The New Frontier: Leading Virtual Teams to Success

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

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

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

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

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

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

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Working on purpose. Now. Here
is your host, doctor Elise Cortez.

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Welcome back to the Working on Purpose
Program. Thanks for tuning in again this

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week. I'm your host, doctor
Elis Cortez, joining you live from Dallas,

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which is home base for me.
If you don't know me yet,

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I'm a management consultant specializing in meaning
and purpose, organizational auto therapist, inspirational

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speaker, social scientist, and author. My team and I help companies discover

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and articulate their purpose to throw at
culture and operations. We work with forward

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thinking or forward reaching organizations to develop
inspirational leaders who create cultures where people actually

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want to come to work and do
their best. And we provide programs like

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to Grab Your guster that enable individual
team members to discover and unleash their passionate

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purpose at work to catalyze fulfilment,
engagement, and productivity. Can learn more

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about us and now we can work
together at at least Cortez dot com.

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With us today is Katherine Metiski,
a leading global business educator and authored with

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thirty years of experience across industries including
banking, insurance, pharmaceutical, biotechnology,

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and retail. She's the founder of
TPC, the performance company and international training

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and consulting ortization that has worked with
Fortune one hundred companies around the world.

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She's the author of more than thirty
books, and the one we'll be talking

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about today is Leading Virtual Teams Managing
from a Distance during the Coronavirus. We'll

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be talking about her perspective of what's
happening in the world of business today and

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how leaders and the workforce need to
evolve their skills to be productive and connected

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in today's virtual world. Joined us
today from Melbourne, Australia, where it's

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it's the next day for her in
the morning and the evening for me the

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previous day. She's sixteen hours ahead. Catherine, I, hearty, Welcome

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to working on purpose. Thanks for
having me. It's delightful. I'm so

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grateful that you were willing to be
caught. We have to tell the listeners

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and viewers of just how we met. It's a fun story. So I

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have a client here in Dallas,
Catherine, and she's really quite resistant to

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the notion of virtual teams and has
had a really hard time with it during

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the pandemic. And she knows that
I host this radio show, and she

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knows I'm a voracious reader and she's
not. So she picked up your gorgeous

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book here, this one leading Virtual
Teams, and she said, Alise,

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read this book, tell me what
it says. So I did. I

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read the book, and then of
course I promptly reached out to you and

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your team and I said, I
think you should come on my show.

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And that is how we met.
And she knows that we're speaking today.

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So thank you for being willing to
say yes. So what did you say

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to her after you read it?
Did you go back to her? I

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told her, I said, I
told her, said, there's all kinds

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of amazing things in here. One
you have to read the book. Let's

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get something for all of the team
members. So we're doing that, so

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socializing your work to the team that
way as well. So yes, well

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that'll be interesting to see what happens. Yes, you know, because that's

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one of those examples of somebody who
really doesn't really has been very reticent to

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adopt a virtual or remote model,
doesn't doesn't believe that it works. Well,

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you know, there's some trust in
there, which we're going to talk

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about a bit later, so you
know, but in order for her to

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be really competitive and viable in today's
workforce, it's kind of a necessary thing.

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So very glad we met. Yeah, absolutely, And there's a lot

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of people that are still hesitant.
And you know, when I wrote the

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book, which was right at the
beginning of the pandemic, I expected people

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to be hesitant because it was new. It's a new thing for a lot

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of people. Fast forward to now, it's amazing how people still haven't kind

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of come to grips with it,
even though we've been doing it for a

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long time. So I would have
thought that people would have made that shift.

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But there's so many people that are
still hesited, which is like the

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person that you've been working with.
Yeah, and so what I'm seeing Katherine

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with some of the clients that I'm
working with is they want people to come

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back to the office. But a
lot of people have said, gosh,

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my life works better when I work
at least a few days remotely. And

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so it's really interesting. All the
more reason that I had to have you

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on, Katherine, because the show
is really about creating workplaces where people actually

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want to come to work and do
their best. So this has become quite

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an interesting trend to pay attention to. And to the point that I really

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appreciate about your book is you really
really give some real meat in your book

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about what does a leader need to
do to develop herself for himself to be

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able to lead effectively in this kind
of a virtual world, and what does

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the team need to do. So
really kudos Katherine. Clearly you are an

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educator, There's no doubt about it. I'm convinced it's beautiful. I think

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the key thing that you said there
was where people want to come to work

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to do their best. And I
think in the the old days, which

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was pre pandemic, which I called
the old world, coming to work was

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just that getting on a train,
getting on a bus, getting a new

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car, getting on a bike,
and coming to work, and work was

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a place of geography. The pandemic
has taught so many business owners that now

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geography is not actually in the game. Coming to work doesn't mean having to

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shift your body from one geography to
another. And there's a lot of people

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that are stuck in that because when
we take that apart, the old way

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was you need to show up by
eight thirty in the morning, then I

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know you're at work. And now
at eight thirty in the morning, as

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a leader, I don't really know
whether you're doing the washing or working,

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or watching TV or just sleeping.
I don't really know. That accountability piece

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has shifted from the clock and geography
individuals, and I think that's challenging for

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a lot of leaders. And it's
challenging for a lot of people as well

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who are kind of transitioning now into
back into the office or some hybrid or

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virtual model. Which is why your
work is so important, Characuin, because

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you really are teaching the delta of
what people need to learn and adopt in

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order to be successful and fruitful in
that kind of new environment. And I

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don't know if you saw this or
not, but I'm sure you did based

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on the work that you do.
But when the Great Resignation started to become

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a surface deal, and of course
with one of the professors or the professor

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that was had sort of forecast that
said that this is this phenomen is going

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to happen, and it's going to
illustrate how unnatural it is that we do

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our work today just what you said, getting yourself into a car, into

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a train or whatever, to get
yourself to and off a substance away,

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etc. And I'm as a social
scientist, I'm fascinated to understand how this

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will continue to evolve our society and
the way that we do our work.

