The Great Resignation Forces a Developmental Boot Upstairs

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

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

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

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them and helps them grow into realizing
their highest potential business can be such a

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

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

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Purpose now. Here is your host, doctor Elise Cortes. Welcome back to

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Working on Purpose program. Thanks for
tuning again this week. I'm your host,

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Doctor Roby's Cortes. Join you live
from Dallas, which is home base

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for me. If you don't know
me yet, I'm a management consultant specializing

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in meeting and purpose organization, local
therapists, inspirational speaker, social scientist,

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and author. My team and I
help companies discover and articulate their purpose to

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throw it through culture operations. We
work with forward thinking or forward reaching organizations

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to develop inspirational leaders who create cultures
where people actually want to come to work

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and do their best. And we
provide programs like the grap your gusto that

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enable individual team members to discover and
unleash our passion and purpose at work to

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catalyze fulfillment, engagement, and productivity. You learn more about us and now

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we can work together at alas Cortes
dot Com. With us today is doctor

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Rick Garlick, who currently serves as
Chief Research Officer for the Incentive Research Foundation,

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where he oversees key employee motivation research
initiatives that advance the science of the

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industry. He is focused on helping
companies to enhance the brand, employee and

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customer experience and linking these strategies to
improved business results. We're talking about the

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state of today's workforce, the state
of business today, and developing leaders fit

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for the times. He joins it
today from Smithfield, Pennsylvania. Doctor Garlick,

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Welcome to Working on Purpose. I
know he's dropped. We'll get him

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back here so while so here he's
coming in here. Hello, doctor Garlic,

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Welcome to Working on Purpose. You
made it back. Yes, I'm

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sorry. Did you start without me? Yes? We did, and that's

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okay. I introduced you and now
we're just getting writing into it. So

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welcome to Working on Purpose and let's
get started. We got much to cover,

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Okay, all right, So first
I want to just start with how

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you distinguish yourself in the business world. And so you call you or I

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know that your focus is on creating
and implementing state of the art business strategies

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for customer brand and employee experience initiatives. And I know that you spent many

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years at the Gallop Institute and Vail
Organization and many others. But I want

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to know why you chose this career
and then say a little bit about kind

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of where you came from. Sure, so I love to tell a little

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bit about my background. And I
know that in our first conversation we had

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a chance to talk about the importance
of purpose in one's work. So I

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actually began my professional career as a
college professor university professor. I too ought

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at Chigains State and De Paul University, and I thought I had the most

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important job in the world educating young
minds. In an addition to that,

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I was also directing our university internship
program. So I was giving a lot

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of people their first experience, and
like many I became a bit of a

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victim of the whole tenure process and
decided to look beyond my current career into

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something that might take advantage of the
fact that I had a very strong background

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and research methods, and so I
interviewed with a number of companies, but

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I had the opportunity to talk to
Gallup and I got hired at the Gallup

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organization. Yeah, it was an
incredible break, and if I had the

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time, i'd even tell you the
remarkable story of how I got that job.

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But anyway, when I started working
for Gallup, I found myself struggling

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a bit, because you know,
we did a lot of work in customer

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experience and brand experience. But one
of the things that I felt like was

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I just simply wasn't doing my fulfilling
my purpose in as big of a way

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as when I was a university professor. And I remember talking to the chief

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marketing officer of Gallup at the time, Larry Emond, and him telling me,

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well, you have to think about
the fact that what you're doing is

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you're helping your clients provide better products
and services and have people have better customer

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experiences and all those sorts of things. And I felt like that was still

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maybe just one step too short of
where I wanted to be. So when

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I had the opportunity to get in
the ground floor of some of Gallup's groundbreaking

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work in employee engagement and employee experience, to me, it really resonated because

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I remember Donald Clifton, who was
the chair of Gallup at the time,

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connecting everything in the world, every
problem in the world, to one thing,

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job dissatisfaction. You know. Basically, he did studies correlating sickness,

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domestic, violent substance abuse, all
these things to the fact that people were

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unhappy in the place where they spent
most of their waking hours. And I

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thought, Wow, this is really
it. I thought of my own father,

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who had spent thirty years working in
a factory, and just thinking if

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people studied and focused on how to
make people's lives better like my dad's,

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how much better the world would be. And so I found a tremendous sense

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of purpose in the work that I
did, and I started working for other

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companies that had different focuses. I
worked for Merits, which is a performance

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improvement and motivation company, and we're
galliperly focused on what I would call the

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nature side of employee experience. Merits
focused on the nurture side. And then

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I went to work for JD.
Power and I started looking at something I

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call service culture, which is the
environment that people work in that either helps

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them provide a good experience for their
customers or a poor experience. And I

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remember Deming had a quote where he
said that if you put a good person

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in a bad system, the system
wins every time. So as I've approached

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the work that I've done, I've
really I've begun to understand that so much

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of what we do in my world
of consulting and market research is siloed,

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where you have people in marketing really
focused on the brand experience, you have

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people in HR focused on the employee
experience, and people in quality assurance focused

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on the customer experience. And so
I think I'm a bit unique, and

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I hope more people are thinking like
this as we sort of go down this

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evolutionary path, I've really understanding how
all those pieces have to work together.

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You know, we'll talk today about
a recent study I did on pride,

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and you know, we always hear
that saying happy employees lead to happy customers.

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I like to believe that proud employees
lead to proud customers, so we'll

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have a chance to chat out a
little bit about that. Well, what

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a fantastic batan to drop on first
and foremost, that's just and I really

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appreciate how you narrated the twists and
turns and that you still trying to scratch

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that itch like I just I want
to be of service and I want to

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I want to I want to live
my purpose. And I really appreciate that

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It's been a similar sort of journey
for me too, as I kept reaching

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for more depth in that journey.
So thank you for keeping it real as

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you always do. Well. I
love that, Elisa, and I can

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tell you and I are kindred spirits. You know, we had been chatting

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before about how I studied. I
was a sociology major in college, and

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I took classes on the sociology of
work and realized that what we're seeing today

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and what we're experiencing today in the
work world is no different than what people

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experience at the very beginning of the
twentieth century. We have a few unique

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twists on that. You know,
people who owned the factories at the time

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and the people who went to work
for those factories. There was a big

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wealth disparity between those people, and
you know, the whole move toward what

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we see in society today towards socialism
was just as present back then. And

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I believe that the labor unions played
an important role in keeping us on a

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capitalist Some people might think that's good, some people maybe not, but that

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kept us firmly planted in the capitalist
system. And you know that and social

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safety net programs. Well, now
we see so many people, so many

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young people like my son who are
about to graduate from college, and they've

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got fairly significant student loans and sometimes
hard to find a job, and so

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it really becomes a very similar circumstance
where people are really striving for meaning in

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their work and purpose and something beyond
a paycheck, because that's not always there

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for them. I want to talk
about that next. K. This is

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so great, So I want to
talk first about the state of the workforce,

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the employee experience really quick, and
I want to talk more about the

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great resignation as well, and then
we can later on the study that you've

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been doing. So I found that
there was a Fidelity study that reported that

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thirty nine percent of people in the
workforce planning to get a new job in

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twenty twenty two, so, you
know, just under a half or so.

