learn how to nod their head and smile and

818
00:41:21.639 --> 00:41:23.920
agree with what the boss wants, but in their heart

819
00:41:24.000 --> 00:41:27.639
they want something else. So the key is that it's

820
00:41:27.679 --> 00:41:31.480
that intentionality and they and you know intentionality. And again,

821
00:41:32.599 --> 00:41:34.599
you know, it's really interesting when you look at the

822
00:41:34.679 --> 00:41:38.239
data across the globe and you ask that question, what's

823
00:41:38.280 --> 00:41:40.960
your ideal culture? What does heaven at work look like

824
00:41:41.000 --> 00:41:43.280
to you what's the culture that wakes everybody up two

825
00:41:43.280 --> 00:41:47.400
hours early every morning. The answers are almost identical. Any

826
00:41:47.400 --> 00:41:49.639
place in the world a little different, But when you

827
00:41:49.719 --> 00:41:51.679
get right down to it, you know, human beings want

828
00:41:51.719 --> 00:41:52.239
the same thing.

829
00:41:52.400 --> 00:41:54.320
Now you know what you want and what you get

830
00:41:54.360 --> 00:41:55.719
are not necessarily the same.

831
00:41:56.199 --> 00:41:58.480
But it begins with the end in mind, as doctor

832
00:41:58.519 --> 00:42:01.960
Covey told us, Until you know what you want, then

833
00:42:02.000 --> 00:42:03.679
you have to find out where you are and then

834
00:42:03.679 --> 00:42:07.039
figure out a strategy to get there. You know, that's

835
00:42:07.159 --> 00:42:10.480
the critical nature of intentionality. I mean, if it's not

836
00:42:10.599 --> 00:42:13.639
something that everybody wants you, you know, you can try

837
00:42:13.679 --> 00:42:15.000
to get there as long as you want to, but

838
00:42:15.719 --> 00:42:17.400
as hard as you want to, but it's not gonna last.

839
00:42:19.440 --> 00:42:21.559
Hmmm. That was a lot to chew on, and so

840
00:42:21.559 --> 00:42:24.119
so so good, so so good. I appreciate that you

841
00:42:24.199 --> 00:42:26.079
bring in some of you share some of these this

842
00:42:26.239 --> 00:42:29.280
real world work that you've been doing. Now, one other

843
00:42:29.360 --> 00:42:30.880
thing that we I can't let you get off the

844
00:42:30.880 --> 00:42:33.639
show without us talking about is the idea of unlearning

845
00:42:33.679 --> 00:42:36.760
Steve Right. So you talk about how how adults, most

846
00:42:36.800 --> 00:42:40.679
often they must unlearn what they previously accepted us true

847
00:42:40.840 --> 00:42:45.079
or useful before they can transform and this is not easy.

848
00:42:45.119 --> 00:42:47.760
This is not an easy thing to do. So give

849
00:42:47.800 --> 00:42:50.599
us some ideas of how leaders what do they need

850
00:42:50.639 --> 00:42:54.199
to unlearn about themselves, their teams or success as means

851
00:42:54.239 --> 00:42:54.840
for example.

852
00:42:54.880 --> 00:42:57.039
Yeah, the first thing is is they have they need

853
00:42:57.079 --> 00:43:00.239
to have clarity on the outcome that they that they want,

854
00:43:00.679 --> 00:43:03.599
you know, the outcome that they want. And again it's different,

855
00:43:03.639 --> 00:43:05.440
it's it's a bit different from an end for an

856
00:43:05.440 --> 00:43:09.480
individual rather than a leader. It's impacting others, but again

857
00:43:09.519 --> 00:43:12.000
it's also similar. So let's talk about the individual first.