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I think a lot of people are
making a lot of individual decisions now,

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and that's really undepending the Great Resignation
because they're saying, you want me to

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do what you want me to go
back to the office. Oh no,

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my life is sweet here. I
now have all this extra time that I'm

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not in traffic and not on public
transport, and now I can reinvest that

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time in my life and things about
that I care. And so that personal

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peace has now become a part of
work that was potentially not a part,

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because that personal piece was part between
seven in the morning and six at night,

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there was no personal piece. You
ran out at lunchtime and did some

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pay a bill or do whatever you
needed to do. Not that that happens

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anymore because everything's done online, but
at lunchtime was your personal peace. But

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now that piece is now infiltrated into
your day. So it is a big

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change. And if people think that
it's not a change, they're kind of

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nut speak because it's a whole different
way of working. And I think the

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worst thing that senior leaders and business
owners can do is to force people what

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they consider back to work. That
whole notion of going back feels like I'm

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going back in time. The strategy
to move forward, I'm not going back

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to work. It's like, what
does the new workplace look like? Let's

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move there, because then we can
collaborate with people and say, Okay,

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what do you care about? Some
people really care about the watercooler chats,

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having coffee with their friends at work, having coffee with their team. And

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some people couldn't get less. They
go the last thing I want to do

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is have lunch with my team because
maybe I don't like them, maybe I

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just don't need to do that.
Whatever it is, it's about moving forward

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to craft a new workplace, and
that new workplace for some organizations will be

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abulous, and for others, they'll
always long for the back to work.

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They'll always long for that. And
I was talking to a group of CEOs

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the other day and one of the
things that one of the CEOs said was,

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and this is kind of the bottom, he said, workplace culture is

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only let me get this right.
Workplace culture is only possible when you are

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in the office. Well, I
wanted to melt, and I well,

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that's not really what I wanted to
do. I wanted to explode. Actually,

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because having written that book of leading
virtual Teams that simply came from a

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place of I've been running my business
virtually since two thousand and six, before

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all of the technology was in there. I said, you know what,

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I don't need to have groups of
people in offices. I don't need that.

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Let's do this differently. And it
has become my greatest, unique selling

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point of my business. It is
the secret source to my business because I

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have people around the world. That
means we operate twenty four hours a day.

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That means we can do projects three
times as quick as someone with an

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office. Oh my goodness, well, it's amazing. I just got that

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right. So if you have a
twenty four hour team, think of project

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timelines, think of productivity, think
of efficiency. That's the world that I

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live in. So me here in
this CEO say you can't have corporate culture

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unless people are in the office having
coffee around the water cooler. I just

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wanted to explode. And the reason
why he thought that was because he values

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face to face in person, same
geography conversations. For me, as a

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business owner, I value face to
face conversations, but they don't have to

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be in the same room. I've
spend my whole day on Zoom. I

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spend my day on Slack with my
team and we chat like a thousand messages

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a day. We have a culture. A culture is just a group of

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people coming together and doing stuff.
Right. So culture just is there.

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Whether it's good or bad, or
optimal or not, it's just there.

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It forms in any group of people, family, friends, work, whatever

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it is. And we have a
culture that is virtual. It doesn't make

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us say, well, I'm not
going to talk to my team for three

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months because they're they're in Europe,
or they're in America, or they're somewhere

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else, there's no us in them. It's just us together. So it

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is a big change for many people
who have got on their train, got

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on their bus, got in their
car, driven to work, clocked in,

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clocked. And unless you are making
physical stuff, in manufacturing or distributing

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physical stuff like Amazon, Walmart,
whatever, then I would question if your

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businesses is an office where people are
coming to a space but not actually manufacturing

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anything or doing anything physical, then
I would question why do you need that

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office. I think the point you
just made there about twenty four seven,

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you know, productivity a fatis and
get just a few CEOs and a FEWS

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chief operating officers. I don't know
what's going to do it right? That

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was that was gold right there.
But let's get a little bit deeper on

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this matther Katherine, you have a
very interesting vantage point in the work that

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you do, and I'm interested to
hear you know. This whole great resignation

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thing is fascinating and love your perspective
on more of what you think is fueling

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that. I think there's a lot
of things and a lot of being about

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it. You know, people are
bored, they just want to change.

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There's a lot of money out there. You know, people are getting signed

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on bonuses all sorts of things,
and they go, what do I really

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want? And I think that's been
the great level of the pandemic. But

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people can say what do I really
want? Hang on? You know.

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I'm especially parents with kids who are
homeschooling, and then they say what is

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it that I want in life?
And it's about saying what are my goals?

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And I asked the question. I've
been doing a lot of work with

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corporations on my new piece around in
a Genius, and I've been asking the

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question what's your goal? And people
people are very proper and kind and they

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say, oh, all my goal
is to be, you know, go

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up a level in work and maybe
buy house or do whatever whatever. And

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then I asked them the question,
what's your impossible goal? And then sit

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back and they go, you know
what, this is what I'd really love

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to do. And then they start
talking about their impossible, impossible goal.

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Oh, I'd love to be in
Spain on an island doing whatever. And

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I go, Okay, now we're
really getting there. And I think people

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are now giving themselves that liberty to
think about themselves, whereas before we were

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like little you know ax workers in
forests, chopping down trees, chopping down

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trees, chopping down trees. We
didn't know if that axe was blunt or

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whether it was sharp. We didn't
know if we were in the right forest.

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We didn't know if that was the
right tree. We were just doing

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the doing, the doing, the
doing, And that's how many people were

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kind of on this run of life, just doing, doing, doing.

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Pandemic comes and you can't do all
those things anymore. So you stop,

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and all of a sudden Netflix becomes
incredibly appealing, and you go, what

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am I doing? I go to
work at home, I'm still at home.