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So i'd love your perspective on why
so many people are on leaving their

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jobs even without having one secured.
Next, what's your perspection and what's driving

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all that? Yeah, there's a
lot of moving parts in there, and

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let me try to briefly talk about
some of those. First of all,

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I think it's interesting that so many
dollars, millions and millions of dollars have

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been spent on doing employee engagement employee
experience initiatives, and by excellent companies.

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You know, you mentioned Gallup,
my former company, and there's a lot

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of others out there who are doing
great work within companies in this area.

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And yet what do we hear?
We hear the biggest challenge right now is

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keeping people employed in their present companies, attracting and retaining talent. Talent.

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So if we're doing so well,
then why do we have this issue?

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Part of it, I think has
nothing to do with the quality of work.

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As I've been studying this and reading
this, I've known I've found out

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a lot of people who are dropping
out of the workforce, our baby boomers,

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people who might have been a few
years from retirement. Anyway, stock

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market has done very well, and
so people's four one K accounts are looking

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good. And there were people who
felt like, well, I might have

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worked another several years, but I
did well in the stock market, so

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I can resign now. Now,
with everything going on in the world,

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you wonder how that stock market is
going to continue. With inflation at almost

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double digit, with gas prices the
highest they've been in history, you wonder

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if people aren't going to be a
little bit more anxious to go back to

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work. But I think also it's
a matter of that there's so much autonomy

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that you can experience in the workforce
now. I recently, after decades of

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working for various companies, started my
own consultancy and market research firm and found

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that there are all these mechanisms.
If you've got a computer connection and you've

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got a cell phone, you can
run your company from almost anywhere. And

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there's so many other independent contractors out
there that you can partner with act bring

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in greater talent, do a better
job, and save your customers money.

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So I think that that's another thing
that we're seeing. And then there's also

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this whole thing of people trying to
find themselves. I think a lot of

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people who are graduating from college,
many times they decide to take a year

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and just travel the world or take
what they call that gap year. So

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there's a lot of things. And
then there's also people that I think are

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just simply afraid to go back and
be around other people. And this whole

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notion of forcing people back in the
office, I think is probably blown up

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on some companies where they found that
probably wasn't really necessary to force people back

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into an office. And now when
you consider the lack of productivity when people

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are commuting, when people have to
pay for that gas or whatever the transportation

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costs are, you know, they
take a big cut by pay cut by

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going into the office. So those
are the things that I believe are contributing

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to the Great resignation. Really helps. Thank you so much for that.

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Now, on the other side of
it, let's talk about what the employers

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are experiencing, right and their their
experience of the Great resignation is something else.

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And I have several clients that are
holding their hand as we go through

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this together to try to help stem
that tide of talent marching out the door.

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So you know, I've certainly heard
stats like four and a half million

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Americans quit their jobs in November,
and that's up three percent from the previous

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month. But what does that look
like. To share with us your perspective

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on the pain that organizations feel in
this great resignation time, Well, ironic

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you would ask me that I was
just on the phone the other day with

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a hotel executive if who told me
they're hotel managers of what she's aware,

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who literally go to the bus stop
every morning to try to recruit people to

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come to work at the hotels.
Wow, seriously, and this is real,

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and you know that's how bad it
is for so many people. I

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mean, people think the boy our
experiences don't seem to be as good anymore.

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Well, when you think about you
call a call center, and I

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call a call center the other day
and got the recorded message that I would

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be basically on hold for two hours
if I wanted to speak to a live

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person. Well, I don't think
that's so much just people trying to save

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money. There's nobody to staff the
call centers, right, So you know,

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sometimes we complain about the bad experiences
that we have, but it's really

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not due to the fault of the
companies that we do business with. It's

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really the fact that they just simply
don't have the people in the staff to

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be able to provide the same kind
of experience that they had previously. And

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we're used to, Like I said, I do a lot of work in

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the hospital hospitality world. We're used
to that certain experience in a hotel and

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when we've got to wait or be
on hold or all these sorts of things

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that we're not used to, it
seems like things have slipped pretty significantly.

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So that's the pain that people are
dealing with on all ends, not just

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the employer, but on the customer
side as well. Yeah, So it's

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interesting I'm doing. I've got a
client here that it's in the sustainability space,

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and I'm helping them hire because they're
in that process so they can hire

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fast enough to be able to meet
the demand of the clients who want to

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work with them. So I'm out
there looking for a talent and I did

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to search on LinkedIn rick for sustainability
people, and I looked and I found

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that I think it was something like
eighty percent of the people that I found

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that I just happened to be in
my search had been in their current role

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for less than six months. It
just shows the mobility of the workplace right

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now, right, So it's the
fluidity of it all. So I do

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know that there's a lot of demand
and people, you know, the salaries

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increase. Companies have a hard time
meeting the salary increase requirements seen in the

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workforce. It is a workforce lead
or employee lead workforce. Now, as

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far as I could tell, it's
fascinating. It's really really interesting times.

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And you know why, part of
the reason I wanted to have you in

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the show for a last segment to
be able to talk about what we need

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to develop in terms of our leadership
to deal with these times. We'll get

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to that later, but as far
as I can tell, this is pretty

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unprecedented. It is unpreceded now.
In fairness, keep in mind the fact

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that so many people lost their jobs
in the pandemic. I knew so many

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people, customers of mind, people
I had worked with for literally decades who

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were given a pink slip. So
a lot of that is Now that business

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is kind of getting back a bit
to normal, people need to hire people

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and fill those positions, so that's
why you're seeing a lot of that.