858
00:43:12.760 --> 00:43:15.360
We call it the change letter. So there's basically four

859
00:43:15.440 --> 00:43:18.719
boxes that any human being ever went went through to

860
00:43:18.800 --> 00:43:22.559
learn anything, you know, whatever we ever learned, and whether

861
00:43:22.559 --> 00:43:25.679
it was intentional or accidental. The you know, the first

862
00:43:25.719 --> 00:43:29.719
one we call unconscious incompetency. You know, I have a

863
00:43:29.719 --> 00:43:31.519
problem with something, but I don't know what it is.

864
00:43:32.320 --> 00:43:38.280
The example I use is, you know, on college football season,

865
00:43:38.599 --> 00:43:41.360
after I've had a tough, tough week and I'm trying

866
00:43:41.400 --> 00:43:43.639
to relax, you know, you can find me on the

867
00:43:43.639 --> 00:43:47.320
couch watching college football games all day on Saturday, and

868
00:43:47.400 --> 00:43:51.199
you know, my beautiful bride of fifty plus years, you know,

869
00:43:51.360 --> 00:43:54.639
is really good at holding me accountable because she knows

870
00:43:54.679 --> 00:43:57.599
that she can. So, you know, I'm laying on the

871
00:43:57.599 --> 00:44:00.239
couch and joining my third game. You know, fell I

872
00:44:00.280 --> 00:44:03.880
had a rough week. And she comes in and says, well,

873
00:44:03.920 --> 00:44:05.719
when are you going to get up and take the

874
00:44:05.800 --> 00:44:08.000
kids to the movies? You like you said you would.

875
00:44:08.280 --> 00:44:09.880
Oh I didn't say that. Well, yes you did. Well

876
00:44:09.880 --> 00:44:12.280
no I did, Yes I did. And I mean so

877
00:44:12.360 --> 00:44:14.320
she knows what she can do to get my attention.

878
00:44:14.480 --> 00:44:19.320
So she points her English, Irish, Cherokee, German index finger

879
00:44:19.360 --> 00:44:21.480
at me and she says, you're a hypocrite. You know,

880
00:44:21.519 --> 00:44:23.760
you preach about this culture stuff all week long that

881
00:44:23.840 --> 00:44:25.239
your family culture sucks.

882
00:44:25.280 --> 00:44:28.880
It's terrible. And then she calls in the guns you know,

883
00:44:29.360 --> 00:44:31.880
you know the kids. Did he really tell you he

884
00:44:31.960 --> 00:44:33.519
was going to take Yeah? He did, he did? You

885
00:44:33.559 --> 00:44:33.880
did that?

886
00:44:34.159 --> 00:44:36.480
And it's like, she said, you're a hypocrite. So I

887
00:44:36.519 --> 00:44:38.440
didn't know what was a hypocrite. I just thought I

888
00:44:38.519 --> 00:44:41.199
was tired. But nobody wants to be a hypocrite, or

889
00:44:41.239 --> 00:44:44.679
if you do, you're really in trouble. So I moved

890
00:44:44.719 --> 00:44:48.960
from unconscious incompetency to conscious incompetency, meaning now I'm aware

891
00:44:48.960 --> 00:44:50.199
of the fact that I'm a hypocrite.

892
00:44:50.440 --> 00:44:52.880
Now at that point in time, a key decision happens.

893
00:44:53.239 --> 00:44:57.079
I can either decide to argue with her forever and

894
00:44:57.159 --> 00:44:59.000
hold on to the fact and you know, have all

895
00:44:59.239 --> 00:45:00.960
or I can own it and say you're right, I'm

896
00:45:00.960 --> 00:45:04.000
a hypocrite. So step one, you know, moving from unconscious

897
00:45:04.000 --> 00:45:05.360
incompetency to is owning it.

898
00:45:05.400 --> 00:45:06.800
You got to own it. You got to look at

899
00:45:06.800 --> 00:45:08.760
the truth, look at the facts, look at the.

900
00:45:08.800 --> 00:45:12.400
Data, and be willing to admit that you're not the

901
00:45:12.440 --> 00:45:13.599
smartest person in the room.