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I look at my family. I
look at my husband, my partner,

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my wife. Wow, that's pretty
dull. What about me? And

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I think that if you really bring
it back, that great resignation is the

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what about me? And that's why
people are making the shift. You know,

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I can earn more money, I
can do this, I can do

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that, I can have a bit
more what we used to call balance comes

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from that place. And if employers
are not on that bus of that wavelengths,

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wow, what a missed opportunity,
because then you end up employing,

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you know, into roles with people
who don't quite fit or who are not

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quite skilled enough. Your training budget
goes through the roof, and then you're

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getting this substandard labor in or you
have to hire at such a higher price

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because you are doing that, and
then you say, wow, my business

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can't sustain that. So listening to
what's going on and reading the tea leaves

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has got to be the news skill
for business leaders, well said Katherine,

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probably want to take us into our
first break as well. I'm your host,

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doctor Elias Cortez. We were on
the air with Katherine Metiski. She's

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a leading global business educator and author
with thirty years of experience across the industries

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including banking, insurance, pharmaceutical,
biotechnology, in retail. She's the founder

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of TPC The Performance Company, an
international training and consulting organization that has worked

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with Fortune one hundred companies around the
world. We've been talking a bit about

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her perspective of what's happening with the
world of work and virtual virtual virtual work.

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After the break, we're going to
talk more about her perspective on how

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the new world requires managers and team
members to elevate their their skills in virtual

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work environment. Stay with us we'll
be right back. Doctor release Cortez is

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a management consultant specializing in meaning and
purpose and inspirational speaker and author. She

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helps companies visioneer for greater purpose among
stakeholders and develop purpose inspired leadership and meaning

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infused cultures that elevate fulfillment, performance, and commitment within the workforce. To

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learn more or to invite a lease
to speak to your organization, please visit

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her at Elise Cortez dot com.
Let's talk about how to get your employees

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working on purpose. This is working
on Purpose with doctor Elise Cortez. To

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reach our program today or open a
conversation with Elise, send an email to

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Elise Alis at Elise Cortez dot com. Now back to working on Purpose.

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Thanks for staying with us. Before
we get back to in the program,

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let me invite you to check out
the book that I wrote sometime ago,

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Purpose Ignited. How Inspiring Leaders ignite
Passionate, elevate Cause. It's on Amazon.

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I wrote the book to awaken leaders
to their passion and their purpose and

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turn them into inspirational leaders that can
actually create a workplace where people actually want

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to come to work and do their
best. It's also what I use to

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do my bially Inspired leadership program as
well the Grab Your Gusto programs if you're

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just during the program today. My
guest is Katherine Metiski. She's a leading

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global business educator and author for thirty
years of experience across industries including banking,

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insurance, pharmaceutical, biotechnology, in
retail. She's also the author of Leading

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Virtual Teams, which we're talking about
today. So from here, Katherine,

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I want to talk more about that
sort of this new world that we find

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ourselves in what you sort of reference
before. And I really get this idea

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that we've been whether we knew it
or not, we've been kicked upstairs,

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right we have. It's a whole
new realm out there. And to be

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successful and I think really also fulfilled, we need to be able to learn

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new skills as team members as well
as leaders. And I love by the

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way that you fast tracked this book
to be able to serve more people during

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the pandemic. That's so commendable.
So your perspective on being kicked upstairs,

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what are you think about that?
Well? I think that for many people,

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the geography of the local workplace,
which is you know, everyone together

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enables people to walk past each other, acknowledge them and think that that's connection,

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and go to meetings and sitting in
the same room and think that that's

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connection. When you move to a
virtual or a hybrid environment, I think

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the first thing to do to you
know, maybe look in the mirror and

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say, how do I connect to
my team, to my peers and to

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senior leaders, and really analyze that
as the first step. Because I talked

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to so many people and they say. One person said to me, I

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haven't heard from my manager in two
months, not an email, nothing,

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And someone else said to me that
their team members emailed them and said,

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while we're working from home, is
it your expectation that we should still work

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on projects? And do we still
have to meet those original deadlines or is

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all of that on hold? So
those kind of basic frameworks need to be

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in place, and the first thing
is connect with people. Forget about everything

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else. It's just like maybe have
a coffee, a virtual coffee with people

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on your team with no agenda,
just chat, and so the whole notion

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of the virtual workplace, it's very
easy to lose the connection. So I

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think that's the first piece of it. You have a piece that really comes

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to my mind that I am hearing
from some of the clients that I've been

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working with here. It's what I
like to call the elephant in the room,

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and you alluded to it in the
very beginning of the show, Catherine,

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is that I think that for many
leaders there's a concert of well,

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if I can't see you, how
can I trust that you're actually doing work,

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that you're not actually out in the
backyard playing with your kids, or

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am all in your line or whatever
you're doing. And that seems to be

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a real issue for leaders to grapple
with a document. Yeah. Well,

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I was working with the CEO and
she said, I want all my people

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back to work. And she said
the reason for it was that people she

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had a manufacturing facility, she had
a distribution facility, and an office facility.

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And she said it's not fair for
the office people to stay at home

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while the manufacturing and the distribution people
had to come back into their workplaces.

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And I said, why is that
not fair? And after about fifteen minutes

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of me asking very high impact questions
to her, she sat back and she

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said, I don't trust them.
And I said, okay, let's talk

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about that. So you trust them
when they're in the office. Their body

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might be there, but their mind
is goodness knows where, but you don't

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trust them when they're at home.
So it's around a few things. Firstly,

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it's around the people themselves. What
is it about those people that you

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don't trust? Let's call it what
it is, and where did that not

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that lack of trust not come from? So generally, if I think of

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the trust bank account, you know, it gets credited when people do what

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they say they're going to do,
they are consistent and with their commitments and

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so on and so forth, and
it gets debited when they say, yes,

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I'll get that to you at least
by Tuesday, and it comes in

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Thursday or or on Thursday you say, hey, Katherine, where is it

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that trust account gets So it's coming
back to the root cause of why don't

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you trust them? Is it because
people have been late to zoom calls and

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then they say, oh, I
had to get the kids doing this,

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or I had I was doing washing
or whatever I was doing. That trust

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account has gone down. So it's
how to remedy that. So that's the

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first thing to kind of let's call
it what it is. And so if

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it's the trust issue, let's work
on that. If it's a system's issue,

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which it may be because maybe people
don't have the systems really in place

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to do that, let's do something
about that. What is the technology that

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supports people? You know, a
simple thing. It's like, we have

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a problem in my company around version
control, and it's like someone will put

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something onto the server and then someone
else is doing something else, and then

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all of a sudden there's a version
clash. And so over the many years

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that we've been working in virtual we're
all the version police. It's like,

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I don't care if it's version thirty
two, but just make sure the next

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one's version thirty three. You know, the systems of processes and ways of

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working in place, so that could
be the issue as well. Find out

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what the issue is and don't be
afraid of the issue. The issue is

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just the issue. You know,
if you weren't making sales or the marketing

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wasn't working, you dig deep into
it. But because this is a people

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issue, people go work. I
can't go there, you know, oh

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I might get in trouble. It
might end up being a diversity, equity,

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inclusion and belonging issue, and I
don't want that, you know.