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I know a lot of people personally
who were let go who now are back

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in the workforce, So that's part
of it as well. But I think

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the other pieces, and we've heard
this for years that I remember, I

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think it was in the nineties.
I heard when I was a gallop that

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in people who are graduating from college
at that time that they were expected to

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have like some crazy number like fourteen
different jobs in their careers. And you

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know, you think about people like
my dad who work for Chrysler for thirty

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years and retired with a pension.
Now you're pretty much a free agent,

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and people hire people based on need
and understanding that when you come into an

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employer, they basically say, look, we'll keep you here as long as

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you create the kind of value that
we can use, and when you cease

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to create that value, you won't
be here. But here's what we can

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do for you. We can help
you build your own personal brand. We

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can give you experiences to put on
your resume to make you more marketable for

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that career path that you want to
choose. And you know, when we

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start talking more in depth about this, we can pursue this topic further.

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But it's a whole notion of people
understand that I don't have a lifetime contract

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with an employer. What I do
have is the opportunity to build my personal

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brand, build up that LinkedIn profile, build up that resume, and make

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myself really look very desirable for whatever
that next situation is as I evolve in

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my own career path. Wonderful,
great way to send us into our first

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break. Rick. I'm your host, Doctor Elise Cortes. We are on

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the doctor Rick Carlik. He's the
principle of a research based consultancy focused on

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enhancing the brand, employee and customer
experience and linking these strategies to improved business

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results. We've been talking a bit
about the current state of the workforce.

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After the rickor'll get into a little
bit more of what's going on in business

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today and talk about that pride research
that he did for work Crout. Stay

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00:17:30.960 --> 00:17:36.440
with us, We'll be right back. Doctor Elise Cortes is a management consultant

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

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

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

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

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

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on Purpose with doctor Elise Cortes.
To reach our program today or open a

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conversation with Alise, send an email
to a lease Alise at Elisecortes dot com.

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00:18:23.519 --> 00:18:30.440
Now back to working on Purpose.
Thanks Christine, well this and welcome

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back to the program. I'd like
to invite to check out my book Purpose

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Ignited, How Inspiring Leaders Ignite Passion
in la Cause, which is now on

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Amazon. I wrote the book to
awaken readers to their passion and purpose and

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help transform these inspirational leaders who en
life in the workplace and elevate the contribution

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of business to all stakeholders. I
hope you'll check it out. I use

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the content as a basis for my
Binally Inspired Leadership program and I grab your

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Gusto programs if you're just joining the
program today. My guest is doctor Rick

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Garlic, who currently serves as Chief
Research Officer for the Incentive Research Foundation where

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you receives key employee motivation research initiatives
that advance the science of the industry.

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I'm your host, doctorally score TES. So let's talk a little bit more

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about what's going on in the world
of business today if we can, first

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Rick, so we can help our
listeners and viewers understand the state of affairs.

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We talked before the break about some
of the things related to the Great

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Resignation, but what else do you
see as perplexing leaders today in the world

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of business. Well, I think
one of the things that people are forced

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to do in order to adapt to
the changing times is we've shifted from a

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model of what we've always called shareholder
capitalism to now looking at stakeholder capitalism.

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Where you had mentioned sustainability and ESG
and the environmental, social and governance initiatives.

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They're no longer nice to have.
There must haves, and the business

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imperative is to have these programs in
place now. I think the challenge is

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that, and I may say this
respectful that I don't think people necessarily think

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of these things strategically. They are
more reactive in nature than strategic in nature.

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So this is another area where I'm
going to be teaching a course coming

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up in the next few weeks with
a friend of mine, Carrie Brossard,

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who's head of a wonderful organization called
Cinderella. The CEO and anyway, one

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of the things that we're going to
talk about is the whole notion of how

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do you make your corporate Social responsibility
or ESG program a profit center for your

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company? And that's not how people
think. People think of this as sort

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of the charitable arm or the foundation
arm of a company. It has to

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now be integrated into the corporate strategy
and the brand strategy, not just to

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simply appeal to those investors, but
also customers, employees, regulators, all

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sorts of constituencies that we may not
have thought about before. So how well

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companies do those diverse and inclusion initiatives, sustainability initiatives, all those sorts of

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things are really tantam out to a
company's success and also drive something you and

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I know we plan to talk about
this the pride that people have in working

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for their company and that ultimately creates
that kind of stickiness that you know we

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were talking about when we were chatting
about the Great Resignation MM hmmm, well,

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let's talk about that next. You
I know, work croud Is has

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been a wonderful collaborator of mine.
They have sponsored the show for a good

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year or such. We do work
together as well. I love I'm a

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fan of their organization and the work
they do. And I know that they

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commissioned you and doctor Bob Nelson to
do a study on pride in the workplace.

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So let's hear a little bit about
that. What did you learn pertinent

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to this conversation about making people want
to come to work? You know,

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a lot of a lot of what
I discovered was almost sort of a big

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bang theory for me, having worked
in this area for so long, suddenly

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realize that so many of the initiatives
that we focused on in studying the employee

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experience are really coming more from a
rational place and how people think about their

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jobs. You know, do I
get paid enough? Do I like my

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boss? Do I have decent hours? Or am I overwork? All these

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kinds of things that really tap more
into the way we think about things with

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the rational part of our brain,
not the emotional part of our brain.

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And something that I've often talked about
and spoken about is something I call irrational

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commitment, and that is the willingness
to do things that don't seem rational,

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but they're driven by the emotional part
of our brain, the prefrontal cortex,

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which is really the key motivator and
the choices we make. And what Bob

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and I discovered in the study was
that what we believe is the secret sauce

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to employee engagement and motivation is this
whole notion of pride. How people feel

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at the end of the day about
the work they've done. Did it make

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a difference? Did I make a
unique contribution that only I could make?

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And I don't perceive others could have
done as well as I could have done.

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And so we discovered and really tapped
into two concepts, one being individual

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pride that one has in his or
her work. So this is, you

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know, do I think I did
a good job? Do I think my

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work was meaningful? Did it have
a purpose? All those sorts of things.