902
00:45:14.679 --> 00:45:18.039
And then then then it takes you.

903
00:45:18.079 --> 00:45:20.400
Know, once, just because you make a New Year's resolution

904
00:45:20.480 --> 00:45:22.360
to not be a hypocrite doesn't mean you're going to change.

905
00:45:22.599 --> 00:45:24.800
You have to make a new Year's resolution to renounce it.

906
00:45:24.840 --> 00:45:26.280
I don't want to be a hypocrite. I don't want

907
00:45:26.280 --> 00:45:29.320
to be a hypocrite anymore. But then that doesn't get

908
00:45:29.320 --> 00:45:34.280
you there, because the next level is called a conscious competency.

909
00:45:34.320 --> 00:45:37.079
I've got to decide who I want to be, meaning,

910
00:45:37.239 --> 00:45:39.079
you know, what's the opposite of being hypocrite? Will a

911
00:45:39.119 --> 00:45:42.119
person of integrity. But just because I decide that I

912
00:45:42.159 --> 00:45:44.719
want to be a person of integrity doesn't mean I'm

913
00:45:44.719 --> 00:45:47.239
going to be one. You know, the Apple commercial told

914
00:45:47.320 --> 00:45:49.840
us last Christmas that, you know, our last New Year's

915
00:45:49.840 --> 00:45:51.559
that everybody quits on the third.

916
00:45:51.280 --> 00:45:57.039
Friday after January. First, you know, New Year's resolutions don't work.

917
00:45:57.079 --> 00:45:59.639
But then you know, I've got to identify it. I've

918
00:45:59.679 --> 00:46:00.639
got to renounce it.

919
00:46:00.639 --> 00:46:02.280
But then I've got to replace it, and I've got

920
00:46:02.320 --> 00:46:05.960
to replace it with repetitions. And any sports coach, who

921
00:46:06.000 --> 00:46:08.119
ever coach a team, knows the value of reps.

922
00:46:08.360 --> 00:46:10.360
You know. You repeat it, you repeat it, you repeat it,

923
00:46:10.800 --> 00:46:11.039
you know.

924
00:46:11.239 --> 00:46:13.840
But if you don't renounce, you know the fact that

925
00:46:14.039 --> 00:46:16.840
admit that you're a hypocrite first and renounce it. You

926
00:46:16.880 --> 00:46:19.639
can make affirmations about being an integrity a person of

927
00:46:19.639 --> 00:46:21.400
integrity all your life and you'll never get there.

928
00:46:21.639 --> 00:46:23.719
But again, that works with anything. You know.

929
00:46:23.760 --> 00:46:26.199
You've got to find what am I not seeing that

930
00:46:26.320 --> 00:46:29.199
is slowing me down and then own it and then

931
00:46:29.280 --> 00:46:31.880
renounce it and then have the process with the right

932
00:46:31.920 --> 00:46:34.079
amount of repetitions to change it. And again, if you're

933
00:46:34.079 --> 00:46:36.480
a leader, you don't just need to know it about yourself.

934
00:46:36.519 --> 00:46:39.039
You need to know what impact.

935
00:46:38.639 --> 00:46:41.320
Your leadership is having on the other people that you're leading.

936
00:46:41.599 --> 00:46:43.559
You could be saying, let's set goals for the new year.

937
00:46:43.639 --> 00:46:44.960
Let's set some big ones. We're going to have a

938
00:46:44.960 --> 00:46:47.199
great year, and they could be hearing well, he's going

939
00:46:47.280 --> 00:46:50.280
to change our compensation plans. So set goals really close

940
00:46:50.320 --> 00:46:53.239
to your notes until you know what they're hearing, and

941
00:46:53.360 --> 00:46:55.840
have scientific tools that tell you that that you can

942
00:46:55.880 --> 00:46:59.000
get to the real truth, identify it, and manage it.

943
00:46:59.039 --> 00:46:59.519
Your stuff.