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So it's like there's a bit of
fear around it because you're dealing with people,

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and so it's really getting underneath that
and then saying to people like for

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me, I say in our interviews, I say I don't care when you

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work in the day, and people
go, oh, yes you do,

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Catherine, I go, actually,
no, I don't. If you want

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to go shopping for the afternoon and
you're projects allow you to do that,

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like miss a deadline, and that's
it in our company. But if your

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projects allow you to have half a
day off for shopping and then you want

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to come back and work from seven
pm until eleven pm, knock yourself out.

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Where adults, I don't need to
be doing adult daycare from a certain

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time to a certain time. That's
not what my business is about. My

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business is about how can we be
more productive? And because we're working globally,

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it's very often like I have a
team member who just sent me a

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Slack message now saying I'm now sleeping, I'll see you at four thirty am

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her time, But then tomorrow she
might work four thirty am until twelve noon

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or four thirty until eight and have
a break or go for a walk.

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I seriously don't care. I really
And people go, oh, you must

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care. I actually don't. It's
just the clock to me doesn't matter if

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her projects were behind and late.
Wow, I really care then, But

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you know, let's treat people as
adults. M M. Yeah. And

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I think what you've done masterfully,
Catherine, is you've disassociated from that traditional

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mechanism of the clock and in order
to produce better results. And so what

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what's come to me, Catherine,
And this is I know a lot of

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people who have made very big,
successful careers out of consulting for the big

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now four right, and it cursed
me. That's a very that's it.

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That's they've got a system for that, and they plugged you into the system.

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And I don't care where you're working
from, You're going to be successful

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because they know how to do it. The rest of us out in the

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world, you know, haven't really
quite been been exposed to that are the

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ones that are probably really struggling the
most. And so that's where I think

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your work is so so important,
because you teach in your book both how

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to lead better with more accountability and
a system's kind of approach and your checklists

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are fantastic for new leaders, what
do they need to do? And you

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really talk about that important so you
know, strong communication and connection, especially

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higher touch as well, but also
what did the members need to do to

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demonstrate their competency and be successful?
I think that's it's tremendous and so and

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these are different skills. There are
more highly tuned skills that you talk about

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in your book. And you mentioned
communication, and everything comes back to that.

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But what does that look like?
And so how do we communicate,

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especially in a virtual environment, and
not only with each other and our teams

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and our senior leaders and so on, but to our customers, our clients,

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they are all virtual as well.
So no longer, excuse me,

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no longer our sales associates going out
to visit clients like that's the old world.

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How are they managing those client relationships? How is projects being done with

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customers, with vendors and so on? And so it comes back to the

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communication. And I've got to tell
you that people communicate at a core level.

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How they learn, that's where it
comes from. That. My whole

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life has been in learning. My
whole life has been the science of learning,

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and what comes out of people's mouth
is a direct mirror of how they

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prefer to take in information. Well, that's great if they're communicating with someone

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who learns a bit like them.
But if they're different, they go,

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well, that person's different, difficult, hard to get along with, whatever,

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No, they're just different to you. So then, as a leader,

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how do I communicate, especially in
a heightened complex world of virtual How

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do I now communicate to hook in
that other person on the other end of

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a camera, on the other end
of the world, so that my message

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is clear, it hooks that person
in, they then respond to it.

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I'm influential, I'm doing all of
those great things. That is a new

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skill, and it is a new
skill for this age. And that's where

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my everyday work is. I happen
to work in a virtual organization that I

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happen to have some skills in,
but my everyday work is in this whole

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essence of communication and now in a
virtual world or worse hybrid, that is

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the elephant in a room. I've
got some people in the office, I've

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got some people virtual. I've got
some people across the other side of the

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country. I've got some people in
a facility somewhere, that hybrid world that

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can turn to a hot mess real
fast. That's what my client is really

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afraid of. She hears the horror
stories about this kind of thing. So,

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of course, as I'm probably do, I read your book cover to

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cover. But would you say,
well, it's part of the way my

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education, that's why I do this
right, But would you just say a

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few more competencies for our listeners and
viewers and what to leaders need beyond that

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that communication? What else are you
just a couple other competencies that you talk

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about it in the book that you
think are worth mentioning here. I'm super

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practical. I'm Australian. What you
say it how it is right. There's

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no flocks and no we call it
faffing in Australia. I don't even know

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how to spelled that. I think
it's like pha w f ing no faffing.

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Right. There's a few things you
can do immediately today. Have a

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look at your calendar and have a
look at when you're meeting with your team,

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and if the meeting is at three
o'clock, show up to that meeting

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ten minutes before and be the first
person on the zoom call, not the

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last, the first, and you
get there and you can still be doing

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your emails in the background of walking. But as soon as that person,

404
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the first person arrives, you're on. Now that person might arrive at nine

405
00:30:52.160 --> 00:30:56.039
minutes to the hour when the meeting
is supposed to start. If that person

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is the only person there for that
nine minutes, you chat how are you?

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Simply asking that question looking into the
camera to that person and saying,

408
00:31:07.240 --> 00:31:15.799
alas, how are you and stop
talking and just listen and things will come

409
00:31:15.799 --> 00:31:18.880
out, and then say how are
you going with that project? Or how

410
00:31:19.079 --> 00:31:23.119
I know you've been juggling family stuff, how's that going for you? Or

411
00:31:23.160 --> 00:31:27.079
I know you've got a sick parent, how's that going for you? Actually

412
00:31:27.319 --> 00:31:32.920
connect and talk to them as human
beings. What I see happening is leaders

413
00:31:33.000 --> 00:31:37.359
come into the meeting on time,
maybe late, and then it's like bang

414
00:31:37.440 --> 00:31:41.680
into the agenda. There's no water
cooler time that we used to have.