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Did I help someone or accomplish something
significant? And when we asked people

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what did it feel like to have
a day that you were really proud of

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at work? People would talk about, you know, how they were able

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to help a person that nobody else
seemed to be able to help, or

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we're able to solve a problem that
other people were able to solve, And

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I started thinking about experiences I had
had. I often share the story I

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had of sitting across the isle in
a Southwest flight with a consultant who worked

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with the Sarah Lee Corporation years ago. And we all know iBOT Saile they

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make the donuts and pastries, but
what people didn't know is at the time

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they were also the parent company for
the Haines brand. So the same company

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that major pastries and donuts, major
socks and underwear, and every day this

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consultant told me that when people walked
into the office they saw this big banner

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overhead that said we feed and clothe
the world. To think about how much

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more powerful that is than we sell
pastries and underwear, you know, going

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to work every day, you know, driving that sense of pride. Now,

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the second type of pride is pride
that one has in his or her

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company, and personal pride can be
transportable. So if I'm proud of the

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job I do, I can be
proud of my work doing it for you

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or somebody else. But what really
creates that stickiness in the face of this

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great resignation and attracting and retaining talent
is the whole idea that I'm proud of

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whom I work for. And one
of the striking statistics that we found in

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our study is that forty eight percent, almost half of those in the high

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pride group, the group that had
a high pride in their company, strongly

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agreed gave the strongest response to the
statement even if I were offered significantly more

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money to do the same work at
another place, I would choose to stay

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here, versus only two percent in
the low pride group, who probably checked

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that box by accident. But you
think about that, and when you look

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at the cost of turnover, you
know, the conventional wisdom has always said

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that every time you replace an employee, it's one and a half times the

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person's first year salary. I've heard
other people quote other numbers, but let's

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say that that the cost of voluntary
turnover is quite high that if you could

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increase it by that much of a
factor by driving pride in their company.

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You know, you can do the
math in terms of how much money you

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would save and how much value you
drive for your company. So what is

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it that contributes to high company pride. One is something that we've talked about

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already. Is my company perceived as
being a good corporate citizen? Do they

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do the right thing? Do they
have a positive culture where I go in

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and I feel recognized and valued and
that people really respect me and trust me,

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and my manager shows me a concern
and praises my work. But then

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also, you know, there's these
other things too that do they share my

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values? So the things that are
important to me are those things that are

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equally important to my employer and to
the extent and I remember doing studies on

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this years ago, and it was
less than ten percent strongly agreed with the

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idea that their company's values are completely
consistent with their own. And the more

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that we can drive values alignment and
look to understand what aployees are concerned about,

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what do they care about, and
then tap our corporate social responsibility initiatives

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into those kinds of causes, then
we're going to get that stronger sense of

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pride value alignment and drive all kinds
of monetary value for the company that people

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aren't even thinking about right now,
I like, it sounds good to me.

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Now. One thing that I have
certainly become very attuned to in the

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twenty five years that I've done in
the human capital space is the immediate need

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for so many organizations to vastly overhaul
any practices and policies that touch a human

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beings, some really outdated stuff that
just squashes the spirit of people, you

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know, in terms of promotions,
how they get hired, how they're trained,

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you know, Oh, my gosh, so many things. So I

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was already in a campaign to urge
companies to revamp, to take a look

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at and revamp anything that related to
how they touch people. Do you have

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a perspective or anything you want to
share that or just even a couple of

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principles about what they might look at
to be able to advance and improve those

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policies. Well, maybe I'll say
something controversial. I don't know, but

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you know, that always makes for
an interesting show, right. I think

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one of the things that I'm sad
about in our workforce is that in many

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ways it seems like fear has become
sort of the dominant motion in the culture.

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That you know, I'm not saying
that we don't need to have,

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you know, regulations about what people
can do in the workplace, or you

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know what they can say and how
they can interact with their colleagues. But

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I think the scary part of it
is that you become so afraid and so

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00:28:37.720 --> 00:28:44.839
mistrusting other people because you're so afraid
of complimenting someone on their appearance or you

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00:28:44.880 --> 00:28:48.400
know, making an inappropriate joke or
saying something that you may not even know

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is inappropriate. But we are so
sensitive as a culture that I think what

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it's it's really taken away from is
that sense of camaraderie and trust. Now

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what's interesting about that is, you
know, we had talked I think in

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our last conversation offline about the labor
unions. Labor unions thrive when there's a

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00:29:08.359 --> 00:29:17.000
kind of an enmity between themselves and
management, but strong solidarity between themselves and

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00:29:17.000 --> 00:29:21.240
their co workers. So I trust
my coworkers. I don't trust my managers

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00:29:21.720 --> 00:29:26.440
well, because nobody trusts their coworkers. This has been something that has really

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00:29:26.680 --> 00:29:30.839
impacted the labor movement. And again, some people would say that's good,

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00:29:30.880 --> 00:29:33.839
some people would say that's bad.
But I don't think that you ever win

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00:29:34.200 --> 00:29:41.359
or get ahead by having a culture
of mistrust where you know you are afraid

397
00:29:41.440 --> 00:29:45.200
of your colleagues. You're afraid to
say the wrong thing. You're afraid somebody

398
00:29:45.279 --> 00:29:48.319
is going to throw you under the
bus. So I think again, we

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00:29:48.359 --> 00:29:52.799
need to find some balance where,
you know, people can build healthy friendships

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with their coworkers. Gallup, of
course, had that infamous question that everybody

401
00:30:00.480 --> 00:30:04.319
hates. I have a best friend
at work, and everybody, anybody who's

402
00:30:04.359 --> 00:30:08.799
worked with Gallup knows that question.
I defended that question for a lot of

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00:30:08.839 --> 00:30:12.559
my career. I'm glad I don't
have to continue to do so, but

404
00:30:12.680 --> 00:30:18.000
I could if I had to,
because I think what's interesting about it is

405
00:30:18.039 --> 00:30:22.200
that, you know, the data
show that we work more productively with people

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00:30:22.240 --> 00:30:26.480
that we like and have a close
relationship with, versus people that we feel

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00:30:26.559 --> 00:30:33.680
either dislike toward or indifference towards.
Now, nobody would question that, Nobody

408
00:30:33.680 --> 00:30:37.119
would say that that's wrong. I
know when I have customers and coworkers who

409
00:30:37.160 --> 00:30:41.960
asked me to go out of my
way and maybe give some discretionary effort that

410
00:30:41.039 --> 00:30:45.440
I might otherwise not have given.
If I like you, I'm much more

411
00:30:45.480 --> 00:30:48.759
willing to do that than if I
don't like you. And what's interesting also

412
00:30:48.960 --> 00:30:56.160
is that that question always correlated to
customer experience as well, and you think

413
00:30:56.200 --> 00:30:57.880
that, you know, how in
the world could that be. Well,

414
00:30:57.960 --> 00:31:03.799
I mean, people who like each
other step up and we'll train you and

415
00:31:03.880 --> 00:31:07.480
show you what you need to do
and give you tips and advice and step

416
00:31:07.519 --> 00:31:11.480
in for you. It has a
good impact on your customers and on productivity,