944
00:47:01.400 --> 00:47:03.199
So so much more we could talk about, because your

945
00:47:03.199 --> 00:47:05.440
book was so packing up all this experience, but we're

946
00:47:05.719 --> 00:47:08.119
we've got only about say, forty five seconds left here,

947
00:47:08.760 --> 00:47:10.119
and i'd love for you, just if you could to

948
00:47:10.159 --> 00:47:14.079
finish by addressing this idea of culture as purpose and legacy.

949
00:47:14.840 --> 00:47:18.800
Okay, so bottom line, you know, because you know, culture

950
00:47:18.960 --> 00:47:21.000
is either accidental or it's intentional.

951
00:47:21.599 --> 00:47:22.719
Everybody has a culture.

952
00:47:22.760 --> 00:47:24.800
You have a personal culture, you have a leadership culture,

953
00:47:24.800 --> 00:47:27.119
you have a family culture, you have an organizational or.

954
00:47:27.079 --> 00:47:27.760
A work culture.

955
00:47:28.639 --> 00:47:31.639
And it's either accidental or intentional. And it can be

956
00:47:31.719 --> 00:47:34.199
intentional if you decide that you want it to be

957
00:47:34.320 --> 00:47:36.400
and you're willing to invest in the tools of how

958
00:47:36.440 --> 00:47:39.440
to learn how to do it. The good news is

959
00:47:39.440 --> 00:47:42.039
is we've done it for almost forty nine years now

960
00:47:42.559 --> 00:47:45.400
and there's a proven process and it's structured and you

961
00:47:45.400 --> 00:47:46.679
can learn about it and you can do it, but

962
00:47:46.719 --> 00:47:50.639
you've got to want to so but the key is again,

963
00:47:51.199 --> 00:47:53.519
you know, it can become your purpose and your legacy

964
00:47:53.679 --> 00:47:55.400
if you want it to be, and you're willing to

965
00:47:55.480 --> 00:47:59.360
invest in learning how, which not everybody is because change

966
00:47:59.400 --> 00:47:59.760
is tough.

967
00:48:00.119 --> 00:48:02.639
You know. It's not warmint fuzzy and comfy all the time.

968
00:48:03.000 --> 00:48:05.519
You know, or you can just be happy with it

969
00:48:05.559 --> 00:48:08.679
the way that it is, but then know that you're

970
00:48:08.760 --> 00:48:12.400
underliving your life and underleading your organization because you made

971
00:48:12.440 --> 00:48:13.159
a choice to.

972
00:48:13.800 --> 00:48:14.480
Have it that way.

973
00:48:16.159 --> 00:48:18.480
Wonderful way to finish, Steve. I'm so grateful to know

974
00:48:18.559 --> 00:48:20.800
you and to have you here as a as a

975
00:48:20.840 --> 00:48:22.639
friend and a colleague here in Dallas. Thank you for

976
00:48:22.679 --> 00:48:25.800
coming on, working on purpose and for sharing this book. Amazing.

977
00:48:26.840 --> 00:48:31.679
Yeah, my pleasure. It's wonderful to be part of Gusto. Oh.

978
00:48:31.719 --> 00:48:32.199
I love that.

979
00:48:33.480 --> 00:48:35.280
Listeners and viewers, you're going to want to learn more

980
00:48:35.280 --> 00:48:37.239
about Steve Gandhara, the work that he and his team

981
00:48:37.320 --> 00:48:40.199
do with excellent cultures in his latest book, The Culture Ripple.