415
00:31:42.160 --> 00:31:47.559
The water cooler time happens before,
or it might be saying at the end

416
00:31:47.599 --> 00:31:51.039
of the meeting, Hayles, can
you stay back yep, sure, I

417
00:31:51.039 --> 00:31:53.920
don't have another meeting to go.
Don't book back to back to back meetings.

418
00:31:53.680 --> 00:32:00.000
That's number one. So just managing
that piece instantly up to the connection,

419
00:32:00.519 --> 00:32:05.079
the human capacity, the finding out
what's really going on with your people,

420
00:32:05.839 --> 00:32:08.720
all of those good things that you're
not going to find when you when

421
00:32:08.720 --> 00:32:14.319
you bring them together. The second
thing is is when you go into a

422
00:32:14.359 --> 00:32:17.599
meeting room, you can see people. And I had a client the other

423
00:32:17.680 --> 00:32:21.759
day saying, you know, Katherine, he said, I see you on

424
00:32:21.920 --> 00:32:24.160
Zoom much more than I see anybody
else. I go, what are you

425
00:32:24.200 --> 00:32:27.839
talking about? Do you not have
zoom calls? And she said, yeah,

426
00:32:27.839 --> 00:32:30.640
but none of my entire company don't
turn their camera on. And it's

427
00:32:30.720 --> 00:32:37.559
like, well, okay, So
I know that I'm not a supermodel and

428
00:32:37.599 --> 00:32:42.039
I'm okay with that, but I
also know that when I go into a

429
00:32:42.039 --> 00:32:45.599
meeting, this is how I look
and people can see me. And so

430
00:32:46.000 --> 00:32:50.559
first thing is cameras on everything.
If people don't have cameras by them,

431
00:32:50.640 --> 00:32:52.920
you know, if people don't have
screens by them, whatever, they need

432
00:32:53.359 --> 00:32:59.240
to set that up. These are
such simple things. The other things that

433
00:32:59.319 --> 00:33:04.759
I think leaders can do is to
really invoke a growth mindset, you know,

434
00:33:04.880 --> 00:33:10.279
and that looks like showing up.
You stop being grumpy, stop being

435
00:33:10.799 --> 00:33:15.119
miserable, stop being negative, get
in there and go, Okay, we've

436
00:33:15.160 --> 00:33:21.160
got a problem. I've got six
smart people on the line here, every

437
00:33:21.160 --> 00:33:23.039
one of you. I want to
take a minute. Just take a minute

438
00:33:23.039 --> 00:33:28.640
now and write down what you think
your solutions could be to this problem,

439
00:33:28.759 --> 00:33:32.640
what could be the possibilities. Let's
get in here together and do it together.

440
00:33:34.039 --> 00:33:37.440
Like no silent people on the call, no stand by people do they're

441
00:33:37.440 --> 00:33:44.960
just sitting there going here. Just
forget the grumpy get in there and be

442
00:33:45.160 --> 00:33:49.680
excited. Like work is supposed to
be a great place to be because,

443
00:33:49.720 --> 00:33:52.920
as you say, you want to
work with purpose, Well, half the

444
00:33:52.920 --> 00:33:58.240
time when people leave, it's because
they don't feel that purpose. So it

445
00:33:58.319 --> 00:34:05.880
happens purpose and doesn't happen in the
big picture. Purpose happens in every interaction,

446
00:34:06.119 --> 00:34:10.199
in every Zoom call, in every
phone call. And I've got a

447
00:34:10.280 --> 00:34:17.039
senior person on my team that is
not really jailed with Zoom. He's a

448
00:34:17.039 --> 00:34:23.360
phone guy and he phones people and
says hi, Alice, And they go,

449
00:34:23.840 --> 00:34:29.280
who, senior leader, What have
I done wrong? Am I bad

450
00:34:29.320 --> 00:34:31.719
to be fired? And he says, I'm just calling to see how you're

451
00:34:31.760 --> 00:34:36.800
going. I've just noticed on the
calls lately, maybe in our team meetings

452
00:34:36.840 --> 00:34:39.679
that you're feeling a bit stressed the
projects. What's happening? Just talk to

453
00:34:39.719 --> 00:34:45.039
me. Half an hour later,
they've told him the whole life story.

454
00:34:45.119 --> 00:34:45.960
He comes to me and says,
do you know what's really going on with

455
00:34:46.079 --> 00:34:49.519
that person? Going now? He
says, this is what's going on.

456
00:34:49.679 --> 00:34:54.159
I got goodness whatever it is for
that connection. You know, I'm not

457
00:34:54.239 --> 00:35:00.519
talking about the difficult stuff. I'm
talking about the easy stuff. Proje I'm

458
00:35:00.519 --> 00:35:02.119
going to comment on that, but
let's grab ust break here if we can.

459
00:35:02.440 --> 00:35:06.440
I'm Elise Cortez, your host.
We've on the air with Kather Metiski.

460
00:35:06.519 --> 00:35:09.239
She's a leading global business educator and
author with three years of experience across

461
00:35:09.360 --> 00:35:13.280
industries. We've been talking a bit
about her book, Leading Virtual Teams.

462
00:35:13.320 --> 00:35:15.679
We're gonna talk a little bit more
after the break about managing the virtual teams

463
00:35:15.719 --> 00:35:20.079
and beyond. Stay with us.
We'll be right back, doctor Release.

464
00:35:20.159 --> 00:35:25.320
Cortez is a management consultant specializing in
meaning and purpose and inspirational speaker and author.

465
00:35:25.639 --> 00:35:31.840
She helps companies visioneer for greater purpose
among stakeholders and develop purpose inspired leadership

466
00:35:32.079 --> 00:35:38.440
and meaning infused cultures that elevate fulfillment, performance and commitment within the workforce.

467
00:35:39.039 --> 00:35:44.039
To learn more or to invite a
Lease to speak to your organization, please

468
00:35:44.119 --> 00:35:46.760
visit her at a lease Cortez dot
com. Let's talk about how to get

469
00:35:46.800 --> 00:35:59.719
your employees working on purpose. This
is working on Purpose with doctor Relise Cortez.