417
00:31:11.519 --> 00:31:17.079
which again feels counterintuitive to many because
you think if you're socializing with your

418
00:31:17.079 --> 00:31:21.599
coworkers too much, that it's taking
away from productivity, when actually you know

419
00:31:21.640 --> 00:31:26.079
it's contributing to productivity. So I
think how we think about these issues,

420
00:31:26.599 --> 00:31:30.839
you know, we've kind of swung
the pendulum, in my humble opinion,

421
00:31:30.400 --> 00:31:34.160
a bit too far, and I
don't think that people would disagree with that,

422
00:31:34.559 --> 00:31:37.519
but it's sort of like, what
do you do about it? Because

423
00:31:37.519 --> 00:31:41.599
people are just so litigious these days, and people don't want to get themselves

424
00:31:41.599 --> 00:31:45.720
into trouble. So we've got to
find some healthy solution to that. And

425
00:31:45.759 --> 00:31:48.960
how I would answer that is that
I think, you know, diversity on

426
00:31:49.720 --> 00:31:55.480
all these characteristics that we think about, but unity on values that we share

427
00:31:55.519 --> 00:31:59.640
the same values with one another,
regardless of what our ethnicity is, our

428
00:31:59.720 --> 00:32:04.960
gen sexual orientation, or any of
those sorts of things. I'll say them

429
00:32:04.960 --> 00:32:06.839
more about that when we come back
from the break, but that is a

430
00:32:06.880 --> 00:32:09.359
perfect way to put sentace to our
last break. I'm your host, doctor

431
00:32:09.359 --> 00:32:13.839
Elise Cortes. We've been on there
with doctor Rick Garlic the principle of a

432
00:32:13.839 --> 00:32:17.759
research based consultancy focused on enhancing the
brand, employee and customer experience and linking

433
00:32:17.799 --> 00:32:22.440
these strategies to improve business results.
We've been talking a bit about the state

434
00:32:22.480 --> 00:32:24.599
of business today. We'll talk a
little bit more about that and then finish

435
00:32:24.640 --> 00:32:28.880
the program talking about what we need
to see in leaders today. How can

436
00:32:28.920 --> 00:32:30.559
we develop the leaders that can actually
deal with what's in one of them today.

437
00:32:30.799 --> 00:32:35.000
Stay with us, We'll be right
back. Doctor Elise Cortes is a

438
00:32:35.000 --> 00:32:40.319
management consultant specializing in meaning and purpose
and inspirational speaker and author. She helps

439
00:32:40.359 --> 00:32:47.359
companies visioneer for greater purpose among stakeholders
and develop purpose inspired leadership and meaning infused

440
00:32:47.359 --> 00:32:53.599
cultures that elevate fulfillment, performance,
and commitment within the workforce. To learn

441
00:32:53.640 --> 00:32:58.799
more or to invite Elise to speak
to your organization, please visit her at

442
00:32:58.880 --> 00:33:02.960
Elisecortes dot com. Let's talk about
how to get your employees working on purpose.

443
00:33:10.160 --> 00:33:15.440
This is Working on Purpose with doctor
Elise Cortes. To reach our program

444
00:33:15.480 --> 00:33:21.039
today or open a conversation with Alise, send an email to a lease Alise

445
00:33:21.640 --> 00:33:29.480
at Elisecortes dot com. Now back
to working on Purpose. Thanks foresting with

446
00:33:29.519 --> 00:33:31.039
us, and welcome back to working
on Purpose. One of the bit of

447
00:33:31.119 --> 00:33:32.920
news that I want to share with
you before we get back on the program

448
00:33:32.960 --> 00:33:36.440
with Rick is I want to share
with you that an anthology that I've been

449
00:33:36.480 --> 00:33:38.720
curating for the last few years since
been released was August of last year.

450
00:33:39.079 --> 00:33:43.359
It's a collection of twenty five stories
from women across the globe who share their

451
00:33:43.400 --> 00:33:45.799
intimate details of finding their purpose and
what they're doing now to serve from.

452
00:33:45.799 --> 00:33:50.880
It is called Passionately Striving and Why, an anthology of women who persevere mindly

453
00:33:50.960 --> 00:33:52.920
to live their purpose. It's also
an Amazon I'm so proud of it,

454
00:33:52.960 --> 00:33:55.880
I could bust. And now I'm
out trooling the world to find men who

455
00:33:55.920 --> 00:33:59.000
want to share their stories. You
know, anyone who'd like to join us,

456
00:33:59.279 --> 00:34:01.839
reach out to me least lease quotest
dot com if you're just joining us

457
00:34:01.880 --> 00:34:06.039
now. My guest is doctor Rick
Garlic, who currently serves as Chief Research

458
00:34:06.119 --> 00:34:10.320
Officer for the Incentive Research Foundation,
where he oversees key employee motivation research initiatives

459
00:34:10.360 --> 00:34:14.280
that advance the science of the industry. I'm your host, doctor a Lease

460
00:34:14.360 --> 00:34:16.800
Cortes. So before we get back
into the bit about leadership here, I

461
00:34:16.880 --> 00:34:20.679
just wanted to finish a bit on
the last topic we were speaking about Rick,

462
00:34:21.079 --> 00:34:25.360
about HR practices and policies. I
would just offer to audiences, really

463
00:34:25.400 --> 00:34:30.000
take a look at how your practices
are actually focused on bringing out the best

464
00:34:30.039 --> 00:34:35.280
and nurturing your individual human being,
who is your employee, your team member,

465
00:34:35.360 --> 00:34:38.000
instead of what are you doing to
just make it more efficient for you

466
00:34:38.159 --> 00:34:42.760
the organization. That's all I would
put forth. So when you start thinking

467
00:34:42.800 --> 00:34:45.599
about so much of the engine really
grinds people, it doesn't actually help serve

468
00:34:45.639 --> 00:34:49.920
them to bring their best. There's
not a lot of flexibility. It really

469
00:34:50.000 --> 00:34:53.239
is this is our policy and there's
no human heartbeat in that. So that's

470
00:34:53.280 --> 00:34:58.239
all I would say about that great
point. I couldn't agree more at least.

471
00:34:58.519 --> 00:35:01.360
Okay, Greg, I knew we
were aligned. I'm in violent agreement

472
00:35:01.360 --> 00:35:06.880
with what you just said. Good, well, you know, I want

473
00:35:06.920 --> 00:35:09.039
to talk this last bit about the
leadership part of it, because let me

474
00:35:09.079 --> 00:35:13.679
just really acknowledge listeners and viewers.
If you are a leader today, this

475
00:35:13.760 --> 00:35:15.400
is not a fun time for you, right You are not having a good

476
00:35:15.400 --> 00:35:19.679
time. This is this is a
challenge at its highest height for you.