982
00:48:40.519 --> 00:48:42.800
So you can start by visiting the main website, which

983
00:48:42.840 --> 00:48:46.119
is excellent Cultures dot Com. And then Steve mentioned two

984
00:48:46.199 --> 00:48:48.199
other things I want to direct you to. So for that,

985
00:48:48.400 --> 00:48:51.119
for that assessment, the culture assessment, when you go to

986
00:48:51.159 --> 00:48:54.079
the website, then excellent Cultures dot com. If you do

987
00:48:54.199 --> 00:48:57.599
forward slash mr I, you'll get to the assessment. And

988
00:48:57.639 --> 00:48:58.760
then if you want to, if you want to look

989
00:48:58.800 --> 00:49:02.119
into the pre launch copies of the book, same thing,

990
00:49:02.199 --> 00:49:06.360
excellent Cultures dot com. And then forward slash the culture

991
00:49:06.519 --> 00:49:09.039
dash ripple that'll get you to the pre launch copy

992
00:49:09.079 --> 00:49:11.639
of it the book. Last week, if you missed the

993
00:49:11.639 --> 00:49:14.360
live show, you can alway KJVI recorded podcast wherever you

994
00:49:14.400 --> 00:49:16.440
get them. We were on air with our Roum Gupta,

995
00:49:16.440 --> 00:49:19.360
who is the CEO of Noble Reach Foundation. It's a

996
00:49:19.400 --> 00:49:22.320
public charity with the mission to develop and mobilize America's

997
00:49:22.360 --> 00:49:26.519
top talent and innovation networks across academia, industry and government

998
00:49:26.599 --> 00:49:29.719
for high impact solutions that strengthen the security and prosperity

999
00:49:29.719 --> 00:49:33.280
of our nation. Slightly ambitious individual and his team. It

1000
00:49:33.400 --> 00:49:35.840
was amazing to talk to him. So we talked about

1001
00:49:35.880 --> 00:49:39.559
his incredibly inspiring and provocative book called The Mission Generation

1002
00:49:40.000 --> 00:49:44.079
Reclaim Your Purpose, Rewrite success, Rebuild our Future, and it

1003
00:49:44.159 --> 00:49:46.800
situates how a growing massive people are no longer willing

1004
00:49:46.880 --> 00:49:49.760
to choose between making money and serving and mission in

1005
00:49:49.760 --> 00:49:53.079
their careers. They want both and the organizations who provide

1006
00:49:53.079 --> 00:49:56.320
that combination for people are the clear winners. Next week

1007
00:49:56.360 --> 00:49:58.440
will be on the air with Ingo Routh, who is

1008
00:49:58.480 --> 00:50:01.119
a mid career chain strategy who helps people bridge the

1009
00:50:01.159 --> 00:50:05.320
gap between success and meaning into clear strategic direction. We'll

1010
00:50:05.360 --> 00:50:07.639
be talking about his own journey to purpose and how

1011
00:50:07.639 --> 00:50:10.039
he helps people find and live their mission. A perfect

1012
00:50:10.039 --> 00:50:12.400
conversation that builds on what we learned from a Room

1013
00:50:12.440 --> 00:50:15.960
Gupta and the Mission Generation book and conversation. So see

1014
00:50:16.000 --> 00:50:18.239
you there and let's get to you leaning in and

1015
00:50:18.320 --> 00:50:21.239
learning how to help more people flourish, elevate your operating

1016
00:50:21.280 --> 00:50:24.239
system as a leader, and create destination workplaces where legendary

1017
00:50:24.239 --> 00:50:26.440
business takes place. Let's work on Purpose.

1018
00:50:29.599 --> 00:50:32.239
We hope you've enjoyed this week's program. Be sure to

1019
00:50:32.280 --> 00:50:35.320
tune into Working on Purpose featuring your host, doctor Elise

1020
00:50:35.400 --> 00:50:39.000
Cortes each week on W four C. Why. Together We'll

1021
00:50:39.000 --> 00:50:43.000
create a world where business operates conscientiously. Leadership inspires and

1022
00:50:43.039 --> 00:50:46.440
passion performance and employees are fulfilled in work that provides

1023
00:50:46.480 --> 00:50:49.039
the meaning and purpose they crave see you there.

1024
00:50:49.320 --> 00:50:50.719
Let's work on purpose.