470
00:36:00.320 --> 00:36:04.239
To reach our program today or open
a conversation with Elise, send an

471
00:36:04.239 --> 00:36:10.679
email to Elise ali se at Elise
Cortez dot com. Now back to working

472
00:36:10.719 --> 00:36:15.920
on purpose. Thanksteresting with us,
and welcome back to working on purpose.

473
00:36:16.000 --> 00:36:19.239
One of the bit of news I
want to share with you is that a

474
00:36:19.280 --> 00:36:22.639
couple a few months ago, I
released an anthology that I've been curating for

475
00:36:22.679 --> 00:36:25.079
a while. It's twenty five stories
from women around the world who share their

476
00:36:25.119 --> 00:36:29.199
very intimate stories of how they discover
their purpose in and off serving from it.

477
00:36:29.280 --> 00:36:31.079
It's amazing. I'm so proud of
it. I could bust. I

478
00:36:31.079 --> 00:36:34.400
am bought all the way. By
the way, I'm also now recruiting for

479
00:36:34.480 --> 00:36:37.280
men to share their stories, so
you can know anybody send them my way

480
00:36:37.400 --> 00:36:39.840
if you're just joining the program today. My guest is Katherine Metiski. She

481
00:36:40.079 --> 00:36:45.639
is the founder of the performance company
and international training and consulting organization as work

482
00:36:45.679 --> 00:36:49.400
with Fortune one hundred companies around the
world. She's also the author of Leading

483
00:36:49.480 --> 00:36:52.519
Virtual Teams, which I've been talking
about in this program today. So,

484
00:36:52.599 --> 00:36:53.719
Katherine, what I wanted to chime
in really quick on what you were just

485
00:36:53.719 --> 00:36:58.239
talking about before is, and I've
heard this by talking to futurists, by

486
00:36:58.280 --> 00:37:01.840
the way, and other technology people, is they talk about the opportunity for

487
00:37:02.000 --> 00:37:07.639
humans to be kicked upstairs working alongside
technology. So just what you were saying

488
00:37:07.760 --> 00:37:10.880
is the only one thing that we
do better than any machine or robot out

489
00:37:10.880 --> 00:37:15.440
there is that human connection emotional intelligence. Right, So what you're describing is

490
00:37:15.599 --> 00:37:20.559
now we have a way to really
distinguish and work very much alongside technology,

491
00:37:20.800 --> 00:37:23.760
but to distinguish our human contribution in
a way that makes all the difference to

492
00:37:23.760 --> 00:37:29.599
people. And I really want to
celebrate that and call that out absolutely.

493
00:37:29.760 --> 00:37:34.559
Yeah. So one of the other
things that you do in your book,

494
00:37:34.599 --> 00:37:37.400
which I think is brilliant and I've
done this in classes, but it makes

495
00:37:37.400 --> 00:37:40.320
so much sense. You talk about
this idea of what I would call it

496
00:37:40.400 --> 00:37:45.920
a virtual team charter, but essentially
getting that all of the team members involved

497
00:37:45.920 --> 00:37:49.079
in the creation and agreement of how
they're going to work together, what does

498
00:37:49.119 --> 00:37:52.360
success look like, what are the
ground rules, etc. I think that's

499
00:37:52.360 --> 00:37:55.280
brilliant. And you say the importance, which I completely agree with, get

500
00:37:55.320 --> 00:38:00.960
everyone involved in its creation so everybody
has skin in the game. Brilliant.

501
00:38:01.239 --> 00:38:06.360
And I've seen it work, and
I've seen people do it exactly with the

502
00:38:06.360 --> 00:38:09.800
blueprint from the book, and they've
done it and they've then showed it to

503
00:38:09.840 --> 00:38:14.760
me, and it's just amazing.
And some of them are quite simple,

504
00:38:15.079 --> 00:38:17.000
you know, and some of them
are hugely complex, but it is their

505
00:38:17.079 --> 00:38:21.920
words and it is from them.
So whatever the end product comes out,

506
00:38:22.320 --> 00:38:28.000
people live by, eat, breathe
every day and it is absolutely the unifier.

507
00:38:28.400 --> 00:38:31.960
I think the challenge comes when the
team charter is set and someone leaves

508
00:38:31.960 --> 00:38:37.800
the team or somebody new comes into
the team. That's an opportunity to make

509
00:38:37.840 --> 00:38:44.000
sure that if somebody comes into the
team, then that team charter process has

510
00:38:44.039 --> 00:38:47.440
their voice as well. So there
needs to be an update every time that

511
00:38:49.039 --> 00:38:53.039
changes. Effectively that charter changes as
well. So for a new person,

512
00:38:53.480 --> 00:38:57.440
it's asking them the question to say, okay, here's our team charter,

513
00:38:57.559 --> 00:39:00.480
how does that resonate with you?
What do you care about? What would

514
00:39:00.519 --> 00:39:04.800
you add or take away from that
team charter? And because the team is

515
00:39:04.840 --> 00:39:08.920
different, So it's a bit like
when a group of executives go away on

516
00:39:09.000 --> 00:39:13.880
a leadership retreat, they create a
vision. They're all jazzed about it.