477
00:35:20.159 --> 00:35:23.079
And I certainly respect and appreciate,
and I'm here with you to hold your

478
00:35:23.079 --> 00:35:27.800
hand, and so is Rick.
So I want to first start by maybe

479
00:35:27.840 --> 00:35:30.760
talking Rick, if we can,
from your perspective, what kind of leader

480
00:35:30.800 --> 00:35:34.920
do you think we need in today's
times that's pandemic, this is the time

481
00:35:34.960 --> 00:35:37.679
when there's you know, high focus
on esg its sustainability. What kind of

482
00:35:37.760 --> 00:35:42.880
layer do we need today? Well, I think, to echo one of

483
00:35:42.960 --> 00:35:45.519
the points you just made a few
seconds ago, I think we've got to

484
00:35:45.559 --> 00:35:51.679
have people who, to use a
term for my academic days, have a

485
00:35:51.679 --> 00:35:54.519
certain degree of cognitive complexity. In
other words, they don't see the world

486
00:35:54.599 --> 00:35:59.559
in black and white, but they
see it and shade a great and they

487
00:35:59.639 --> 00:36:05.239
understand that there's not a one size
fits all approach to anything. And you

488
00:36:05.239 --> 00:36:07.400
know, I just did a study
with the Incentive Research Foundation you mentioned that

489
00:36:07.880 --> 00:36:14.039
looked at how people like to be
rewarded and recognized the work. And what

490
00:36:14.079 --> 00:36:16.440
we would find is that there are
certain people that what they love the most,

491
00:36:16.920 --> 00:36:20.800
other people hate the most. So, like someone like myself, I

492
00:36:20.840 --> 00:36:23.840
love to be on a stage and
I love to be publicly acknowledged other people.

493
00:36:23.960 --> 00:36:29.320
That's a tantamount to death right,
not that at all, And so

494
00:36:29.639 --> 00:36:32.039
understanding that everybody's an individual. And
one of the things that I love that

495
00:36:32.119 --> 00:36:37.440
Gallup used to teach is the whole
idea of defining the outcomes that you want

496
00:36:37.480 --> 00:36:42.880
to achieve and then allowing people to
find their own path on how to get

497
00:36:42.880 --> 00:36:45.719
there. So I've worked for leaders, and you know, and I've liked

498
00:36:45.760 --> 00:36:49.840
these people personally, but you know, again sort of coming from the perspective

499
00:36:49.880 --> 00:36:54.840
I come from your sort of internally
screaming that they have a process that worked

500
00:36:54.880 --> 00:37:01.159
for them to get them to where
they succeed and found themselves at a certain

501
00:37:01.239 --> 00:37:06.639
level of influence over others. And
they believe that because this path work for

502
00:37:06.719 --> 00:37:12.280
them, it will work the same
for everyone, and not everyone works the

503
00:37:12.320 --> 00:37:17.159
same way. And there has to
be this ability to understand what the talents

504
00:37:17.199 --> 00:37:22.960
are, the unique abilities that people
bring to the workforce and maximize those.

505
00:37:22.360 --> 00:37:27.519
So, for example, you know, I will never be like a great

506
00:37:27.599 --> 00:37:31.199
proofreader. You know, if if
I were hired to proof read documents for

507
00:37:31.239 --> 00:37:36.039
a living, I would take twice
as long and make twice as many mistakes,

508
00:37:36.119 --> 00:37:38.000
right, Yeah, And you know, it's one of those things that

509
00:37:38.000 --> 00:37:42.840
that's just not my gift. I'm
not a detail oriented person. But there

510
00:37:42.880 --> 00:37:46.519
are other people that have just this
amazing ability. My wife, she can

511
00:37:46.559 --> 00:37:51.599
watch a movie and she can remember
the smallest detail that she sees in that

512
00:37:51.679 --> 00:37:55.920
movie, and it's absolutely amazing to
me. And that the whole idea of

513
00:37:57.159 --> 00:38:01.639
being able to leverage people's talents and
the mostffective way is recognizing we're all in

514
00:38:01.639 --> 00:38:06.800
individuals, we all bring something unique. And it's this whole notion that Gallop

515
00:38:06.880 --> 00:38:10.199
is promoted about strengths based leadership,
the idea that we need to find out

516
00:38:10.199 --> 00:38:15.159
what people are good at and not
have them spending a lot of time on

517
00:38:15.239 --> 00:38:17.960
things that they're not so great at. You know. Like again, my

518
00:38:19.079 --> 00:38:22.960
last company had me spending a lot
of my time doing PowerPoint reports, and

519
00:38:23.039 --> 00:38:25.920
you know, I got a lot
better, but that wasn't something I was

520
00:38:27.000 --> 00:38:30.440
great at. And I thought,
point, there's so many other things I'd

521
00:38:30.559 --> 00:38:34.960
rather be doing than doing PowerPoint dex. You know, even though this is

522
00:38:35.000 --> 00:38:37.599
something that was sort of in the
role that I had, so finding what

523
00:38:37.639 --> 00:38:43.159
people do well, putting them in
there, and just understanding one size did

524
00:38:43.199 --> 00:38:45.159
not fit all in anything. And
by the way, this is something that

525
00:38:45.559 --> 00:38:50.400
millennials, who we spend so much
time talking and thinking about. One of

526
00:38:50.400 --> 00:38:54.840
the things about millennials is that they
love, they thrive on flexibility. Flexibility.

527
00:38:54.880 --> 00:39:00.519
If there's a word to describe the
millennial, it's flexibility. They don't

528
00:39:00.559 --> 00:39:02.239
want to be the same as everybody
else, they don't want to be treated

529
00:39:02.280 --> 00:39:06.960
the same as anyone else. And
the good leader, the talented leader,

530
00:39:07.559 --> 00:39:13.599
recognizes that and is able to make
those mental adjustments and adapt to different people's

531
00:39:13.800 --> 00:39:17.599
personal styles and bring out the best
of individuals even though they may not fit

532
00:39:17.639 --> 00:39:23.320
the cookie cutter mole that at one
time we would have demanded in corporate America.