517
00:39:13.920 --> 00:39:16.519
They come back and think everyone's going
to be aboard. They say the vision

518
00:39:16.559 --> 00:39:19.360
and everyone goes, oh, yeah, okay, that's just like the old

519
00:39:19.360 --> 00:39:22.440
one, and they go, no, it's much. It took us two

520
00:39:22.519 --> 00:39:27.880
days to come up with this.
This work. But unless you actually unravel

521
00:39:27.960 --> 00:39:31.440
that and say, in this vision
or in this team charter, this word

522
00:39:31.559 --> 00:39:37.320
to us means this. So we've
used the word accountable. What that looks

523
00:39:37.400 --> 00:39:39.679
like is this, this, this, this, this, And we've learned

524
00:39:39.840 --> 00:39:45.599
that we've used a word like collaborative, for example, what that means to

525
00:39:45.719 --> 00:39:50.239
us is this, this, this, So it's an opportunity for the team

526
00:39:50.280 --> 00:39:53.880
every time someone joins the team to
actually go back to the team charter in

527
00:39:53.960 --> 00:40:00.000
that welcome to our team meeting,
back to the team charter and say,

528
00:40:00.000 --> 00:40:04.719
okay, let's revisit our team charter, this is what these words mean to

529
00:40:05.000 --> 00:40:08.679
us, and then getting there input
as the new team member. What that

530
00:40:08.840 --> 00:40:15.280
also does at ninety degrees of that
is keeps that team charter alive. It's

531
00:40:15.360 --> 00:40:20.559
not just buried in a dropbox folder
somewhere and we go, oh, yeah,

532
00:40:20.559 --> 00:40:22.000
we've bit a team charter at once. I don't know where it is,

533
00:40:22.119 --> 00:40:24.800
but yeah, I was a good
exercise at the time. No,

534
00:40:25.119 --> 00:40:30.599
it's a living, breathing entity that
just needs to be kept alive. I

535
00:40:30.639 --> 00:40:35.239
think that's just brilliant. Makes so
much sense. So a couple more things,

536
00:40:35.239 --> 00:40:38.119
because we're coming to close over the
show already here, But somebody who

537
00:40:38.119 --> 00:40:40.519
has lived in Spain, in Brazil
and I speak those languages. I went

538
00:40:40.519 --> 00:40:44.119
over Western Europe and South America,
and I love to travel and love to

539
00:40:44.159 --> 00:40:49.360
connect with people. You have a
fantastic section in your book about cultural intelligence,

540
00:40:49.440 --> 00:40:52.039
which I think is fascinating. So
if you could just papper us with

541
00:40:52.079 --> 00:40:54.840
a couple of in some of your
more favorite countries to talk about and they

542
00:40:54.880 --> 00:40:58.440
have you talked about some of the
different ways they prefer to communicate and how

543
00:40:58.440 --> 00:41:01.360
they like to do meetings, etc. Can you just share a couple even

544
00:41:02.239 --> 00:41:07.840
between countries that we would think would
be quite similar Australia and United States,

545
00:41:08.280 --> 00:41:15.880
Australia and Canada, the USA and
the UK. You would think that they're

546
00:41:15.960 --> 00:41:22.239
quite similar, poles apart. And
so it's about saying, what do I

547
00:41:22.280 --> 00:41:29.239
need to know about the culture that
that person is working in and that country.

548
00:41:29.360 --> 00:41:31.519
And that's a great book. It's
a hundred years old. I don't

549
00:41:31.519 --> 00:41:37.639
know how old it is, but
it's along and it's called shake, Bow

550
00:41:40.199 --> 00:41:47.039
and sorry, not bow and shake, and so's it's about what do I

551
00:41:47.159 --> 00:41:53.079
need to do in order to interact
with that particular culture. And so,

552
00:41:54.400 --> 00:41:59.679
for example, I do a lot
of work in Switzerland. Switzerland is poles

553
00:41:59.719 --> 00:42:04.840
apart art from my culture of Australia. But I spent ten years in America,

554
00:42:05.039 --> 00:42:07.440
twenty years in America, so I
know the American culture, but it's

555
00:42:07.480 --> 00:42:13.320
polls apart. So there's things in
the Swiss culture, things like showing up

556
00:42:13.400 --> 00:42:16.920
late for a meeting is just not
on you know. I think of all

557
00:42:16.960 --> 00:42:22.920
those Swiss watchers. You need to
be on time and at the end of

558
00:42:22.960 --> 00:42:28.480
the minute of at the start time
of the meeting, everyone's there. And

559
00:42:28.679 --> 00:42:31.159
in the old world, when I
used to train there, physically train there,

560
00:42:32.159 --> 00:42:37.079
the old world pre pandemic, I
would say, let's have a six

561
00:42:37.159 --> 00:42:40.360
minute break in a training course,
and I can tell you that one hundred

562
00:42:40.360 --> 00:42:45.119
percent of the people were back at
five minutes, and I'm going, Wow.

563
00:42:45.800 --> 00:42:49.840
In Australia after six minutes, you're
going, is anyone back because you

564
00:42:49.920 --> 00:42:52.599
call a six minute break in a
training course in Australia or in America because

565
00:42:52.599 --> 00:42:57.119
you know it's going to be ten. But in Switzerland a six minute is

566
00:42:57.119 --> 00:42:59.800
really fine. You know. It's
just these little things, and so it's

567
00:43:00.639 --> 00:43:06.280
get into the culture. Learn the
culture because you're the one that's different.

568
00:43:06.639 --> 00:43:12.679
And in a virtual workplace like that's
become really exciting because now I can hire

569
00:43:12.800 --> 00:43:15.480
someone from anywhere in the world,
and I hire on time zones for our

570
00:43:15.519 --> 00:43:21.000
projects. But I can hire anyone
in the world. But boy, I

571
00:43:21.199 --> 00:43:22.960
want to be across their culture and
I will never be part of that.

572
00:43:23.000 --> 00:43:28.320
But you can do some simple things
at the beginning of meetings, to say

573
00:43:28.760 --> 00:43:32.480
just basic things like what did you
have for your last meal? Because in

574
00:43:32.559 --> 00:43:38.159
different cultures it's different, right or
especially around holiday time. I love asking

575
00:43:38.159 --> 00:43:45.599
my team what do you do for
Christmas in your country? Or what do

576
00:43:45.679 --> 00:43:49.360
you do? Do you do Halloween? You know some countries do, some

577
00:43:49.480 --> 00:43:52.440
countries don't. Even though it's an
American thing, all these things. Is

578
00:43:52.559 --> 00:43:59.760
finding out just those cultures is really
important and it's just it's it's education is

579
00:44:00.039 --> 00:44:02.800
action that everything else we've been talking
about here. So we're almost at a

580
00:44:02.800 --> 00:44:06.719
time here account but I would I
would love to hear you away in on

581
00:44:06.880 --> 00:44:10.039
what you see as the future of
work and this increasingly interconnected world we're living

582
00:44:10.039 --> 00:44:15.400
in. What do you see that, CHRYSTOPHERL of yours. I think people

583
00:44:15.920 --> 00:44:22.760
are now changing. I think people
will go to what I call their expert

584
00:44:22.880 --> 00:44:24.960
zone, and we all have one, and some of us don't know what

585
00:44:25.000 --> 00:44:31.239
that is. I think people are
starting to tap into the idea that I

586
00:44:31.239 --> 00:44:38.239
can be an expert in something.
For employers, hiring on expert zones is

587
00:44:38.280 --> 00:44:44.400
critical because if you keep people in
their expert zone, they stress levels go

588
00:44:44.480 --> 00:44:47.519
down because what they're doing is easy
for them. They all love it,

589
00:44:49.280 --> 00:44:52.440
they have that purpose, they will
show up, they're happy, all the

590
00:44:52.480 --> 00:44:58.039
good things in business that we want. If you have people working in their

591
00:44:58.119 --> 00:45:07.599
expert zone, and people who are
there are less likely to leave because they

592
00:45:07.840 --> 00:45:13.039
perhaps won't have that they won't be
in that expert zone, and then providing

593
00:45:13.079 --> 00:45:17.719
them with that growth opportunity is key. I don't see a world of office

594
00:45:17.719 --> 00:45:23.880
blocks and cities full of people,
you know, finishing at twelve noon to

595
00:45:23.920 --> 00:45:30.119
have lunch. I don't see that
world. I see a very dispersed workplace

596
00:45:30.880 --> 00:45:37.960
and a workplace where organizations gather talent
based on talent, not on geography.

597
00:45:38.079 --> 00:45:45.440
That probably my dream, Yes,
that's probably my dream, because why should

598
00:45:45.480 --> 00:45:50.559
I be constrained by the people in
my city, even if it's a huge

599
00:45:50.679 --> 00:45:53.599
city. When the best talent is
on the other side of the world,

600
00:45:53.800 --> 00:45:59.360
or the best talent happens to be
in a developing country that I would normally

601
00:45:59.360 --> 00:46:04.760
have no access too, why can't
I hire that person? It speaks to

602
00:46:04.840 --> 00:46:10.039
the whole dib It speaks to that
diversity. It speaks to the richness of

603
00:46:10.119 --> 00:46:15.280
the fabric of what an organization could
be. That sounds gorgeous, Catherine.

604
00:46:15.280 --> 00:46:17.840
I want that world. I'm in
that world. We've done it. We've

605
00:46:17.880 --> 00:46:21.679
managed to get to the edge of
into the show so fast. You know,

606
00:46:21.840 --> 00:46:23.360
the shows listen to you by people
around the world. We're all about

607
00:46:23.360 --> 00:46:25.760
trying to create a workplace where people
actually want to come to work and do

608
00:46:25.800 --> 00:46:30.760
their best. We are creating integrational
leaders that help people realize their greatness,

609
00:46:30.960 --> 00:46:32.519
and we're doing business at Betters in
the world. What would like to leave

610
00:46:32.599 --> 00:46:37.440
us with today. The first thing
is that I think anything is possible,

611
00:46:37.960 --> 00:46:44.480
and I would ask people to reflect
on what is their impossible goal, what

612
00:46:44.599 --> 00:46:50.679
would they love to do either for
their business, their team, themselves,

613
00:46:50.719 --> 00:46:57.480
what's their impossible goal, and to
say let's take that apart and say let's

614
00:46:57.480 --> 00:47:00.760
make that possible. Because I really
believe that. What a beautiful way to

615
00:47:00.800 --> 00:47:04.760
finish. I really really am so
grateful that we've connected Katherine. And by

616
00:47:04.800 --> 00:47:07.639
the way, it has been known
to happen that I end up on the

617
00:47:07.639 --> 00:47:10.119
doorstep of some of my international guests. I have been to Australia. David

618
00:47:10.159 --> 00:47:14.760
Books was on my show, so
beware it could happen. So thank you,

619
00:47:15.559 --> 00:47:19.199
Thank you very much for being willing
to be found and come on the

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00:47:19.199 --> 00:47:22.639
next day on the show. You
are a treasure. Thank you very much.

621
00:47:22.639 --> 00:47:24.519
It's great to be with you,
listeners and viewers. We'll learn more

622
00:47:24.559 --> 00:47:28.840
about Katherine Metiski and the work she
and her tear doing. It's pretty amazing

623
00:47:29.159 --> 00:47:32.079
her books. Any of her books
start by going to interer genius now dot

624
00:47:32.159 --> 00:47:36.679
com. Let me spell that for
you. I N N E R G

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00:47:36.920 --> 00:47:42.079
E N i U s n ow
Interergenius now dot com. Last week you've

626
00:47:42.119 --> 00:47:44.800
missed the live show, you can
always catch it be recorded podcast. We

627
00:47:44.800 --> 00:47:47.760
are around Here with Amy Herman talking
about her book Fixed, How to Perfect

628
00:47:47.760 --> 00:47:51.639
the Fine Art of Problem Solving.
Next week will be on the air with

629
00:47:51.719 --> 00:47:54.039
Kelly McDonald talking about her book It's
time to talk about Race at Work.

630
00:47:54.079 --> 00:47:58.760
Every Leader's Guide to making progress on
diversity, equity and inclusion. See you

631
00:47:58.800 --> 00:48:00.480
there. Remember that work is at
least to therbal life, So let's work

632
00:48:00.480 --> 00:48:07.280
on purpose. We hope you've enjoyed
this week's program. Be sure to tune

633
00:48:07.280 --> 00:48:12.000
into Working on Purpose, featuring your
host, doctor Elise Cortez, each week

634
00:48:12.079 --> 00:48:16.880
on the Voice America Empowerment Channel.
Together we'll create a world where business operates

635
00:48:16.920 --> 00:48:24.079
conscientiously, leadership inspires impassioned performance,
and employees are fulfilled in work that provides

636
00:48:24.119 --> 00:48:30.199
the meaning and purpose they crave.
See you there, Let's work on Purpose.