533
00:39:25.440 --> 00:39:30.000
Such interesting stuff so much there,
So you meant, there's quite that

534
00:39:30.039 --> 00:39:30.960
you just gave us there. But
I want to make sure if there's anything

535
00:39:30.960 --> 00:39:34.960
else you could think of in the
way of like competencings or skills that you

536
00:39:35.079 --> 00:39:38.159
think that today's leader just really is
best served to have. Yeah, you

537
00:39:38.199 --> 00:39:42.320
know again, skills was always a
bit of a dirty word to me,

538
00:39:42.800 --> 00:39:46.639
because skills was something that you could
always learn skills, but what you couldn't

539
00:39:46.679 --> 00:39:52.440
learn was talent. So you had
to have certain talent. And then if

540
00:39:52.480 --> 00:39:54.400
you brought people in who didn't have
the background, if they had the right

541
00:39:54.440 --> 00:39:59.840
talents, they could learn the skills. So I'll just say, what talents

542
00:39:59.880 --> 00:40:04.480
do people need? I think people
need? And these are not always thought

543
00:40:04.519 --> 00:40:08.880
of his talents, but that notion
of being able to see those subtle nuances,

544
00:40:08.920 --> 00:40:15.679
those shades of gray and understand that
yesterday's situation may require a different solution

545
00:40:15.800 --> 00:40:21.320
than today's and tomorrow's. And the
ability almost to spend in a dime.

546
00:40:21.440 --> 00:40:25.119
I think probably the least inspiring word
I ever heard from a leader, and

547
00:40:25.360 --> 00:40:30.119
I won't say the company, but
I remember him getting up and always saying,

548
00:40:30.400 --> 00:40:34.000
let's stay the course. You know, we were successful last year doing

549
00:40:34.000 --> 00:40:37.239
this, and we're just going to
stay the course for the future. And

550
00:40:37.280 --> 00:40:39.119
I think that if you stay the
course, it's just kind of a formula

551
00:40:39.159 --> 00:40:45.039
for disaster. I remember again my
last year at Gallup. I remember Jim

552
00:40:45.079 --> 00:40:49.920
Clifton, who was the CEO of
Gallop at the time, talking about the

553
00:40:49.960 --> 00:40:54.480
successful year we had had the year
before, and every metric of success Gallup

554
00:40:54.519 --> 00:41:00.280
had a great year in nineteen ninety
nine, and so he had everybody give

555
00:41:00.320 --> 00:41:04.840
themselves a hand. He says,
Okay, as of today, I'm blowing

556
00:41:04.880 --> 00:41:07.280
all this up and I'm starting from
scratch. Why would I do that?

557
00:41:07.440 --> 00:41:10.599
And he laid out the course,
and I thought, wow, this is

558
00:41:10.679 --> 00:41:15.960
really great leadership, you know,
because he's not relying on what's happened before,

559
00:41:15.039 --> 00:41:17.800
but he's seeing the tea leaves,
he's seeing, you know, where

560
00:41:17.800 --> 00:41:22.320
the ball is going down the field, and he's getting the position to adapt

561
00:41:22.360 --> 00:41:25.440
for So those are the qualities in
my mind of being a great leader.

562
00:41:27.079 --> 00:41:30.599
That's great and perfectly lines me up
for the next question I want to ask

563
00:41:30.599 --> 00:41:35.159
you, Rick. So I really
focused on this notion of where we are

564
00:41:35.159 --> 00:41:37.840
today as leaders, and so I'm
curious about your perspective of what made for

565
00:41:37.920 --> 00:41:43.199
effective leaders, say ten years ago
versus today. Well, again, I

566
00:41:43.239 --> 00:41:46.000
think that and again I don't mean
to be unkind, but you're asking me

567
00:41:46.039 --> 00:41:50.719
direct questions, so I'm giving you
direct answers. I think that one of

568
00:41:50.800 --> 00:41:54.280
the things that people look for in
leaders ten years ago, they look for

569
00:41:54.320 --> 00:41:59.719
people who could really manage the bottom
line effectively. So you know, I

570
00:41:59.719 --> 00:42:02.480
mean basically, and again, not
picking on these people because I love them,

571
00:42:02.719 --> 00:42:07.920
but most of the CEOs came from
either a finance background, an operations

572
00:42:07.960 --> 00:42:13.360
background, or possibly a legal background. Those were the three categories that people

573
00:42:13.920 --> 00:42:16.719
hired from that pool to pick their
next CEO. And again, these people

574
00:42:16.719 --> 00:42:22.119
are great and they're very successful in
many ways. But I always found that

575
00:42:22.320 --> 00:42:29.719
people came from a marketing background made
great CEOs insofar as that they're thinking about

576
00:42:29.800 --> 00:42:34.239
customer needs, they're thinking about their
employees' needs, and they're always looking for

577
00:42:34.280 --> 00:42:37.400
that next big thing. And so
you know, again a different type of

578
00:42:37.480 --> 00:42:44.079
mindset is required today, and you
read about these people when you read books

579
00:42:44.199 --> 00:42:47.719
on successful companies, there are people
who came in you know, maybe not

580
00:42:47.880 --> 00:42:52.039
so they didn't have that operational kind
of how many beds, heads and beds

581
00:42:52.039 --> 00:42:55.159
can you put on? And how
many widgets can you sell at the cheapest

582
00:42:55.199 --> 00:43:00.760
price, But they really focused on
a bigger picture, believing, believing that

583
00:43:00.840 --> 00:43:08.039
whole idea that engage motivated, proud
employees, purposeful employees drove value beyond what

584
00:43:08.119 --> 00:43:14.840
you could do by simply trying to
manage that bottom line, biggest profits at

585
00:43:14.880 --> 00:43:20.239
the lowest costs. So I think
that's my answer to that question. It's

586
00:43:20.280 --> 00:43:23.920
just I think a different approach to
leadership and even a different type of individual

587
00:43:24.039 --> 00:43:31.119
that we might think about moving forward. I really appreciate it to distinguished yesteryear

588
00:43:31.199 --> 00:43:35.280
and today. I would sprinkle in
a few things that I found to be

589
00:43:35.360 --> 00:43:38.159
really really critical to be effective leaders
to any one is you got to be

590
00:43:38.199 --> 00:43:42.360
able to be able to inspire people, to be able to reach beyond what

591
00:43:42.400 --> 00:43:45.239
you think they can do. You
need emotional intelligence to do that, and

592
00:43:45.400 --> 00:43:47.880
oftentimes, to your point of marketing, you need to be a pretty good

593
00:43:47.920 --> 00:43:51.840
storyteller. By that, I mean
to be able to tell the story why

594
00:43:51.880 --> 00:43:53.639
does the company exist? And how
are they serving the world? How are

595
00:43:53.639 --> 00:43:57.880
they making things better? People are
wired to hear those stories, right,

596
00:43:57.920 --> 00:44:01.320
So a good communicator who can can
why the company is important, how this

597
00:44:01.360 --> 00:44:07.360
person's work is makes this the company
actually home beautiful. Right. So that's

598
00:44:07.360 --> 00:44:08.760
still back. You know, I
can't help the rick, right, I'm

599
00:44:08.800 --> 00:44:12.639
always got to seeing the praises of
meaning and purpose. That's just it's my

600
00:44:12.719 --> 00:44:15.440
jam, as you should. As
you should, and you know, again,

601
00:44:15.599 --> 00:44:20.440
I work with a lot of CEOs
who come from the very backgrounds I

602
00:44:20.519 --> 00:44:23.800
just referenced, and you know they're
wonderful people, but they have a talent.

603
00:44:24.039 --> 00:44:28.800
They have a lot of talent at
being great managers. I think that

604
00:44:28.840 --> 00:44:32.239
there's a difference between being a manager
and a leader. That's not to say,

605
00:44:32.920 --> 00:44:37.920
yeah, that's not to say that
people, any anyone from any background

606
00:44:38.039 --> 00:44:45.119
can't be an inspirational leader. I
literally I was a keynote speaker at an

607
00:44:45.119 --> 00:44:50.039
event, the regional conference for the
World conference actually for Carlson Hotels back in

608
00:44:50.039 --> 00:44:53.039
the day, and I saw the
CEO literally at this bank would jump to

609
00:44:53.079 --> 00:44:59.320
save someone's life. Wow, and
who was having an epileptic seizure at great

610
00:44:59.400 --> 00:45:02.039
risk to him. And I just
thought, Wow, there's a guy who

611
00:45:02.079 --> 00:45:06.920
really understands serve and leadership. And
he had a law background. So I

612
00:45:06.960 --> 00:45:09.119
mean, very impressive. I mean, there are some very impressive people out

613
00:45:09.119 --> 00:45:14.079
there. There's so much poky as
well. So Rick, we've done it.

614
00:45:14.119 --> 00:45:16.119
We managed to go through almost hour
together at the end of the show

615
00:45:16.159 --> 00:45:19.480
that you know, the show is
listener to why people around the world who

616
00:45:19.559 --> 00:45:22.679
want to make the workplaces someplace where
people actually want to come and thrive,

617
00:45:22.079 --> 00:45:25.440
we create those integration leaders that bring
them to their best and we do business

618
00:45:25.559 --> 00:45:29.360
better better in the world. What
would you like to leave them with today?

619
00:45:30.360 --> 00:45:35.039
Well, again, I think it's
thinking differently, listening to people like

620
00:45:35.079 --> 00:45:39.599
yourself, you know who are are
are great champions and ambassadors for the whole

621
00:45:39.639 --> 00:45:45.199
idea of the critical importance of things
like purpose and workplace pride and pride in

622
00:45:45.239 --> 00:45:51.760
one's company as being just as important
as operational efficiency. And if there's one

623
00:45:51.800 --> 00:45:54.639
thing I can leave the audience with, it's understanding that we're human beings.

624
00:45:54.639 --> 00:46:00.639
We're not robots, and even in
manufacturing environments, you know, there's so

625
00:46:00.760 --> 00:46:02.920
much more of that human element that
we're just not simply pushing a button.

626
00:46:04.280 --> 00:46:08.519
But we bring hopes and dreams and
aspirations and goals and values, and those

627
00:46:08.519 --> 00:46:14.039
things sometimes get messy and we don't
necessarily understand how to always address them.

628
00:46:14.480 --> 00:46:17.960
But to the extent that we can
do that successfully, and like you said,

629
00:46:19.000 --> 00:46:21.840
you know you're ready to help them. I'm ready to help them and

630
00:46:22.280 --> 00:46:25.800
other people to get a vision for
this. I think the extent that you

631
00:46:25.840 --> 00:46:30.360
can do that that that's what you
need in today's modern workforce to be successful.

632
00:46:31.639 --> 00:46:36.039
Fantastic Wedness to show thank you so
much for joining us. I really

633
00:46:36.039 --> 00:46:37.119
appreciate that. It's great to know
you. Great to have you in my

634
00:46:37.159 --> 00:46:40.079
life and great to share you with
my listeners. What a pleasure, and

635
00:46:40.159 --> 00:46:44.159
let's do it again. We'll do
You can run, but you can hide

636
00:46:44.159 --> 00:46:46.280
for me. I don't want to. Okay, good, Well, I'm

637
00:46:46.280 --> 00:46:50.480
pretty fast too, So listeners a
viewer if you will. If you want

638
00:46:50.480 --> 00:46:52.880
to learn more about doctor Garlick or
the work that he does his numerous articles,

639
00:46:53.199 --> 00:46:57.119
start by going to LinkedIn and finding
him there is. His name is

640
00:46:57.199 --> 00:47:00.639
Rick riic K. His last name
is g r Lk. You can message

641
00:47:00.719 --> 00:47:04.679
him or connect with him. Last
week, if you missed the live show,

642
00:47:04.719 --> 00:47:07.719
you can always catch it via recorded
podcast. We are on here with

643
00:47:07.760 --> 00:47:12.360
Melanie Pum talking about her book Detox, Managing insecurity in the workplace and how

644
00:47:12.440 --> 00:47:15.480
leaders can create healthy cultures built in
psychological safety. Next week will be on

645
00:47:15.519 --> 00:47:20.639
the air with Chris King talking about
the work he does helping teams achieve impossible

646
00:47:20.679 --> 00:47:22.599
work through flow. See you there. Remember that works at least a third

647
00:47:22.599 --> 00:47:28.400
of our life. So let's work
on Purpose. We hope you've enjoyed this

648
00:47:28.440 --> 00:47:32.000
week's program. Be sure to tune
in to Working on Purpose featuring your host,

649
00:47:32.079 --> 00:47:37.440
doctor Elise Cortes, each week on
the Voice America Empowerment Channel. Together,

650
00:47:37.760 --> 00:47:45.199
we'll create a world where business operates
conscientiously, Leadership inspires impassioned performance,

651
00:47:45.599 --> 00:47:50.000
and employees are fulfilled in work that
provides the meaning and purpose they crave.

652
00:47:50.719 --> 00:47:52.320
See you there, Let's work on
purpose.